WESTLAND DISTRICT COUNCIL
Long Term Plan 2018-2028
Long Term Plan 1 CAUTIONARY NOTE Contents
Long Term Plan 3 Contents
4 Westland District Council Contents
Long Term Plan 5 6 Westland District Council INTRODUCTION
8 Message from the Mayor and Chief Executive 11 Westland District 15 Purpose of the Council 16 Intended Levels of Service 17 Key Challenges 19 Significant Forecasting Assumptions 22 Our Rating System INTRODUCTION
Long Term Plan 7 MESSAGE FROM THE MAYOR AND CHIEF EXECUTIVE
Message from the Mayor Westland District is a unique and special place. I have been fortunate in being elected by the Westland communities to be Mayor of this District. Looking ahead the next 10 years there are a number of challenges that lie ahead. I want to ensurethe steps that Council take are forward thinking and contribute towards growing, vibrant, thriving communities from Otira to Jacksons Bay and everywhere in between. As an elected Mayor my role is to ensure that the vision of the community aligns with the actions of Council. Through various community discussions and consultation processes, it is clear that the community want Council to ensure that core services are of an adequate standard and that all communities have access to these services. This Long Term Plan shows a clear shift in Council’s focus. The emphasis is now on improving levels of service for core activities and in many cases this requires increased spending (investment into these assets). In particular,three waters, roading, and the processing of consents are key areas. To ensure that these services are managed correctly, Council will ensure that it employs professional, competent people with the relevant skills and experience within these divisions. Council has also proposed to shift a number of other services, such as event management, to our various Council Controlled Organisations. This way Council can focus the majority of its attention on providing the best levels of core services. It is the role of the Chief Executive and his team to ensure that this vision is met. Myself and the other Councillors will support him with this and will provide political support to achieve the outcomes of this Long Term Plan.
Bruce Smith Mayor of Westland District
8 Westland District Council Message from the Chief Executive While drafting this 10-year plan, staff have kept Council’s new vision statement in the forefront our minds: “We work for the people of Westland to grow and protect our communities, our economy and our unique and natural environment”. Over the life of the last 10-year plan, it became evident to Council that a number of key infrastructure assets were in need of upgrade or maintenance. Council has faced the reality of a tight budget and financial demands head on and made some prudent financial decisions to ensure a sustainable future for the District. In this Long Term Plan, Council has directed its focus and funding towards ensuring that core service assets are maintained and upgraded. This decision is due to the limited financial capacity of a small ratepayer base and the necessity to prioritise essential services such as key infrastructure and three water projects. The first three to four years of this plan show a commitment to upgrade three waters infrastructure assets to meet the requirements of current and pending national regulations. Throughout this process, the capital works programme (including scoping, implementation and sign off of projects) will be completed in a competent, professional manner with thorough consultation, sound decision-making and collaborative working partnerships with the community and key stakeholders To avoid excessive burden on ratepayers, Council will seek to optimise external funding avenues available through central government, such as the Provincial Growth Fund. Council also intends to work with the newly-established Regional Economic Development Unit of the Ministry for Business, Innovation and Employment (MBIE) to investigate further sources of funding for the Westland community. Discussions with key stakeholders such as tangata whenua and the Department of Conservation (DOC) need to continue. The DOC estate covers 87% of the land area of Westland, so Council needs to work closely with DOC and partner with them on initiatives. With the increased levels of tourist traffic through Westland, a key priority is to continue to develop with DOC a memorandum of understanding regarding strategic tourist locations and support of the Department of Conservation’s work to ensure that parts of the DOC estate are predator free by 2025.
Long Term Plan 9 The West Coast environment has a number of natural challenges. Westland’s geographic placement between the Southern Alps and the wild ocean means the risk of natural disasters is high. Westland experiences threats from strong weather events, coastal erosion and rising sea levels, and Alpine Fault earthquakes to name a few. These types of events have the ability to isolate settlements for days if not weeks. As a Council, we have a responsibility to provide support to our communities in the event of a natural disaster. Keeping our communities safe during an event, responding quickly and equipping our communities with the tools to take care of themselves if they become isolated are all aspects of our Civil Defence and disaster preparedness responsibilities. Council undertakes to fulfil these roles in partnership with central government and relevant local agencies. This Long Term Plan features an ambitious programme of works to improve community outcomes. Meeting these objectives is only possible by hiring and retaining a strong team of skilled professionals. Council welcomes your feedback on this draft Long Term Plan to ensure that the options outlined within align with your community’s needs and expectations regarding services and activities.
Simon Bastion Chief Executive
10 Westland District Council WESTLAND DISTRICT: HISTORY AND MAJOR TOWNS
History Westland District is a political subdivision on the West Coast of New Zealand’s South Island. The District covers a long thin strip of land spanning approximately 450 kilometres in length between the Southern Alps and the Tasman Sea. Westland is one of the most sparsely populated parts of New Zealand, with an area of 11,880.19 square kilometres and a population of 8,570 people (2013 census). Approximately 45% of the population (3,500) lives in Hokitika. The remaining 55% live in small villages and rural areas such as Ross, Franz Josef and Haast. In its early years of settlement, Westland’s fame southern opening of State Highway 6 through was due to the gold rushes of the 1860s. After the South Westland and over the Haast Pass in 1965 discovery of gold in the Taramakau valley in 1864, gradually led to an expansion in the number of prospectors started arriving at the Hokitika River tourists. mouth, the closest anchorage to the diggings. With the growth of accommodation and At that time Hokitika was part of Canterbury outdoor recreation, tourism continues to grow in province. The town was laid out by surveyor John importance, with drawcards such as the Glaciers, Rochfort, and many street names commemorate Hokitika Gorge and popular events such as the Canterbury politicians of this period. Hokitika Wildfoods Festival. Westland is also In 1864 a roadway between the East Coast and known for pounamu which can be both bought West Coast was surveyed by Arthur Dudley and carved here. Dobson, and Arthur’s Pass was constructed within a year. This remains the main access route today. During 1865, a flood of gold prospectors and traders arrived, and the town was occupied and booming within less than a year. While most miners lived close to the diggings where they worked, Hokitika was the town they went to for supplies, recreation and to sell gold. For a short period, Hokitika had a population of over 4,000. As gold mining declined it dropped to 2,000 by the end of the 19th century. The river port at Hokitika was hazardous, and was barely used after the main gold rushes. When the gold rush subsided, Hokitika became a service town for forestry and farming in the first part of the 20th century. State Highway 6 from Greymouth to Hokitika was sealed (one lane only) for the first time in preparation for Queen Elizabeth II and the Duke of Edinburgh’s visit to the West Coast in January 1954. The
Long Term Plan 11 Major Towns One of Kumara’s famous residents was Richard Seddon, who opened a hotel and became mayor. He later moved into national politics and became HOKITIKA the Premier of New Zealand from 1893 to 1906. Hokitika is the hub of Westland and is a small town with a welcoming, cosmopolitan vibe. Gold was discovered relatively late in Kumara (in Home of the annual Wildfoods Festival and 1876). Over the next 20 years huge water races many other popular events including an annual and sludge channels were constructed, primarily Children’s Day celebration, the Driftwood and by Chinese miners (including in the adjacent Sand exhibition on Hokitika beach and Midwinter settlement of Dillmanstown). Mining declined Lantern Parade. Hokitika has a vibrant arts in the late 1890s, but dredging continued in the community and is the only town on the entire Taramakau valley until the 1960s. West Coast which is serviced by daily Air New Kumara has experienced a renaissance in recent Zealand flights. Many popular bushwalks, lakes years and new businesses have been established. and outdoor attractions are within 35 minutes Kumara is now part of the West Coast Wilderness of Hokitika including Lake Kaniere, Dorothy Falls, Trail which is a popular tourist attraction for Hokitika Gorge and Lake Mahinapua. Hokitika is cyclists. The Kumara Racing Club (established also the centre of dairy processing on the West 1887) is still going strong and hosts the Kumara Coast. Westland Milk Products has the only milk Races on the second Saturday in January which is processing plant on the West Coast. the largest event in the town. Kumara Junction is 7 km north-west of Kumara, at the intersection of State Highway 6 with State Highway 73. It is the starting point of the annual Coast to Coast race, held in early February, which crosses the South Island, and includes cycling, mountain running and kayaking.
Photo Credit: Tony Maitland
ŌTIRA Ōtira is a small locality on the western side of Arthur’s Pass, 82 km south-east of Greymouth. Originally founded for construction workers on the Ōtira tunnel, it became a settlement ARAHURA for railway workers. The town was sold by the Arahura is home to about 80 residents, most railways in 1999, and in the 2010s only a few of whom are affiliated with Te Runanga o Ngati dozen residents remain. It is mainly a base for Waewae. The nearby Arahura River is also home tramping and mountaineering. to several rare blue ducks (whio) which have been hatched and then released into the river by KUMARA the Department of Conservation as part of their Kumara is a township on the west side of the efforts to boost the numbers of this endangered Taramakau River, 25 km south of Greymouth, with species. a 2013 population of 309.
12 Westland District Council ROSS Ross is a small historic town (2013 population: 297) that is 31 km south of Hokitika. Ross was the centre of one of New Zealand’s richest alluvial goldfields in the late 19th century, with extensive underground mining and sluicing claims. Nowadays, Ross is a start and endpoint for the West Coast Wilderness Trail, and new businesses and tourism enterprises have emerged.
HARI HARI Hari Hari is a farming township (2013 population: 330) on the Wanganui River flats, 73 km south of Hokitika. For much of the 20th century the town was a forestry centre, supporting several sawmills. Australian Guy Menzies completed the first solo THE GLACIERS AND WESTLAND trans-Tasman flight on 7 January 1931, landing TAI POUTINI NATIONAL PARK upside down in a swamp at Hari Hari. The flight The Glaciers and Westland Tai Poutini National Park took 11 hours 45 minutes, and is commemorated are possibly the best-known features of Westland. in a memorial at Hari Hari. The Tai Poutini National Park extends from the Nowadays the Hari Hari area’s main industry is highest peaks of the Southern Alps to the sea. agriculture. The glaciers (although retreating) are popular South Westland Area School, based in Hari Hari, with tourists who can take guided tours on to the provides education for pupils from years 1–13 ice, and book flights over the spectacular glacial from the surrounding region. scenery.
WHATAROA Lake Matheson, where the mountains can be seen reflected on the lake surface on a calm morning, Whataroa is a small rural locality on the south is well known. side of the Whataroa River, 103 km south-west of Hokitika. Whataroa is a base for guided nature The park has many walking tracks, and there are tours over summer months. The only New Department of Conservation visitor centres in Zealand breeding colony of kōtuku (white herons) Franz Josef and Fox Glacier townships. is on the banks of the Waitangiroto River. They The glacial lakes of Lakes Paringa and Moeraki are arrive about September each year and, after popular fishing spots and Paringa is the site of a breeding, leave around January. The colony West Coast salmon farm. is a nature reserve, requiring an entry permit. Whataroa also offers Alpine Fault tours to tourists. FRANZ JOSEF Franz Josef is a township on the north side of ŌKĀRITO the Waiho River, 136 km south-west of Hokitika. Ōkārito is a coastal settlement on the edge of One of the busiest and fastest-growing tourist Ōkārito Lagoon, 135 km south-west of Hokitika. centres on the West Coast, it has up to 6,000 Ōkārito grew up as a gold-rush town in 1865–66, tourists a night in peak tourist season. The town with a population of 1,250 in May 1866. Nowadays is vulnerable to natural hazards including Alpine a small community remains, including a camping Fault earthquakes and the danger of flooding ground and a kayak tour operator. Ōkārito is and erosion from the Waiho River. Franz Josef’s an environmentally-conscious community popular tourist attractions include the Glacier Hot and although it welcomes tourists it is keen to Pools, owned by Ngai Tahu, as well as glacier treks minimise the environmental footprint. and helicopter flights.
Long Term Plan 13 The Haast Pass is an important pass across the Southern Alps, 56 km east of Haast Township. At 563 metres high, it is the lowest of the alpine passes, and is crossed by State Highway 6 from Otago to the West Coast. Apart from farmed river flats, most of the land in the Haast district is included in Te Wāhipounamu – the South West New Zealand World Heritage Area. This 2.6 million hectare world heritage area (protected as State Forest) includes four national parks (Westland Tai Poutini, Aoraki/Mt Cook, Mt Aspiring and Fiordland), as well as the land beside and in between them.
JACKSON BAY Jackson Bay is the only sheltered open-sea anchorage on the West Coast and has a wharf. FOX GLACIER Crayfish are caught at Jackson Bay. Fox Glacier is a tourist town on the north bank of the Fox River, 161 km south-west of Hokitika. Although smaller and quieter than Franz Josef, it is growing in popularity and provides accommodation and facilities for visitors to the southern part of Westland Tai Poutini National Park.
BRUCE BAY Bruce Bay is a small coastal settlement near the mouth of the Mahitahi River, 46 km south of Fox Glacier. In 2005, Te Rūnanga o Makaawhio opened their new marae at Bruce Bay.
HAAST DISTRICT Haast District (which had a 2013 population of 240) is one of the most isolated part of the West Coast, and cell and internet coverage can be sparse. Until the middle of the 20th century there were only bush tracks connecting the roads to Hokitika (240 km away) and Wānaka (145 km). The opening of the Paringa–Haast section of State Highway 6 in 1965 provided an all-weather road link with the rest of the West Coast. Haast is the name given to a group of settlements (Haast Township, Haast Junction and Haast Beach) beside or near State Highway 6, on the south bank of the Haast River. A large Department of Conservation visitor and information centre is at Haast Junction.
14 Westland District Council PURPOSE OF THE COUNCIL’S TEN YEAR PLAN
To review and plan for activities managed by the Council The Long Term Plan outlines the key activities provided by the Westland District Council. This plan provides a snapshot of the current status of these activities and the associated assets owned by Council, as well as the plans for the managing these activities in the future.
To outline the intended outcomes of each activity This plan describes the outcomes set for each activity and the rationale behind continuing to finance the activity.
To identify how our activities achieve our vision The backbone of decision-making within the Long Term Plan is the alignment of actions against the Council’s long-term vision. Proposed actions are assessed on compatibility with Council’s vision statement.
To provide for long-term, integrated decision-making and co-ordination of Council resources The interrelated 30-year Infrastructure Strategy and the Financial Strategy provide the basis for Council’s long term planning. The infrastructure strategy identifies the condition and performance of our assets, their expected lifespan and how decisions are made regarding repairs, replacement or upgrades of assets. The financial strategy outlines how capital projects outlined in the infrastructure strategy will be sustainably funded, alongside Council operating expenses, in accordance with financial prudence regulations and relevant internal and external benchmarks of liquidity, rates affordability and debt levels. These strategies also summarise the relevant legislation and how we intend to work with other partners and stakeholders to deliver services to the community. These documents focus not only on current needs but expected future needs to provide a long-term focus for Council’s decisions and activities.
To provide transparency and accountability to our community Performance measurements outlined within this plan (including measures of resident satisfaction) are used for the annual review of Council’s performance within its Annual Report and also for internal three monthly performance assessments. These documents are publically viewable on Council’s website and enable Council to be accountable to the public regarding its progress towards intended outcomes.
Long Term Plan 15 INTENDED LEVELS OF SERVICE
Council is not planning to decrease existing levels of service. However, a number of minor improvements to existing services are proposed. In some instances, it is going to cost more to continue to provide the same services. Examples of this are the rising costs of road maintenance, the new costs involved in ensuring that drinking water systems comply with the Drinking Water Standards of New Zealand. Extra resources have also been included in the Planning budget to ensure Council can complete a timely review of the District Plan. Council is seeking to improve its performance in some areas to ensure it achieves its currently stated key performance indicators. For example, extra funding is allocated to improve Council’s wastewater services. This includes costs associated with upgrading the Franz Josef wastewater treatment plant to meet environmental standards in the future. It is also a key priority for Council to address the seasonal water shortages in Franz Josef. Although minimal population growth is anticipated in the district, substantial capital expenditure will be required on a renewals programme in order to maintain the current levels of service. Council’s infrastructure strategy notes that a number of the district’s assets are approaching or past their expected useful economic lives and will therefore need to be replaced. Council’s infrastructure strategy also outlines some stormwater projects over the next ten years that are intended to provide increased drainage and flood protection for certain Hokitika residential and business area streets. A number of increased levels of services in the leisure suite of activities are proposed: including funding going towards the Hokitika waterfront development to create a space for residents and tourists to enjoy. This will include car parking, toilets and landscaping. In addition, funds have been allocated for a beachfront playground, also along the Hokitika foreshore. Funding of nearly $5 million dollars has been allocated towards future improvements for the Hokitika Museum. This is separate to the earthquake strengthening of the Carnegie Building. It has been identified that the Drummond Hall complex is approaching the end of its useful life which offers an opportunity for the public to consider a new redevelopment that can create a destination tourism attraction and heritage experience. Finally, in recognising the vulnerability of Westland District to natural disasters, it is proposed to increase the levels of service for Council’s Emergency Management function through the creation of a purpose-built Emergency Operations Centre to be shared with West Coast Regional Council.
16 Westland District Council KEY CHALLENGES
The low rating base Building resilient Funding and delivering activities is a challenge communities in Westland as it is a vast district but one that is Given our location, perched in between the sparsely populated. Additionally, much of the Southern Alps and the Tasman Sea, awareness land (about 87%) is part of the Department of and preparedness for natural disasters is a Conservation (DOC) estate. The DOC estate priority. The majority of Westland townships and contains a number of outstanding natural features settlements are located in close proximity to rivers making it a very popular tourism destination. and the sea, and have the potential to be greatly However, a key challenge for the Council is affected by storm events and rising sea levels. The providing and funding infrastructure and facilities district’s location at the foot of the Southern Alps to enable visitors to use the DOC estate. The also means that it is in a high-risk area in the event costs of maintaining these assets cannot be of an Alpine Fault earthquake. Many Westland directly recovered from DOC and there is no settlements could be isolated for days if not direct way of recovering these costs from visitors weeks in such an event. at present. Council must consider how the risks of natural Although the district is over 400 kilometres long, disasters impact decision-making for infrastructure there is a small rating base within the District, with and core service projects. Consideration is only one main township and numerous smaller also required on how to best empower our rural settlements. Currently, within the district communities to increase their resiliency and self- there are only 6,585 rateable properties. Despite sufficiency and have measures in place to respond this, our geographically dispersed settlements quickly and appropriately in natural disasters. require a range of services, facilities and infrastructure. It is a key challenge for the Council Council intends to continue discussions with to fund these core services within the limitations central government and regarding responses to of the current rating base. natural disasters and funding key infrastructure projects. Council is also contributing to Project Council’s largest operational spending continues AF8 for planning in the event of an Alpine Fault to be transportation infrastructure and three earthquake. These discussions will take place waters (drinking water, wastewater and alongside collaboration with our geographic stormwater). Council intends to seek further communities, mana whenua, the West Coast funding from central government to assist with Regional Council, New Zealand Transport Agency the cost of maintenance and upgrades to these and other stakeholders to address the implications services. of natural hazards on future development opportunities. The environment The Westland landscape and environment is unique to New Zealand. It is a major drawcard for why residents choose to live here and why tourists visit the District. The environment is also a significant resource that fuels our economy and key industries such as farming and mining. Many of our residents have strong environmental values and these values need to be recognised and respected within our decision-making.
Long Term Plan 17 Prudent financial decision-making This Long Term Plan is intended to provide transparency regarding Council’s approach to maintaining assets, identifying future needs, determining the costs of each activity and sustainably funding these identified needs. Council understands that the community desires us to maintain financial stability. This is why Council is proposing to focus the majority of its resources on maintaining and upgrading core services: these being roading infrastructure; three waters and the processing of consents. It intends to transfer the management of other activities to Council Owned Organisations to maintain on our behalf. The rationale for this is to increase cost effectiveness and efficiency of Council operations so that core services are given priority, while ensuring that the quality of other services is also upheld. Decisions about future spending have not been made lightly. The costs of projects have been carefully balanced against the risks of not taking action, for example potential asset failures. In some cases, the risks of non-action outweigh the immediate financial implications. Council will continue to regularly audit its own systems, processes and external contracts so that it is operating in a cost effective manner. During the lifetime of this plan, Council will be undertaking a programme of investigations to enhance our knowledge of the condition and potential life of our assets. Financial resources have been set aside for this purpose, including for a staff member to update this information in our asset management strategies and plans. Bringing this function in-house gives Council much tighter control over the development of asset management information, which will enable depreciation rates to be reviewed and adjusted more accurately.
18 Westland District Council SIGNIFICANT FORECASTING ASSUMPTIONS
Level of Risks Estimate of the potential Forecasting uncertainty underlying effect of this uncertainty Assumption about the the financial on the financial estimates assumption estimates provided in the LTP Population: Low That the It is unlikely the total population population will alter substantially however The population of the District will remain static forecasts the increased percentage of or grow slightly during the period of the plan. change. residents aged over 65 will The population statistics used are the medium impact not only the type and growth rate shown in the 2017 Statistics New mode of services that Council Zealand forecasts. Westland is predicted to provides, but also its affordability experience an ageing population over the life thresholds as it can be expected of this Long Term Plan. It is forecast that the that rates will become a higher number of residents aged over 65 will increase proportion of average household from 18% to 25% of the resident population. income.
Tourism: Medium That tourist Potential asset failure due to numbers unsustainable growth of tourism Tourism growth will continue to increase increase more resulting in service outages during the period of the plan and will be one quickly than and need for new unbudgeted of the major economic contributors to the expected. infrastructure that would GDP of the region. However, an increase in increase Council’s debt. tourist numbers will impact (place strain) on some Council infrastructure and services.
Land use: Low That these The funding approach adopted factors change. in this plan will accommodate Council’s rating base is represented by the small variances in these following types: Commercial 6%, Residential characteristics of the District. 41%, Rural 32% and Rural-Residential 21%. The proportions are not expected to change significantly during the life of this Council Plan.
Inflation: Low That super The impact would range from inflation occurs. changes that Council could The level of prices is assumed to increase over respond to up to a catastrophic the period of the Long Term Plan for each financial situation. activity area as forecast by BERL. The level of increase assumed in the Long Term Plan is set out in the financial statements in this Council Plan. The assumed increases include employment costs, activity costs and capital expenditure costs.
Interest: Low That interest The impact would range from rates increase. changes that Council could Council has calculated interest expense of respond to up to a catastrophic 3.9% on all loans. This is a weighted average financial situation. based on current rates and BERL forecasting over the next ten years.
Long Term Plan 19 Level of Risks Estimate of the potential Forecasting uncertainty underlying effect of this uncertainty Assumption about the the financial on the financial estimates assumption estimates provided in the LTP Returns on Investment: Low That return rates The impact would range from for investment changes that Council could Council has calculated interest income are lower than respond to up to a catastrophic based on our current portfolio, which is interest rates on financial situation. made up of fixed interest bonds and term Council loans. deposits, the average rate applied is 4.05%. Cash investments will return income based on the interest rate assumption. Distributions from Westland Holdings Limited have been budgeted for in the plan.
Renewability or otherwise of debt funding: Low That funding The impact would range from arrangements changes that Council could Council assumes reliable and sustainable falter. respond to up to a catastrophic funding arrangements through Local financial situation. Government Funding Agency both in regard to the quantum of the funding and the terms and conditions of the funding.
Replacement of Assets: Low That Council Unexpected or unbudgeted does not meet replacement costs may lead to The optimal goal is that assets will be replaced the goals failures in budgets. at the end of their economic life. The gap set out in its analysis performed during the creation of the Spiralling rates. Financial and/ Infrastructure Strategy identified areas where or Infrastructure this may not be affordable. In view of this Strategy. careful management of assets replacements is contained within the AMPs. That reactive maintenance Depreciation rates are shown in the Statement costs will be of Accounting Policies. The Council’s policy in high. relation to the funding of capital expenditure is set out in the Revenue and Financing Policy.
Revaluations: Low Ineffective practice may result in failure to pay for future As part of condition assessments and replacements. revaluations, the economic lives of Council’s infrastructure, land and building assets are Spiralling rates. re-assessed every 3 – 5 years so that carrying values are maintained at fair value.
Subsidies: Low That NZTA’s A reduction in anticipated subsidy rates subsidies would test the budgets NZTA financial assistance rate for the land change. in this plan. This would then transport programme will remain at 59% for result in either spiralling rates local roads for the life of the Special Purpose or a significant drop in existing Road (Haast Jackson Bay Road) subsidy rate levels of service. will decrease from 100% to 59% at an as yet undetermined time. This transition process is currently under review and negotiation with NZTA.
Legislation: Low That Council Potential Government cannot afford to intervention if Council does not Council is expecting changes to legislation and respond. respond appropriately. other requirements from central government, and acknowledges that this responsibility is Spiralling rates. may not be accompanied by government financial input.
20 Westland District Council Level of Risks Estimate of the potential Forecasting uncertainty underlying effect of this uncertainty Assumption about the the financial on the financial estimates assumption estimates provided in the LTP Resource Consents: Low That Council Potential service failures and/or cannot afford adverse environmental effects. Resource consents held for Council activities to comply or Potential infringement fines. will require renewal and will require increased respond to monitoring. monitoring requirements.
Natural Disasters: Low That Council Unexpected or emergency has not fully works will test the budgets in this Council will continue to fund emergency prepared prior plan. management functions and utilise District to hazard events Plan controls to address risk from potential Potential for uninsured losses. occurring. natural hazards. It will not attempt to make its infrastructure disaster-proof aside from meeting Building Code legislative requirements. It will not be budgeting for full disaster recovery.
Climate Change: Low That Council Unexpected or emergency has not fully works will test the budgets in this Council has not factored in specific climate prepared prior plan. change impacts/risks into its financial to hazard events forecasting in the LTP nor into its current Potential for uninsured losses. occurring. infrastructure specifications. Council will acknowledge potential climate change impacts/risks when making decisions to install new infrastructure.
Emissions Trading Low Low Cost of increased taxes is not budgeted. The Emissions Trading Scheme is in place. Council has accounted for the carbon tax on Butler’s Landfill in this LTP, as per the information available.
Sales of Fixed Assets Low That sufficient Potential profits are not realised. resources Assets will be sold if they are determined to have not been not be required. devoted to undertaking this exercise.
MDI Funding Low That District and community initiatives Development cease and/or groups may turn to Council assumes that it will continue to West Coast Council for financial input. manage the local major district initiatives (MDI) discontinues funding allowance. Negative economic impact on providing MDI the District. funding to Councils. Spiralling rates.
Local Government Reorganisation: Low That Cost of reform and change is not Government budgeted. There will be no change to District boundaries. initiates changes. Large-scale infrastructure projects may become superfluous or redundant (due to potential amalgamation of local councils).
Long Term Plan 21 OUR RATING SYSTEM
Overview We use rates to fund some small items of capital expenditure and some capital projects in advance Council’s rating system is calculated by capital (by collecting funds for depreciation). value grouped by four differential sectors, these The setting of rates is a complex process. We being commercial, residential, rural-residential and have chosen to have two general rates; a uniform rural. The capital values by classification determine annual general charge (UAGC) and a general the general rates charges for ratepayers, which rate based on the value of the property. We have most activities are funded from. chosen capital value as the basis by which to Targeted rates are used in some instances where calculate the general rate. a general rate is not considered appropriate In the first year, the UAGC has been set at 21.7% because a distinct user group benefits from the of total rates. A UAGC is generally applied to every activity that Council provides, rather than all rating unit. An exception is if contiguous (joining) ratepayers. This could be a specific community, properties are being used as one unit. The Rating sector or connected property. Policy sets out the circumstances when only a In addition, our rating district is split up into eight single UAGC may be applied. community zones. These eight community zones There are eight community zones that receive are each charged a community rate charge which targeted rates relevant to the local services they differs based on the varying amount of Council receive. services provided for this community. Where user charges are not practicable, but Council’s view is that rates are similar to a tax for discrete user groups can be identified, Council services received. Therefore, an activity should applies targeted rates. The community rate is be funded from the general rate, unless Council an example of this, along with reticulated water determines that targeted rate is justified to more utilities and such elements as the Hokitika Area appropriate allocate the rates. A breakdown of the Promotions rate. different types of targeted rates can be found on page X. Targeted rate boundaries have been drawn with the intention of encompassing whole rating units. The components and rationale behind the rating Should a boundary spilt a rating unit, Council will system are set out in the Council’s Revenue and rate the property based on the predominant use Financing Policy and Rates Remissions policies. of the property. These policies are attached to this document, and are available on the Council’s website www. The general rate is applied to those activities westlanddc.govt.nz or can be obtained from the which provide a benefit to the whole district. Council offices. General rates and community rates are based on the use to which the land is put. Four differentials have been adopted: Residential; Rural Residential; Key elements of the rating Rural and Commercial. Council undertakes system reviews to update its information about what activity properties are being used for. It can also Demonstrating financial prudence is important review the differentials. to Council, and therefore only after appropriately exhausting all other funding sources, will Council fund its remaining operating expenses from rates. For many activities, however, rates will be the main funding source. A portion of the rates intake funds the capital (principal) repayments of debt.
22 Westland District Council Rates cap policy that is consistent with accommodating growth expectations for the district and to Council has maintained its 5% rates cap for annual encourage or at least not discourage continued increases as a result of strong feedback from the subdivision activity in the district as allowed by the public that it must provide a level of certainty as District Plan. well as demonstrating efficiency and prudence. 3. Non-contiguous Farm or Horticultural Rating The rates cap is explained further in the Financial Units Strategy that is contained in this plan (within the The Uniform Charges, where the same ratepayer “Key Strategies” section). owns non-contiguous Rating Units that are operated as a single farm or horticultural unit. Rates remission 4. Unoccupied Māori land opportunities through Where no income is derived from the land and the the Council liability for rates cannot be definitively attributed. Council also has policies on remission Remission on rating is available for land owned and postponement for: by Council and/or owned and occupied by a charitable organisation, which is used exclusively 1. Rates on Māori Freehold Land. or principally for sporting, recreation, or “Māori Freehold Land” is defined in section 5 of community purposes. the Local Government (Rating) Act 2002 as land This does not apply to any body (including whose beneficial ownership has been determined a society, associated organisation, whether by the Māori Land Court by freehold order. Only incorporated or not) that is for the purpose of land that is subject to such an order may qualify profit or gain and/or to groups or organisations for remission under this policy. who engage in recreational, sporting or 2. Extreme Financial Hardship. community services as a secondary purpose only. The policy offers rates postponement to No remission will be granted on targeted rates ratepayers that may be suffering or have suffered for water supply, wastewater services or refuse extreme financial hardship. collection. How can I get a remission on my rates? Remission is available on/for: If you do not currently receive a remission 1. Schools and believe you qualify via one of the sections In order to provide relief and assistance to described above, please apply in writing to the educational establishments in paying wastewater Council, detailing the circumstances. charges. 2. New Subdivisions Remission on new subdivisions is available to provide temporary rates relief to new subdivisions, limit the immediate rates impact of multiple Uniform Annual General Charges (UAGC) and service charges in the first year, provide a rating
Long Term Plan 23 The Department of Internal Affairs Rates Rebate Scheme Council administers this rates rebate scheme on behalf of the Department of Internal Affairs (DIA). It is designed to provide a subsidy to low-income homeowners on the cost of their rates. Ratepayers apply for this scheme through their local council. Westland District Council receives the application form from DIA. You must wait until you get your first quarter rates bill before you see us about organising a rebate. When applying for a rebate you will need: • Your rates notice (including your West Coast Regional Council rates notice if billed separately) for the current rating year • Information about what your partner/ joint homeowner’s income was if she/he was normally living with you.
Rate accounts We will be working towards making rates accounts more itemised. We will also continue to develop electronic methods for delivering and paying accounts as well as instalment options. We welcome your input on this.
Disputes Objections to the Rating Information Database and rates records will follow the rules laid down by s29 and s39 of the Local Government (Rating) Act 2002. Any dispute over the application of any of these rating policies that cannot be resolved through liaison with officers, must be made in writing to the Chief Executive. Should the Chief Executive be unable to reach agreement with the ratepayer the matter shall be decided by Council or any such committee or sub-committee it so delegates.
24 Westland District Council YOUR COUNCIL
8 Your Councillors & the Executive Team 11 Council Standing Committee & Liaison Roles 15 Council Working Groups and Other Appointments 16 Council Controlled Organisations 17 Other Council Organisations 19 Council’s Vision Statement 22 Significance and Engagement Policy 22 Commitment to Consultation and Engagement with Māori YOUR COUNCIL YOUR
Long Term Plan 25 YOUR CONCILLORS AND THE EXECUTIVE TEAM
Mayor Bruce Smith 483D Hau Hau Road Hokitika, 7811 Mobile: 021 922 860 [email protected]
Northern Ward Cr Graeme Olson (Ginger) Cr Jane Neale 239B Keogan Road 8 Paiere Road RD 2, Hokitika Ruatapu, RD 3 Ph: 755 7790 (H) Hokitika 7882 Mobile: 021 232 7333 Ph: 03 755 8069 (H) [email protected] Mobile: 021 0271 8810 [email protected] Cr Durham Havill 74 Havill Drive, RD 2, Hokitika 7882 Ph: 755 7796 Mobile: 027 448 3187 [email protected]
Hokitika Ward Cr Desmond Routhan Cr David Carruthers 48 Rolleston Street 143 Brickfield Road Hokitika 7810 RD 2, Hokitika 7882 Ph: 755 7444 (H) Ph: 755 8815 (H) Mobile: 021 162 4287 Mobile: 027 208 0263 [email protected] [email protected]
Deputy Mayor Latham Martin 74 Park Street Hokitika 7810 Ph: 755 7337 (H) Fax: 755 7337 Mobile: 027 849 1424 [email protected]
26 Westland District Council Southern Ward Deputy Mayor Helen Lash Cr Gray Eatwell 2871 Whataroa Highway PO Box 42, RD 1 Whataroa 7886 Whataroa 7857 Ph: 753 4274 (H) Ph: 753 4236 (H) Mobile: 027 519 6506 Mobile: 027 214 9589 [email protected] [email protected]
Executive Team Simon Bastion David Inwood Chief Executive Group Manager: District Assets 03 756 9010 03 756 9034 021 838 5268 021 08 793 793 [email protected] [email protected]
Lesley Crichton Jim Ebenhoh Group Manager: Corporate Services Group Manager: Planning, 03 756 9081 Community & Environment 027 531 3782 03 756 9035 [email protected] 027 886 0420 [email protected] Diane Maitland Executive Assistant 03 756 9038 027 503 9111 [email protected]
Long Term Plan 27 COUNCIL STANDING COMMITTEES
Finance, Audit & Dog Control Hearing Committee Tenders Sub-Committee Risk Committee Cr Carruthers (Chair) Mayor Smith (Chair) Deputy Mayor Martin (Chair) Cr Olson (Deputy Chair) Deputy Mayor Martin All other Elected Members Mayor Smith (Member) Cr Olson (This Committee of Council meets as Cr Carruthers and when required.) (This Committee of Council meets as and when required.) Elected Member Liason Roles with Community Associations
Organisation Appointment
ENTERPRISE HOKITIKA Deputy Mayor Martin and Cr Eatwell to have a liaison role with Enterprise Hokitika
FOX GLACIER COMMUNITY ASSOCIATION Deputy Mayor Lash to have a liaison role with the Fox Glacier Community Association
FRANZ INC. Cr Eatwell to have a liaison role with Franz Inc
FRANZ JOSEF/WAIAU COMMUNITY FORUM Deputy Mayor Lash to have a liaison role with Franz Josef/Waiau Community Forum
GLACIER COUNTRY TOURISM GROUP Cr Eatwell to have a liaison role with the Glacier Country Tourism Group
HAAST PROMOTIONS GROUP Deputy Mayor Lash to have a liaison role with the Haast Promotions Group
HARI HARI COMMUNITY ASSOCIATION Cr Eatwell to have a liaison role with the Hari Hari Community Association
HERITAGE HOKITIKA Cr Carruthers to have a liaison role with Heritage Hokitika
HERITAGE WEST COAST Cr Carruthers to have a liaison role with Heritage West Coast
KOKATAHI/KOWHITIRANGI COMMUNITY Cr Olson to have liaison role with the ASSOCIATION Kokatahi/ Kowhitirangi Community Association
KUMARA RESIDENTS ASSOCIATION Cr Havill to have a liaison role with the Kumara Residents Association
ŌKĀRITO COMMUNITY ASSOCIATION Deputy Mayor Lash to have a liaison role with the Ōkārito Community Association
ROSS COMMUNITY SOCIETY Cr Olson and Cr Neale to have liaison role with the Ross Community Society
SAFE COMMUNITY COALITION Cr Neale to have a liaison role with the Safe Community Coalition
WHATAROA COMMUNITY ASSOCIATION Deputy Mayor Lash and Cr Eatwell to have a liaison role with the Whataroa Community Association.
28 Westland District Council COUNCIL WORKING GROUPS
Prior to the election of new Councillors in 2016, there were three Council Working Groups, these being the: • Alcohol Working Group • FAR Working Group • Three Mile Hall Working Group These have not been reinstated since the election of new Councillors in late 2016 (the latter due to the demolition of the hall and the first due to the Council assigning alcohol policy to the portfolio of Councillor Olson).
Other Appointments
Ambassadors: Westland Ambassador: Dick Tayler Westland’s Richard John Seddon Ambassador: David Verrall Westland’s Ambassador for the Chinese: Mike Keenan
Creative Communities Local Assessment Deputy Mayor Lash Michelle Bunt Committee Deputy Mayor Martin Reilly Burden Sally Richardson Ian Boswell Sue Asplin Sally Richardson
Development West Coast – Appointment Panel Mayor Smith
District Licencing Committee Appointment of Cr Olson Deputy Chair
Hokitika Joint Seawall Committee Cr Carruthers Cr Neale Cr Routhan Cr Eatwell
Hokitika Reserve and Environs Group Rob Daniel (Chair) Helen Love Derek Blight (Secretary) Ian Gilbertson Russell Gugich Sue Tuffnell Sue Asplin Barry Pearson Bruce and Barbara Erickson
Accredited Resource Management Hearing Deputy Mayor Martin Advisors Deputy Mayor Lash Cr Neale
Sport NZ Rural Travel Fund – Allocation Cr Neale Committee Pavel Bares
Trustpower Community Awards – Judging Mayor Smith Mike Keenan Panel Deputy Mayor Martin Ian Gilbertson Cr Eatwell Mark Davies
West Coast Civil Defence Emergency Mayor Bruce Smith Management Group Chief Executive Simon Bastion
West Coast Regional Transport Committee Cr Havill
Long Term Plan 29 COUNCIL CONTROLLED ORGANSATIONS (CCOs)
Organisation
Westland Holdings Limited Graeme King (Chair) Cr David Carruthers Cr Des Routhan Peter Cuff (appointed as of 22.03.2018) Ian Hustwick (appointed as of 22.03.2018)
Westroads Limited Peter Cuff (Chair) Bryce Thomson Maurice (Jacko) Fahey Durham Havill
Hokitika Airport Limited Ian Hustwick (Chair) Deputy Mayor Latham Martin Richard Benton Pauline Cox
Westland District Property Limited Ian Hustwick (Chair) Deputy Mayor Latham Martin Richard Benton Pauline Cox
OTHER COUNCIL ORGANISATIONS
Organisation
Westland Wilderness Trust Deputy Mayor Lash (This is a Council Organisation and is the Cr Neale governance body for the West Coast Wilderness Trail. As required in the constitution two Council representatives are required).
Tourism West Coast Cr Eatwell
30 Westland District Council COUNCIL’S VISION 2018+
We work for the people of Westland to grow and protect our communities, our economy and our unique natural environment.
HOW COUNCIL ACTIVITIES CONTRIBUTE TO ITS VISION [New infographic to be created – leave to last] In addition, expected outcomes are expressed within the Activity Statements in this plan.
Long Term Plan 31 SIGNIFICANCE & ENGAGEMENT POLICY
A matter will be determined “Significant” if it Part I has a “high degree of significance”. This is in accordance with the Local Government Act 1. PURPOSE [LGA s76AA (2)] 2002 (LGA), section 5. 1.1 The purpose of the Westland District 1.4 Engagement, in respect to this policy, is Council’s Significance and Engagement Policy a process that can be undertaken at the (SEP) is — outset, throughout, or at points during a To enable the local authority and its decision-making process in order to inform communities to identify the degree of the Council and to allow potentially affected significance attached to particular issues, parties to identify options for addressing the proposals, assets, decisions, and activities. matter. To provide clarity about how and when The LGA definition and/or use of the terms communities can expect to be engaged in “significant”, “significance” and “engagement” decisions about different issues, assets, or apply in regard to this policy. Unless other matters. otherwise stated, common dictionary definitions apply for other terms in this policy. To articulate the relationship between the significance of a matter and the 1.5 The Council has a Consultation Policy in corresponding level of engagement of parties place (adopted in 2005 and reviewed in that is required. 2012). Consultation is a process that generally occurs after a proposal has been formed 1.2 The Council believes in the importance of i.e. the Council shares the formed proposal having a (SEP) as it provides a useful and with parties and receives final feedback. A accountable decision making framework for decision can then be made. Consultation is both the Council and the community. an additional requirement under legislation, Figure 1: Determining significance and including the Local Government Act, engagement Resource Management Act, Reserves Act, Rating Act and Land Transport Management Degree of Significance Act. This SEP does not replace the Council’s legal responsibility to consult. Very low degree Very high degree 2. GENERAL APPROACH Not important Critical [LGA s76AA (1)(a)] Level of Engagement 2.1 Council’s decision-making about the degree of significance of an issue, proposal or None Lower level may Greater level needed decision will be guided by Part II of this Policy. be needed &/or legally required 2.2 Council’s engagement practices will be guided by Part III of this Policy. 1.3 Significance, in respect to this policy, is 2.3 The Council will use the Special Consultative the degree of importance of an issue, Procedure (SCP) whenever it is specifically proposal or decision as assessed by the local required to by the LGA or other legislation. authority, in terms of its likely impact on and likely consequences for – 2.4 Whenever a matter is identified by the Council • The district or region. as being of high significance, it will use the • Any persons who are likely to be particularly SCP procedure as a minimum procedure affected by, or interested in, the issue, for consultation. It will undertake what it proposal, decision, or matter. considers to be a corresponding high level of engagement about the proposal. • The capacity of the local authority to perform its role, and the financial and other costs of 2.5 The Council will apply the principles of LGA doing so. section 82 in other instances of consultation.
32 Westland District Council 2.6 The Council may choose to undertake 2. COUNCIL’S STRATEGIC ASSETS engagement and/or consultation on [LGA s76AA (3)] occasions other than when a matter has been 2.1 The LGA, section 76 AA (3) requires that the determined to be of high significance. In this SEP must list the assets considered by the instance it will justify why it is choosing to do local authority to be Strategic Assets. These so. assets must be considered to be of high significance and as such corresponding Part II engagement and consultation practices followed by the Council if transfer ownership 1. DETERMINING SIGNIFICANCE or control of a strategic asset, or a decision [LGA s76AA (1)(b)] to construct, replace or abandon a strategic asset is proposed. 1.1 As per the LGA, section 5; a matter is “significant” if it has been determined to have 2.2 The LGA, section 5, defines Strategic Assets a high degree of significance. The following as being the asset or group of assets held list provides key questions that will help assess (owned) by the Council that it needs to retain the overall degree of significance of a matter: if it is to maintain the capacity to achieve or promote an outcome that it determines to be a. Does it involve a Council strategic asset? important to the current or future well-being The LGA states that it is a significant of the community. decision to transfer ownership or control, or to construct, replace or abandon a • Westland Holdings Limited strategic asset. • Hokitika Airport [The Council’s Strategic Assets are listed below, • Urban roads, rural roads, bridges, footpaths Part II, 2.2]. • Water, treatment, storage and reticulation network b. What is the impact on Council’s levels of • Wastewater reticulation and treatment service, rates and/or Council debt? facilities c. How will the action or decision promote • Stormwater reticulation the Council’s Vision or other priorities of • Elderly person housing units Council, and to what degree? • Cass Square • Community Reserves d. What is the degree of impact on the • Community Halls community, individuals or groups? • Community Domains e. Is there a likely impact on Māori cultural • Hokitika Cemetery values and their relationship to land and • Kumara Cemetery water? • Ross Cemetery • Hokitika Museum/Carnegie Building f. Is there a high degree of public interest? • Public Toilets g. Could the action or decision have • Jackson Bay Wharf significant consequences? The action itself • Westland District Library may be minor but what will the outcome • Council Headquarters be? • Hokitika Swimming Pool • Ross Swimming Pool h. Is it a reversible decision? The more • West Coast Wilderness Trail difficult an action or decision is to reverse, generally the higher the significance is.
Long Term Plan 33 2.2 Poutini Ngai Tahu and Te Runanga o Ngai Part III Tahu, in their capacity as Treaty Partner, are an important identity to engage with over many 1. ENGAGEMENT EXPECTATIONS matters. Council’s relationship with Poutini [LGA s82 (3) & (4)] Ngai Tahu and their associated Rūnanga, Te 1.1 The Council will engage with parties unless Runanga o Ngati Waewae and Te Runanga o it is unnecessary, inappropriate or impossible Makaawhio, should remain fluid and evolve to do so. That is; a case must be proven in in accordance with these organisations’ order to decide to not engage and it may preferences. Although all of the SEP be because of one or more of the following processes do include the engagement of Iwi factors: and Rūnanga, a separate and more specific a. The Council can demonstrate that it policy or agreement could also be developed already has a sound understanding of with Poutini Ngai Tahu about different kinds of the views and preferences of the persons Council decision-making. likely to be affected by or interested in the 2.3 The Council must also be mindful of tangata matter whenua in the District and whether an issue b. There is a need for confidentiality or could be of importance to Māori people. commercial sensitivity 2.4 The Council believes it is important that it c. The costs of engagement or consultation has a presence across the District and in outweigh the benefits of it particular that elected representatives and staff are active in all of its communities. d. The matter has clearly already been Successful engagement exercises have been addressed by the Council’s policies achieved when they were structured around or plans, which have previously been having the conversations in the community consulted on that the issue affected, rather than expecting e. An immediate or urgent response or the community to come to Hokitika. If it is a decision is needed so that it is not District wide issue then careful consideration reasonably practicable to engage is required about how best to distribute messages and be positioned to receive f. Works are required unexpectedly, or feedback. following further investigations, on projects that have already been approved by the 2.5 Some communities in the Westland district do Council not have broadband internet coverage so this limits electronic communications. g. It is business as usual i.e. the works required are related to the operation 3. IN DETERMINING APPROPRIATE and maintenance of a Council asset and FORMS OF ENGAGEMENT, THE responsible management requires the COUNCIL WILL: [LGA s76AA (1)(d)] works to take place. 3.1 Recognise the relationship between 1.2 In instances where active engagement with determining the significance of an issue and parties is not going to occur, Council officers the level and type of engagement that will be still must give consideration to the views and required. preferences of persons likely to be affected 3.2 Select engagement processes and methods by, or to have an interest in the matter. that are appropriate to the stakeholders that will be involved (including the public’s 2. APPROPRIATE FORMS OF time commitment and travel requirements, ENGAGEMENT [LGA s76AA (1)(c)] location of information and/or meetings). 2.1 The Westland District encompasses a large 3.3 Ask potentially interested parties if they geographic area; townships can be several consider themselves to be stakeholders and/ hours drive from one another and there are or how they would like to provide input into many dispersed rural communities. This the development of the proposal. impacts on how the Council can effectively hold conversations with its citizens. 3.4 Be responsive to new methods identified by stakeholders for better engagement.
34 Westland District Council 3.5 Bear in mind Council and other agency 1.1.3 Any matter will be reported to the Council engagement initiatives that are underway, if it requires a Council decision to be made. planned or likely to occur soon in the District. The report will include – Combined initiatives will be utilised where a. An assessment of significance. appropriate so as to achieve efficiencies and avoid the public experiencing engagement / b. An assessment about the extent and type consultation fatigue. of community or stakeholder engagement that should occur. 3.6 Determine whether the Council already holds relevant information from the public or key 2. THIS POLICY MAY BE AMENDED stakeholders about the matter (from previous FROM TIME TO TIME engagement or consultation efforts) and can [LGA s76AA, 4&5] utilise it instead of initiating another round of conversations. 2.1 If the Council wants to amend this policy, it will consult in accordance with the 3.7 Recognise the possible role of stakeholders and contacts Council already has a Local Government Act, section 82, unless relationship with, including Iwi, Runanga, a decision is recorded that it “considers on resident and community associations, reasonable grounds that it has sufficient business and industry representative groups. information about community interests and preferences to enable the purpose of the 3.8 Provide reasonable access to free policy to be achieved.” information and reasonable methods for the public and key stakeholders to be able to 3. DEVIATION FROM THIS POLICY respond (timeframes and suitable forms of [LGA s76AA, 6] submission). 3.1 If the Council wishes to deviate from this 3.9 Consider the best use of Council money policy it will follow the requirements of and other resources to achieve the chosen the Local Government Act, section 80, engagement plan. clearly identifying the inconsistency and the reasons for not following this policy, and stating any intention to amend the policy to Part IV accommodate the decision. 1. PROCEDURE [LGA 76AA (2)(b) & (c)] 1.1 The procedure for determining the level of significance and the corresponding engagement required: 1.1.1 In the first instance Council Officers will be responsible for assessing a matter to determine its level of significance, in accordance with Part II of this Policy. [To facilitate this operational process, the Council may choose to provide staff with a template, separate to but based upon Part II of this policy]. 1.1.2 Council Officers will then consider the corresponding extent and type of engagement that should occur, in accordance with Part III of this Policy. In general, the more significant an issue, the greater the need for community or stakeholder engagement.
Long Term Plan 35 COMMITMENT TO CONSULTATION AND ENGAGEMENT WITH MĀORI, PARTICULARLY MANA WHENUA
Council welcomes and encourages Māori contribution to its decision-making processes. In doing so, it has special regard to the views of mana whenua of the Westland District; that is, with Poutini Ngāi Tahu (Te Rūnanga o Ngāi Tahu, Te Rūnanga o Makaawhio and Te Rūnanga o Ngāti Waewae). We will strive to both welcome and actively seek Poutini Ngāi Tahu involvement in our consultation processes. Council is committed to maintaining communication and its good working relationship with Poutini Ngāi Tahu, so that the relationship remains fluid and evolves in accordance with these organisations’ preferences.
The Resource Management Act 2001: Council currently has an ongoing commitment to consultation with respect to all of its planning processes, including those under the Resource Management Act and its community planning. It is important to the Council that its processes of consultation are appropriate to the needs of mana whenua in the Westland District. The consultation carried out under the Resource Management Act recognises the specific interests within the Westland District area of Poutini Ngāi Tahu: Rūnanga o Ngāi Tahu; Te Rūnanga o Makaawhio; Te Rūnanga o Ngāti Waewae. In respect of the Resource Management Act, Council also gives regard to the Statutory Acknowledgements in accordance with the Ngāi Tahu Claims Settlement Act 1988. Council recognises the role and importance of the Makaawhio marae, Te Tauraka Waka a Māui, at Mahitahi/Bruce Bay, and the Ngāti Waewae marae, Arahura, at Arahura. Te Rūnanga o Ngāi Tahu: Phone: 03 366 4344 and 0800 KAI TAHU (0800 524 8248) Postal Address: P.O. Box 13 046, Christchurch 8141 Email: If you know the name of the staff member you would like to contact try using the following email pattern: [email protected], or use [email protected] Te Rūnanga o Ngāti Waewae: Arahura Marae Postal Address: PO Box 37, Hokitika. Phone: 03 755 6451 and 03 755 6452 Email: [email protected] Te Rūnanga o Makaawhio: Makaawhio (Bruce Bay) Marae Postal address: PO Box 225, Hokitika Phone: 03 755 7885 and 0800 955 007 Email: [email protected] or [email protected]
36 Westland District Council COUNCIL ACTIVITIES COUNCIL ACTIVITIES COUNCIL
Long Term Plan 37 LEADERSHIP
Democracy The assets The assets involved in this activity are IT equipment for all elected members, the provision of a Council Chamber and furniture for the What we do and why Mayor’s office and a meeting room. Council undertakes democratic local decision- making and action, by and on behalf of Significant negative effects from this communities; to meet the current and future activity needs of communities for good-quality local • Additional costs of compliance infrastructure, local public services and regulatory • Some decisions made by Council may be functions. It endeavours to perform these contrary to the views of individuals in the activities in a way that is most cost-effective for community. households and businesses. The situation in 2018 Council is an elected body of representatives who When this Plan is in effect, the current Council lead important decision-making for the District. will be over halfway through their three year term. Responsibilities of their role include: The next election is October 2019 and this Plan • Providing representation of residents views will still be operative. • Providing leadership in setting priorities and in Council’s Significance and Engagement Policy, decision making which remains unchanged since the last Long • Developing policy Term Plan outlines how engagement and • Employing the Chief Executive consultation occurs. It is important in this district • Providing advocacy to central government that Council and Poutini Ngāi Tahu (Ngāi Tahu, for other services and making submissions to Ngāti Waewae and Makaawhio) form an enduring central government relationship. The “Your Council” section of this • Partnering with other organisations to achieve plan details our commitment to consultation with outcomes. Poutini Ngāi Tahu. The Westland District Council represents a small The rating system remains unchanged from since population (8,850 approximately) over a large the changes made at the last Long Term Plan. geographic area. Council’s elected representatives consist of the Mayor, and eight Councillors Key issues from the wards of Northern (3), Hokitika (3) and • Encouraging residents to participate in Southern (2). consultation processes All scheduled meetings are advertised in local • Increased focus on the skills required of elected newspapers and on the Council website. Council members for effective governance and the will continue to hold its meetings in other costs of training locations than the Council Chambers on occasion • Devolution of central government roles to in order to discuss local issues with residents and Councils, without funding to encourage participation. • The cost of compliance imposed by central Council staff manage the triennial election government process and provide advice, information and • Further developing the existing relationship support to the Councillors to enable them to do between Council and Poutini Ngāi Tahu. their job.
38 Westland District Council Where we want to be in the future • Continue to advocate and provide responses to The Council wants to: Central Government plans that impact on local government • Have good representation and participation by all sectors of the community, including young • Find innovative ways of engaging with the people community • Continue to create reliable planning and • Survey our customers so we get an improved strategic documents to enable robust decision measure of how our residents feel about making Council’s performance. • Ensure the media is provided with information on Council projects and initiatives, and their success
How we want to perform Current Performance Performance Performance Performance Target: Target: Level of Service Measures (as per 2018 Years 1 to 3 Years 4 to 10 Residents Survey) (2018-2021) (2022 – 2028) % of residents satisfied Responsible leadership 58% 65% 65% with Council’s leadership % of residents who The community understands understand how Council 77% 50% 60% what Council does make decisions
The rationale for financing this activity Financial Information Public benefits The District as a whole benefits Operating Expenditure 415,604 from the process and advocacy of ratepayers and community Other Expenditure 631,074 interests, the setting of policy Paid for from: and the decisions made by General Rates 1,045,228 Council. Targeted Rates - Private benefits Specific requests by individuals or organisations are dealt with Other Revenue 1,450 during the normal course of Council business. For 2018/19 this activity will make up 4.8% of the Council’s yearly expenditure
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
Long Term Plan 39 Corporate Services Effects of this activity This is a highly regulated area and it is vital that knowledge of statutory, regulatory and technological requirements is current at all times What we do and why and reflected in Council’s reports and plans, Corporate Services provides professional systems and services. services to other Council departments. This includes payroll, finance, corporate planning, The situation in 2018 customer service, business analysis and Despite shortcomings of our existing information information technology. Westland District management systems, substantial improvements Council is a New Zealand Institute of Chartered have been made and this will continue. By Accountants accredited employer. We provide managing the development of systems and data these services so Council can run smoothly and management, and cultivating relationships with fulfill its statutory requirements. Our strategic internal and external partners we will continue to support helps Councillors provide inspirational improve the quality of information. There is an leadership and create a compelling vision for our opportunity to share system support services with community. Corporate Services work closely with neighbouring districts to safeguard the resilience the other departments of Council in the creation of our IT infrastructure. The major projects of the Long Term Plan, Annual Plan, Annual proposed are a new document management Report, Policies and Strategies. system that will provide an elegant integrated solution to our information storage and retrieval This part of Council manages the administration challenges and the triennial replacement of and collection of rates and other income for the network servers to maintain IT capability and smooth operation of Westland District Council. accommodate software enhancements. The In general, the cost of providing these services is Council has also employed a business analyst charged to the activity receiving the benefit of that to assess our systems and determine ways to service. This means that when you are reviewing improve efficiencies and find cross-functional Council activities in this plan, the costs of each processes for staff. In some instances, this may activity includes the cost of support departments. mean that external contractors may need to However, there are some council-wide costs brought in on a short-term basis to complete and income which cannot be considered to be projects. The costs of these are detailed below. part of any one activity alone and these income Councils opening hours and service requests and expenditure items are included within this are monitored and reviewed on a regular basis. Corporate Services section. Corporate Services wants to be flexible and Corporate Services also provides support to responsive to meet the expectations of our Westland Holdings Limited and its subsidiaries. external and internal customers. We will regularly The revenues and costs relating to Council review our systems and processes in order to Controlled Organisations (CCOs) are incorporated achieve financial savings where possible without in this section. These include: compromising customer outcomes. • Dividend income received from CCOs Key issues • Interest costs relating to borrowing taken out and invested in the equity (shares) of CCOs, • Managing information and developing reporting interest income from Council investment of capability general funds and special purpose reserves. • Recruiting, training and retaining staff across the organisation The net result of the above is used to offset the • Updating and communicating changes in the total cost of Corporate Services. This benefit is planning and reporting environment then spread across all of Council’s activities. • Streamlining the customer experience to The assets ensure most queries are managed at first contact. There are no assets involved in this activity apart from IT equipment and software and furniture which are replaced as per Council policy.
40 Westland District Council Where we want to be in the future Corporate Services wants to set a high benchmark of providing exemplary information and service and value for money. This will be achieved by: • Reporting performance in a timely and reliable manner • Continuous improvement of systems and processes • Promoting a customer-focused philosophy throughout the organisation.
Key capital projects: Asset $ Timeframe Funded by Council refurbishment 65,930 2018/19 & 2021/22 (Years 1 & 4) 100% Depreciation 2019/20, 2022/23 & 2025/26 IT equipment – Replacement of tablets 48,870 100% Depreciation (Years 2, 5 & 8) Information Management - DMS 203,000 2018-2020 (Years 1 & 2) 100% Depreciation IT renewals - Server replacement 224,000 2021/22 & 2026/27 (Years 4 & 9) 100% Depreciation IT renewals - Annual network 351,360 2018-2028 (Years 1 – 10) 100% Depreciation IT renewals – Workstation upgrades 131,760 2018-2028 (Years 1 – 10) 100% Depreciation IT renewals - Chambers projection replacement 10,200 2019/20 (Year 2) 100% Depreciation IT renewals - Webcam replacement 2,500 2018/19 (Year 1) 100% Depreciation IT renewals - Disaster recovery servers 40,000 2018/19 (Year 1) 100% Depreciation IT renewals - Website 78,400 2021/22 & 2026/27 (Years 4 & 9) 100% Depreciation IT renewals - Livestreaming meetings 16,000 2018/19 (Year 1) 100% Rates IT renewals - Civil Defence laptop 5,000 2018/19 (Year 1) 100% Depreciation Vehicle replacements 221,600 2022-2025 (Years 5 - 7) 100% Depreciation
How we want to perform Performance Performance Performance Current Target: Target: Level of Service Measures Performance Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) Annual Plans & LTP, Annual Provide accountability about Legally compliant financial 100% Annual report Plans & Reports Council activities plans and reports adopted adopted on time adopted on time 78% (as per % of residents satisfied A comprehensive Customer 2018 Residents with the service they 75% 80% Service Centre Satisfaction receive Survey) 46% (as per Effective engagement of the % of residents that believe 2018 Residents community during public they have been consulted 55% 65% Satisfaction decision making opportunities appropriately Survey)
Long Term Plan 41 Financial Information The rationale for financing this activity Operating Expenditure - Public benefits Generally the services provided Other Expenditure 667,031 benefit the whole community. Paid for from: Private benefits Fees are charged to individual users for specific services. General Rates 144,970 Targeted Rates - Other Revenue 600,000
For 2018/19 this activity will make up 3.1% of the Council’s yearly expenditure
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
42 Westland District Council Council Controlled The Council Controlled Organisations Organisations Westland Holdings Ltd Westland Holdings Limited (WHL) is the governance link between Council and its trading Changes since the last Long Term Plan entities. The company is responsible for ensuring the trading organisations meet their statutory, At the end of last year, Council undertook a review commercial and public obligations as defined in of our Council Controlled Organisations (CCOs). their Statements of Intent. These are reviewed The main initiative arising out of this review was annually by WHL on behalf of Council, with a proposal to merge the Hokitika Airport Ltd reference to the and Westland District Property CCOs into one new company, name yet to be determined. The objectives determined in the Long Term Plan, purpose of this merger is to create one larger along with each company’s individual strategy. entity that will oversee the more commercial The presence of a holding company is intended elements of the Council portfolio, including to facilitate objective governance, whilst enabling operating the Hokitika Airport and managing the the trading Council’s property portfolio. The intent of this merger is that it allows the Council to focus on organisations to operate on commercial its core function and providing key infrastructure principles. The Board currently has five directors projects. appointed by Council. A consultation period for the merging of these Westroads Ltd companies was completed in January 2018, and Westroads Limited main activity is that of a general was granted on an unopposed basis. contractor based in Hokitika and Greymouth (Westroads Greymouth Ltd) as well as depots and staff throughout South Westland. It also operates a crushed metal plant in Greymouth. In 2014 it purchased Trenching Dynamix Ltd, a specialist buried horizontal infrastructure installation company.
Destination Westland From 30 June 2018, the merger of Council’s What we do and why current CCOs of Hokitika Airport Limited (HAL) and Westland District Property Limited (WDPL) We have chosen to deliver some services through will take effect. The new merged CCO will be Council Controlled Organisations. These services known as Destination Westland and will have a are ones where a more commercial focus is commercial focus, continuing to manage the required. portfolios that were previously under Hokitika An outcome of the CCO review is that Council will Airport Limited and Westland District Property focus on improving its relationship with its CCOs. Limited. Destination Westland will operate the Hokitika Where we want to be in the future Airport which is the principal airport on the In the first year of this Plan we will focus on West Coast. Air New Zealand is the main carrier clarifying our governance role, improving the coming into the airport on a twice-daily basis from Statements of Intent, implementing a more Christchurch. This acts as a gateway for tourists robust monitoring and reporting framework, and arriving to the West Coast and also as a hub for ensuring that communication with all CCOs is short-term business travellers from Christchurch. regular and open and respectful of the role the Destination Westland will also operate the heliport CCOs perform. in Franz Josef.
Long Term Plan 43 In addition, Destination Westland will manage Westroads Limited some of the Council’s property portfolio, There is a benefit to the District as a whole as previously managed by Westland District Property distributions paid to Westland Holdings Limited Limited. This will include the sale and leasing of from Westroads Limited are utilised by Council to property; managing the leasing and occupation offset rate requirements. Westroads Limited has a of mining rights; management of Pensioner significant benefit to the region financially and is Housing, Hokitika Swimming Pool, Jacksons Bay one of the key employers in Westland. Wharf. From 1 July 2018, it is also proposed that Destination Westland will manage the Hokitika Destination Westland i-SITE, West Coast Wilderness Trail, Hokitika Museum and Council’s events portfolio including There is a benefit is to all residents and ratepayers the Hokitika Wildfoods Festival. in having the West Coast’s main airport located in Westland. It boosts tourists by facilitating Refer to the Consultation Document which accessible travel to the region for visitors, thus accompanies this Plan for how you can have your providing economic benefits for local businesses. say regarding this issue. The commercial property function of Destination Westland Wilderness Trust and Tourism West Westland brings a number of benefits to the Coast region. It provides safe and affordable housing for the elderly, access to a swimming pool in Hokitika Both the Westland Wilderness Trust and Tourism and facilitates commercial fishing opportunities West Coast are not classified as a CCO for in South Westland through Jacksons Bay Wharf. reporting purposes due to their size. As such In addition, recreational land users, residents they are outside the scope of a Council plan. and businesses benefit from the availability and Nevertheless some financial contribution is made downstream provision of amenities. by Council and these entities have a valued interface with the Council vision. Other Council Organisations Westland Wilderness Trust has been the West Coast Wilderness Trust governance body for the construction and management of the West Coast Wilderness Trail. The Trust brings significant numbers of tourists to the region through its promotion of the West Tourism West Coast promotes the region as a Coast Wilderness Trail that a number of businesses tourist destination and provides regular reports enjoy the benefits of. It also gives residents an to Council on trends and events in a sector outstanding outdoor recreation asset that can that is viewed as vital to the West Coast’s facilitate fun, enjoyment and healthy activity. economic health. Council appoints one of five representatives to this organisation. At the time Tourism West Coast of writing, a proposal has been put forward to bring Tourism West Coast under the umbrella Businesses in the tourism sector directly benefit of Development West Coast. Westland District from the marketing and promotional activities of Council has opposed this move. this organisation. Benefit also accrues to residents as growth in this area provides employment West Coast Rural Fire Authority opportunities and enhanced infrastructure.
Since the establishment of Fire and Emergency Effects of this activity New Zealand in July 2017, the West Coast Rural Fire Authority has been disestablished and Council There are no significant negative effects. no longer undertakes any rural fire responsibilities. Key issues The benefits • Council’s reliance on an annual dividend from Westland Holdings Limited. This is currently Westland Holdings used to offset rates. There is a benefit is to the community of the • Changes in the external environment that may governance function of Westland Holdings affect the CCOs’ viability or ability to perform, which provides professional oversight and public such as if Air New Zealand withdrew its services accountability to the community. from the Hokitika Airport Limited.
44 Westland District Council Target performance of the CCOs Performance Performance Performance Current Target: Target: Level of Service Measures Performance Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) All performance measures in the CCO Statement of CCOs comply with their Intent are met, as reported 70% 100% 100% Statements of Intent in half yearly and annual reports
Financial Information Refer to the Financial Policies section (Revenue and Financing Policy) for Council financial contributions to Hokitika more information about rationale for Swimming Pool are contained in the budget using different funding sources. for the respective activity.
The CCOs are expected to be self-funding and Refer to the Financial Statements provide a return to Council. This income is section (Funding Impact Statement included in the Corporate Services budget. and Financial Summary) for more information about the activity groups.
Long Term Plan 45 ------1,162 7,500 7,500 69,167 69,167 14,448 14,448 95,881 95,881 38,528 38,528 52,976 52,976 30,630 30,630 199,429 199,429 734,095 734,095 2028 5,061,931 5,061,931 1,204,145 1,204,145 4,096,771 4,096,771 30 June 1,046,440 1,046,440 6,273,576 6,273,576 6,266,076 6,266,076 ------1,133 7,500 7,500 14,136 14,136 37,696 37,696 41,230 41,230 29,854 29,854 68,087 68,087 94,064 94,064 117,800 117,800 715,492 715,492 194,375 194,375 2027 210,862 210,862 5,147,487 5,147,487 1,221,895 1,221,895 4,180,551 4,180,551 1,093,326 1,093,326 30 June 6,376,882 6,376,882 6,369,382 6,369,382 ------1,106 7,500 7,500 67,113 67,113 17,310 17,310 92,313 92,313 13,848 13,848 34,924 34,924 36,928 36,928 68,086 68,086 189,820 189,820 698,723 698,723 2026 1,119,448 1,119,448 4,924,727 4,924,727 3,954,681 3,954,681 1,225,902 1,225,902 30 June 6,158,129 6,158,129 6,150,629 6,150,629 ------1,080 1,080 7,500 7,500 28,471 28,471 13,560 13,560 66,162 66,162 36,160 36,160 90,497 90,497 90,480 90,480 185,371 185,371 2025 682,347 682,347 140,200 140,200 1,142,553 1,142,553 1,069,391 1,069,391 30 June 3,894,744 3,894,744 6,010,562 6,010,562 6,018,062 6,018,062 4,868,009 4,868,009 ------1,056 1,056 27,831 27,831 54,437 54,437 13,284 13,284 35,424 35,424 44,320 44,320 88,706 88,706 (5,488) 93,028 93,028 181,203 181,203 2024 667,006 667,006 1,155,705 1,155,705 30 June 3,934,876 3,934,876 4,845,740 4,845,740 1,040,843 1,040,843 5,995,957 5,995,957 6,001,445 6,001,445 ------1,032 1,032 16,260 16,260 32,625 32,625 13,008 13,008 48,259 48,259 34,688 34,688 86,903 86,903 177,129 177,129 86,800 86,800 (24,911) 150,756 150,756 2023 652,009 652,009 3,755,317 3,755,317 1,165,756 1,165,756 5,755,173 5,755,173 4,614,328 4,614,328 1,001,898 1,001,898 30 June 5,780,084 5,780,084 ------1,010 1,010 37,170 37,170 12,744 12,744 26,619 26,619 85,126 85,126 15,930 15,930 33,984 33,984 48,838 48,838 173,316 173,316 637,974 637,974 2022 888,143 888,143 106,200 106,200 (24,926) 206,028 206,028 3,714,296 3,714,296 4,507,765 4,507,765 1,092,483 1,092,483 30 June 5,575,322 5,575,322 5,600,248 5,600,248 ------989 33,312 33,312 12,492 12,492 26,072 26,072 83,329 83,329 48,262 48,262 45,804 45,804 169,751 169,751 923,491 923,491 (47,577) 2021 624,852 624,852 1,110,127 1,110,127 3,789,371 3,789,371 5,713,695 5,713,695 30 June 5,666,118 5,666,118 4,603,568 4,603,568 ------969 47,516 47,516 81,525 81,525 12,240 12,240 15,300 15,300 10,200 10,200 30,636 30,636 32,640 32,640 936,120 936,120 153,000 153,000 166,260 166,260 2020 612,000 612,000 223,380 223,380 1,115,984 1,115,984 (103,004) 4,488,374 4,488,374 30 June 3,626,329 3,626,329 5,501,355 5,501,355 5,604,358 5,604,358 - - - - - 950 2,500 2,500 5,000 5,000 79,751 79,751 51,010 51,010 25,035 25,035 12,000 12,000 16,000 16,000 32,000 32,000 50,000 50,000 50,000 40,000 40,000 2019 163,000 163,000 889,235 889,235 207,500 207,500 600,000 600,000 (162,523) 3,456,189 3,456,189 1,034,833 1,034,833 30 June 5,265,170 5,265,170 5,427,694 5,427,694 4,392,860 4,392,860 Revenue Rates penalties Rates and overheads recovered Internal charges Fees and charges Rental Grants, subsidies and donations and dividends Interest Recoveries revenue Miscellaneous revenue Total Expenditure Democracy Services Corporate expenditure Total Surplus/(deficit) Capital Expenditure Council HQ - Refurbishment Councillors tablets - Replacement Services Corporate EM - Replacments Tech Information Management - DMS Information - Server Replacment IT Equipment renewals - Annual Network IT Equipment renewals - Upgrades to workstations IT Equipment renewals replacement - Chambers projection IT Equipment renewals replacement - Webcam IT Equipment renewals servers - Disaster recovery IT Equipment renewals - Website IT Equipment renewals Meetings - Livestreaming IT Equipment renewals Laptop - Civil Defence IT Equipment renewals vehicle Pool capital expenditure Total PROSPECTIVE LEADERSHIP STATEMENT OF SERVICE PERFORMANCE LEADERSHIP STATEMENT PROSPECTIVE For the years ended 30 June 2019 - 2028
46 Westland District Council ------(7,500) (7,500) 83,755 83,755 73,035 73,035 52,976 52,976 (7,500) 133,512 133,512 126,011 126,011 2028 804,425 804,425 490,097 490,097 (133,511) 4,139,527 4,139,527 2,079,319 2,079,319 1,245,869 1,245,869 3,570,648 3,570,648 30 June 6,273,576 6,273,576 6,140,065 6,140,065 ------(7,500) (7,500) 82,246 82,246 (7,500) (96,434) (96,434) 784,712 784,712 502,491 502,491 114,428 114,428 210,862 210,862 121,928 121,928 2027 1,287,701 1,287,701 (121,928) 2,245,812 2,245,812 3,506,651 3,506,651 4,222,223 4,222,223 30 June 6,376,882 6,376,882 6,254,954 6,254,954 ------(7,500) (7,500) 45,635 45,635 86,542 86,542 (7,500) 68,086 68,086 113,721 113,721 121,221 514,885 514,885 766,942 766,942 2026 (121,221) 3,514,255 3,514,255 3,995,377 3,995,377 2,007,768 2,007,768 1,309,268 1,309,268 30 June 6,158,129 6,158,129 6,036,908 6,036,908 ------74,411 74,411 (7,500) (7,500) 79,225 79,225 49,720 49,720 (7,500) 527,279 527,279 124,131 124,131 131,630 131,630 749,589 749,589 2025 (131,631) 1,254,761 1,254,761 1,974,472 1,974,472 3,384,681 3,384,681 30 June 3,934,486 3,934,486 5,886,432 5,886,432 6,018,062 6,018,062 ------(7,500) (7,500) 77,688 77,688 48,708 48,708 66,299 66,299 (7,500) 115,007 115,007 722,498 722,498 122,507 2024 484,664 484,664 (122,507) 3,973,725 3,973,725 3,290,212 3,290,212 1,222,046 1,222,046 30 June 2,098,574 2,098,574 5,995,957 5,995,957 5,873,450 5,873,450 ------(7,500) (7,500) 81,553 81,553 61,339 61,339 63,956 63,956 (7,500) 701,301 701,301 132,794 132,794 125,295 125,295 2023 446,659 446,659 1,883,811 1,883,811 1,179,028 1,179,028 (132,795) 5,755,173 5,755,173 3,793,292 3,793,292 3,291,909 3,291,909 30 June 5,622,379 5,622,379 ------74,588 74,588 (17,250) (17,250) (72,688) (72,688) 397,556 397,556 687,822 687,822 (17,250) 2022 133,340 133,340 150,590 150,590 206,028 206,028 1,857,021 1,857,021 3,170,154 3,170,154 3,751,454 3,751,454 1,061,459 1,061,459 (150,590) 30 June 5,424,732 5,424,732 5,575,322 5,575,322 ------73,008 73,008 (17,250) (17,250) 45,804 45,804 64,866 64,866 674,104 674,104 423,467 423,467 127,920 127,920 2021 (17,250) 110,670 110,670 3,111,492 3,111,492 (127,920) 1,093,242 1,093,242 3,825,764 3,825,764 30 June 5,666,118 5,666,118 2,003,239 2,003,239 5,538,198 5,538,198 ------76,516 76,516 (17,250) (17,250) 56,939 56,939 39,688 39,688 (17,250) 2020 479,020 479,020 223,380 223,380 660,485 660,485 (56,938) (183,692) (183,692) 3,145,410 3,145,410 1,819,985 1,819,985 3,661,974 3,661,974 1,102,380 1,102,380 30 June 5,501,355 5,501,355 5,444,416 5,444,416 ------22,491 22,491 61,000 61,000 (17,250) (17,250) 69,840 69,840 556,831 556,831 (17,250) 2019 (39,741) 651,960 651,960 146,500 146,500 (247,241) (247,241) (22,491) 3,491,135 3,491,135 3,001,123 3,001,123 1,729,708 1,729,708 1,052,235 1,052,235 5,287,661 5,287,661 30 June 5,265,170 5,265,170
------1,374 1,374 1,374 1,374 1,374 (1,374) 2018 525,620 525,620 548,500 548,500 1,073,022 1,073,022 1,621,522 1,621,522 1,094,528 1,094,528 30 June 1,620,148 1,620,148 Annual Plan Sources of Operating Funding Sources of Operating funding operating Total Funding of Operating Applications funding operating of applications Total funding of operating Surplus/(deficit) Sources of Capital Funding capital funding of sources Total of Capital Funding Applications capital funding of application Total of capital funding Surplus/(deficit) balance Funding General rates, UAGC, rates penalties rates UAGC, General rates, rates Targeted Grants, subsidies and donations Fees and charges and overheads recovered Internal charges authorities fuel tax, fines, infringement Local and other fees and suppliers Payments to staff costs Finance and overheads applied Internal charges funding applications Other operating Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions capital funding Other dedicated - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease) PROSPECTIVE LEADERSHIP FUNDING IMPACT STATEMENT LEADERSHIP FUNDING IMPACT PROSPECTIVE For the years ended 30 June 2019 - 2028
Long Term Plan 47 PLANNING & REGULATORY
Inspections and recently the Building Amendment Acts of 2012 and 2013. Central government has also made an Compliance amendment to the Act relating to Earthquake- Prone Buildings which now requires all territorial authorities to undertake seismic risk assessments of non-residential buildings throughout their What we do and why districts, within a specified period. Council’s role is to monitor and process licenses, We also have a statutory duty to inspect and registrations and consents (and ensure that the monitor food premises. The Food Act 2014 has relevant conditions are met). We have a statutory resulted in significant changes to the way in which requirement to undertake these activities based on Council is required to undertake food safety health and safety, community and environmental functions. We now promote a more risk-based standards. This activity comprises: approach than the practices followed under the • Building inspection and control Food Hygiene Regulations 1974. The Council’s • Environmental health inspection role has transitioned since the last • Liquor licensing Long Term Plan to assisting business owners to • Noise control create Food Control Plans which we then audit. • Authorising on-site effluent disposal systems for Council acts as a District Licensing Committee for new properties (as delegated by the West Coast the Sale and Supply of Alcohol Act 2012. The 2012 Regional Council - subject to appropriate soil Act brought in a number of changes compared classifications being met) to the Sale of Liquor Act 1989, including an increased focus on harm reduction and a revised The assets fee structure which has resulted in increased fees There are no assets involved in this activity apart for managers and licensed premises. Compliance, from IT equipment and furniture which are inspection and enforcement is undertaken both replaced in accordance with Council policy. internally and using contractors.
Effects of this activity Key issues There is some compliance burden for licensees • There is currently a backlog of work in the and other customers but this is inevitable building area, including non-BCA functions given the requirements of central government such as administering and implementing legislation. Council’s dangerous and insanitary buildings policy, and monitoring compliance with the The situation in 2018 Swimming Pool Fencing Act. Westland District Council continues to be an • As described above, legislation in this area has accredited and registered Building Consent been changing and this is expected to continue. Authority (BCA). Accreditation is maintained Council needs to keep up with its changing by ensuring compliance with and continuous role, as well as ensure that it provides adequate improvement to a Quality Manual. Our processes education to food operators, licensed premises are being improved as per recommendations and building owners on their responsibilities. of biennial IANZ audits and regular internal • The availability of specialist staff is a perennial audits. We do not have to be a Building Consent challenge, as skills in this area are in high Authority but in practice communities expect their demand, not only in local government but in Councils to be able to offer this service. the private sector as well. The Building Act 2004 has had significant changes • Continuing to meet legislative requirements of made to it in recent years, including most central government.
48 Westland District Council Where we want to be in the future applications. Councils are not required to adopt We want to: a Local Alcohol Policy (LAP) but we could do so if required. • Address the backlog of work in the building • Employ staff with relevant knowledge and skills area. The capacity of the building team and in implementing changes in legislation and how our internal personnel resources are used improvement in processes. will be monitored for a year before any decision • Ensure that we are sufficiently resourced to is made to further increase the building team’s ensure that legislative obligations continue to resources on a permanent basis. The recent be met. addition of a new full-time Building Officer should assist with the workload across the From the public’s perspective, Council intends to building compliance area. maintain the status quo for this activity in terms • Continue to respond quickly and positively to a of levels of service. Continuous improvement changing legislative environment and maintain is also expected in the building area through improved processing times for the public. Building Consent Authority re-accreditation, which • Provide quality service under The Sale and often suggests process improvements leading to Supply of Alcohol Act 2012. We intend to increased reliability and efficiency. Furthermore, continue to operate one District Licensing we will continue to strive for improvements in Committee (DLC) to process liquor license other areas of this activity function.
How we want to perform Performance Performance Performance Current Target: Target: Level of Service Measures Performance Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) % of building consents processed within 20 Timely processing of Building working days as per 99% 100% 100% Consents the requirements of the Building Act % of users satisfied with the quality of the advice Provide appropriate advice to provided on building 79% 85% 85% customers consent, environmental health and liquor licensing matters Encourage compliance with 89% of food health standards by undertaking premises All licensed and registered inspections so that all food, liquor inspected premises are inspected at 100% 100% and other licensed premises least annually 100% of liquor comply with the relevant premises legislation inspected
Long Term Plan 49 Financial Information The rationale for financing this activity Operating Expenditure 768,296 Public benefits There are benefits to the district as a Other Expenditure 378,604 whole as inspection and compliance services cater for current and future Paid for from: development, and provide residents General Rates 501,522 with assurance that the environment Targeted Rates - they work and live in is safe and monitored in accordance with Other Revenue 645,378 regulations. Private benefits The main benefit is to the applicants For 2018/19 this activity will and users of the services provided make up 5.3% of the Council’s by the inspection and compliance yearly expenditure teams.
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
50 Westland District Council Resource and a delay. The reverse situation is that most residents also expect an activity to not be able Management to occur without their ability to have input. It is important that our policies and procedures are is concise and clearly understandable so that all parties have clear expectations for which types of What we do and why activities can occur in which locations and what Resource Management helps Council to achieve matters Council will assess and manage. its vision by delivering sound policy and regulation Council has been undertaking a rolling review to protect the environment. It also facilitates the of the District Plan which was adopted in June development of our communities in accordance 2002. Several variations have been made to the with relevant legislation to enhance lifestyles and Plan since it became operative. However, it is opportunities for future generations. overdue for revision. It is necessary to ensure that We are required to fulfill statutory functions under the District Plan continues to reflect the desires of the Resource Management Act (RMA). Day to day the community – now and also in the future. We activities include: have been working in collaboration with both the • Development and review of the District Plan, Buller and Grey District Councils to find a more bylaws and policies cohesive approach to District Planning throughout the West Coast region. Currently two options are • Processing Resource Consents being investigated: either a Plan for each District • Issuing Land Information Memoranda (LIM) or one plan for the entire West Coast Council that • Answering general enquiries provides general rules throughout the region and • Ensuring activities within the District comply district specific rules as required. The District Plan with the Resource Management Act and the review is a priority to the Council and we have District Plan budgeted for adequate resources to progress this • Environmental monitoring and monitoring review. resource consents Council will continue to increase its levels • Responding to complaints in relation to effects of environmental monitoring. This is a legal on the environment. requirement under the Resource Management The assets Act. In addition, there appears to be increasing public demand to better monitor the resource There are no assets involved in this activity apart consents that we issue, and to ensure compliance from IT equipment and furniture which are with the District Plan. replaced in accordance with Council policy. In the middle of 2017, central government Effects of this activity introduced a number of significant changes to Some of the central government legislative the RMA. We are working through how these requirements are not suited to the unique amendments will affect Council operations. One Westland geographical environment and can be of the key changes is the introduction of ‘National costly to implement and provide minimal benefit Planning Standards’. These standards will provide to the community. a template for how District Plans are to be set out and also include some standardised definitions The situation in 2018 and rules. We are mindful of the need to ensure that our As a result of the recent RMA amendments, the regulations are robust and efficient so that the Council is required to review its financial and values of the community are promoted and development contributions policy. This review will protected without resulting in unreasonable remove the financial contributions incorporate impingement on the use of land, or excessive the relevant contributions into the ongoing cost. It is a balancing act to ensure that the District development contributions policy. Plan reflects the community that it relates to and A cross-agency working party including the varied views within it. representatives from the Council, Franz Applicants can perceive the requirement for Josef community, Te Rūnanga o Makaawhio, resource consents to be an unnecessary cost Department of Conservation, New Zealand
Long Term Plan 51 Transport Agency and the West Coast Regional All of the District Councils along the West Coast Council has been set up to work collaboratively are in the process of reviewing their policy on planning issues within the Franz Josef statements and environmental plans. This area. A number of other initiatives within provides an opportunity for Councils to work Franz Josef will require collaborative planning collaboratively on their respective plan reviews, between stakeholders, including review and and coordinate these and replicate revisions implementation of the existing draft town where practicable. As mentioned earlier, the revitalisation plan and wastewater upgrades. Buller, Grey and Westland District Councils are exploring an idea of preparing a ‘One Plan’ that Key issues will cover district planning issues for the entire • Adequate resourcing of staff to respond to region. This proposal is currently being assessed complaints and monitor compliance with by the Local Government Committee. Whatever resource consents and the District Plan approach is agreed on, moving forward we expect • Ability to reliably progress the District Plan a more consistent approach to planning and review policy documents across the Region. • Recent and proposed amendments to the A number of National Environmental Standards Resource Management Act. and Policy Statements are being produced by central government. We are required to provide Where we want to be in the future input via a submission process and to ensure We want to ensure that our District Plan, that these documents reflect the desires of our policies and bylaws meet the aspirations of the ratepayers and residents. We are also required to community. The District Plan needs to balance the amend our District Plan in response to changes in Council’s goals to provide expanded development legislation. opportunities while simultaneously managing Council will increase monitoring of compliance environmental effects. We intend to progress the with consents, the District Plan and the Resource District Plan review reliably and efficiently. Management Act, as required by legislation and the increased reporting requirements of the central government. How we want to perform Performance Performance Performance Current Target: Target: Level of Service Measures Performance Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) Resource consents processed in % of resource consents accordance with the Resource processed within statutory 77% 100% 100% Management Act timeframes % of users satisfied with Provide appropriate advice to the quality of the advice 72% 85% 85% customers provided on resource management matters
52 Westland District Council Financial Information The rationale for financing this activity Operating Expenditure 766,869 Public benefits There is significant benefit to Other Expenditure 239,290 the district as a whole from this activity through the promotion of Paid for from: sustainable management of natural General Rates 637,406 and physical resources for present Targeted Rates - and future generations. The main benefit of resource consents is Other Revenue 368,753 gained by the individuals who require them. However, resource For 2018/19 this activity will consents also benefit the wider make up 4.6% of the Council’s district through ensuring that the yearly expenditure environment in which residents work and live in is safe and managed in accordance with the principles and provisions of the Resource Management Act. Private benefits Fees are charged to recognise the direct benefits the applicant receives.
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
Long Term Plan 53 Emergency a leadership role in training the district CDEM personnel. Management An area on the top floor of the Westland District Council headquarters is typically utilised as an Emergency Operations Centre during a civil What we do and why defence emergency. The West Coast CDEM group in partnership with Westland District Civil Defence Council is currently scoping alternative locations It is a statutory function for regions to establish for a purpose-specific Emergency Operations Civil Defence Emergency Management groups Centre, further away from the tsunami zone and (CDEM) and to adopt a Civil Defence Emergency Hokitika River. Management Plan. We operate as part of the In the case of an emergency response, Council West Coast Regional CDEM group and CDEM staff and contractors work with a range of relevant Plan. Our goal is the continued development agencies to carry out a collaborative response. and maintenance of a Civil Defence Emergency A large number of the Emergency Operations Management Plan which provides for the functions are filled by Council staff members in following: accordance with our legislative requirement. • Reduction and mitigation of potential problems Council is fully involved with the West Coast • Improving the readiness of the public through Lifelines Group, working with other authorities promoting awareness of the risks of civil on the West Coast to increase the resilience of defence events and training volunteers to be the essential lifelines, such as roads, water assets, able to respond skillfully in emergency events power and telecommunications in readiness • Coordinating a response to emergency events for an emergency event, and to coordinate the • Managing the community recovery after a civil reinstatement of lifelines in response to an event. defence emergency. Standard Operating Procedures (SOPs) for Civil Defence events are being developed and updated The assets across the district. The assets included in these activities are The Council civil defence team is part of a considered critical. Key assets are the radio national steering committee to produce a South telephones set aside for civil defence. There are Island Response Plan in the instance of a large- also very high frequency (VHF) radios and satellite scale earthquake such as the Alpine Fault line. This phones dedicated for emergency use. Vehicles, involves collaborating with surrounding District buildings, radio and telephone communications and Regional Councils such as Queenstown Lakes are all shared with other Council activities. New District Council and other Otago Councils. Within VHF radios have recently been purchased and the South Island Response Plan and our other the programming and distribution of these to natural disaster plans there is a focus on ensuring some remote communities is already underway. that smaller communities are self-sufficient and In addition, a maintenance schedule for existing resilient to natural disasters. communications equipment is also underway. There is no district-specific tsunami warning Effects of this activity system, rather the Council relies on the There are no significant negative effects identified national tsunami mobile alert system and the for this activity. regional e-text system; alongside other media broadcasting. The situation in 2018 Key issues The civil defence statutory function lies with the West Coast CDEM group which is responsible • How the District and other affected districts for overall planning, and setting the role of each will be able to respond to a natural disaster Council. Each Council is represented at CDEM including an Alpine Fault earthquake group level along with representatives from local • Shortage of trained personnel across the district emergency services to ensure coordination of and a challenge to attract and retain volunteers the services in an emergency. The ‘Group’ takes especially in our smaller communities
54 Westland District Council • The increase of tourism has heightened the effectiveness of our response. Most townships hazards by increasing the number of persons in the District have initial response plans and we exposed to the risk. Increased preparation is want all other townships to have plans in place required to deal with the extra visitors. The within the next financial year. major issue would be getting supplies to We must promote and maintain a good residents and visitors who may be isolated in working relationship with the CDEM group and an emergency and for whom English may be a Lifelines, welfare and health partners to improve second language. coordination in an emergency. Where we want to be in the future We will continue to educate the public so that We want to be able to respond and recover communities understand the importance of quickly from an emergency event. We need to having an emergency plan and being prepared. develop a sound business plan with our Lifelines Council needs to continue to develop standard and welfare partners and maintain effective operating procedures that underpin the Civil relationships with them so response is prompt and Defence Plan. appropriate in an emergency. Council will continue to work with our local Council needs to have a strong network of emergency services organisations to ensure that volunteers supported by various district and they are aware of the issues we may face in an community agencies to cope with response and emergency, such as complete isolation by road recovery activities. We need to work alongside for several days, if not weeks. other organisations in the district to improve the
Key capital projects Asset $ Timeframe Funded by Civil Defence - Civil defence Kits 4,800 2018/19 (Year 1) 100% Depreciation Civil Defence – EOC 200,000 2019/20 (Year 2) 100% Loan
How we want to perform Performance Performance Performance Current Target: Target: Level of Service Measures Performance Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) Suitable emergency response training has occurred
- Emergency Management personnel meet CIMs 4 and Effective natural hazard EOC standards 100% 100% 100% readiness - Volunteers are offered at least 2 training opportunities per annum - Number of trained volunteers increases by 10% Community emergency response Suitable response systems plans are in place for all Westland 50% 90-100% 100% are in place townships
Long Term Plan 55 Financial Information The rationale for financing this activity Operating Expenditure 42,144 Public benefits Emergency management allows Other Expenditure 4,562 the community to have confidence in Councils ability to respond in an Paid for from: emergency as well as empowering General Rates 46,706 residents to be better prepared Targeted Rates - physically and psychologically for a civil defence event. Better Other Revenue - preparation leads to a better response and a quicker and more For 2018/19 this activity will effective recovery. make up 0.2% of the Council’s Private benefits Property owners and businesses yearly expenditure benefit from good emergency management as good preparation ensures a faster economic recovery.
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
56 Westland District Council Animal Control We undertook a comprehensive review of our Dog Policy in 2016. This review lead to the inclusion of a number of new lower fee categories for working dogs and responsible dog owners. What we do and why We charge a higher annual dog registration fee Council has a statutory obligation to administer in Hokitika and Kaniere than elsewhere in the the registration of dogs and ensure they do not District. Primarily this is because a higher level become a nuisance to the community, as well of service is provided in those areas (e.g. more as to offer a service for the impoundment of responsiveness to complaints). The geographic wandering stock. nature of the district financially precludes the Council from being able to provide the same level We undertake the following dog and animal of service across the whole district. In addition, control functions: dogs in the urban areas tend to create more • Enforcement and control of roaming dogs and nuisance than those in the rural areas because of other animals their closer proximity to neighbours. • Protecting the public from harm, nuisance and Currently we have a surplus in the animal control damage from dogs budget, it is proposed that this surplus be used to • Ensuring all known dogs are registered establish an enclosed dog park in Hokitika. • Education of dog owners In 2017, we reassessed our dog control contract • Providing a dog pound. and a contract was awarded to a new provider. The assets Stock control under the Impoundment Act 1955 is currently provided by a contractor as well. The Council owns a limited range of animal control assets including dog control equipment. Key issues Effects of this activity • The public is increasingly apprehensive about dogs, given some high-profile attacks in New No significant negative effects have been Zealand in recent years and the popularity of identified for this activity. some breeds of dog known to be naturally The situation in 2018 aggressive. Smaller urban properties and confinement of dogs may exacerbate dog In addition to its responsibilities under the Dog behavior problems and increase complaints Control Act 1996, Council has a Dog Control • The availability of specialist contracting staff can Bylaw 1997 which was reviewed and confirmed be a challenge in a geographically remote area in 2008. This bylaw is currently undergoing such as Westland another review. The Council is responsible for • The size of the Westland District makes it enforcement actions under both the Dog Control difficult to provide the same level of service for Act and Bylaw. all areas There were 1733 registered dogs in Westland • Some animals such as poultry (chickens, ducks, District as of 27 March 2018. geese etc.) are not considered stock under the The number of complaints relating to wandering Impounding Act 1955 but create occasional and barking dogs has steadily increased over the issues in terms of noise and wandering on to last few years, and the number of infringements roads or private property has risen as well. Complaints about dogs and • Some stock crossings are problematic in terms other animals are dealt with through the Council’s of the amount of effluent consistently left on Service Request system, though some complaints public roads and the resulting nuisance to go directly to the animal control officers. neighbours or through traffic.
Council focuses its animal control education on Where we want to be in the future dog owners, through annual information provided We will continue to provide responsive and with registration materials and providing education affordable dog control throughout the district. to owners as part of a response to complaints, rather than the public at large. Both the Dog Control and Stock Control contracts acknowledge the size of the district
Long Term Plan 57 and the difficulty in providing the same level of Council can address nuisance effects caused service for all areas. There is little that can be done by noise from animals (e.g. roosters or goats) to address this, aside from having some scheduled through its noise control activities under the RMA. dog control visits to the more remote townships, as There is also potential to develop a bylaw banning well as ensuring that persistent stock control issues roosters from urban areas, and/or limiting the are eventually dealt with regardless of location. number of other animals such as goats, sheep or chickens in urban areas. We are currently in the process of reviewing our Dog Control bylaw. Through this bylaw review we Issues with persistent effluent on roads at some are proposing to increase the number of public stock crossings may also lead to development of areas within Hokitika where dogs are required to a bylaw to allow enforcement options. be on-leash.
How we want to perform Current Performance Performance Performance Performance Target: Target: Level of Service Measures as per 2018 Years 1 to 3 Years 4 to 10 residents survey (2018-2021) (2022 – 2028) % of residents satisfied with the 39%* 90% 90% protection provided Keep the public safe Percentage of known dogs New measure 98% 99% from dogs and registered by 30 June each year wandering stock 30 minutes or less 30 minutes or Response times to Priority 1 New measure (excluding travel less (excluding callouts time) travel time) *Please note that due to an error in the residents survey research collection process in 2018, this 39% figure only represents the satisfaction of residents who phoned the Council’s customer service centre regarding animal control, not the satisfaction of the wider Westland resident population.
The rationale for financing this activity Financial Information Public The public benefits of Animal Control Operating Expenditure 122,461 benefits include having an accurate record of dogs in the district, and being able to respond to Other Expenditure 65,961 complaints and issues of concern about dogs Paid for from: and wandering stock. The need for these General Rates 47,922 services, however, is generated primarily by dog and stock owners, so general rates are Targeted Rates - only a proportion of the required funding for Other Revenue 140,500 this activity. Private Fees are charged to recognise the fact that For 2018/19 this activity will benefits dog and stock owners generate the need for make up 0.9% of the Council’s Animal Control services. While not every dog yearly expenditure owner has a dog that creates issues, annual registration fees allow the costs of dog control to be spread across all owners. Targeted cost recovery through impoundment fees, infringements, and increased registration fees for dangerous dogs ensures a further degree of user-pays. Stock control is different in that there is no annual registration fee, but some small amounts can be recovered for impoundment.
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups. 58 Westland District Council - - - - - 74,641 74,641 153,121 153,121 144,426 144,426 2028 248,307 248,307 210,000 210,000 1,116,456 1,116,456 1,099,431 1,099,431 2,807,477 2,807,477 3,017,477 3,017,477 1,368,073 1,368,073 1,620,499 1,620,499 30 June - - - - - 74,211 74,211 246,031 246,031 149,386 149,386 2027 210,000 210,000 306,380 306,380 1,075,177 1,075,177 1,271,788 1,271,788 1,338,861 1,338,861 1,609,947 1,609,947 30 June 3,140,890 3,140,890 2,930,890 2,930,890 - - - - - 73,804 73,804 145,885 145,885 2026 238,383 238,383 140,008 140,008 210,000 210,000 1,326,425 1,326,425 1,052,438 1,052,438 2,716,680 2,716,680 30 June 1,078,068 1,078,068 1,588,348 1,588,348 2,926,680 2,926,680 - - - - - 73,132 73,132 137,422 137,422 142,466 142,466 2025 233,600 233,600 210,000 210,000 1,281,881 1,281,881 1,057,256 1,057,256 1,545,748 1,545,748 1,030,233 1,030,233 30 June 2,645,868 2,645,868 2,855,868 2,855,868 - - - - - 76,011 76,011 289,177 289,177 139,263 139,263 2024 220,845 220,845 210,000 210,000 1,201,720 1,201,720 1,009,431 1,009,431 1,567,089 1,567,089 1,296,383 1,296,383 30 June 2,794,959 2,794,959 3,004,959 3,004,959 - - - - - 75,906 75,906 136,132 136,132 214,381 214,381 132,338 132,338 2023 989,096 989,096 210,000 210,000 1,241,135 1,241,135 2,552,147 2,552,147 1,504,581 1,504,581 1,020,725 1,020,725 2,762,147 2,762,147 30 June - - - - - 75,462 75,462 133,201 133,201 210,627 210,627 129,704 129,704 2022 970,065 970,065 210,000 210,000 1,574,153 1,574,153 2,597,123 2,597,123 2,807,123 2,807,123 30 June 1,242,804 1,242,804 1,068,230 1,068,230 - - - - - 75,670 75,670 130,461 130,461 272,176 2021 952,272 952,272 198,884 198,884 210,000 210,000 1,211,347 1,211,347 1,203,348 1,203,348 1,544,340 1,544,340 30 June 2,689,250 2,689,250 2,899,250 2,899,250 - - - - 67,030 67,030 127,778 127,778 192,757 192,757 124,338 124,338 924,687 924,687 2020 200,000 200,000 200,000 200,000 1,193,977 1,193,977 1,309,241 1,309,241 1,032,281 1,032,281 30 June 2,486,045 2,486,045 2,486,045 2,486,045 - - - - 4,800 4,800 4,800 4,800 53,561 53,561 125,150 125,150 121,564 121,564 187,706 187,706 2019 907,828 907,828 1,231,425 1,231,425 1,140,142 1,004,557 1,004,557 30 June 2,385,966 2,385,966 2,385,966 2,385,966 Revenue Rates Grants, subsidies and donations Commissions Fees and charges Recoveries revenue Miscellaneous revenue Total Expenditure Inspections and compliance Animal control management Resource management Emergency expenditure Total Surplus/(deficit) Capital Expenditure Kits - Civil defence Civil Defence - EOC Civil Defence capital expenditure Total PROSPECTIVE PLANNING & REGULATORY STATEMENT OF SERVICE PERFORMANCE STATEMENT PLANNINGPROSPECTIVE & REGULATORY For the years ended 30 June 2019 - 2028
Long Term Plan 59 ------10,000 10,000 153,121 153,121 772,149 772,149 144,426 144,426 224,093 224,093 2028 (10,000) 234,093 234,093 224,093 224,093 (10,000) 1,099,431 1,099,431 3,017,477 3,017,477 1,620,499 1,620,499 (234,093) 2,001,235 2,001,235 30 June 2,783,384 2,783,384 ------10,000 10,000 224,154 224,154 149,386 149,386 2027 234,154 234,154 224,154 224,154 (10,000) 790,048 790,048 306,380 306,380 (10,000) 1,075,177 1,075,177 (234,154) 1,609,947 1,609,947 30 June 2,106,689 2,106,689 2,906,736 2,906,736 3,140,890 3,140,890 ------10,000 10,000 750,631 750,631 224,837 224,837 145,885 145,885 2026 234,837 234,837 140,008 140,008 (10,000) 224,837 224,837 (10,000) 1,931,212 1,931,212 (234,837) 1,052,438 1,052,438 1,588,348 1,588,348 30 June 2,691,842 2,691,842 2,926,680 2,926,680 ------10,000 10,000 137,422 137,422 225,770 225,770 142,466 142,466 235,770 235,770 2025 225,770 225,770 740,226 740,226 (10,000) (10,000) (235,770) 1,545,748 1,545,748 1,030,233 1,030,233 1,869,872 1,869,872 30 June 2,855,868 2,855,868 2,620,098 2,620,098 ------10,000 10,000 289,177 289,177 230,541 230,541 139,263 139,263 2024 240,541 240,541 (10,000) 753,300 753,300 230,541 230,541 (10,000) 1,009,431 1,009,431 2,001,118 2,001,118 1,567,089 1,567,089 (240,541) 30 June 2,764,418 2,764,418 3,004,959 3,004,959 ------10,000 10,000 136,132 136,132 132,338 132,338 720,378 720,378 233,862 233,862 2023 (10,000) 243,862 243,862 233,862 233,862 989,096 989,096 (10,000) 1,787,907 1,787,907 1,504,581 1,504,581 2,762,147 2,762,147 (243,862) 30 June 2,518,285 2,518,285 ------10,000 10,000 133,201 133,201 129,704 129,704 712,646 712,646 235,349 235,349 2022 (10,000) 970,065 970,065 245,349 245,349 235,349 235,349 (10,000) 1,574,153 1,574,153 1,839,128 1,839,128 2,561,774 2,561,774 (245,349) 2,807,123 2,807,123 30 June ------10,000 10,000 272,176 130,461 130,461 726,918 726,918 952,272 952,272 2021 (10,000) 235,880 235,880 245,880 245,880 235,880 235,880 (10,000) 1,916,452 1,916,452 1,544,340 1,544,340 30 June (245,880) 2,653,370 2,653,370 2,899,250 2,899,250 ------34,790 34,790 127,778 127,778 124,338 124,338 691,104 924,687 924,687 234,790 234,790 2020 234,790 234,790 (34,790) 200,000 200,000 200,000 200,000 1,760,151 1,760,151 1,309,241 1,309,241 2,451,255 2,451,255 30 June 2,486,045 2,486,045 ------20,394 20,394 20,394 20,394 20,394 20,394 121,564 121,564 125,150 125,150 2019 907,828 907,828 665,982 665,982 (20,394) 1,231,425 1,231,425 1,699,591 1,699,591 30 June 2,365,573 2,365,573 2,385,966 2,385,966
------20,018 20,018 20,018 20,018 20,018 20,018 977,499 977,499 681,913 681,913 2018 340,562 340,562 (20,018) 1,112,343 1,112,343 1,728,473 1,728,473 30 June 2,410,386 2,410,386 2,430,404 2,430,404 Annual Plan Sources of Operating Funding Sources of Operating authorities fuel tax, fines, infringement Local and other fees and suppliers Payments to staff costs Finance and overheads applied Internal charges Sources of Capital Funding capital funding of sources Total of Capital Funding Applications capital funding of application Total of capital funding Surplus/(deficit) balance Funding General rates, UAGC, rates penalties rates UAGC, General rates, supply) (other than water rates Targeted Grants, subsidies and donations supply water for rates and target Fees, charges and overheads recovered Internal charges funding operating Total Funding of Operating Applications funding applications Other operating funding operating of applications Total funding of operating Surplus/(deficit) Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease) PROSPECTIVE PLANNING & REGULATORY FUNDING IMPACT STATEMENT FUNDING IMPACT PLANNINGPROSPECTIVE & REGULATORY For the years ended 30 June 2019 - 2028
60 Westland District Council ------COMMUNITY SERVICES 10,000 10,000 153,121 153,121 772,149 772,149 144,426 144,426 224,093 224,093 2028 (10,000) 234,093 234,093 224,093 224,093 (10,000) 1,099,431 1,099,431 3,017,477 3,017,477 1,620,499 1,620,499 (234,093) 2,001,235 2,001,235 30 June 2,783,384 2,783,384 ------10,000 10,000 224,154 224,154 149,386 149,386 2027 234,154 234,154 224,154 224,154 (10,000) 790,048 790,048 306,380 306,380 (10,000) 1,075,177 1,075,177 (234,154) 1,609,947 1,609,947 30 June 2,106,689 2,106,689 2,906,736 2,906,736 3,140,890 3,140,890 Community Council collects a targeted rate on behalf of ------Enterprise Hokitika. This money is then provided Development to Enterprise Hokitika. 10,000 10,000 750,631 750,631 224,837 224,837 145,885 145,885 2026 234,837 234,837 140,008 140,008 (10,000) 224,837 224,837 (10,000) 1,931,212 1,931,212 (234,837) 1,052,438 1,052,438 1,588,348 1,588,348 30 June 2,691,842 2,691,842 2,926,680 2,926,680 and Assistance Council allocates Major District Initiative (MDI)
------funding which it receives from Development - West Coast (DWC). We receive $400,000 from 10,000 10,000 137,422 137,422 225,770 225,770 142,466 142,466 235,770 235,770 2025 225,770 225,770 740,226 740,226 (10,000) DWC every year ($100,000 per quarter). Potential (10,000) (235,770) 1,545,748 1,545,748 1,030,233 1,030,233 1,869,872 1,869,872 30 June 2,855,868 2,855,868 2,620,098 2,620,098 What we do and why initiatives for MDI funding can be put forward ------Council wants to continue to support the by community groups and other agencies each community by building social, cultural and year and Council goes through a formal process 10,000 10,000 289,177 289,177 230,541 230,541 139,263 139,263 2024 240,541 240,541 (10,000) 753,300 753,300 230,541 230,541 (10,000) economic capacity. We want a strong community 1,009,431 1,009,431 2,001,118 2,001,118 (following a policy set by DWC) to allocate the 1,567,089 1,567,089 (240,541) 30 June 2,764,418 2,764,418 3,004,959 3,004,959 that is resilient. funding. Criteria for receiving money from this ------We work towards achieving this by managing fund includes: 10,000 10,000 136,132 136,132 132,338 132,338 720,378 720,378 233,862 233,862 2023 (10,000)
243,862 243,862 programmes that contribute to residents’ health 233,862 233,862 989,096 989,096
(10,000) - Projects must meet the objectives of DWC’s 1,787,907 1,787,907 1,504,581 1,504,581 2,762,147 2,762,147 (243,862) 30 June 2,518,285 2,518,285 and well-being and ask Westland residents to have Trust Deed, which are to promote sustainable ------their say on issues and projects that are important employment opportunities, generate to them. sustainable economic benefits and support 10,000 10,000 133,201 133,201 129,704 129,704 712,646 712,646 235,349 235,349 2022 (10,000) 970,065 970,065 245,349 245,349 235,349 235,349 (10,000) 1,574,153 1,574,153 1,839,128 1,839,128 2,561,774 2,561,774 (245,349) 2,807,123 2,807,123 30 June We provide advice to assist community projects which are not the ordinary day-to- day running, maintenance and upgrade of the ------groups, organisations and individuals with their recreational and cultural activities and other infrastructure that is normally the responsibility
10,000 10,000 of Council or central government 272,176 130,461 130,461 726,918 726,918 952,272 952,272 2021 (10,000) 235,880 235,880 245,880 245,880 235,880 235,880 (10,000) special events or activities. This includes advice 1,916,452 1,916,452 1,544,340 1,544,340 30 June (245,880) 2,653,370 2,653,370 2,899,250 2,899,250 about funding alternatives other than through the - Capital projects only are eligible ------Westland District Council. - A maximum of 65% of the total project costs can be provided by MDI funds. 34,790 34,790 127,778 127,778
124,338 124,338 Council supports the Reserves and Environs 691,104 924,687 924,687 234,790 234,790 2020 234,790 234,790 (34,790) 200,000 200,000 200,000 200,000 1,760,151 1,760,151 1,309,241 1,309,241 2,451,255 2,451,255 30 June 2,486,045 2,486,045 Community Group which meets once every The opportunity for parties to apply for this ------quarter to advise Council on matters to do funding is managed by the Council’s Community with parks and reserves in Hokitika. We provide Development Adviser and includes direct notices 20,394 20,394 20,394 20,394 20,394 20,394 121,564 121,564 125,150 125,150 2019 907,828 907,828 665,982 665,982 (20,394) administration support to the Safer Community to all community groups in the District and public 1,231,425 1,231,425 1,699,591 1,699,591 30 June 2,365,573 2,365,573 2,385,966 2,385,966 Council which meets every second month to advertising.
------addresses safety concerns and issues and monitor Since 2008 many initiatives in the District have local projects with potential safety risks. It also 20,018 20,018 20,018 20,018 20,018 20,018 977,499 977,499 681,913 681,913 benefited from this funding. 2018 340,562 340,562 (20,018) 1,112,343 1,112,343 1,728,473 1,728,473 30 June 2,410,386 2,410,386
2,430,404 2,430,404 operates a Taxi Chit Scheme which provides Annual Plan half price taxi fares for senior citizens in Hokitika who have voluntarily given up driving and need transport for essential needs such as supermarket shopping and medical appointments. We provide annual grants to: • Tourism West Coast – for promoting the West Coast • Hokitika’s Regent Theatre – for providing a community facility for cultural activities and special events. Sources of Operating Funding Sources of Operating authorities fuel tax, fines, infringement Local and other fees and suppliers Payments to staff costs Finance and overheads applied Internal charges Sources of Capital Funding capital funding of sources Total of Capital Funding Applications capital funding of application Total of capital funding Surplus/(deficit) balance Funding General rates, UAGC, rates penalties rates UAGC, General rates, supply) (other than water rates Targeted Grants, subsidies and donations supply water for rates and target Fees, charges and overheads recovered Internal charges funding operating Total Funding of Operating Applications funding applications Other operating funding operating of applications Total funding of operating Surplus/(deficit) Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease)
Long Term Plan 61 Previously allocated MDI funding that has not yet been spent:
Allocated in 2017 to develop a track from Haast Promotions Group $50,000 Haast township to the beach Allocated in 2017 to establish a Chinese Kumara Residents Trust $68,709 mining memorial Allocated in 2017 to build an indoor shelter for Riding for the Disabled $200,000 horses Whataroa Community Association $200,000 Allocated in 2017 to upgrade the public hall Up to $1.5 million of 65% of the To develop a Recreation and Community Westland High School cost if less than $1.5 million Centre on the High School Grounds
We also allocate funds from other agencies, Key issues including: • Continued funding being available from Central • Sport NZ Rural Travel Fund – for travel subsidies Government for projects for sports clubs • Volunteer support from the community • Creative Communities Funding – for funding local arts. Where we want to be in the future Council wants to continue to work with other The assets agencies in Westland and to form effective There are no assets involved in this activity apart partnerships with central government and local from IT equipment and furniture which are organisations, in order to successfully address replaced as per Council policy. social and community issues. We want to continue to support programmes that assist Significant negative effects from this activity in realising these goals, such as the Mayor’s It is difficult to quantify the social wellbeing results Taskforce for Jobs and to be a trusted and from this activity as many of them are long term, approachable port of call for all sectors of the so it is sometimes perceived as not being a core community and we want to provide excellent service for Council to undertake. service.
The situation in 2018 Council will aim do achieve this by continuing to build capacity in the community and by providing We currently do not have to advertise widely to funding advice. attract applications for funding, however there may be groups in the community who are not Staff will continue to ask the community what aware of the funding available and Council needs they think about social and community issues and to ensure that all groups have access to the report findings to Council. information. How we want to perform By allocating up to $1.5 million towards the There are no non-financial performance measures Westland High School Recreation and Community for this activity. Instead this activity is subject to Centre, Council has committed to being a financial accountability reporting for delivering partner in this significant project. The decision to programmes that meet the requirements of the partner with the High School was based on the funder. opportunity to obtain a fit- for-purpose facility that will be of benefit to the whole district. The Council is involved in youth development programmes and in conjunction with WestREAP has obtaining funding from the Ministry of Youth Development to continue and establish new youth programmes
62 Westland District Council Financial Information The rationale for financing this activity Operating Expenditure 315,879 Public benefits The Westland District benefits from Other Expenditure 100,856 the wider community being resilient. Paid for from: Private benefits Individuals, groups and organisations benefit from the ability General Rates 214,133 to receive advice about building Targeted Rates 152,363 their own capacity and about have Other Revenue 44,314 access to funding opportunities for community projects. For 2018/19 this activity will make up 1.9% of the Council’s yearly expenditure
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements Note: This financial information does not include the MDI section (Funding Impact Statement fund money. The allocation of the fund results in a neutral and Financial Summary) for more financial position for Council. information about the activity groups.
Long Term Plan 63 Community Halls which is not owned by Council, however, because it is a very active community hall and the only hall in Ōkārito for Civil Defence purposes, Westland District Council pay insurance towards What we do and why the building. Council manages various buildings and halls that There are several other community buildings are used by the community. These facilities are in Hokitika, which are sometimes used as a focus for community functions, activities and community halls, including the Hokitika Band meetings, and their existence assists with meeting Rooms, Greypower Hall, and the Custom House. some of the social and recreational needs of These buildings form part of Council’s land communities. and buildings portfolio (refer page X for more information on these). The assets The challenge for Council and our communities In some cases Council owns the land that many is to agree whether to fund the depreciation for halls are on, it does not always own the actual renewals or let these facilities be demolished building. This is due to a number of reasons at the end of their life. There is a wider issue which may include historical arrangements or to address regarding the level of ongoing agreements with the local community. maintenance required on these facilities. Maintenance is generally minimal and limited to Council currently supports the present level of maintaining the current levels of service. There activity in the community halls across the district. are painting service contracts in place for some There is no provision in the current Council Plan buildings but there is a need for comprehensive to dispose of any community buildings (Waitaha). planning for all buildings. Some buildings have deteriorated due to their age Key issues and structure type. • Demographics including an aging population affect the use of the halls and volunteers for Buildings are inspected annually to ensure they managing community buildings are becoming are safe to use. Most have been assessed by more difficult to find Council staff as being in average condition. A full assessment is underway on these buildings • There is a large number of facilities for the to determine the buildings’ condition, and the population renewals required over the next 10 years to • The declining usage of the various halls may maintain serviceability. This information will help mean Council has to review the future use and Council create an Asset Management Plan for this could result in a change to the current level community halls. of service • The viability of running these halls in the future Effects of this activity needs to be discussed with each community There have been no significant negative effects • As the halls get older the level of maintenance identified for this activity. required increases. This is sometimes beyond the financial capacity of the community. The situation in 2018 Although hubs for social activity in the past, today Where we want to be in the future communities are looking for alternate facilities to Whilst the desire of the local communities still exists meet their social activity needs. to manage and utilise the facilities, Council will continue to support the use of community halls in Community Halls are located in the following order to achieve social outcomes. Council however areas: Okuru, Haast, Bruce Bay, Waitaha, wants to have improved records of utilisation and Ross, Whataroa, Kokatahi, Kumara, Hokitika local involvement in community halls. RSA, Hari Hari, Franz Josef, Fox Glacier and Kowhitirangi. As stated above, the ownership Asset management plans will be prepared during is mixed. Some community halls in the rural the life of this Council Plan for community halls areas are administered by community groups so that Council can follow and informed decision- or representatives under delegated authority of making process about the future use of these Council. There is a community hall in Ōkārito, facilities.
64 Westland District Council Key capital projects: Asset $ Timeframe Funded by Community Halls – Haast EQ assessment 26,025 2020/21 (Year 3) 100% Depreciation
How we want to perform Performance Performance Last available Performance Target: Target: Level of Service performance data Measures Years 1 to 3 Years 4 to 10 (2015/16) (2018-2021) (2022 – 2028) % of residents 67% (Due to an error in Provide safe and useful satisfied with the the 2018 Residents Survey 80% 80% community halls standard of their process, this data was not community hall collected in 2018).
Council will continue to work with local The rationale for financing this activity communities to identify the number of Public benefits The main benefit is realised by community halls that should be in the district and the users of the facilities through will promote the combined use of buildings in an provision of a space for the area, for example there may be opportunities to community to gather and use for share facilities with local schools. their own purposes. However, much of the revenue generated by The Whataroa Community Hall is currently being community halls is collected by the upgraded and this is scheduled to be completed committees who manage them. during the lifetime of this plan. There are also potential indirect benefits to the local community in which the facility is situated as it may attract visitors and events to Financial Information the area. Private benefits Fees charged are usually quite Operating Expenditure 61,173 minimal, but they recognise the Other Expenditure 122,254 direct benefits gained by users and Paid for from: help the communities to maintain their halls. General Rates 89,786 Targeted Rates 93,641 Other Revenue -
For 2018/19 this activity will make up 0.8% of the Council’s yearly expenditure
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
Long Term Plan 65 Townships that may require Council input or generate ongoing costs to Council. - Development Funding The criteria for receiving money from this fund - Improvement Projects is that it is used as a mechanism for guiding planned improvements. The community group or association must sign a funding agreement with Council prior to receiving any of this funding. What we do and why Then they identify what they want to allocate We provide funding that is managed by local the annual fund toward and provide evidence to community associations and trusts: Council of a public and/or community association Annual community township development meeting when the project was approved by the funding supports communities to upgrade and community. This clarifies that the promoter and/ develop their own town environments. The fund or community association has obtained a majority is a method for assisting the future growth and vote of members present about what the money development of Westland communities. will be spent on. In the event that the promoter and/or community association wants to save the Council staff provide advice to all community money for a bigger project, that decision is also Associations and Trusts about potential projects recorded and Council is advised. Funds are then and attend community meetings about projects placed in separate township reserves and can then be carried over into following financial years. 2018/19 Township Development Funding Township Dollars Funded Local Community Association Kumara 14,000 Kumara Residents Trust Kokatahi- Kowhitirangi 8,000 Kokatahi-Kowhitirangi Community Committee Ross 14,000 Ross Community Society Hari Hari 14,000 Harihari Community Association Whataroa 9,315 Whataroa Community Association Ōkārito 4,685 Okarito Community Association Franz Josef Glacier 35,000 Franz Josef Community Council Fox Glacier 35,000 Fox Glacier Community Development Society Bruce Bay 12,000 Bruce Bay Community Hall Haast 14,000 Haast Promotions Group Note: Council also allocates a Development West Coast fund for major district initiatives. This allocation process, and the other development and assistance methods that Council employs, are explained in the activity section “Community Development and Assistance”.
We undertake improvement projects within our townships: Townscape improvement projects are carried out by Council. A number of Key projects are included in this Council Plan.
Asset $ Timeframe Funded by Hokitika urban areas – footpath renewals $320,000 2018-2028 (Years 1-10) 100% Depreciation Hokitika CBD footpath renewals $77,000 2018-2028 (Years 1-10) 100% Depreciation Franz Josef – footpath maintenance $47,000 2018-2028 (Years 1-10) 100% Depreciation Fox Glacier – footpath maintenance $30,000 2018-2028 (Years 1-10) 100% Depreciation Ross – footpath maintenance $30,000 2018-2028 (Years 1-10) 100% Depreciation Haast – footpath maintenance $15,000 2018-2028 (Years 1-10) 100% Depreciation Hari Hari – footpath maintenance $15,000 2018-2028 (Years 1-10) 100% Depreciation Kumara – footpath maintenance $10,000 2018-2028 (Years 1-10) 100% Depreciation Kaniere – footpath maintenance $10,000 2018-2028 (Years 1-10) 100% Depreciation Whataroa – footpath maintenance $10,000 2018-2028 (Years 1-10) 100% Depreciation
66 Westland District Council A summary of all capital expenditure, by activity Key issues grouping, is at the end of the Activity Statements. • An ageing population, combined with a static or slowly declining population in some localities The assets where there are few employment opportunities, There are minimal assets in this activity, generally which is diminishing the pool of local only those related to street furniture and volunteers to initiate and support local projects beautification. Capital projects once developed and take on roles in community associations are allocated to other relevant activities e.g. land and trusts and buildings. • Community expectations being raised as to what will be done in their areas Effects of this activity • In some areas, during some seasons, there is There may be a conflict within a community a high overnight population, compared to the about the direction for township development normal resident population. Census information funding or about the projects it want Council to (from 2013*) shows that the usual population undertake. In the event that a community cannot of Franz Josef Glacier, Fox Glacier and Bruce agree on local projects the funds are carried over Bay-Paringa tripled overnight while the usual until such time agreement is reached. population of Waiho, Karangarua and Haast The situation in 2018 either doubled or nearly doubled overnight. This overnight increase benefits towns that There is a need for Council to continue working take advantage of tourism opportunities but with communities to develop strategies for can also put a strain on local infrastructure and dealing with growth, development and the community planning. improvement of their townships and surrounding areas. Where we want to be in the future These communities have plans for township Further discussion with communities will occur development projects: and Council will encourage strategic town development plans to be developed, so these can Kumara be used as a basis for the on-going allocation of Hokitika funding in each community. Ross Hari Hari New projects are essential for growth and to Whataroa retain the identity of an area. In the future Council Ōkārito would like to have integrated planning documents Franz Josef Glacier created rather than receiving one off project Fox Glacier requests from the various communities. Haast The control and management of the spending Other documents that will aid the Council in the of the township development fund will remain planning of its communities: community driven and there will be community participation in the design of their areas. • The Glacier Country Strategy • MRI Destination Management Plan How we want to perform • The 2006 Review of Recreation, Entertainment There are no non-financial performance measures and Community carried out by Gurden for this activity. Instead this activity is subject to Consulting Ltd financial accountability reporting.
Long Term Plan 67 Financial Information The rationale for financing this activity Operating Expenditure 415,680 Public benefits The Westland district benefits when Other Expenditure 124,627 communities taking ownership of local projects and the volunteer Paid for from: contribution is significant. General Rates 3,743 Private benefits Beautiful townships attract business Targeted Rates 536,563 and new residents. Economic Other Revenue - benefits accrue to private businesses when townships are well-maintained and alive with For 2018/19 this activity will demonstrable community spirit. make up 2.5% of the Council’s yearly expenditure
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
*A new census was carried out by Statistics NZ in March 2018, however, the results of this is not yet publicly available.
68 Westland District Council - - - 24,470 24,470 29,748 29,748 481,177 175,206 175,206 2028 658,652 658,652 (14,605) 1,246,211 1,246,211 1,315,034 1,315,034 30 June 1,300,429 1,300,429 - - - 23,850 23,850 28,994 28,994 172,551 172,551 2027 646,931 646,931 478,033 478,033 (14,605) 1,297,515 1,297,515 30 June 1,230,066 1,230,066 1,282,910 1,282,910 - - - 23,291 23,291 28,315 28,315 631,423 631,423 467,938 467,938 (14,587) 2026 169,909 169,909 1,203,077 1,203,077 30 June 1,254,682 1,254,682 1,269,269 1,269,269 - - - 27,651 27,651 22,745 22,745 167,960 167,960 616,553 616,553 461,538 461,538 (14,150) 2025 1,181,505 1,181,505 1,231,901 1,231,901 30 June 1,246,051 1,246,051 - - - 27,029 27,029 22,234 22,234 459,115 459,115 168,356 168,356 (14,150) 609,581 609,581 2024 1,173,639 1,173,639 1,237,052 1,237,052 30 June 1,222,902 1,222,902 - - - 21,734 21,734 26,422 26,422 451,513 451,513 166,492 166,492 (14,133) 2023 595,345 595,345 1,151,061 1,151,061 1,199,216 1,199,216 1,213,349 1,213,349 30 June - - - 21,266 21,266 25,853 25,853 164,857 164,857 584,091 584,091 2022 (13,492) 445,822 445,822 1,134,160 1,134,160 1,194,771 1,194,771 1,181,279 30 June - 25,321 25,321 26,025 26,025 20,828 20,828 26,025 26,025 167,566 167,566 587,180 587,180 (13,481) 2021 442,937 442,937 1,138,053 1,138,053 1,197,683 1,197,683 30 June 1,184,203 1,184,203 - - - 20,400 20,400 24,800 24,800 571,420 571,420 432,478 432,478 154,690 154,690 (13,233) 2020 1,100,155 1,100,155 1,145,355 1,145,355 30 June 1,158,588 1,158,588 - - - 24,314 24,314 144,117 144,117 20,000 20,000 2019 570,934 570,934 423,309 423,309 (13,094) 1,125,267 1,125,267 30 June 1,080,953 1,080,953 1,138,360 1,138,360 Revenue Rates Grants, subsidies and donations Rentals revenue Miscellaneous revenue Total Expenditure Community development development fund Township Community halls expenditure Total Surplus/(deficit) Capital Expenditure Community Halls - Haast capital expenditure Total PROSPECTIVE COMMUNITY SERVICES STATEMENT OF SERVICE PERFORMANCE COMMUNITYPROSPECTIVE SERVICES STATEMENT For the years ended 30 June 2019 - 2028
Long Term Plan 69 ------24,470 24,470 29,748 29,748 145,493 145,493 229,724 229,724 145,493 145,493 145,493 924,954 924,954 2028 296,886 296,886 949,066 949,066 (145,493) 1,300,171 1,300,171 1,154,678 1,154,678 30 June ------23,850 23,850 28,994 28,994 297,031 297,031 144,210 144,210 949,181 949,181 144,119 144,119 144,210 144,210 2027 229,982 229,982 924,954 924,954 (144,210) 1,154,936 1,154,936 30 June 1,299,055 1,299,055 ------23,291 23,291 28,315 28,315 142,971 142,971 143,996 143,996 234,465 234,465 933,106 933,106 2026 143,996 143,996 904,235 904,235 296,959 296,959 1,281,671 1,281,671 (143,996) 1,138,700 1,138,700 30 June ------27,651 27,651 22,745 22,745 913,713 913,713 142,041 142,041 142,787 142,787 223,104 223,104 887,582 887,582 142,041 142,041 2025 289,364 289,364 (142,041) 1,253,473 1,253,473 1,110,686 1,110,686 30 June ------27,029 27,029 22,234 22,234 221,651 221,651 144,703 144,703 285,973 285,973 144,703 144,703 895,532 895,532 2024 140,908 140,908 868,209 868,209 (144,703) 30 June 1,230,768 1,230,768 1,089,860 1,089,860 ------21,734 21,734 26,422 26,422 146,427 146,427 223,361 223,361 146,427 146,427 143,595 143,595 885,576 885,576 2023 854,839 854,839 288,064 288,064 (146,427) 1,221,795 1,221,795 1,078,199 1,078,199 30 June ------21,266 21,266 25,853 25,853 837,817 837,817 214,972 214,972 145,391 145,391 144,289 144,289 2022 144,289 144,289 282,065 282,065 868,996 868,996 (144,289) 1,198,179 1,198,179 30 June 1,052,789 1,052,789 ------25,321 25,321 26,025 26,025 20,828 20,828 214,218 214,218 855,114 855,114 122,073 122,073 822,772 822,772 2021 279,046 279,046 143,320 143,320 148,098 148,098 (148,098) 1,180,310 1,180,310 30 June 1,036,990 1,036,990 ------20,400 20,400 24,800 24,800 282,117 147,149 147,149 216,100 216,100 146,100 146,100 146,100 146,100 855,936 855,936 2020 820,004 820,004 (146,100) 1,183,253 1,183,253 30 June 1,036,104 1,036,104 ------24,314 24,314 20,000 20,000 145,214 145,214 134,596 134,596 826,159 826,159 273,995 273,995 2019 134,596 134,596 795,988 795,988 999,255 999,255 203,268 203,268 (134,596) 1,144,469 1,144,469 30 June
------54,100 54,100 15,000 15,000 18,000 18,000 938,119 938,119 103,027 103,027 136,027 136,027 136,027 192,894 192,894 2018 1,131,013 1,131,013 (136,027) 1,212,940 1,212,940 30 June 1,267,040 1,267,040 Annual Plan Sources of Operating Funding Sources of Operating balance Funding General rates, UAGC, rates penalties rates UAGC, General rates, rates Targeted Grants, subsidies and donations Fees and charges and overheads recovered Internal charges authorities fuel tax, fines, infringement Local and other fees funding operating Total Funding of Operating Applications and suppliers Payments to staff costs Finance and overheads applied Internal charges funding applications Other operating funding operating of applications Total funding of operating Surplus/(deficit) Sources of Capital Funding Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions capital funding Other dedicated capital funding of sources Total of Capital Funding Applications - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease) capital funding of application Total of capital funding Surplus/(deficit) PROSPECTIVE COMMUNITY SERVICES FUNDING IMPACT STATEMENT COMMUNITYPROSPECTIVE SERVICES FUNDING IMPACT For the years ended 30 June 2019 - 2028
70 Westland District Council ------LEISURE SERVICES AND FACILITIES 24,470 24,470 29,748 29,748 145,493 145,493 229,724 229,724 145,493 145,493 145,493 924,954 924,954 2028 296,886 296,886 949,066 949,066 (145,493) 1,300,171 1,300,171 1,154,678 1,154,678 30 June ------23,850 23,850 28,994 28,994 297,031 297,031 144,210 144,210 949,181 949,181 144,119 144,119 144,210 144,210 2027 229,982 229,982 924,954 924,954 (144,210) 1,154,936 1,154,936 30 June 1,299,055 1,299,055 Cemeteries Effects of the activity ------There are no significant effects identified for this 23,291 23,291 28,315 28,315 activity. 142,971 142,971 143,996 143,996 234,465 234,465 933,106 933,106 2026 143,996 143,996 904,235 904,235 296,959 296,959 1,281,671 1,281,671 (143,996) 1,138,700 1,138,700 30 June What we do and why The situation in 2018 ------Council manages three cemeteries across Council has plans to incrementally develop the 27,651 27,651 22,745 22,745 913,713 913,713 142,041 142,041 142,787 142,787 223,104 223,104 887,582 887,582 142,041 142,041 2025 Westland: these being located in Hokitika, Kumara Hokitika Cemetery both in the ashes berm area 289,364 289,364 (142,041) 1,253,473 1,253,473 1,110,686 1,110,686 30 June and Ross. Cemeteries provide plots for interment and the general cemetery area. This will be done ------on demand and areas for the burial and recording by developing the area where the new berms of ashes to meet the needs of the bereaved for have been constructed on the north side of the 27,029 27,029 22,234 22,234 221,651 221,651 144,703 144,703 285,973 285,973 144,703 144,703 895,532 895,532 2024 140,908 140,908 868,209 868,209
(144,703) a suitable resting place for departed relatives or existing cemetery. It is intended to develop the 30 June 1,230,768 1,230,768 1,089,860 1,089,860 friends. All other cemeteries in Westland including ground area in 2018 as funding allows. ------the historical cemeteries at Ross and Stafford Council is also investigating the option of offering 21,734 21,734 26,422 26,422 are managed privately, for example by local 146,427 146,427 223,361 223,361 146,427 146,427 143,595 143,595 885,576 885,576 2023 854,839 854,839 288,064 288,064 cemetery plots in the Hokitika cemetery to meet (146,427) 1,221,795 1,221,795 1,078,199 1,078,199 30 June community groups. the needs of other religious faiths e.g. Islam. ------Council’s managed cemeteries have park-like The addition costs of such burials are to be met grounds, car parks, seating, footpaths and other by members of these communities. Persons 21,266 21,266 25,853 25,853 837,817 837,817 214,972 214,972 145,391 145,391 144,289 144,289 2022 144,289 144,289 282,065 282,065 868,996 868,996 (144,289) 1,198,179 1,198,179 infrastructure to meet the needs of visitors. interested in this new level of service are advised 30 June 1,052,789 1,052,789 to contact Council in the first instance. ------We also provide a historical record of the deceased for the community and assist with 25,321 25,321 26,025 26,025
20,828 20,828 Key issues 214,218 214,218 855,114 855,114 122,073 122,073 822,772 822,772 2021 279,046 279,046 143,320 143,320 148,098 148,098 cemetery maps. (148,098) 1,180,310 1,180,310 30 June 1,036,990 1,036,990 • Demographics including an ageing population
------We are required to ensure that there are sufficient - - could increase demand for burials cemeteries within the district (including the • Trend towards cremation could reduce demand 20,400 20,400 24,800 24,800 282,117 147,149 147,149 216,100 216,100 146,100 146,100 146,100 146,100 855,936 855,936 2020 provision of paupers’ graves) under the Burial and 820,004 820,004 for interments and increase demand for ashes (146,100) 1,183,253 1,183,253 30 June 1,036,104 1,036,104 Cremation Act 1964. plots ------The assets • Deteriorating headstones and monuments are 24,314 24,314
20,000 20,000 the responsibility of the descendants. Council 145,214 145,214 134,596 134,596 826,159 826,159 273,995 273,995 2019 134,596 134,596 795,988 795,988 999,255 999,255 203,268 203,268
(134,596) The buildings are currently maintained on an as- 1,144,469 1,144,469 30 June will only intervene if they become unsafe.
required basis, following annual inspections. There ------There is an expectation in the community that are limited assets at cemeteries (other than Hokitika Council will fund the upkeep of headstones. 54,100 54,100 15,000 15,000 18,000 18,000 which has a building to house cemetery equipment 938,119 938,119 103,027 103,027 136,027 136,027 136,027 192,894 192,894 2018 There is no budget for this in the Plan 1,131,013 1,131,013 (136,027) 1,212,940 1,212,940 30 June 1,267,040 1,267,040
Annual Plan and contractors’ equipment). Other assets include • Increasing vandalism to headstones. roads, footpaths, car parks, concrete berms, and grass areas. All are in average condition. Where we want to be in the future The Council is currently preparing a Cemeteries Council will continue to maintain and develop the Plan to determine the capacity requirements for current cemeteries which have the capacity to cemeteries in the future. There are no capacity service demand for the long term. issues with most cemeteries in the district. Overall, the Council wishes to provide a high Maintenance of the cemeteries and sexton duties quality service that customers are satisfied with. are currently contracted to Westroads Ltd. The The provision of a reliable and accurate cemetery funeral directors work closely with Council and database will be a continued service for those the contractor on burials. who are tracing their ancestors or carrying out other historical research. Sources of Operating Funding Sources of Operating balance Funding General rates, UAGC, rates penalties rates UAGC, General rates, rates Targeted Grants, subsidies and donations Fees and charges and overheads recovered Internal charges authorities fuel tax, fines, infringement Local and other fees funding operating Total Funding of Operating Applications and suppliers Payments to staff costs Finance and overheads applied Internal charges funding applications Other operating funding operating of applications Total funding of operating Surplus/(deficit) Sources of Capital Funding Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions capital funding Other dedicated capital funding of sources Total of Capital Funding Applications - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease) capital funding of application Total of capital funding Surplus/(deficit)
Long Term Plan 71 We aspire to continue to improve the asset which is being monitored and will be reflected in management plans in place in to maintain the cemetery planning documents. cemetery assets in perpetuity. This will include The Council will continue to manage efforts to ensuring there is sufficient development of land deter vandalism including managing opening for burial purposes, taking into account the hours of cemeteries. possible increased demand for interments and ashes plots. There is a trend towards cremation
Key capital projects Asset $ Timeframe Funded by Cemetery - Hokitika tractor shed 62,460 2020/21 (Year 3) 100% Depreciation 2019/20, 2021-22, 2023/24, Cemetery - Hokitika improvements ashes berm 55,470 2025/26 & 2027/28 (Years 2, 100% Depreciation 4, 6, 8 & 10) Cemetery - Hokitika improvements reseal roads 26,025 2020/21 (Year 3) 100% Depreciation Cemetery - Ross berm development 10,200 2019/20 (Year 2) 100% Depreciation
How we want to perform Performance Performance Current Performance Target: Target: Level of Service Performance Measures Years 1 to 3 Years 4 to 10 2016/17 (2018-2021) (2022 – 2028) Hokitika 100% Hokitika 100% Hokitika 100% Cemeteries have Each cemetery has at least 12 Kumara 100% Kumara 100% Kumara 100% sufficient capacity months capacity Ross 80% Ross 80% Ross 75% Standards for burial adhere to Burials adhere to the Cemeteries and Cremations Act 100% 100% 100% relevant legislation 1964
The rationale for financing this activity Financial Information Public benefits The predominant benefit is to those Operating Expenditure 91,000 who will be buried (knowing that Other Expenditure 90,882 their wishes will be carried out), and their family and friends. Cemeteries Paid for from: also benefit the district through General Rates 150,882 maintaining heritage and through Targeted Rates - the provision of peaceful, tranquil and well maintained facilities. Other Revenue 31,000 Private benefits Cost of interment to be met by For 2018/19 this activity will users. make up 0.8% of the Council’s yearly expenditure
72 Westland District Council Elderly Housing
What we do and why The assets Historically, Council has provided low cost The Council currently owns 42 units in Hokitika accommodation for a small number of elderly in and 4 in Ross. The Tudor Street units are owned Westland. The provision of social housing with by Westland District Property Limited. Most of the smaller accommodation units and little outdoor Council owned flats are over 30 years old and, maintenance requirements, make it possible for despite significant repairs and maintenance having the elderly to remain their independence for been undertaken in the past three years, several longer. units require major upgrading.
Address No. of units Year built Status 205 Revell Street, Hokitika 6 1965 Roof repairs/replacement 2015 199 Revell Street, Hokitika 4 1971 Roof repairs/replacement 2014 123 Tudor Street, Hokitika 9 1971 Extensive upgrade 2013-2017 97 Tancred Street, Hokitika 10 1973 Reroofed 2014. Double glazed 2017. Reroofed 18 units 2015-2017. Four units completed 84 Sewell Street, Hokitika 22 1980 in 2017/18. Plumbing replaced in four units. Adequate condition. No major repairs required over 26 Gibson Street, Ross 4 2001 last few years.
Effects of this activity Key issues There are no significant negative effects. • The demand for this service is disproportionate to the ever increasing aged population in The situation in 2018 Westland. There has been 100% occupancy for the past six • In 10 years’ time, the elderly housing assets will years and the wait list currently sits at 40. Turnover only be able to cater for 3% of persons aged 65 of tenancy has been so low that it could take and over in Westland 5-7 years for the latest applicants to get a flat. • Current rental income levels are insufficient to Eligibility criteria for tenancy are listed in the WDC maintain and sustain this activity and rents will Policy for Pensioner Housing. be increased from the 1 July 2018 to an average Council contracts the management of its elderly price of 80% of market value. housing assets to Westland District Property Where we want to be in the future Limited. This company will be reviewing rental Council is aware of an aging population in fees in 2018 with the view that they are brought Westland and needs to consider how we can best in-line with market rents for the type and age of meet the growing needs for this activity area. the properties.
Long Term Plan 73 Key capital projects: Asset $ Timeframe Funded by Elderly Housing - Glazing and insulation 82,460 2018/19 -2021/22 (Years 1-4) 100% Depreciation A Summary of all capital expenditure, by activity grouping, is at the end of the Activity Statements.
How we want to perform Performance Performance Performance Current Target: Target: Level of Service Measures Performance Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) Occupancy is maximised 100% occupancy 100% 100% % tenants satisfied with the service 100% satisfaction >95% >95% A safe and efficient service Units are safe to live in 100% 100% 100% Responsiveness to complaints and 100% 100% 100% requests for maintenance
Financial Information The rationale for financing this activity Operating Expenditure - Public benefits The District as a whole benefits Other Expenditure 69,962 from the knowledge that pensioners on low incomes are housed in Paid for from: reasonable accommodation and are General Rates - housed locally. The need to travel Targeted Rates - out of the District to visit elderly family or friends is decreased. Other Revenue - Private benefits Tenants provided with housing are the prime beneficiaries. For 2018/19 this activity will make up 0.3% of the Council’s yearly expenditure
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
74 Westland District Council Hokitika Museum In 2017, the decision was made for research hand curatorial staff to move into leased premises while strengthening options were assessed. Although the Carnegie Building (currently operated by What we do and why Westland District Property Limited) remains open to the public, exhibitions by Museum staff in this The Hokitika Museum is recognised as a place to space were temporarily put on hold. Meanwhile, discover Westland’s tales and treasures. Its services the other functions of the museum including are enjoyed by both residents and also tourists who responding to research requests and upgrading of wish to learn more about Westland’s history. the digital catalogue have continued during this Museum staff provide a wide range of services to interim period. the public including answering research enquires In early 2018, construction drawing and from genealogists, historians, mining companies, engineering design work for the earthquake tourism operators and filmmakers, liaising strengthening work were prepared, and potential with tangata whenua, heritage groups and the funders approached. It is hoped that this work will Department of Conservation and supplying copies start in early 2019. of photographs and maps. In addition, Council is continuing to look at future We provide quality information, photographs and development options for the Museum complex maps that assist local businesses, heritage groups long term and in Years 1 -3 of this Plan intends and schools. to work with the community on concepts and The Hokitika Museum also manages the Carnegie options for consideration. Gallery which is an important space for local All new donations are catalogued electronically. artists to exhibit their work and for the museum When time allows retrospective cataloguing is to house touring shows or temporary exhibitions being undertaken. The Museum collection of produced in-house. over 65,000 items includes over 36,000 photos. The assets Approximately 6,000 items donated since mid- 2011 are still awaiting being catalogued. Museum assets include collections, photography, archiving and digitilisation equipment and audio- Hokitika Museum is increasingly being offered visual equipment for displays. and is generating its own digital material so a digital policy is being developed to ensure that the Effects of this activity Museum’s procedures meet industry best practice There are no significant effects from this activity. and to ensure the on-going availability, and access to, the content of items in the Museum’s The situation in 2018 collections and other records, regardless of the In September 2016, an initial engineering report physical media or digital file format on which they determined that the Carnegie Building was were originally created or acquired. earthquake prone and in need of major seismic It is proposed that the management of the strengthening for it to be safe for full time museum be transferred to Destination Westland. occupation as a museum and to host museum Council is interested in your thoughts on staff and visitors. The building was closed this. Refer to the accompanying Consultation immediately and exhibitions were put into storage. Document for more information on this including A subsequent peer review of this engineering how you can have your say. report revealed that the building was above the 34% National Building Standards (NBS) rating and therefore occupation was acceptable, although lower than the recommended 67% for public buildings.
Long Term Plan 75 Key issues Where we want to be in the future • Seismic strengthening required to make the The Museum wants to ensure that it can Carnegie Building safer for full-time occupation successfully care for its collection and that it can • The 1970s buildings which house the collection share Westland’s stories and heritage through high store and display areas are becoming unfit for quality exhibitions and other public programmes. purpose due to being low lying and well below In order to ensure that our collection items do the required seismic rating of 67%. not become inaccessible due to obsolete storage • Discussions and consultation regarding mediums, priority will be given to the developing long-term future and concepts of entire a digital storage migration plan and ensuring that Museum complex which could involve major adequate resources are allocated to it. redevelopment with an opportunity to include a Pounamu Centre. Fluctuating temperature and As part of the long term museum development relative humidity can cause long term damage plans, research facilities at the museum will to museum collections, as can the lack of be upgraded to improve public access and appropriate shelving and boxing. reduce the amount of staff assistance required. A dedicated space for parties wanting to access • Lack of adequate storage facilities for the museum material and/or undertake research will collection items be set-up and fit-for-purpose shelving installed. • Collection items become inaccessible due to It is intended that museum volunteers will be obsolete storage medium, e.g. material stored utilised to sort and label the research. These on diskettes, VHS video tapes etc developments will enable researches to work • Increased visitor expectations to be able to more independently, thereby freeing up existing access the collection electronically museum staff from having to provide continual • Lack of public access to the collection due to assistance to researchers. Research facilities are a large proportion (approximately 85%) of the an important source of income for the museum. collection not being adequately catalogued • Digitising museum collections can involve issues of tikanga and tapu so ongoing discussion and learning from mana whenua is important.
Key capital projects: Asset $ Timeframe Funded by Museum - New museum development 4,879,500 2022-2024 (Years 4-6) 100% Loan Museum - Archival scanner 7,140 2019/20 (Year 2) 100% Depreciation Museum - Photo booth 2,400 2018/19 (Year 1) 100% Depreciation
How we want to perform Performance Performance Current Performance Target: Target: Level of Service Performance Measures Years 1 to 3 Years 4 to 10 2016/17 (2018-2021) (2022 – 2028) Not applicable Upon reopening An increase of 5% as Museum was following seismic each year (to be Visitor numbers are showing an closed in late strengthening, an reviewed in next LTP upward trend 2016. 2015/16 increase of 5% if redevelopment A quality museum visitor numbers each year with goes ahead in years experience were 17,156 2015/16 as a base 4-6) Not measured % of residents satisfied due to Museum 85% 90% closure.
76 Westland District Council Financial Information The rationale for financing this activity Operating Expenditure 259,300 Public benefits The predominant benefit from the Other Expenditure 7,458 Museum is to the District as a whole in ensuring that Westland’s tales and Paid for from: treasures are preserved and made General Rates 266,758 accessible Targeted Rates - Private benefits The user/visitor benefits from Other Revenue - the services and experience they receive. For 2018/19 this activity will make up 1.2% of the Council’s yearly expenditure
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
Long Term Plan 77 Hokitika Wildfoods event will prove successful long-term and will be able to be offered by the amalgamated Westland Festival and Events District Property Limited and Hokitika Airport Limited CCO on an annual basis. The Council also supports other community-led What we do and why events such as the Driftwood and Sand Festival and the Mid-Winter Lantern Festival with funding Major events raise the profile and awareness including from central government’s Creative of the host destination, attracting valuable Communities programme. tourism dollars, and benefiting local businesses and community groups whilst bringing people Assets together. The opportunity exists for the Westland region to offer a wider portfolio of events for both The only listed asset (in Council’s balance sheets) the local community and tourists to enjoy spread applicable to this activity is IT equipment however across the calendar year. the Hokitika Wildfoods Festival is a brand and therefore has intellectual property value. Up until this point, the Hokitika Wildfoods Festival has been Council’s main event offering. Although there are other minor resources associated with the festival including signage, According to a 2012 BERL report, the Hokitika street flags, posters and merchandise, these Wildfoods Festival is estimated to inject more normally need replacing on an annual basis due to than $6.5 million of new spending into the local wear and tear and new branding and dates from economy, generating in excess of $110,000 in year-to-year thus are not considered assets. fundraising for local community groups. The Festival also gives great exposure to Hokitika and Effects of this activity the wider Westland district. There are numerous effects of this activity, both Improving the viability and sustainability of the positive and negative. Negative social effects Festival is now the most important factor affecting relating to this activity include potential issues the operation of this long-standing festival. associated with hosting large-scale events, for example, drunkenness, vandalism and littering. As a Council activity, the festival is expected The positive effects of this activity include to have a minimal financial contribution from economic benefits to businesses and fundraising ratepayers. opportunities for local community groups.
Key issues Key issues The Hokitika Wildfoods Festival continues to be • Ongoing need for financial prudence the premier festival event on the West Coast. The • Perceived stagnation of the festival event attracts between 5,000-10,000 people per year, consisting of local residents, international • Need to continue to build community support tourists and people from around the country. The of the festival Hokitika Wildfoods Festival is the largest festival • Providing new and fresh entertainment and of its nature in the South Hemisphere and a ‘must culinary offerings from year to year do’ event for food and music lovers. • Long term viability and sustainability of the festival The viability and sustainability of the Festival is a • Increased competition in the events arena long-term issue that requires short-term action. In the 2017/18 year Council has added a number Where we want to be in the future of other events into the annual events calendar. Council would like to focus on the viability and In 2018, Council held a Waitangi Day event. In sustainability of the experience that is New addition, Council worked with Westland District Zealand’s most unique and quintessentially kiwi Property Limited to trial the introduction of an event – the Hokitika Wildfoods Festival. annual ‘Ute Muster’ to be held on Easter weekend each year. Ute drivers from throughout the The Council is proposing to transfer the country congregated in Hokitika for a weekend of management of all Council-run events including parades, rallies and festivities. It is hoped that this the Hokitika Wildfoods Festival to Destination
78 Westland District Council Westland. If approved the transfer of management of the events activity will take effect from 1 July 2018. It is also expected that continuing to improve the success of the Hokitika Wildfoods Festival and offer new events in the future may require increased personnel resources. Council has not included these costs in the financial budgets because it is Council’s preferred option to transfer this activity to the CCO.
How we want to perform Performance Current Performance Target: Performance Target: Level of Service Performance Years 4 to 10 Measures Years 1 to 3 2016/17 (2022 – 2028) (2018-2021) % of residents satisfied 90% 85% 90% 10% growth annually A quality attendee (festival) experience Festival growth is experienced 5,888 (festival) 7,000 (festival) annually (to a limit of 10,000) 1,176 (afterparty) 1,500 (afterparty) 10% growth annually (afterparty)
Financial Information The rationale for financing this activity Operating Expenditure 44,500 Public benefits Visitors to Westland have a great Other Expenditure 2,828 time and recommend to their friends and family visiting Westland Paid for from: ensuring an economic benefit to General Rates 47,328 the wider community. Targeted Rates - Private benefits The primary benefactors are the Other Revenue - users of the service.
For 2018/19 this activity will make up 0.2% of the Council’s yearly expenditure
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
Long Term Plan 79 Hokitika i-SITE The assets There are no assets involved in this activity apart from IT equipment, furniture and retail hardware which are replaced as per Council policy. What we do and why The Hokitika i-SITE activity promotes Westland as Effects of this activity a destination to visit, explore and play, under part There are no significant negative effects from this of the shared West Coast “Untamed Wilderness” activity. branding. The Council works in with national, regional and district tourism providers and The situation in 2018 promoters to develop reasons for visitors to stay The Hokitika i-SITE currently offers excursion longer in Westland and spend more. bookings and tourist information. It also offers Tourism is recognised as a major contribution to AA services to residents such as renewing drivers’ the Westland District’s economic well-being. licenses and vehicle registrations. Activities and the events that attract tourists, Key issues contribute to vibrant town centres, buoyant local • Maintaining or increasing visitor numbers economies and thriving small town communities. • Natural hazards can significantly disrupt tourist Westland relies heavily on visitors and tourists as business e.g. blockage of State Highways, an industry. Promoting tourism in turn provides retreat of the glaciers economic incentives for us to preserve and • The global and domestic economic climate enhance Westland’s natural landforms, heritage and other features that truly help make Westland • Support of the community for the resident the last best place to live, work, play and visit. services the i-SITE offers • Decrease of spend in District per visitor We work with a wide range of community groups • Utilising technology to enhance the and other agencies. By promoting partnerships commercial viability of the i-SITE and benefit and working alongside other local and regional visitors planning and paying for activities. organisations, central government, industry organisations, Maori and the public sector, we Where we want to be in the future are more likely to achieve lasting results in the We want to future-proof the viability of the i-SITE community. by offering innovative, digital services to meet the Tourism is a mechanism for economic changing dynamic of tourists using more digital development, and, aside from the i-SITE, much technology when making bookings and planning of Council’s economic development work is their travel. carried out at arm’s length, through organisations We want to operate the i-SITE efficiently and such as Development West Coast, Tourism West innovatively and will strive to increase sales figures Coast and district based business and promotions and profits. We will do this by developing mutually groups. beneficial relationships with tourism operators and Council also works with local business groups other tourism related organisations in and out of such as Enterprise Hokitika, Glacier Country our District and by ensuring we keep our i-SITE Tourism Group and Haast Promotions to ensure inviting and interesting to visitors and locals alike. township specific marketing activities are funded and promotional outcomes achieved. From 1 July 2018, it is proposed that the current Hokitika i-SITE service will be managed by Destination Westland with a view to creating synergies and a more commercial focus.
80 Westland District Council Key capital projects: Asset $ Timeframe Funded by Booking computers 7,500 2018/19 (Year 1) 100% Depreciation Interactive mapping 11,780 2018/19 (Year 1) 100% Depreciation Self-service computers 4,900 2018/19 (Year 1) 100% Depreciation Website development 19,980 2018-2028 (Years 1 – 10) 100% Depreciation Replacement of equipment 32,940 2018-2028 (Years 1 – 10) 100% Depreciation
How we want to perform Performance Performance Performance Current Target: Target: Level of Service Measures Performance Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) i-SITE NZ and Qualmark A quality customer experience 100% Achieved Achieved standards are met* Increase of 5% for Increase resident population Bookings made by local i-SITE bookings Maintain or Maintain or knowledge about what the population Increase increase i-SITE has to offer locals AA NZ booking decrease of 5% *Due to the i-SITE NZ and Qualmarks standards moving towards a pass or fail system an achived/not achieved reporting measurement is deemed to be more appropriate than a percentage.
Financial Information The rationale for financing this activity Operating Expenditure 176,680 Public benefits Visitors and locals to Westland Other Expenditure 10,293 are welcomed and business and experiences are recommended Paid for from: to visitors ensuring an economic General Rates - benefit to the wider community. Targeted Rates 186,973 Private benefits Direct benefits are obtained by the Other Revenue - users of the service.
For 2018/19 this activity will make up 0.9% of the Council’s yearly expenditure
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
Long Term Plan 81 Land and Buildings opportunity for Council to analyse our land and buildings portfolio, and determine how costs should be allocated in the future, including what assets to retain and dispose of. Those facilities we What we do and why want to retain we will get a greater understanding of the whole of life costs thus ensuring the assets Council manages a broad portfolio of land and are maintained and renewed in a sustainable buildings of various ages and condition, including manner. The asset management plan will prioritise three Heritage listed buildings. The Council owns assets based on community need and demand, a variety of community space, some of which are and assess maintenance accordingly. occupied by the Council, others are leased to the community for a range of community uses. The Council continues to work with local community merged Westland District Property Limited and organisations to identify development Hokitika Airport Limited CCO manages some of opportunities. these assets on Council’s behalf. The scope of The Council intends to maintain the existing these services is detailed in the company’s annual Jackson Bay Wharf. Statement of Intent and Management Contract. Key issues The assets • Council needs to adopt a strategic approach to These include, but are not limited to: commercial property management • Council Headquarters building • Adopt an asset management plan for this • Emergency Centre/Hall - Haast activity • Hokitika Band Rooms • Make decisions about retaining or disposing of • Houses for nurses (Hari Hari and Fox Glacier) some land and buildings and contractor staff (Fox Glacier) • Forestry land in Kumara (managed in Where we want to be in the future conjunction with Ngai Tahu Forests) There needs to be a consistent level of service • Works depots at Haast, Fox Glacier, Whataroa for land and buildings to meet customer and Hari Hari expectations. There may be further opportunities • Jackson Bay Wharf to work with the CCOs in the management of some of our land and buildings. Effects of this activity We want to provide quality spaces for our tenants There have been no significant negative effects and maintain our buildings to a reasonable identified for this activity. standard.
The situation in 2018 We want to ensure that Jacksons Bay wharf is maintained so that it is fit for both commercial A comprehensive asset management plan is being and recreational purposes. prepared for land and buildings, to identify more clearly what Council owns and the condition the assets are in. This process will provide an
82 Westland District Council Key capital projects: Asset $ Timeframe Funded by Greypower Building – Replacing south 8,000 2018/19 (Year 1) 100% Depreciation windows Hokitika Band Rooms – Earthquake 42,060 2019/20 & 2021/22 (Years 2 & 4) 100% Depreciation assessment, plans and structural changes Hari Hari House – Plumbing work 15,300 2019/20 (Year 2) 100% Depreciation Fox House - Reroofing 26,025 2020/2021 (Year 3) 100% Depreciation
How we want to perform The rationale for financing this activity There are no non-financial performance measures Public benefits Meets the expectations of the for this activity. Instead this activity is subject to community by providing spaces financial accountability reporting for: delivering for the community to access and capital programmes. managing them in an affordable way. Private benefits Spaces provided meet a range of public needs. Financial Information Operating Expenditure 202,581 Other Expenditure 187,852 Paid for from: General Rates 130,001 Targeted Rates - Other Revenue 255,179
For 2018/19 this activity will make up 1.8% of the Council’s yearly expenditure
Refer to the Financial Policies section (Revenue and Financing Policy) for more information about rationale for using different funding sources.
Refer to the Financial Statements section (Funding Impact Statement and Financial Summary) for more information about the activity groups.
Long Term Plan 83 Parks and Reserves The situation in 2018 The Cass Square playing surface is a sand carpet with a sand silt draining system. The current system has a useful life of approximately 10 years, What we do and why and was recently upgraded in 2017. Council manages and maintains a number of Cass Square is well utilised in summer for parks and reserves throughout the district for cricket and athletics and in winter for rugby and active and passive recreation. Recreation and soccer. It is the venue for a number of events Local Purpose Reserves are managed under the including the Hokitika Wildfoods Festival. After the Reserves Act 1977. There is a public expectation occurrence of events at Cass Square maintenance for Council to continue to manage and maintain is required on the fields. Depending on weather reserves for the benefit of the community. This conditions at the event, the playing conditions of activity also includes the maintenance of public the field could be out of action due to the field’s status and monuments. inability to adequately drain. We currently administer 25 parks in Hokitika. The construction of the seawall in front of the These include children’s playgrounds, sports Hokitika Business Area along Beach Street has grounds, grassed and planted areas, and native left a “blank canvas”. The Council is working with bush. The Hokitika and Environs Reserves the community on a Waterfront Development Management Plan 2000 provides a strategic Plan. The Council has allocated $506,080 from approach to the management of Hokitika its reserves development fund towards capital reserves. projects. Our volunteer groups are working with the Council to progress the development of this Effects of this activity area. There are no significant effects from this activity. A budget is including in the plan for the The assets enhancement of the Marks Road Reserve in Haast. Haast is the southern gateway in our district. Assets for this activity include land and buildings, park furniture, children’s playgrounds, recreational Key issues equipment, monuments and statues make up. • Lack of strategic planning for the urban and Cass Square Children’s playground, sports rural reserves grounds, skate park, pavilion, grandstand, • On-going maintenance of statues concrete track and path, garden plots. • Accessibility of toilets to Cass Square Lazar Park Children’s playground, community • Ageing playground equipment in Cass Square garden and Lazar Park Beachfront Tambo ‘shipwreck’ Where we want to be in the future Hokitika statues and monuments The growth projections for Westland suggest only Robbie Burns – Cass Square a slightly increased (and an ageing) population. Pioneer Statue – Intersection Tancred and Weld They also forecast an increase in tourist numbers Street over the next 10 years. This forecast is unlikely Cenotaph – Cass Square to significantly impact on the required levels of Summer Statue – Carnegie Building services, demand and asset requirements for this Richard John Seddon Statue – Sewell Street activity. Town Clock – Weld Street Hokitika ‘take a seat’ art seats Various locations around Hokitika Kumara Children’s playground Whataroa Children’s playground Rimu Hill Lookout Buildings and monument Haast Children’s playground
84 Westland District Council Key capital projects: Asset $ Timeframe Funded by Reserves - Cass Square - Demolish grandstand 15,000 2018/19 (Year 1) 100% Depreciation Reserves - Cass Square - Building improvements to 20,000 2018/19 (Year 1) 100% Loan pavilion 2021/22, 2024/25 & Reserves - Cass Square - Turf improvements 49,890 100% Depreciation 2027/28 (Years 3, 6 & 9) Reserves - Cass Square - Rubber matting 82,460 2018-2022 (Years 1 – 4) 100% Depreciation Reserves - Cass Square - Playground equipment 216,800 2022/23 (Year 5) 100% Depreciation upgrade Reserves - Cass Square - New toilets south-east 76,500 2019/20 (Year 2) 100% Loan corner Reserves - Beachfront playground 208,200 2020/21 (Year 3) 100% Reserves Reserves – Haast remedial drainage 10,000 2018/19 (Year 1) 100% Depreciation Reserves - Hokitika dog park 10,200 2019/20 (Year 2) 100% Reserves Reserves - Waterfront development 152,000 2018-2020 (Years 1 & 2) 100% Reserves
How we want to perform Current Performance Performance Performance Performance Target: Target: Level of Service (as per 2018 Measures Years 1 to 3 Years 4 to 10 Residents (2018-2021) (2022 – 2028) Survey) Reserves are pleasant, % of residents satisfied with 94% 90% 90% enjoyable and safe places parks and reserves
Financial Information The rationale for financing this activity Operating Expenditure 272,680 Public benefits Reserves are open and available to Other Expenditure 95,880 all residents and visitor and provide spaces for leisure and recreation Paid for from: Private benefits Fees are charged to recognise the General Rates - benefits the user receives Targeted Rates 408,810 Other Revenue 101,250
For 2018/19 this activity will make up 1.7% of the Council’s yearly expenditure
Long Term Plan 85 Public Toilets Key issues • The number of visitors to the West Coast increases the demand for more public toilets. Large busloads of visitors stopping at the What we do and why facilities does create excessive loading and high Public toilets are provided throughout the region turnover of product. to provide amenity to residents and travellers, • The demand for higher standards has come and to minimise the risk human defecation from the increase in tourist growth and within public spaces. Council aims to ensure that freedom campers. A better quality of facility is public toilets are clean, accessible, functional an expectation of visitors to our district and suitably maintained, for the community and • Community volunteers may not always be travelling public to use. available to manage some of the facilities • Increasing cost of providing a good standard of The assets facility Hokitika Public Toilets Tancred Street, Hokitika Beachfront, Cass Square Where we want to be in the future Other Public Toilets Haast, Franz Josef, Fox Council wants to continue, in partnership with Glacier, Kapitea, Ōkārito community groups, to provide and maintain public toilets. Council is aiming to improve its asset management of these facilities. The daily Due to the number of tourists that visit our district management of public toilets is undertaken by every year the provision of public toilet facilities contractors who maintain the asset. The Council is important for the purpose of protecting our gets regular feedback from its contractors and valued natural environment and the image of from public service requests that enables us to our towns. Extra funding has been included in monitor issues. the operational budgets for increasing cleaning throughout the district. The Council also receives grants to assist with toilets in Kumara, Hari Hari, Ross, Whataroa and The Council has standardised the toilet products those in the Greypower Building on the corner of providers’ contract, this enables Council to Stafford and Tancred Streets, Hokitika. negotiate a more cost effective service and ensure more reliable service delivery. Effects of this activity Public toilet facilities are occasionally vandalised which requires additional funding from Council to repair the facility.
The situation in 2018 Council together with community groups provide and maintain public toilets, this is managed through Council funded grants. Due to the number of tourists that visit our district every year the provision of public toilet facilities is important for the purpose of protecting our valued natural environment.
86 Westland District Council How we want to perform Performance Performance Performance Current Target: Target: Level of Service Measures Performance Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) % of residents satisfied with 80% (as per 2018 100% 100% Provide public toilets the service Residents Survey) throughout the district Facilities are available for use 100% 100% 100% during the day
Financial Information The rationale for financing this activity Operating Expenditure 223,084 Public benefits The provision of clean, safe and Other Expenditure 59,580 convenient facilities are necessary for both the public and visiting Paid for from: public. The installation of additional General Rates 282,664 facilities will have a positive effect Targeted Rates - on the environment as it will minimise the likelihood of human Other Revenue - waste contamination. Private benefits No user fees are charged in For 2018/19 this activity will Westland District. make up 1.3% of the Council’s yearly expenditure
Long Term Plan 87 Swimming Pools Effects of this activity With the rates contribution, swim school revenues and pool admission fees, the activity is now 78% financially self-sufficient. What we do and why Council provides swimming pool facilities in The situation in 2018 Hokitika to allow the community to participate in There is potential for plant failure. The ventilation this recreation activity in a safe environment. fan was gifted by Hokitika’s Regent Theatre in the 1990s and its age is unknown. Despite numerous The mission statement of the Hokitika Pool is “to parts being replaced, it is wholly inadequate for offer a year round, all weather swimming facility job it is asked to do and will need to be replaced. available to all Westland residents and visitors”. There have been many improvements over the The asset past few years, and there has been a 15% increase The Hokitika Centennial Swimming Pool was built in usage. However, Council does need to decide in 1961 replacing an earlier structure on the same on the future provision of swimming facilities in site. The pool area is approximately 470m2 and Hokitika (Westland). volume approximately 530m3. The complex had a roof added in 1994, at the same time the water Where we want to be in the future heating system was upgraded and a second hand Council wants to maintain and operate a fan was installed to aid ventilation. The filtration swimming pool that is affordable, available to system was upgraded in 2004. The structure people of all ages, and abilities, and available is concrete block construction on gravel/sand when required. With the increasing aging foundations and has not been earthquake rated. population, soft recreational exercise will become increasingly more popular. The pool facility has achieved 34% of the National Building Standard (NBS), and is not classified as Council wants to ensure that it provides facilities earthquake prone. that meet its community’s aspirations and has evaluated future proofing opportunities.
Key capital projects: Asset $ Timeframe Funded by Swimming Pool Hokitika - New spa pool 25,500 2019/20 (Year 2) 100% Depreciation Swimming Pool Hokitika - Ventilation/Extraction in 20,400 2019/20 (Year 2) 100% Depreciation pool area Swimming Pool Ross - EQ strengthening 10,000 2018/19 (Year 1) 100% Depreciation Swimming Pool Ross - Electric heat pump system 61,200 2019/20 (Year 2) 100% Depreciation
How we want to perform Performance Performance Current Performance Target: Target: Level of Service Performance Measures Years 1 to 3 Years 4 to 10 2016/17 (2018-2021) (2022 – 2028) A quality swimming or % of pool users satisfied 100% 85% 85% exercise experience at the Maintain Pool Safe 100% Achieved Achieved Hokitika Pool Accreditation*
*Due to the PoolSafe accreditation having a pass or fail system with regards to maintaining accreditation, an achieved/not achieved reporting measurement is deemed to be more appropriate than a percentage.
88 Westland District Council Financial Information Operating Expenditure 248,909 Other Expenditure 79,790 Paid for from: General Rates - Targeted Rates 279,542 Other Revenue -
For 2018/19 this activity will make up 1.5% of the Council’s yearly expenditure
Long Term Plan 89 West Coast Sections of the trail on Department of Conservation land will be maintained by the Wilderness Trail department. Trail that utilises existing formed legal road will be maintained by Council as part of the Transportation activity. What we do and why To reach its economic potential for attracting visitors and supporting local businesses, the trail The West Coast Wilderness Trail is 136km long needs to be actively marketed. Some marketing and stretches from Greymouth to Ross. It is part will be undertaken by Tourism West Coast as part of the New Zealand Cycle Trail Nga Haerenga of their normal regional marketing. All 22 trails will network of 22 trails. These tracks are managed by be marketed by Tourism New Zealand as part of the Council in conjunction with the West Coast the New Zealand Cycle Trail experience. The West Wilderness Trail Trust. Coast Wilderness Trail Trust is responsible for the The trail was funded by the New Zealand residual marketing. Government and Development West Coast to provide an outstanding local and visitor Key issues attraction and generate economic return for the • Ensuring completion of the Project Completion communities it passes through. The West Coast Plan Wilderness Trust has provided the governance role • The cost of ongoing maintenance for this project. • Funding the enhancement programme The assets • Encouraging positive business and local support, through continuing support of the The two key assets are the trail and the brand. West Coast Wilderness Trail Trust The trail is 136km long and cost $8.6 million to construct. Trail structures include three large Where we want to be in the future suspension bridges, a number of smaller bridges, Council would like the West Coast Wilderness Trail shelters, seats, signage, and bike stands. to be a nationally recognised cycleway which is The brand “West Coast Wilderness Trail” was safe and well used by both tourists and locals. approved by the New Zealand Government for An enhancement programme for the trail has the trail and is the official name. been developed in conjunction with the Ministry Effects of this activity of Business, Innovation and Employment and will be implemented as funding allows. The trail There are possible health and safety effects is expected to be self-sustainable in the future involved with an increased number of cyclists on with support programmes that generate enough narrow rural roads. revenue to maintain it. It is difficult to estimate at The situation in 2018 what point in time (if ever) this will eventuate and the Trail Manager will facilitate this. The current The asset is relatively new and there is little funding agreement with central government precedent on which to base maintenance and life prohibits Council from charging a fee to use the expectancy. Most of the trail is a gravel surface trail. with an estimated life expectancy of 30 years if well maintained. Bridges and other structures on In 2018, three new monitoring devices were the trail are expected to last 50 years. Council is installed along the trail to provide accurate trail only funding depreciation on the structures and data. This data will be used to inform future trends is allocating a modest maintenance budget of and potential development. $82,000 per annum.
90 Westland District Council Key capital projects The key capital projects include the completion of two sections of the Wilderness Trail to remove cyclists from SH6 and the enhancement projects as prioritised by the Ministry of Business and Innovation.
Asset $ Timeframe Funded by 2018/19 and 2022/23 West Coast Wilderness Trail - Enhancements 145,880 100% Reserves (Years 1 & 5)
How we want to perform Performance Performance Current Performance Target: Target: Level of Service Performance Measures Years 1 to 3 Years 4 to 10 2016/17 (2018-2021) (2022 – 2028) 12,000 per The cycle trail is well used Numbers using the trail 8,647 10,000 per annum annum
Financial Information The rationale for financing this activity Operating Expenditure 79,400 Public benefits The trail is open and available Other Expenditure 107,170 to all residents and visitors and provides opportunity for leisure and Paid for from: recreation. It is a tourist attraction General Rates - and this leads to money being spent Targeted Rates 97,619 in the district. Other Revenue - Private benefits Businesses directly stand to profit from the increased tourism For 2018/19 this activity will associated withthe cycle trail. make up 0.9% of the Council’s yearly expenditure
Long Term Plan 91 Westland District The library website www.westlib.co.nz provides access to electronic databases, library holdings Library and borrower accounts. The library website, originally launched in 2009, was refreshed in March 2018, in response to community feedback. What we do and why The library operates six days a week and trained library staff provide reference enquiry services Westland District Library’s physical collection during opening hours. consists of 30,000 items and an inter-library loan service is available to access books not held in our Library services contribute to the district’s social, collection. cultural and intellectual well-being by providing access to reading material, databases and internet The library service caters for all age groups, services. The community benefits from higher encourages life-long learning, recreational knowledge and improved literacy outcomes. reading and supports literacy. The vibrant, safe environment is a community hub which allows There has been a steady increase in active people to relax, interact and be inspired. The members (used the library in last two years) since service extends to local communities in the form 2005. At present 46% of the Westland population of the volunteer-run libraries in Kumara, Ross, Hari are library members. Hari, Whataroa, Ōkārito, Franz Josef, Bruce Bay, Fox Glacier and Haast. These outreach facilities The Assets are regularly provided with books from the Library assets consist of collections, furniture, Westland District Library collection. computer equipment and library management Access to information is offered in a variety of software. Council provides an annual budget for formats including books, audio, e-resources and new resources funded through depreciation. The online databases. Council does not own the building that the library operates from and there is a concern that the Free access to the internet is available using terms and conditions of the lease may become one of the five Aotearoa People’s Network unaffordable. Kahaora (APNK) computers or via the 24/7 Wi- Fi network using your own device. EBooks and The physical book collections are depreciated eAudiobooks can be downloaded free of charge over eight years; furniture over 10 years and using OverDrive, a library consortium. The library computer equipment and library management is currently in discussion with Marlborough and software between 3-10 years. Tasman Districts to provide Borrow Box, an online Effects of this activity eBook and eAudiobook database that offers New Zealand and Australian content. Borrow Box will There are no significant negative effects from this supplement content available through OverDrive. activity. As part of a West Coast library collaboration, The situation in 2018 library users will have access to PressReader Council operates Westland District Library from from 1 April 2018. PressReader is a newspaper a leased building at 20 Sewell St, Hokitika. Library and magazine database offering over 7000 membership is 46% of the Westland population. publications in 60 languages from 120 countries. The network of nine voluntary-run community This database will be available in the library and to libraries enhances the library services offered by remote library members throughout the district. the Westland District Library. Each community An upgrade to the Aotearoa Public Network library is supported by an annual Council grant. Kaharoa (APNK) public library computer service is Visitor numbers were 69,197 in 2016/17, a 7% scheduled for June 2018. Six Chromebooks will decrease from 74,555 in 2015/16. replace the current PCs, colour printing will be available and an automated booking system will A reciprocal borrowing agreement signed be introduced. on 1 July 2014 between Westland and Grey district libraries gives residents greater access to resources.
92 Westland District Council Key issues The Council is a partner agency involved in • More shared services needed growing the digital economy on the West Coast, as identified in the Tai Poutini West Coast • Supporting digital learning within the community Economic Development Action Plan 2017. • Wide geographic area to service in Westland District. In collaboration with Tech Space from Greymouth, the library has started to offer additional digital Where we want to be in the future learning opportunities such as an after-school To benefit West Coast communities, more shared Maker Club aimed at 10-15 year olds interested in library services will be investigated. At present 3D printing, electronics and virtual reality. there is a reasonable level of collaboration with Due to the geographical spread of the district the the two other West Coast libraries. Collaborative network of nine voluntary-run community libraries projects include joint database subscriptions, staff provides a valuable service. Each community training workshops, a joint Large Print purchasing library receives 100 books from the Westland plan and the circulation of Large Print collections. District Library on a quarterly basis, as well as Additional shared services that could be possibly an annual grant from the Council, which covers be considered include the circulation of other expenses relating to running a community library. collections, more joint events and programmes and a mobile book bus service. As the majority of the Westland population live outside the Hokitika township, further improved Reciprocal borrowing between Westland and Grey services to the community libraries will be District began on 1 July 2014 and this has been investigated. well received. Following on from the success of this agreement the library is currently in discussion The Council sees the library as a digital hub that with Grey District Library to introduce a ‘one card’ will need to adapt and evolve as technology and system, where library members will be able to the needs of our community change in the future. borrow resources from either library using the This is why the library’s budget includes some same card. modest capital expenditure to create a dedicated space for the delivery of all future digital services Shared services with other local organisations at the library. will also be considered. The digital divide has highlighted the need to work with other At present, there is a storage room at the back organisations, such as WestREAP and Greypower, of the library which is under-utilised and could to provide technology training workshops at be converted into a dedicated space for the the library for the community. Partnerships delivery of technology services with some minor enhance library services by pooling resources and work: including floor covering, blinds, paint and expertise. an electrical upgrade to allow for the increased lighting, network cabling, and power sockets Providing the resources for people to upskill in demand. The library intends to partner with other digital learning is one of the key focuses for the organisations including TechSpace in Greymouth library moving into the future. At the beginning for facilitating classes and this would reduce the of 2018, the library purchased ten Chromebooks financial expenditure required as it would mean to run the Stepping Up computer classes, the Council does not need to provide the computer computer coding club for senior primary students hardware or personnel resources. and for the community to use within the library.
Key capital projects: Asset $ Timeframe Funded by Library – Re-fit of library back room for digital 29,300 2018/19 (Year 1) 100% Depreciation learning centre Library – Books 617,219 2018-2028 (Years 1 – 10) 100% Depreciation
Long Term Plan 93 How we want to perform Performance Performance Performance Current Target: Target: Level of Service Measures Performance Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) % of residents satisfied with 99% (as per 2018 90% 95% Provide quality library services library services Residents Survey) in the district % of residents who are 46% 44% 49% library members
Financial Information The rationale for financing this activity Operating Expenditure 490,425 Public benefits The benefit of the Library service to Other Expenditure 162,944 the district is providing resources to meet the community’s evolving Paid for from: knowledge, information and General Rates 624,862 recreational needs. The Library is a Targeted Rates - community hub for people to relax, interact and be inspired. Other Revenue 28,507 Private benefits Fees paid by actual users For 2018/19 this activity will make up 3.0% of the Council’s yearly expenditure
94 Westland District Council ------7,341 7,341 69,527 69,527 46,182 46,182 73,586 73,586 164,517 164,517 147,852 147,852 344,777 344,777 207,573 207,573 376,162 376,162 189,685 189,685 210,856 210,856 481,285 481,285 221,764 221,764 405,374 405,374 2028 268,483 268,483 703,085 703,085 3,020,134 3,020,134 30 June 3,247,328 3,247,328 3,469,092 3,469,092 ------7,155 7,155 17,670 17,670 67,765 67,765 72,834 72,834 47,004 47,004 171,245 171,245 147,852 147,852 473,165 473,165 202,313 202,313 369,291 369,291 2027 188,258 188,258 269,229 269,229 338,269 338,269 708,460 708,460 220,036 220,036 209,088 209,088 409,609 409,609 30 June 3,004,618 3,004,618 3,453,096 3,453,096 3,233,060 3,233,060 ------6,987 6,987 66,177 66,177 47,645 47,645 72,843 72,843 197,571 197,571 147,767 147,767 176,370 176,370 217,861 217,861 188,129 188,129 330,167 330,167 407,768 407,768 270,438 270,438 461,682 461,682 202,610 202,610 2026 362,095 362,095 702,390 702,390 3,411,396 3,411,396 30 June 3,193,535 3,193,535 2,964,290 2,964,290 ------6,823 6,823 47,852 47,852 72,845 72,845 64,626 64,626 145,721 145,721 175,267 175,267 453,118 453,118 189,261 189,261 199,454 199,454 270,732 270,732 324,149 324,149 356,367 356,367 2025 192,940 192,940 403,426 403,426 216,930 216,930 686,079 686,079 2,926,277 2,926,277 30 June 3,365,934 3,365,934 3,149,004 3,149,004 ------6,670 6,670 63,173 63,173 16,605 16,605 72,494 72,494 48,054 48,054 197,071 197,071 145,721 145,721 271,437 271,437 189,410 189,410 399,118 399,118 174,032 174,032 350,134 350,134 132,210 318,346 318,346 2024 188,602 188,602 445,253 445,253 690,144 690,144 3,127,181 3,127,181 2,826,914 2,826,914 30 June 3,259,391 3,259,391 ------6,520 6,520 61,753 61,753 72,496 72,496 48,433 48,433 48,975 48,975 311,571 311,571 173,128 173,128 191,997 191,997 272,551 272,551 145,642 145,642 676,755 676,755 392,877 392,877 184,362 184,362 192,589 192,589 2023 435,942 435,942 216,800 344,030 344,030 30 June 3,133,856 3,133,856 2,708,094 2,708,094 3,084,881 3,084,881 ------6,380 6,380 72,497 72,497 21,240 21,240 60,424 60,424 48,676 48,676 172,361 172,361 195,416 195,416 142,577 142,577 189,446 189,446 180,393 180,393 (30,751) 2022 273,894 273,894 428,010 428,010 389,559 389,559 339,620 339,620 306,520 306,520 668,993 668,993 30 June 3,024,457 3,024,457 2,604,899 2,604,899 3,055,209 3,055,209 ------6,249 6,249 15,615 15,615 59,181 59,181 48,709 48,709 20,820 20,820 80,095 80,095 177,776 177,776 187,424 187,424 142,476 142,476 176,683 176,683 393,821 393,821 303,921 303,921 2021 424,353 424,353 195,898 195,898 274,802 274,802 666,184 666,184 334,309 334,309 (40,045) 30 June 3,011,948 3,011,948 3,051,992 3,051,992 2,592,059 2,592,059 ------6,120 6,120 47,796 47,796 57,964 57,964 79,680 79,680 76,500 76,500 20,400 20,400 141,304 141,304 412,647 412,647 274,397 274,397 173,049 173,049 178,294 178,294 328,797 328,797 176,849 176,849 194,240 194,240 2020 385,404 385,404 296,466 296,466 649,046 649,046 (44,202) 30 June 2,529,886 2,529,886 2,943,868 2,943,868 2,988,070 - - - 6,000 6,000 47,697 47,697 78,927 78,927 56,827 56,827 15,000 15,000 20,000 20,000 20,000 191,221 191,221 175,746 175,746 174,730 174,730 169,656 169,656 2019 268,661 268,661 140,648 140,648 294,730 294,730 328,342 328,342 653,369 653,369 (45,607) 404,865 404,865 380,846 380,846 2,510,201 2,510,201 30 June 2,918,430 2,918,430 2,964,037 2,964,037 Revenue Rates Grants, subsidies and donations Fees and charges Commissions Recoveries and overheads recovered Internal charges Rentals revenue Miscellaneous revenue Total Expenditure Parks and reserves Cemeteries Library Museum i-Site Events trail Cycle pools Swimming Public toilets Elderly housing Land and buildings expenditure Total Surplus/(deficit) Capital Expenditure - Demolish Grandstand - Cass Square Reserves Pavillion - Building improvements - Cass Square Reserves improvements - Turf - Cass Square Reserves - Rubber matting - Cass Square Reserves equipment upgrade - Playground - Cass Square Reserves - New toilets South East Cnr - Cass Square Reserves PROSPECTIVE LEISURE FACILITIES STATEMENT OF SERVICE PERFORMANCE STATEMENT LEISURE FACILITIES PROSPECTIVE For the years ended 30 June 2019 - 2028
Long Term Plan 95 ------3,612 3,612 1,204 1,204 7,809 7,809 5,206 5,206 22,777 22,777 14,968 14,968 16,920 16,920 12,040 12,040 84,536 84,536 2028 30 June ------1,178 7,641 7,641 3,534 3,534 5,094 5,094 14,645 14,645 16,554 16,554 22,285 22,285 88,601 88,601 2027 30 June ------1,154 7,485 7,485 3,462 3,462 4,990 4,990 16,217 16,217 21,831 21,831 14,347 14,347 11,540 11,540 81,026 81,026 2026 30 June ------1,130 7,329 7,329 3,390 3,390 4,886 4,886 21,377 21,377 14,048 14,048 15,880 15,880 68,041 68,041 2025 30 June ------1,107 3,321 3,321 7,180 7,180 4,787 4,787 15,557 15,557 11,070 11,070 13,762 13,762 20,942 20,942 2024 1,754,831 1,754,831 30 June 1,660,500 1,660,500 ------7,031 7,031 3,252 3,252 1,084 1,084 4,687 4,687 13,476 13,476 15,233 15,233 20,507 20,507 75,880 75,880 2023 1,983,951 1,983,951 30 June 1,626,000 1,626,000 ------3,186 3,186 1,062 1,062 4,592 4,592 6,888 6,888 14,924 14,924 13,203 13,203 21,240 21,240 10,620 10,620 20,091 20,091 31,860 31,860 2022 1,741,906 1,741,906 30 June 1,593,000 1,593,000 ------1,041 1,041 3,123 3,123 4,501 4,501 6,752 6,752 14,629 14,629 12,942 12,942 19,694 19,694 26,025 26,025 26,025 62,460 62,460 20,820 20,820 2021 442,647 442,647 208,200 208,200 30 June ------7,140 7,140 4,410 4,410 6,616 6,616 1,020 1,020 3,060 3,060 12,681 12,681 14,334 14,334 19,296 19,296 15,300 15,300 10,200 10,200 10,200 10,200 10,200 61,200 61,200 25,500 25,500 20,400 20,400 20,400 451,057 451,057 2020 102,000 102,000 30 June ------7,500 7,500 4,324 4,324 6,486 6,486 2,400 2,400 3,000 3,000 4,900 4,900 8,000 8,000 11,780 11,780 12,432 12,432 18,918 18,918 14,053 14,053 10,000 10,000 10,000 10,000 29,300 29,300 70,000 70,000 50,000 50,000 20,000 20,000 2019 348,093 348,093 30 June Reserves - Lazar Park - Woodchip replacement - Lazar Park Woodchip Reserves playground - Beach front Reserves - Haast Reserves - Hokitika dog park Reserves development - Waterfront Reserves Shed Cemetery - Hokitika Tractor Ashes Berm Cemetery - Hokitika Improvements roads reseal Cemetery - Hokitika Improvements Berm development Cemetery - Ross - Enhancment Coast Wilderness Trail West windows Buildings - Greypower Buildings - Band rooms Buildings - Hari house house Buildings - Fox repairs Elderly Housing - Roof Elderly Housing - Glazing and insulation Hokitika - New spa pool Pool Swimming in pool area Hokitika - Ventalation/Extraction Pool Swimming strengthening - EQ Ross Pool Swimming pump system - Electric heat Ross Pool Swimming Museum - Feasibility studies/ new museum Scanner Museum - Archival Museum - Photobooth i-Site - Booking Computers i-Site - Interactive mapping computers i-Site - Self service development i-Site - Website equipment of i-Site - Replacements for tech Library - Refit Library - Building maintenance Library - Electrical upgrade Library - Audio/Visual Resource Adult Books Library - Free Library - Adult Non Fiction Library - Junior Publications Print Books Library - Large capital expenditure Total
96 Westland District Council ------7,341 7,341 1,204 1,204 71,292 71,292 69,527 69,527 12,040 12,040 164,517 164,517 207,573 207,573 719,359 719,359 324,523 324,523 357,046 357,046 2028 409,059 409,059 (719,359) (310,300) 1,649,436 1,649,436 (310,300) 1,370,698 1,370,698 2,749,733 2,749,733 2,392,687 2,392,687 30 June 3,469,092 3,469,092 ------7,155 7,155 1,178 67,765 67,765 87,423 87,423 171,245 171,245 202,313 202,313 2027 738,103 738,103 339,202 339,202 427,803 427,803 363,368 363,368 (310,300) (738,103) 2,351,625 2,351,625 1,649,655 1,649,655 1,354,963 1,354,963 (310,300) 2,714,993 2,714,993 30 June 3,453,096 3,453,096 ------1,154 6,987 6,987 66,177 66,177 11,540 11,540 68,332 68,332 197,571 197,571 176,370 176,370 751,445 751,445 346,015 346,015 360,120 360,120 441,146 441,146 2026 1,627,534 1,627,534 (310,300) (751,446) 1,336,756 1,336,756 2,313,936 2,313,936 (310,300) 3,411,396 3,411,396 2,659,951 2,659,951 30 June ------1,130 6,823 6,823 66,911 66,911 64,626 64,626 175,267 175,267 366,131 366,131 434,172 434,172 744,472 744,472 192,940 192,940 2025 344,995 344,995 (310,300) (744,472) 1,323,370 1,323,370 2,276,467 2,276,467 (310,300) 1,602,907 1,602,907 30 June 2,621,462 2,621,462 3,365,934 3,365,934 ------6,670 6,670 11,070 11,070 63,173 63,173 82,154 174,032 174,032 350,957 350,957 188,602 188,602 2024 672,563 346,009 346,009 1,433,225 1,433,225 1,661,607 1,661,607 (672,563) 1,599,956 1,599,956 1,226,958 1,226,958 2,240,819 2,240,819 1,433,225 1,433,225 3,259,391 3,259,391 30 June 2,105,788 2,105,788 2,586,829 2,586,829 ------6,520 6,520 61,753 61,753 98,293 98,293 173,128 173,128 334,051 334,051 184,362 184,362 2023 280,987 280,987 602,219 1,574,135 1,574,135 2,197,587 2,197,587 1,133,959 1,133,959 (602,219) 1,480,025 1,480,025 1,702,964 1,702,964 2,531,637 2,531,637 30 June 3,133,856 3,133,856 1,480,025 1,480,025 2,082,244 2,082,244 ------6,380 6,380 10,620 10,620 60,424 60,424 311,091 311,091 172,361 172,361 137,224 137,224 180,393 180,393 2022 334,043 334,043 526,323 526,323 1,526,675 1,526,675 (526,322) 1,560,867 1,560,867 1,594,062 1,594,062 1,044,032 1,044,032 2,164,092 2,164,092 1,526,675 1,526,675 30 June 2,498,135 2,498,135 3,024,457 3,024,457 2,052,997 2,052,997 ------6,249 6,249 59,181 59,181 35,827 35,827 177,776 177,776 176,683 176,683 335,186 335,186 209,241 209,241 2021 233,406 233,406 (66,325) 478,474 478,474 544,799 544,799 (66,325) 2,131,962 2,131,962 1,556,079 1,556,079 (544,799) 2,467,149 2,467,149 1,035,980 1,035,980 30 June 3,011,948 3,011,948 ------6,120 6,120 57,964 57,964 14,000 14,000 14,000 14,000 20,400 313,638 313,638 173,049 173,049 176,849 176,849 240,937 240,937 530,931 530,931 389,720 389,720 2020 544,930 544,930 (106,127) 1,516,341 1,516,341 1,013,545 1,013,545 (530,930) 2,412,937 2,412,937 30 June 2,099,299 2,099,299 2,943,868 2,943,868 ------6,000 6,000 56,827 56,827 29,300 29,300 149,713 149,713 175,746 175,746 307,186 307,186 169,656 169,656 173,880 173,880 2019 134,980 134,980 529,373 529,373 487,873 487,873 (41,500) (41,500) (529,373) 1,508,572 1,508,572 1,001,629 1,001,629 2,081,870 2,081,870 30 June 2,918,430 2,918,430 2,389,056 2,389,056
------4,692 4,692 6,800 6,800 45,300 45,300 717,282 717,282 231,475 231,475 328,155 328,155 418,333 418,333 2018 120,066 120,066 569,529 569,529 488,703 488,703 4,027,711 4,027,711 2,521,258 2,521,258 30 June 2,603,829 2,603,829 1,000,857 1,000,857 1,000,857 3,026,854 3,026,854 Annual Plan (1,000,857) Sources of Operating Funding Sources of Operating penalties rates UAGC, General rates, rates Targeted Grants, subsidies and donations Fees and charges and overheads recovered Internal charges authorities fuel tax, fines, infringement Local and other fees funding operating Total Funding of Operating Applications and suppliers Payments to staff costs Finance and overheads applied Internal charges funding applications Other operating funding operating of applications Total funding of operating Surplus/(deficit) Sources of Capital Funding Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions capital funding Other dedicated capital funding of sources Total of Capital Funding Applications - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease) capital funding of application Total of capital funding Surplus/(deficit) balance Funding PROSPECTIVE LEISURE FACILITIES FUNDING IMPACT STATEMENT FUNDING IMPACT LEISURE FACILITIES PROSPECTIVE For the years ended 30 June 2019 - 2028
Long Term Plan 97 INFRASTRUCTURE
Transportation • Strategy and programme of works to improve walking and cycling network, as part of regional strategy • On-going programme of maintaining, What we do and why improving and constructing new footpaths Council is defined as a road controlling authority • Funding and support for road safety education under the Local Government Act 2002 and programmes in Westland, and on all roads must comply with key transport management • Funding and support for passenger transport legislation. Council has the core function of services providing a transport network that is accessible for all people within the district in conjunction The assets with the other transportation agencies. Council Council’s primary asset information management contracts out a significant portion of the database for this activity is the Road Assessment maintenance and renewal in this activity. and Maintenance Management (RAMM) system which records all components and any renewal The Westland District roading network work. The Council is in the process of transferring encompasses and requires: various asset classes to the Assetfinda database. • Ownership and use agreements for road This will improve the confidence level in the data services held, especially for footpaths, signs, kerb and • Road pavements and surfacing to provide a channel, and drainage facilities. carriageway for the safe movement of people New Zealand Transport Agency (NZTA), the and goods government transport funding agency, has • Culverts, water tables and a stormwater system issued target based maintenance guidelines to provide drainage for all road controlling authorities, which must • Signs, barriers and pavement markings to be incorporated throughout the maintenance provide road user information and safe contracts. transport Condition rating is regularly carried out on the • Bridges to carry traffic over waterways sealed road network and bridges. Development • Footpaths, walkways and cycle-lanes to of condition rating methods is required for transport pedestrians and cyclists unsealed roads, signs, ancillary structures, car • Street lighting to provide improved visibility and parks, footpaths, walkways, and service lanes. increased safety for pedestrians and road users. The assessment of condition of existing assets The major part of Council’s transportation activity addresses both their functionality and ability to is to ensure the safe, efficient and sustainable meet community expectations, levels of service, maintenance, operation, renewal and upgrading safety and engineering good practice and to of the roads and bridges. This activity covers the achieve NZTA performance targets. following: RAMM deterioration models, regular road • Funding and administration of contracts for inspections by Council professional services staff, maintenance of the roading asset consultants and contractors, combined with • Programming of road/bridge & other transport engineering judgment and experience are used to related infrastructure renewals determine the short to medium term programmes • Programming of seal extensions, safety of renewals. Council is a member of the Regional improvements and road reconstruction works Transport Committee at the strategic level, and at funded from rates and NZTA financial assistance an operational level through day-to-day contact and contracted out with NZTA and their consultants. Council staff
98 Westland District Council work closely with Department of Conservation These negative effects can possibly be mitigated staff on the maintenance of the glacier access by development of a seal extension programme. roads. If Council had an appetite to instigate this as a possible solution then it would have to develop We receive an annual subsidy from NZTA for business cases to justify the individual projects to maintaining and renewing the roading network. NZTA for subsidy or fund the work as 100% from The NZTA base rate subsidy for Westland District is rates. 59% of the total cost on Local Roads and 100% on Special Purpose Roads. Public transport services The situation in 2018 are subsidised at 50%. In 2018, NZTA confirmed the new funding The local share requirement and the cost of non- assistance rate (FAR) of 59%. Council considered subsidised works, such as footpaths, are met by decreasing the level of service across the ratepayers. In addition to this funding Westland transportation activity in order to offset the District receives $654,000 (100% required funding) increase in local share required by the equivalent for the maintenance and renewal of the Haast- decrease in FAR however this would result in Jackson Bay Special Purpose Road. deteriorating carriageway surfaces and roading Asset component Total infrastructure with increased roughness in ride. Roads - Urban sealed 68.0km The Haast – Jackson Bay Special Purpose Road Roads - Urban unsealed 1.9km (SPR) is currently under review and may have a Roads - Rural sealed 317.9km significant impact on the local share component required by Council or the level of service Roads - Rural unsealed 307.5km delivered for that particular road. Council officers Footpaths - Concrete 31km are currently engaged in negotiations with the Footpaths - Asphalt/Hotmix 5.6km NZTA over the format of this handover and are Footpaths - Pavers 1.4km working towards the possibility of a cost neutral Footpaths - Unsealed 2km solution that will require the agreement of both Footpaths - Sealed 31km the NZTA Board and Council Bridges 247 units Overall, traffic volumes are deemed sustainable Culverts 2330 units in Westland District, and pressure to expand the Kerb and channel 66km local roading infrastructure is minimal. An increase Dish Channel 2.5km in rural housing development in certain areas of the district has resulted in a small increase in Surface Water Channels 1200km demand for sealed roads. The current network Roadside Drains 23km capacity is generally considered adequate to cater Effects of this activity for projected demand from industry and tourism, with some exceptions being dealt with under the High volumes of traffic can affect residential capital works programme for seal extension. amenity. The most common effects are noise, lighting and air quality. Dust from unsealed roads Regional Transport Committees are charged can cause nuisance to neighbouring properties. In with preparing and consulting upon three year addition to the effects on air quality, runoff from Regional Land Transport Programmes. These the discharges from motor vehicles to roads, (oil, programmes deal primarily with Land Transport rubber, brake dust), have the potential to diminish activities receiving financial assistance from the the water quality of adjacent streams. National Land Transport Fund.
Long Term Plan 99 Council manages limited passenger transport on the road and tankers using roads they have not services in Hokitika under the Regional Council used previously. Passenger Transport Plan. This service is provided Council aims for a reduction in road accidents to meet the needs of the transport disadvantaged where it can influence the causal factors related and is highly valued by customers. This function to road safety issues. was delegated by the West Coast Regional Council some years ago for reasons of efficiency. Council intends to develop a consultation programme to engage with the community Bridge renewals are a significant cost. Council’s about the levels of service for roading. It will preferred solution is to continue to deliver the progressively move towards managing all of its same level of service by replacing all bridges as transportation responsibilities in a more holistic, required. An option considered was to decrease integrated way. We will further develop predictive this level of service. Although Council has an modelling techniques (DTIMS), bridge asset obligation to ensure continued access, it could management and safety management systems make a strategic decision to replace an existing to forecast optimal solutions in a cost-effective structure with a ford if practical and if it suited the manner as well as developing models for the network classification for that particular section of unsealed road network and other assets such as road. footpaths and car parks. Council has supported the construction of a We intend to develop a more integrated Haast – Hollyford Road, in principle. This support approach to road management on the West is subject to the final details, terms and conditions Coast. Within Westland District, Council is of the proposal. responsible for 695 km of local roads, Across Key issues the three territorial authorities (Buller, Grey and Westland District Councils), there is over 1800 • Changes in central and regional government kilometres of roading network. There are likely policy to be real efficiencies for all the Authorities by • Increases in pricing of oil and aggregates continued collaborations on activities such as • Financial assistance from New Zealand asset management, data collection, common Transport Agency (NZTA) contract models, shared/combined contracts and • Change in land use e.g. the conversions of land shared industry knowledge. to dairy, which affects road usage patterns We want footpaths and cycle ways that are linked, Where we want to be in the future pleasant and safe to use. We want to have roading infrastructure that meets We will work with Grey District to apply for the needs of the district, including any growth. funding to improve existing or development The implications for transportation over the next cycleway which form part of the national three year period is that there will be a low rate of cycleway. Council also supports the Regional growth in demand, with the exception of the dairy Land Transport in promoting walking and cycling industry which is expected to continue to grow opportunities on all state highway improvements. strongly. This means both more tankers on the road, larger over dimensional tankers/heavy loads
100 Westland District Council Key capital projects: Asset $ Timeframe Funded by District Renewals 2,695,500 Per annum inflated 100% Depreciation
How we want to perform Performance Performance Current Performance Target: Target: Level of Service Performance Measures Years 1 to 3 Years 4 to 10 2016/17 (2018-2021) (2022 – 2028) Road safety: The change from 2 serious injuries The transportation the previous financial year in the (from separate network is safe for Less than previous Less than number of fatalities and serious events) all users in Westland year previous year injury crashes on the local road 0 fatalities District network, expressed as a number Road condition: The average quality of ride on a sealed local 96% <90% <90% The surface condition road network, measured by of roads in Westland smooth travel exposure is of good quality Residents are satisfied with the 74% (as per 2018 standard and safety of Council’s 50% of residents 50% of residents Residents Survey) unsealed roads The surface condition Road maintenance: The 7.5% (Our total of roads in Westland percentage of sealed local road network reseal was >7% >7% is maintained to a network that is resurfaced 29km of 374 km) high standard Footpaths: The percentage of footpaths within the territorial authority district that fall within the level of service standard for Footpaths are the condition of footpaths that is Currently unable to maintained in good set out in the territorial authorities report accurately on 90% 90% condition and are fit relevant document (such as its this for purpose annual plan, activity management plan, asset management plan, annual works program or long term plan) Currently unable to Customer service requests: The report accurately on percentage of customer service this due to service Response to service requests relating to roads and requests system requests are dealt footpaths to which the territorial flaws and staff and 100% 100% with promptly authority responds within the contractors not time frame specified in the long correctly logging, term plan updating and signing off service requests
Long Term Plan 101 Financial Information The rationale for financing this activity Operating Expenditure 2,555,100 Public benefits An effective, efficient transport Other Expenditure 3,268,212 network provides a way to move people, goods and services Paid for from: around the district. Good local General Rates 2,092,587 roads provide the link to other Targeted Rates - transportation links, like cycle ways, wharves, ports, rail and airports and Other Revenue 2,021,305 are vital for economic development. Private benefits 100% benefit to road users. All For 2018/19 this activity will people in the district useg roads make up 26.9% of the Council’s at some stage. Significant benefits yearly expenditure also accrue to industry and tourists, both from overseas and other parts of New Zealand, and in recognition of this, subsidies from the New Zealand Transport Agency will be employed where possible.
102 Westland District Council - - - 13,431 13,431 64,713 64,713 85,470 85,470 32,967 32,967 89,744 89,744 97,680 97,680 161,717 161,717 194,139 194,139 194,139 183,150 183,150 155,678 155,678 349,817 349,817 172,793 172,793 259,463 259,463 2028 732,600 732,600 1,037,850 1,037,850 2,551,206 2,551,206 30 June 7,093,083 7,093,083 4,552,953 4,552,953 7,265,876 7,265,876 7,093,083 7,093,083 3,490,839 3,490,839 - - - 13,123 13,123 32,211 32,211 78,142 78,142 83,510 83,510 63,229 63,229 95,440 95,440 157,312 157,312 253,513 253,513 341,795 341,795 152,108 189,687 189,687 189,687 178,950 178,950 715,800 715,800 144,162 144,162 2027 7,124,510 7,124,510 1,014,050 1,014,050 30 June 2,538,254 2,538,254 4,428,943 4,428,943 3,401,243 3,401,243 6,980,347 6,980,347 6,980,347 6,980,347 - - - 31,482 31,482 76,373 76,373 61,798 61,798 12,826 12,826 81,620 81,620 93,280 93,280 153,176 153,176 247,775 247,775 116,783 116,783 148,665 148,665 174,900 174,900 185,394 185,394 185,394 991,100 2026 334,059 334,059 699,600 699,600 2,490,611 2,490,611 4,312,505 4,312,505 30 June 6,839,509 6,839,509 3,324,266 3,324,266 6,956,293 6,956,293 6,839,509 6,839,509 - - - 12,540 12,540 72,390 72,390 91,200 91,200 30,780 30,780 60,420 60,420 79,800 79,800 171,000 171,000 181,260 181,260 181,260 149,295 149,295 145,350 145,350 326,610 326,610 2025 164,641 164,641 242,250 242,250 969,000 969,000 684,000 684,000 6,617,838 6,617,838 30 June 6,617,838 6,617,838 2,429,962 2,429,962 4,203,222 4,203,222 6,782,479 6,782,479 3,247,860 3,247,860 - - - 12,265 12,265 30,105 30,105 59,653 59,653 59,095 59,095 78,050 78,050 89,200 89,200 177,285 177,285 177,285 142,163 142,163 167,250 167,250 145,653 145,653 319,448 319,448 947,750 947,750 139,933 139,933 2024 236,938 236,938 669,000 669,000 6,513,665 6,513,665 2,407,240 2,407,240 30 June 4,100,704 4,100,704 3,165,485 3,165,485 6,513,665 6,513,665 6,653,598 6,653,598 - - - 12,001 12,001 57,823 57,823 29,457 29,457 76,370 76,370 87,280 87,280 58,369 58,369 312,572 312,572 139,103 139,103 173,469 173,469 173,469 116,523 116,523 231,838 231,838 927,350 927,350 163,650 142,240 142,240 2023 654,600 654,600 2,367,977 2,367,977 30 June 6,514,810 6,514,810 6,398,287 6,398,287 3,097,349 3,097,349 4,004,594 4,004,594 6,398,287 6,398,287 - - - 11,737 11,737 56,551 56,551 57,085 57,085 74,690 74,690 85,360 85,360 28,809 28,809 169,653 169,653 169,653 136,043 136,043 226,738 226,738 2022 138,906 138,906 160,050 160,050 153,020 153,020 305,696 305,696 906,950 906,950 640,200 640,200 2,315,764 2,315,764 3,910,736 3,910,736 6,212,386 6,212,386 30 June 3,029,213 3,029,213 6,212,386 6,212,386 6,365,406 6,365,406 - - - 11,484 11,484 55,332 55,332 28,188 28,188 44,370 44,370 83,520 83,520 54,607 54,607 133,110 133,110 135,783 135,783 135,720 135,720 2021 221,850 221,850 165,996 165,996 165,996 299,106 299,106 156,600 156,600 391,500 391,500 887,400 887,400 6,117,734 6,117,734 3,822,811 3,822,811 6,117,734 6,117,734 2,213,746 2,213,746 30 June 2,780,172 2,780,172 6,172,340 6,172,340 - - - 11,242 11,242 71,540 71,540 27,594 27,594 54,166 54,166 81,760 81,760 43,435 43,435 29,919 29,919 217,175 217,175 162,498 162,498 162,498 130,305 130,305 153,300 153,300 132,860 132,860 2020 292,803 292,803 868,700 868,700 480,340 480,340 2,147,378 2,147,378 2,757,356 2,757,356 30 June 3,740,520 3,740,520 5,990,839 5,990,839 6,020,758 6,020,758 5,990,839 5,990,839 - - - 11,000 11,000 59,275 59,275 27,000 27,000 53,000 53,000 35,000 35,000 68,000 68,000 80,000 80,000 127,500 127,500 2019 212,500 212,500 159,000 159,000 159,000 150,000 150,000 130,000 130,000 545,000 545,000 286,500 286,500 850,000 850,000 5,823,312 5,823,312 30 June 5,823,312 5,823,312 2,092,587 2,092,587 5,882,587 5,882,587 2,763,500 2,763,500 3,660,000 3,660,000 Revenue Rates subsidy NZTA Grants, subsidies and donations tax Petrol Recoveries revenue Miscellaneous revenue Total Expenditure Transportation expenditure Total Surplus/(deficit) Capital Expenditure Metalling (3030) Unsealed Road (3031) Resurfacing Sealed Road (3032) - Drainage Renewals Maintenance Pavement Rehabilitation Sealed Road (3033) Component Replace Structures Renewals (3034) Services Traffic Risk - Local Cost Low Low (3070) Resurfacing Sealed Road - Drainage Renewals Maintenance Pavement Rehabilitation Sealed Road (3072) Component Replace Structures renewals services Traffic Risk - SPR Cost Low Low New footpaths upgrades Footpath capital expenditure Total PROSPECTIVE TRANSPORTATION STATEMENT OF SERVICE PERFORMANCE STATEMENT TRANSPORTATION PROSPECTIVE For the years ended 30 June 2019 - 2028
Long Term Plan 103 ------11,333 11,333 26,782 26,782 161,717 161,717 531,837 531,837 (26,600) (26,600) 2028 3,517,621 3,517,621 2,311,020 2,311,020 3,178,484 3,178,484 2,241,933 2,241,933 3,721,655 3,721,655 2,551,206 2,551,206 2,215,333 2,215,333 30 June 3,490,839 3,490,839 1,302,288 5,023,943 5,023,943 (1,302,288) ------12,371 12,371 51,791 51,791 157,312 157,312 (26,600) (26,600) 2027 540,594 540,594 2,190,521 2,190,521 1,289,113 1,289,113 3,401,243 3,401,243 3,091,910 3,091,910 2,163,921 2,163,921 2,238,422 2,238,422 30 June 2,538,254 2,538,254 3,453,034 3,453,034 3,644,876 3,644,876 4,933,989 4,933,989 (1,289,113) ------13,408 13,408 66,354 66,354 153,176 153,176 515,041 515,041 (26,600) (26,600) 2026 2,490,611 2,490,611 2,171,560 2,171,560 3,010,624 3,010,624 1,276,275 1,276,275 2,114,345 2,114,345 2,140,945 2,140,945 3,324,266 3,324,266 30 June 4,815,347 4,815,347 3,539,072 3,539,072 3,390,620 3,390,620 (1,276,275) ------14,446 14,446 44,441 44,441 514,801 514,801 (26,600) (26,600) 149,295 149,295 2025 2,110,016 2,110,016 2,934,331 2,934,331 3,247,860 3,247,860 2,429,962 2,429,962 30 June 1,225,696 1,225,696 3,463,578 3,463,578 3,292,301 3,292,301 2,093,205 2,093,205 4,689,273 4,689,273 2,066,605 2,066,605 (1,225,696) ------15,483 15,483 68,653 68,653 514,615 514,615 (26,600) (26,600) 145,653 145,653 2024 3,165,485 3,165,485 1,213,436 1,213,436 2,407,240 2,407,240 2,047,302 2,047,302 2,862,762 2,862,762 30 June 2,053,402 2,053,402 3,234,138 3,234,138 2,020,702 2,020,702 3,392,860 3,392,860 4,606,296 4,606,296 (1,213,436) ------16,520 16,520 80,772 80,772 (26,600) (26,600) 142,240 142,240 497,903 497,903 2023 2,367,977 2,367,977 3,178,121 3,178,121 4,511,576 4,511,576 1,201,487 1,201,487 3,097,349 3,097,349 2,795,666 2,795,666 30 June 1,976,634 1,976,634 2,001,360 2,001,360 2,003,234 2,003,234 3,310,089 3,310,089 (1,201,487) ------17,558 17,558 62,799 62,799 (26,600) (26,600) 138,906 138,906 2022 499,094 499,094 1,959,167 1,959,167 1,951,569 1,951,569 2,315,764 2,315,764 2,730,143 2,730,143 3,029,213 3,029,213 1,159,445 1,159,445 1,932,567 1,932,567 30 June 3,092,012 3,092,012 3,246,794 3,246,794 4,406,239 4,406,239 (1,159,445) ------18,595 18,595 179,255 179,255 135,783 135,783 (26,600) (26,600) 2021 498,957 498,957 1,981,827 1,981,827 2,213,746 2,213,746 2,780,172 2,780,172 2,668,761 2,668,761 3,186,314 3,186,314 1,145,042 1,145,042 30 June 1,814,384 1,814,384 4,331,356 4,331,356 2,959,427 2,959,427 1,840,984 1,840,984 (1,145,043) ------19,633 19,633 (26,600) (26,600) 465,178 465,178 140,679 140,679 132,860 132,860 2020 2,611,312 2,611,312 1,798,153 1,798,153 2,147,378 2,147,378 1,771,553 1,771,553 2,757,356 2,757,356 1,942,367 1,942,367 1,126,482 1,126,482 30 June 3,096,123 3,096,123 4,222,605 4,222,605 2,898,035 2,898,035 (1,126,482) ------20,670 20,670 59,406 59,406 457,310 457,310 (26,600) (26,600) 2019 130,000 130,000 1,891,305 1,891,305 1,768,695 1,768,695 2,555,100 2,555,100 4,113,892 4,113,892 1,080,811 1,080,811 30 June 1,742,095 1,742,095 2,092,587 2,092,587 2,763,500 2,763,500 2,822,906 2,822,906 3,033,080 3,033,080 (1,080,811)
------54,154 54,154 479,912 479,912 2018 120,000 120,000 1,265,152 1,265,152 2,361,837 2,361,837 1,530,750 1,530,750 1,722,590 1,722,590 5,001,152 5,001,152 30 June 1,079,362 1,079,362 2,391,040 2,391,040 3,921,790 3,921,790 3,125,065 3,125,065 2,591,000 2,591,000 3,736,000 3,736,000 4,204,427 4,204,427 Annual Plan (1,079,362) Sources of Operating Funding Sources of Operating penalties rates UAGC, General rates, rates Targeted Grants, subsidies and donations Fees and charges and overheads recovered Internal charges authorities fuel tax, fines, infringement Local and other fees funding operating Total Funding of Operating Applications and suppliers Payments to staff costs Finance and overheads applied Internal charges funding applications Other operating funding operating of applications Total funding of operating Surplus/(deficit) Sources of Capital Funding Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions capital funding Other dedicated capital funding of sources Total of Capital Funding Applications - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease) capital funding of application Total of capital funding Surplus/(deficit) balance Funding PROSPECTIVE TRANSPORTATION FUNDING IMPACT STATEMENT FUNDING IMPACT TRANSPORTATION PROSPECTIVE For the years ended 30 June 2019 - 2028
104 Westland District Council Water Supply We manage the demand for water by metering commercial users in Hokitika, Franz Josef and Fox Glacier to ensure the larger users pay their share, and promoting conservation at times of What we do and why peak demand. The replacement of meters is a project in this plan. Other communities are Council manages the supply of clean, safe now being monitored for potential extraordinary drinking water for consumers on Council supplies; consumption. Council will however utilise the to ensure the protection of public health and the funds it was going to use on replacing meters in environment and to provide for the economic smaller communities in order to instead address wellbeing of the district. the water shortage issues that the township has The Assets experienced at peak demand times over previous years. This is recognised as being a priority for the Number of treatment plants 8 town. Number of reservoirs 40 Council will be expanded the Blue Spur (Hokitika) Number of pumping stations 11 water treatment plant in 2015 to meet the future demand on supply which is driven by Westland Length of reticulation 175.9km Milk Products (WMP). The project was fully funded Number of properties connected by WMP and is charged as a targeted rate to this Number of fire hydrants 352 party. There are asset renewal programmes in place to Effects of this activity ensure that infrastructure continues to meet the • Lack of adequate water treatment may cause existing levels of service. We intend to undertake health problems in communities a feasibility study about the future provision of • Standards imposed by Ministry of Health are Council supplied drinking water for Arahura. expensive to meet and maintain The Council opposes the aerial sowing of 1080 • Rates levied for water treatment upgrades may in all identifiable water supply catchment areas. be too great for those small communities Catchment areas are considered by Council to • Impact on water sources of extraction for water be ridgeline to ridgeline, unless the applicant supplies has identified a catchment area acceptable to • Mahinga kai (traditional food gathering sites) Council. Council noted that it does not oppose should be protected by ensuring that sufficient ground laying and it recognises the urgent need water remains at the source to sustain life for control of TB infected possums and would support application to central government for The situation in 2018 additional funding to cover more ground control There are 9 water supplies throughout the district work. (6 treated and 3 untreated but potable). The majority of the reticulation is gravity fed from elevated reservoirs. There are 11 pump stations throughout the district that circulate water through the treatment plant and deliver it to the reservoirs. The Ministry of Health oversees the water supplies with regular visits, and reporting from the Council. In this plan Council has provided for improvements to all schemes to meet the new drinking water standards. The Haast public water supply was upgrade in 2016. Kumara, Whataroa and Fox Glacier are scheduled for upgrades in 2018.
Long Term Plan 105 Population Consented Age of water Peak daily Location served by Water supply volumes Cubic system (yrs) demand water system metres per day Kumara 318 23.2 No treatment 157 130 Arahura 80 13.8 No treatment 23 86 Hokitika (including Kaniere) 3447 26.4 Treated 7652 1210 Ross 291 26.0 Treated 179 734 Hari Hari 348 34.3 Treated 274 2160 Treated but Whataroa 405 13.3 not to DWNZ 225 1296 standard Franz Josef 2611 25.9 Treated 761 200 Treated but Fox Glacier 252 26.9 not to DWNZ 431 150 standard Haast 80 24.8 Treated 76 216
Key issues We need to have water supplies that can meet the • Ministry of Health requirements for water demand for both the local and tourist populations treatment including greater control and in our district. The demand for water increases monitoring and the affordability of meeting markedly at the peak tourist time for both Franz these requirements Josef and Fox Glacier Townships. The systems have to cater for approximately 10 times the • The increasing demand for water by Westland resident populations and this has on occasion Milk Products at peak production times and proved to be difficult for Council to achieve managing that demand in partnership with the existing capacity in its supplies. We • The growth of tourism primarily in Franz Josef, will continue to carry out network modelling to Fox Glacier and Ross where there will be both monitor water pressure and flow as development increasing and peak demand times. occurs. • Water pressure and flow to be monitored at fire hydrants on parts of the network, mostly in the Council will improve Business Continuation Plans outer reaches of the reticulation. and emergency management capabilities and try to minimize disruption to supply at all water Where we want to be in the future treatment plants, and all pumped supplies. Over the lifetime of this plan, Council will ensure Kumara, Whatoroa and Fox Glacier have that all of its water supplies are treated and meet treatments plant upgrades scheduled in 2018. The the Ministry of Health drinking water standards. upgrades to the treatment plant in Arahua has been fast tracked for an upgrade. Key capital assets: Asset $ Timeframe Funded by Kumara - Mains upgrade programme 127,275 2019/27 (years 1 – 9) 100% Depreciation Kumara -Reservoirs & Tanks 365,060 2021/25 (years 3 & 7) 100% Depreciation Kumara - Treatment Components upgrade programme 5,000 2019/20 (years 1 & 2) 100% Depreciation Kumara - Disinfection upgrades programme 125,837 2019/23 (years 1 – 5) 100% Loan Kumara - Telemetry 7,889 2019/20 (years 1 & 2) 100% Loan Arahura - Water treatment plant 365,000 2019/23 (years 1 100% Loan Arahura - Treatment Components upgrade programme 5,000 2019/20 (years 1 & 2) 100% Depreciation Arahura - Disinfection upgrades programme 125,837 2019/23 (years 1 – 5) 100% Loan Arahura - Telemetry 7,889 2019/20 (years 1 & 2) 100% Loan Hokitika - WTP improvements 1,282,840 2023/28 (years 5,7,9 & 10) 100% Depreciation Hokitika - WTP improvements - Pumps 36,900 2019/20 (year 2) 100% Depreciation
106 Westland District Council Asset $ Timeframe Funded by Hokitika - Mains upgrade programme 1,199,410 2019/28 (years 1 – 10) 100% Depreciation Hokitika - Pumps Upgrade Brickfield 25,000 2018/19 (year 1) 100% Depreciation Hokitika - Seismic Valve 30,750 2019/20 (year 2) 100% Loan Hokitika - Pressure valve upgrade 15,375 2019/20 (year 2) 100% Depreciation Hokitika - Water meter replacements 182,250 2019/20 (years 1 & 2) 100% Depreciation Hokitika - Reservoir Replacement 865,734 2020/24 (years 2 & 6) 100% Depreciation Hokitika - Generator 45,000 2018/19 (year 1) 100% Loan Hokitika - Treatment Components upgrade programme 5,000 2019/20 (years 1 & 2) 100% Depreciation Hokitika - Disinfection upgrades programme 45,437 2019/23 (years 1 – 5) 100% Loan Hokitika - Telemetry 7,889 2019/20 (years 1 & 2) 100% Loan Ross - Mains upgrade programme 220,905 2019/28 (years 1 – 10) 100% Depreciation Ross - Pumps Replacement 10,960 2022/23 (year 5) 100% Depreciation Ross - Building Repairs and Stabilisation 15,000 2018/19 (year 1) 100% Depreciation Ross - Replacement Membrane 427,140 2026/27 (year 8 & 9) 100% Depreciation Ross - Water Source 20,000 2018/19 (year 1) 100% Depreciation Ross - Treatment Components upgrade programme 5,000 2019/20 (years 1 & 2) 100% Depreciation Ross - Disinfection upgrades programme 45,437 2019/23 (years 1 -5) 100% Loan Ross - Telemetry 7,889 2019/20 (years 1 & 2) 100% Loan Hari Hari - Water treatment plant - seismic valves 30,750 2019/20 (year 2) 100% Loan Hari Hari - Mains upgrade programme 401,636 2019/28 (years 1 – 10) 100% Depreciation Hari Hari - Treatment Components upgrade programme 5,000 2019/20 (years 1 & 2) 100% Depreciation Hari Hari - Disinfection upgrades programme 125,837 2019/23 (years 1 -5) 100% Loan Hari Hari - Telemetry 7,889 2019/20 (years 1 & 2) 100% Loan Whataroa - Water treatment plant 493,200 2018/19 (year 5) 100% Loan Whataroa - Treatment Components upgrade 5,000 2019/20 (years 1 & 2) 100% Depreciation programme Whataroa - Disinfection upgrades programme 125,837 2019/23 (years 1 -5) 100% Loan Whataroa - Telemetry 7,889 2019/20 (years 1 & 2) 100% Loan Franz Josef - Seismic valves 30,750 2019/20 (year 2) 100% Loan Franz Josef - Mains upgrade programme 439,514 2019/28 (years 1 – 10) 100% Depreciation Franz Josef - Raw Water Source 220,000 2018/19 (year 1) 100% Loan Franz Josef - Blower Electrics & SCADA 32,000 2018/19 (year 1) 100% Depreciation Franz Josef - Upgrade Filter 10,250 2019/20 (year 2) 100% Depreciation Franz Josef - Treatment Components upgrade 5,000 2019/20 (years 1 & 2) 100% Depreciation programme Franz Josef - Disinfection upgrades programme 45,437 2019/23 (years 1 -5) 100% Loan Franz Josef - Telemetry 7,889 2019/20 (years 1 & 2) 100% Loan Fox Glacier - Plant upgrade 400,000 2018/19 (year 1) 100% Loan Fox Glacier - Seismic valves 30,750 2019/20 (year 2) 100% Loan Fox Glacier - Mains upgrade programme 159,281 2019/23 (years 1 -10) 100% Loan Fox Glacier - Treatment Components upgrade 5,000 2019/20 (years 1 & 2) 100% Depreciation programme Fox Glacier - Disinfection upgrades programme 45,437 2019/23 (years 1 -5) 100% Loan Fox Glacier - Telemetry 7,889 2019/20 (years 1 & 2) 100% Loan Haast - Replacement water treatment reservoir 431,050 2020/26 (years 2 & 8) 100% Depreciation Haast - Treatment Components upgrade programme 5,000 2019/20 (years 1 & 2) 100% Depreciation Haast - Disinfection upgrades programme 125,837 2019/23 (years 1 -5) 100% Loan Haast - Telemetry 7,889 2019/20 (years 1 & 2) 100% Loan
Long Term Plan 107 How we want to perform Performance Performance Target: Level of Performance Current Performance Target: Years 1 to 3 Service Measures 2016/17 Years 4 to 10 (2018-2021) (2022 – 2028) Council Safety of drinking water: (a) 4 out of 9 suppliers Years 1-3 These drinking All Council suppled The extent to which the local fully compliant with water schemes will owed drinking potable authority’s drinking water bacterial compliance comply with parts water supply water is supply complies with criteria both the water (a) and (b) of the key scheme will safe to treatment plant and in performance measure: comply with (a) Part 4 of the drinking-water drink the distribution zone Hokitika, Ross, Hari Hari, both parts (a) standards (bacteria compliance (compliant supplies are Franz Josef, Haast. and (b) of the criteria), and Hokitika, Ross, Franz Year 2-3 These drinking key performance (b) Part 5 of the drinking – Josef, and Whataroa. Non- water schemes will measure water standards (protozoal compliant supplies are comply with parts (a) and compliance criteria) Haast, Arahura, Kumara, (b) of the performance Fox Glacier and Hari Hari) measure: Kumara, (b) 0 out of the 9 supplies Whataroa compliant with protozoal Years 2-3 compliance criteria. These drinking water Our Water Treatment schemes will comply Plants that are capable of with parts (a) and (b) of compliance are unable the key performance to log the data required measure :Fox and to prove compliance. Arahura scheme if it is Council is investigating continued as a Council SCADA improvements. service Requests Fault response times: Currently unable to (a) 100% (a) 100% for service Where the local authority report accurately on this (b) 100% (b) 100% are dealt due to service request attends a call –out in response (c) 100% (c) 100% with to a fault or unplanned system flaws and staff and (d) 100% (d) 100% promptly interruption to its networked contractors not correctly reticulation systems, the logging, updating and following median response signing off service request. times measures (a) Attendance for urgent call-outs from the time that the local authority receives notification to the time that service personnel reach the site, and (2 hours) (b) Resolution of urgent call outs: from the time that the local authority receives notification to the time that service personnel confirm resolution of the fault or interruption (12 hours) (c) Attendance for non-urgent call outs: from the time that the local authorities receives notification to the time that service personnel reach the site, (24 hours) (d) Resolution of non- urgent call outs: from the time authority receives the notification to the time that service personnel confirm resolution of the fault or interruption (72 hours)
108 Westland District Council Performance Performance Target: Level of Performance Current Performance Target: Years 1 to 3 Service Measures 2016/17 Years 4 to 10 (2018-2021) (2022 – 2028) Council Maintenance of the reticulation Not measured Council does not intent Council does supplied network: The percentage to measure this as it will not intent to water is of real water loss from the impose an unreasonable measure this as reliable local authority’s networked cost it will impose an reticulation system (including a unreasonable description of the methodology cost used to calculate this) Demand management: The Winter water usage of 253 The average water The average average consumption of litres per person per day. consumption per person water drinking water per day per Summer water usage 480 per day is <500l/day consumption resident within the territorial litres per head per day per person per authority district. (Hokitika data excluding day is <500l/ day Westland Milk Products’ usage). This is within the acceptable values Customers Customer satisfaction: (a) 0 TBC TBC are The total number of complaints (b) 4 (2 of these are also generally received by the local authority report in water odour satisfied about any of the following: below) with the (a) Drinking water clarity (c) 2 (these service Council requests for joint water supplied (b) Drinking water taste odour and water taste water (c) Drinking water odour issues) (d) Drinking water pressure or (d) 3 instances of flow decreased water pressure (e) Continuity of supply (e) 6 instances of no water (f) The local authority’s (continuity of supply) response to any of these issues where report Expressed per 100 connections (f) 0 to the local authority’s Based on the total number networked reticulation system of service connections = 2620 Total number of complaints =13 Complaints per 1000=5 Key performance measure condition has been met
Long Term Plan 109 Financial Information The rationale for financing this activity Operating Expenditure 1,081,003 Public benefits The community as a whole benefit Other Expenditure 2,043,270 from this activity. Water supplies which are treated contribute to Paid for from: making Westland a safe, healthy, General Rates 63,165 well –services place to live, work Targeted Rates 4,118,291 and play. Other Revenue 2,500 Private benefits Fees are charged to extraordinary water users and contributions are required from new development For 2018/19 this activity will within the district to recognise the make up 14.4% of the Council’s benefits the user will receive. yearly expenditure
110 Westland District Council 0 ------3,131 3,131 79,115 79,115 54,673 54,673 107,111 107,111 197,812 197,812 171,920 171,920 119,036 119,036 198,572 198,572 127,662 127,662 202,461 202,461 210,262 210,262 103,853 103,853 332,255 332,255 2028 380,680 380,680 3,686,137 3,686,137 1,956,458 1,956,458 30 June 3,561,606 3,561,606 3,689,268 3,689,268 ------3,046 3,046 30000 54,063 54,063 117,155 117,155 76,960 76,960 195,271 195,271 196,421 196,421 199,361 199,361 102,813 102,813 127,186 127,186 104,633 104,633 207,469 207,469 2027 372,000 372,000 328,349 328,349 1,944,151 1,944,151 3,650,785 3,650,785 3,653,831 3,653,831 30 June 3,526,645 3,526,645 0 ------2,966 2,966 52,217 52,217 74,937 74,937 99,252 99,252 317,311 317,311 113,426 113,426 101,754 101,754 189,187 189,187 164,220 164,220 189,336 189,336 126,921 126,921 192,996 192,996 2026 200,655 200,655 3,550,191 3,550,191 1,895,165 1,895,165 3,553,157 3,553,157 30 June 3,426,236 3,426,236 ------2,891 2,891 28675 51,493 51,493 91,760 91,760 98,105 98,105 73,038 73,038 314,174 314,174 111,684 111,684 187,459 187,459 187,489 187,489 101,560 101,560 190,783 190,783 131,946 131,946 344,100 344,100 198,984 198,984 2025 1,889,479 1,889,479 3,533,303 3,533,303 30 June 3,536,194 3,536,194 3,404,248 3,404,248 0 ------2,817 2,817 71,187 96,627 96,627 99,330 99,330 50,680 50,680 187,348 187,348 109,625 109,625 184,953 184,953 131,330 195,650 195,650 156,940 156,940 183,996 183,996 309,166 309,166 2024 1,871,979 1,871,979 3,491,871 3,491,871 3,489,053 3,489,053 30 June 3,360,540 3,360,540 ------2,749 2,749 27400 69,451 69,451 94,017 94,017 40,187 40,187 40,187 40,187 97,204 97,204 49,306 49,306 179,470 179,470 179,853 179,853 106,774 106,774 301,081 301,081 190,667 190,667 182,582 182,582 2023 108,554 108,554 438,400 438,400 493,200 493,200 3,364,716 3,364,716 3,258,911 3,258,911 3,367,465 3,367,465 1,808,505 1,808,505 30 June 0 ------2,684 2,684 67,823 67,823 92,755 92,755 39,307 39,307 39,307 39,307 48,623 48,623 94,899 94,899 177,758 177,758 176,186 176,186 187,596 187,596 179,469 179,469 104,977 104,977 296,614 296,614 150,080 150,080 106,149 106,149 2022 3,312,434 3,312,434 3,315,118 3,315,118 1,782,270 1,782,270 30 June 3,208,970 3,208,970 ------2,621 2,621 26200 91,516 91,516 38,427 38,427 38,427 38,427 47,934 47,934 93,148 93,148 66,233 66,233 20,960 20,960 173,334 173,334 175,665 175,665 176,624 176,624 184,872 184,872 103,239 103,239 2021 521,638 521,638 292,566 292,566 3,701,711 3,701,711 1,777,565 1,777,565 30 June 3,704,332 3,704,332 3,182,694 3,182,694 0 ------2,222 2,222 2,222 2,222 4,556 4,556 4,556 4,556 5,694 5,694 5,694 5,694 2,563 2,563 99,813 99,813 87,938 87,938 30,750 30,750 64,744 64,744 91,840 91,840 36,900 36,900 46,068 46,068 171,072 171,072 178,885 178,885 168,244 168,244 168,488 168,488 282,194 256,250 256,250 2020 1,772,785 1,772,785 1,031,113 1,031,113 4,160,621 4,160,621 4,163,183 4,163,183 3,132,070 3,132,070 30 June ------2,778 2,778 2,778 2,778 3,333 3,333 3,333 3,333 2,222 2,222 2,222 2,222 15000 2,500 2,500 98,871 98,871 63,165 63,165 87,326 87,326 46,162 46,162 91,289 91,289 25,000 25,000 40,000 40,000 178,281 178,281 277,658 277,658 165,250 165,250 166,282 166,282 166,260 166,260 2019 300,000 300,000 1,793,182 1,793,182 4,133,495 4,133,495 3,133,727 3,133,727 4,135,995 4,135,995 30 June 1,002,268 1,002,268 Revenue Rates Grants, subsidies and donations Recoveries Fees and charges revenue Miscellaneous revenue Total Expenditure General Hokitika Arahura Kumara Kaniere Ross Harihari Whataroa Josef Franz Glacier Fox Haast expenditure Total Surplus/(deficit) Capital Expenditure Hokitika - Seismic Valve Hokitika - Mains upgrade programme Hokitika - Pumps Upgrade Brickfeild Hokitika - WTP improvements - Pumps Hokitika - WTP improvements Hokitika - WTP improvements Hokitika - WTP improvements Hokitika - WTP improvements Arahura - Telemetry Arahura - Disinfection upgrades programme Arahura - Disinfection Arahura - Treatment Components upgrade programme Arahura - Treatment Arahura - Water treatment plant treatment Arahura - Water Kumara - Telemetry Kumara Kumara - Disinfection upgrades programme - Disinfection Kumara Kumara - Treatment Components upgrade programme - Treatment Kumara Kumara -Reservoirs & Tanks -Reservoirs Kumara Kumara - Mains upgrade programme Kumara PROSPECTIVE WATER SUPPLY STATEMENT OF SERVICE PERFORMANCE STATEMENT SUPPLY WATER PROSPECTIVE For the years ended 30 June 2019 - 2028
Long Term Plan 111 ------18,420 18,420 54,032 54,032 28,244 28,244 68,768 68,768 2028 722,064 722,064 30 June ------216,000 216,000 2027 618,000 618,000 30 June ------51,612 51,612 65,688 65,688 211,140 211,140 410,550 410,550 2026 903,210 903,210 30 June ------17,205 17,205 26,381 26,381 508,121 508,121 2025 30 June ------62,776 62,776 49,324 49,324 845,234 845,234 2024 1,114,274 1,114,274 30 June ------12,787 12,787 12,787 12,787 12,787 12,787 12,787 12,787 40,187 40,187 40,187 40,187 40,187 40,187 10,960 10,960 2023 30 June 1,222,040 1,222,040 ------47,168 47,168 12,507 12,507 12,507 12,507 12,507 12,507 12,507 12,507 39,307 39,307 39,307 39,307 39,307 39,307 24,656 24,656 16,080 16,080 60,032 60,032 2022 544,576 544,576 30 June ------12,227 12,227 12,227 12,227 12,227 12,227 12,227 12,227 38,427 38,427 38,427 38,427 38,427 38,427 2021 288,200 288,200 30 June ------2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 15,375 15,375 10,250 10,250 30,750 30,750 30,750 30,750 30,750 30,750 92,250 92,250 92,250 92,250 49,200 49,200 20,500 20,500 20,500 20,500 184,500 184,500 2020 1,013,225 1,013,225 30 June ------2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 15,000 15,000 15,000 15,000 32,000 32,000 45,000 45,000 20,000 20,000 90,000 90,000 90,000 90,000 80,000 80,000 2019 120,000 120,000 325,000 325,000 220,000 220,000 400,000 400,000 30 June 1,907,000 1,907,000 Total capital expenditure Total Haast - Telemetry Haast - Disinfection upgrades programme Haast - Disinfection Haast - Treatment Components upgrade programme Haast - Treatment Haast - Replacement water treatment reservoir treatment water Haast - Replacement Fox Glacier - Telemetry Fox Fox Glacier - Disinfection upgrades programme Glacier - Disinfection Fox Fox Glacier - Mains upgrade programme Fox Components upgrade programme Glacier - Treatment Fox Fox Glacier - Seismic valves Fox Fox Glacier - Plant upgrade Fox Franz Josef - Telemetry Franz Franz Josef - Disinfection upgrades programme Josef - Disinfection Franz Franz Josef - Treatment Components upgrade programme Josef - Treatment Franz Franz Josef - Upgrade Filter Franz Franz Josef - Blower Electricts & SCADA Franz Franz Josef - Mains upgrade programme Franz Source Josef - Raw Water Franz Franz Josef - Seismic valves Franz Whataroa - Telemetry Whataroa Whataroa - Disinfection upgrades programme - Disinfection Whataroa Whataroa - Treatment Components upgrade programme - Treatment Whataroa Whataroa - Water treatment plant treatment - Water Whataroa Hari - Telemetry Hari Hari - Disinfection upgrades programme Hari - Disinfection Hari Hari - Treatment Components upgrade programme Hari - Treatment Hari - Mains upgrade programme Hari - WTP improvements Hari Hari - Water treatment plant - seismic valves treatment Hari - Water Ross - Telemetry Ross Ross - Disinfection upgrades programme - Disinfection Ross Ross - Treatment Components upgrade programme - Treatment Ross Ross - Water Source - Water Ross Ross - Replacement Membrane - Replacement Ross Ross - Building Repairs and Stabilisation - Building Repairs Ross Ross - Mains upgrade programme Ross - Pumps Replacement Ross Hokitika - Telemetry Hokitika - Disinfection upgrades programme Hokitika - Disinfection Hokitika - Treatment Components upgrade programme Hokitika - Treatment Hokitika - Generator Hokitika - Reservoir Replacement Hokitika - Reservoir Hokitika - Water meter replacements Hokitika - Water Hokitika - Pressure valve upgrade Hokitika - Pressure
112 Westland District Council ------3,131 3,131 79,115 79,115 106,071 106,071 301,518 301,518 978,591 978,591 722,064 722,064 2028 (294,697) (294,697) 1,286,327 1,286,327 (294,697) 1,318,279 1,318,279 3,607,022 3,607,022 30 June 1,023,582 1,023,582 2,370,989 2,370,989 3,689,268 3,689,268 (1,318,279) ------3,046 3,046 76,960 76,960 117,564 117,564 377,575 377,575 2027 995,575 995,575 994,705 994,705 618,000 618,000 (294,697) (294,697) 1,251,291 1,251,291 3,573,825 3,573,825 (294,697) 1,290,271 1,290,271 3,653,831 3,653,831 30 June 2,363,560 2,363,560 (1,290,272) ------2,966 2,966 60,113 60,113 74,937 74,937 129,057 129,057 947,685 947,685 903,210 903,210 2026 963,323 963,323 (294,697) (294,697) 1,218,394 1,218,394 3,475,254 3,475,254 (294,697) 3,553,157 3,553,157 2,295,137 2,295,137 30 June 1,258,020 1,258,020 (1,258,020) ------2,891 2,891 73,038 73,038 140,551 140,551 508,121 508,121 947,244 947,244 2025 458,063 458,063 966,184 966,184 (294,697) (294,697) 1,187,519 1,187,519 (294,697) 2,275,314 2,275,314 3,460,265 3,460,265 30 June 3,536,194 3,536,194 1,260,880 1,260,880 (1,260,881) ------2,817 2,817 71,187 (173,471) (173,471) 152,044 152,044 946,901 946,901 2024 940,803 940,803 (294,697) (294,697) 1,114,274 1,114,274 1,157,426 1,157,426 3,417,866 3,417,866 (294,697) 3,491,871 3,491,871 2,256,371 2,256,371 30 June 1,235,500 1,235,500 (1,235,500) ------2,749 2,749 69,451 69,451 916,151 916,151 133,018 133,018 476,760 476,760 745,280 745,280 487,848 487,848 2023 487,848 487,848 454,908 454,908 1,129,196 1,129,196 1,189,100 1,189,100 3,367,465 3,367,465 30 June 3,295,266 3,295,266 2,178,364 2,178,364 1,676,948 1,676,948 (1,189,101) ------1,455 1,455 1,455 1,455 2,684 2,684 67,823 67,823 132,961 132,961 617,964 617,964 918,343 918,343 298,016 298,016 2022 246,560 246,560 3,244,611 3,244,611 1,102,730 1,102,730 3,315,118 3,315,118 1,161,084 1,161,084 30 June 1,162,540 2,154,034 2,154,034 (1,161,085) ------2,621 2,621 47,160 47,160 66,233 66,233 152,149 152,149 776,993 776,993 918,092 918,092 2021 241,040 241,040 (492,013) (492,013) 3,635,477 3,635,477 2,147,126 2,147,126 (492,013) 1,076,885 1,076,885 1,557,206 1,557,206 1,065,193 1,065,193 30 June 3,704,332 3,704,332 (1,557,206) ------2,563 2,563 12,892 12,892 64,744 64,744 797,975 797,975 192,165 215,250 215,250 855,937 855,937 2020 1,026,117 1,026,117 2,111,026 2,111,026 4,095,877 4,095,877 1,062,924 1,062,924 4,163,183 4,163,183 2,052,157 2,052,157 30 June (1,026,040) (1,026,040) (2,052,157) (1,026,040) ------2,893 2,893 2,500 2,500 63,165 63,165 196,349 196,349 841,460 841,460 2019 787,000 787,000 (107,290) (107,290) (107,290) 2,017,183 2,017,183 2,118,812 2,118,812 1,081,003 1,081,003 1,120,000 1,120,000 30 June 4,135,995 4,135,995 4,070,330 4,070,330 1,909,893 1,909,893 (2,017,183)
------2,500 2,500 62,829 62,829 763,199 763,199 912,970 912,970 232,270 232,270 2018 615,000 615,000 866,937 866,937 450,000 450,000 (325,810) (325,810) 4,100,857 4,100,857 2,012,178 2,012,178 30 June 1,828,199 1,828,199 4,166,186 4,166,186 2,154,009 2,154,009 Annual Plan (2,154,009) Sources of Operating Funding Sources of Operating penalties rates UAGC, General rates, rates Targeted Grants, subsidies and donations Fees and charges and overheads recovered Internal charges authorities fuel tax, fines, infringement Local and other fees funding operating Total Funding of Operating Applications and suppliers Payments to staff costs Finance and overheads applied Internal charges funding applications Other operating funding operating of applications Total funding of operating Surplus/(deficit) Sources of Capital Funding Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions capital funding Other dedicated capital funding of sources Total of Capital Funding Applications - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease) capital funding of application Total of capital funding Surplus/(deficit) balance Funding PROSPECTIVE WATER SUPPLY FUNDING IMPACT STATEMENT FUNDING IMPACT SUPPLY WATER PROSPECTIVE For the years ended 30 June 2019 - 2028
Long Term Plan 113 Wastewater There are ten pump stations to assist with delivery to the wastewater treatment plants in Hokitika, Franz Josef and Haast. Council is a member of the West Coast lifelines What we do and why group. All members take an active role in Council provides wastewater services to the increasing the resilience of their own networks townships of the district to ensure the protection and developing relationships and procedures for of public health and the environment and to working together in an emergency. provide for the economic wellbeing of the district. Land remediation issues from inundation and Due to the number of tourists and industrial trucks flood damage, need to be addressed at the that visit our district every year the provision of wastewater sites at Hokitika and Franz Josef. campervan and stock effluent disposal sites is also Council will assess the treatment methods at important in order to protect our valued natural Hokitika and will consider options for the Franz environment. Josef wastewater site, including protection methods or a possible relocation of the site. The Assets It will continue to work with the West Coast We provide access to reticulated wastewater Regional Council to address the issues with the systems in Hokitika, Franz Josef, Fox Glacier and Franz Josef asset. A significant budget has been Haast. These systems service just under 2,000 included in the plan to enable the Council to properties. move forward once a solution has been identified. Number of properties connected - 3791 This is identified in the Council Plan as being loan funded, including through the central government Length of reticulation - 78,089m tourism infrastructure fund. Number of pump stations - 10 The growth of tourism of Franz Josef where there Number of manholes, is both increasing and peak demand times has inspection stations and flush tanks- 734 placed pressure on the current capacity of the wastewater system. This will also be addressed as Hokitika campervan and stock effluent disposal a part of the future solution for thus asset. site / Haast campervan effluent disposal site There are 2 public dump stations for campervan The Fox Glacier and Haast assets will be waste disposal in the district. The use of these has maintained and improved. increased with the larger volume of independent Population Wastewater Age of tourists. The stations at Hokitika and Haast flow Location served by systems system into the sewage treatment plants. system Hokitika Oxidation Effects of this activity (including 3447 pond 36.2 • Discharge of treated wastewater to the Kaniere) treatment environment Oxidation Franz 2611 pond 32.8 • Insufficient capacity during peak demand times Josef treatment • Failure of components Oxidation • Natural disasters, such as flooding or Fox 252 pond 36.7 Glacier earthquakes treatment • Lack of onsite emergency storage and pump Oxidation stations pond Haast 80 28.9 treatment The situation in 2018 with aeration There are four wastewater systems owned by Council in the district. Asset renewals have Key issues been programmed to ensure the infrastructure • Council must integrate the solutions for continues to meet the existing levels of service addressing protection works or relocation of its and comply with environmental regulations. wastewater plant with the future development opportunities in the town of Franz Josef. Future
114 Westland District Council development in the town will be provisional on is required to meet higher thresholds of effective linking of infrastructure management compliance with its wastewater schemes. with town development planning. The need to • There has been growth in privately owned and address the Franz Josef wastewater situation rented campervans which is increasing demand was hastened in early 2015 by Council’s inability for campervan effluent disposal sites. to comply with its resource consent. Council will be working with other agencies and the Where we want to be in the future Franz Josef community to identify a solution for We want to provide affordable wastewater the wastewater service. schemes for those communities needing a • Change in weather patterns and increased community scheme. seasonal tourist population also affects Council will aim to deliver wastewater treatment Council’s ability to meet the high demand for plants that will consistently meet resource treated water for the town. consent standards for discharge. We want to • In some areas, during some seasons, there is ensure there is minimal infiltration of stormwater a high overnight population, compared to the into the wastewater systems. normal resident population. • The management of wastewater is of particular An asset renewal programme will be implemented interest to Poutini Ngāi Tahu. to protect existing infrastructure. Council • New environmental standards, particularly for will continue to undertake the investigation, discharges to freshwater, mean that Council consultation, design and construction of various identified wastewater schemes and the options to mitigate the threats that the environment present to them, and they present to the environment. Key capital projects: Asset $ Timeframe Funded by Hokitika - Outfall structure 20,500 2019/20 (Year 2) 100% Loan Hokitika – Wastewater treatment plant upgrade 3,206,875 2018-2011 (Years 1 – 4) 100% Loan Hokitika - Mains upgrade programme 666,600 2018-2028 (Years 1 – 10) 100% Depreciation Hokitika - Pump upgrades 150,000 2018/19 (Year 1) 100% Depreciation Hokitika - Kaniere Road catchment 50,000 2018/19 (Year 1) 100% Loan Hokitika – Wastewater treatment plant component 5,240 2020/21 (Year 3) 100% Depreciation replacements Hokitika – District plan development contribution for 27,775 2018-2028 (Years 1 – 10) 100% Depreciation wastewater network growth Franz Josef - Wastewater treatment plant upgrade 2,250,000 2018/19 (Year 1) 100% Loan Franz Josef - Mains upgrade (increasing size of lines) 307,500 2019/20 (Year 2) 100% Depreciation Franz Josef - Mains upgrade programme 157,332 2019-2028 (Years 2 – 10) 100% Depreciation Franz Josef - – Wastewater treatment plant 5,240 2020/21 (Year 3) 100% Depreciation component replacements Franz Josef - District plan development contribution 27,775 2018-2028 (Years 1 – 10) 100% Depreciation for wastewater network growth Fox Glacier - Mains upgrade programme 175,712 2019-2027 (Years 1 – 9) 100% Depreciation Fox Glacier - Wastewater treatment plant upgrade 202,500 2018-2028 (Years 1 & 2) 100% Loan Fox Glacier - Wastewater treatment plant 5,240 2020/21 (Year 3) 100% Depreciation component replacements Fox Glacier - District plan development contribution 27,775 2018-2028 (Years 1 – 10) 100% Depreciation for wastewater network growth 2020/28 (Years 2, 4, 6, 8 Haast - Mains upgrade programme 84,285 100% Depreciation & 10) Haast - Wastewater treatment plant component 5,240 2020/21 (Year 3) 100% Depreciation replacements Haast - District plan development contribution for 27,775 2018--2028 (Years 1 – 10) 100% Depreciation wastewater network growth
Long Term Plan 115 How we want to perform Performance Performance Level of Performance Current Performance Target: Target: Service Measures 2016/17 Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) Council waste System and adequacy: The We do not have an adequate TBC TBC water systems number of dry weather system in place to differentiate are managed sewerage overflows from the dry weather sewerage overflows without risk to territorial authority’s sewerage from wet weather sewerage public health system, expressed per 1000 overflows. This mandatory sewerage connections to that national measure is completed sewerage system. unsuited to the reality our geographic environment. There was a total of 3 sewerage overflows in 2016-17 which gives a ratio of 1.5 per 1000(based on our total number of wastewater connections of 2052) which is significantly under the performance target (and based on us using the total number of overflows) Council from Discharge compliance: (a) 1 100% 100% its wastewater Compliance with the territorial (b) 0 systems are authority’s resource consent (c) 1 safe and for discharge from its sewerage compliant system measured by the (d) 0 number of: (a) Abatement notices (b) Infringement notices (c) Enforcement orders (d) Convictions Received by the territorial authority in relation those resource consents. Customers Fault response times: The wastewater fault response 100% 100% are generally Where the territorial authority time are attempted to be satisfied with attends to sewerage overflows captured in our service request the Council resulting from a blockage or system although again according wastewater other fault in the sewerage to our LTP we have said that we system system, the following median will measure this by reticulation response times measured: failure record sheets. (a) Attendance time: from the time that the territorial authority receives notification to the time that the service personnel reach the site, (2 hours) (b) Resolution time: from the time that the territorial authority receives notification that service personnel confirm resolution of the blockage or other fault (4 hours)
116 Westland District Council Performance Performance Level of Performance Current Performance Target: Target: Service Measures 2016/17 Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) Customer satisfaction: (a) 3 25 per 1000 25 per 1000 The total number of complaints (b) 2 (the 2 faults relate to received by the territorial sewage overflows as a result of authority about any of the pump issues) following: (c) 2 (a) sewage odour (d) 0 (b) sewerage systems faults Key performance measure has (c) sewerage system blockages, been met: and Total number of complaints =7 (d) the territorial authority’s Total number of connections = response to issues with its 2052 sewerage system. Complaints per 100 connections Expressed per 1000 =3.4 connections to the territorial authority’s sewerage system.
Financial Information The rationale for financing this activity Operating Expenditure 457,713 Public benefits The community as a whole benefit Other Expenditure 1,118,057 from this activity. The provision of reliable wastewater systems Paid for from: contributes to making Westland a General Rates 29,730 safe, healthy well-serviced place to Targeted Rates 1,490,831 live, work and play. Other Revenue 71,461 Private benefits Fees are charged to commercial wastewater system users and contributions are required from new For 2018/19 this activity will development to connect to systems make up 7.3% of the Council’s in order to recognise the benefits yearly expenditure the user received. Only those connected or able to connect pay a wastewater rate.
Long Term Plan 117 ------1,046 1,046 65,754 65,754 62,365 62,365 171,920 171,920 173,459 173,459 150,732 150,732 987,845 987,845 260,018 260,018 343,033 343,033 2028 (78,943) 380,680 380,680 1,840,579 1,840,579 1,981,887 1,981,887 30 June 1,902,944 1,902,944 ------1,017 1,017 65,208 65,208 60,698 60,698 30,000 30,000 256,751 256,751 182,916 182,916 148,929 148,929 979,709 979,709 340,655 340,655 2027 372,000 372,000 (86,000) 1,975,186 1,975,186 1,828,488 1,828,488 1,889,186 1,889,186 30 June ------991 59,132 59,132 64,722 64,722 145,795 145,795 192,435 192,435 164,220 164,220 335,583 335,583 252,268 252,268 2026 962,007 962,007 (91,999) 1,802,670 1,802,670 1,861,801 1,861,801 30 June 1,953,800 1,953,800 ------966 71,765 71,765 69,142 69,142 91,760 91,760 28,675 28,675 352,101 259,927 259,927 148,945 148,945 202,012 202,012 997,684 997,684 344,100 344,100 2025 (96,506) 1,934,271 1,934,271 1,862,506 1,862,506 2,030,777 2,030,777 30 June ------941 941 71,777 71,777 68,681 68,681 211,612 211,612 147,068 147,068 256,810 256,810 349,424 349,424 156,940 156,940 845,234 845,234 988,456 988,456 2024 1,847,452 1,847,452 (103,765) 1,919,229 1,919,229 30 June 2,022,994 2,022,994 ------918 71,782 71,782 40,187 40,187 40,187 40,187 27,400 27,400 68,192 68,192 974,195 974,195 144,532 144,532 221,266 221,266 345,245 345,245 253,032 253,032 2023 438,400 438,400 493,200 493,200 (110,559) 1,825,040 1,825,040 2,007,381 2,007,381 30 June 1,896,822 1,896,822 ------897 71,780 71,780 39,307 39,307 39,307 39,307 72,854 72,854 148,198 148,198 176,098 176,098 261,596 261,596 150,080 150,080 362,962 362,962 2022 1,833,165 1,833,165 1,013,264 1,013,264 (130,922) 30 June 1,904,946 1,904,946 2,035,868 2,035,868 ------876 71,723 71,723 38,427 38,427 38,427 38,427 26,200 26,200 20,960 20,960 68,868 68,868 251,166 129,564 129,564 142,863 142,863 346,743 346,743 2021 973,260 973,260 (139,771) 1,701,845 1,701,845 1,913,339 1,913,339 1,773,568 1,773,568 30 June ------856 2,222 2,222 2,222 2,222 4,556 4,556 4,556 4,556 5,694 5,694 5,694 5,694 15,375 15,375 71,664 71,664 64,957 64,957 30,750 30,750 92,250 92,250 20,500 20,500 36,900 36,900 117,587 117,587 327,710 327,710 136,219 136,219 239,321 239,321 922,841 922,841 256,250 256,250 2020 (137,532) 1,671,959 1,671,959 1,600,295 1,600,295 1,809,491 1,809,491 30 June ------835 2,778 2,778 2,778 2,778 3,333 3,333 3,333 3,333 2,222 2,222 2,222 2,222 71,461 71,461 93,103 93,103 61,866 61,866 15,000 15,000 25,000 25,000 40,000 40,000 90,000 90,000 314,119 314,119 131,484 131,484 887,637 887,637 230,323 230,323 2019 300,000 300,000 1,511,245 1,511,245 1,719,368 1,719,368 3,567,706 3,567,706 30 June 1,985,000 1,985,000 1,848,338 1,848,338 Hokitika - Water meter replacements Hokitika - Water Replacement Hokitika - Reservoir Hokitika - Seismic Valve valve upgrade Hokitika - Pressure Hokitika - WTP improvements - Pumps Hokitika - WTP improvements Hokitika - Mains upgrade programme Hokitika - Pumps Upgrade Brickfeild Hokitika - WTP improvements Hokitika - WTP improvements Hokitika - WTP improvements Arahura - Telemetry Arahura - Disinfection upgrades programme Arahura - Disinfection Arahura - Water treatment plant treatment Arahura - Water Components upgrade programme Arahura - Treatment Kumara - Telemetry Kumara Kumara - Disinfection upgrades programme - Disinfection Kumara Kumara - Treatment Components upgrade programme - Treatment Kumara Kumara -Reservoirs & Tanks -Reservoirs Kumara Kumara - Mains upgrade programme Kumara Capital Expenditure Surplus/(deficit) Hokitika Kaniere Josef Franz Glacier Fox Haast expenditure Total General Arahura Expenditure Total revenue Total Miscellaneous revenue Miscellaneous Grants, subsidies and donations Revenue Rates Fees and charges PROSPECTIVE WASTEWATER STATEMENT OF SERVICE PERFORMANCE STATEMENT WASTEWATER PROSPECTIVE For the years ended 30 June 2019 - 2028
118 Westland District Council ------18,420 18,420 54,032 54,032 28,244 28,244 68,768 68,768 2028 722,064 722,064 30 June ------216,000 216,000 2027 618,000 618,000 30 June ------51,612 51,612 65,688 65,688 211,140 211,140 410,550 410,550 2026 903,210 903,210 30 June ------17,205 17,205 26,381 26,381 508,121 508,121 2025 30 June ------62,776 62,776 49,324 49,324 2024 1,114,274 1,114,274 30 June ------12,787 12,787 12,787 12,787 12,787 12,787 12,787 12,787 40,187 40,187 40,187 40,187 40,187 40,187 10,960 10,960 2023 30 June 1,222,040 1,222,040 ------47,168 47,168 12,507 12,507 12,507 12,507 12,507 12,507 12,507 12,507 39,307 39,307 39,307 39,307 39,307 39,307 24,656 24,656 16,080 16,080 60,032 60,032 2022 544,576 544,576 30 June ------12,227 12,227 12,227 12,227 12,227 12,227 12,227 12,227 38,427 38,427 38,427 38,427 38,427 38,427 2021 288,200 288,200 30 June ------2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 4,556 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 5,694 10,250 10,250 30,750 30,750 30,750 30,750 30,750 30,750 92,250 92,250 49,200 49,200 20,500 20,500 184,500 184,500 2020 1,013,225 1,013,225 30 June ------2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 2,778 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 3,333 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 2,222 15,000 15,000 15,000 15,000 32,000 32,000 45,000 45,000 20,000 20,000 90,000 90,000 80,000 80,000 2019 120,000 120,000 325,000 325,000 220,000 220,000 400,000 400,000 30 June 1,907,000 1,907,000 Total capital expenditure Total Haast - Telemetry Haast - Disinfection upgrades programme Haast - Disinfection Haast - Replacement water treatment reservoir treatment water Haast - Replacement Components upgrade programme Haast - Treatment Fox Glacier - Telemetry Fox Fox Glacier - Disinfection upgrades programme Glacier - Disinfection Fox Fox Glacier - Treatment Components upgrade programme Glacier - Treatment Fox Fox Glacier - Seismic valves Fox Glacier - Mains upgrade programme Fox Fox Glacier - Plant upgrade Fox Franz Josef - Telemetry Franz Franz Josef - Disinfection upgrades programme Josef - Disinfection Franz Franz Josef - Treatment Components upgrade programme Josef - Treatment Franz Franz Josef - Upgrade Filter Franz Franz Josef - Blower Electricts & SCADA Franz Franz Josef - Seismic valves Franz Josef - Mains upgrade programme Franz Source Josef - Raw Water Franz Whataroa - Telemetry Whataroa Whataroa - Disinfection upgrades programme - Disinfection Whataroa Whataroa - Treatment Components upgrade programme - Treatment Whataroa Whataroa - Water treatment plant treatment - Water Whataroa Hari - Telemetry Hari Hari - Disinfection upgrades programme Hari - Disinfection Hari - Mains upgrade programme Components upgrade programme Hari - Treatment Hari Hari - Water treatment plant - seismic valves treatment Hari - Water Hari - WTP improvements Ross - Telemetry Ross Ross - Disinfection upgrades programme - Disinfection Ross Ross - Treatment Components upgrade programme - Treatment Ross Ross - Water Source - Water Ross Ross - Replacement Membrane - Replacement Ross Ross - Building Repairs and Stabilisation - Building Repairs Ross Ross - Mains upgrade programme Ross - Pumps Replacement Ross Hokitika - Telemetry Hokitika - Disinfection upgrades programme Hokitika - Disinfection Hokitika - Treatment Components upgrade programme Hokitika - Treatment Hokitika - Generator
Long Term Plan 119 ------37,237 37,237 12,280 12,280 62,365 62,365 101,368 101,368 773,257 773,257 126,484 126,484 231,056 231,056 861,193 528,769 528,769 634,493 634,493 2028 (268,494) 1,803,341 1,803,341 (268,494) 1,041,750 1,041,750 30 June 1,902,944 1,902,944 (1,041,751) ------36,223 36,223 12,000 12,000 60,698 60,698 110,400 110,400 518,485 518,485 234,861 234,861 108,670 108,670 2027 636,276 636,276 758,676 758,676 862,016 862,016 (268,494) 1,792,265 1,792,265 1,027,170 1,027,170 (268,494) 30 June 1,889,186 1,889,186 (1,027,170) ------11,730 11,730 35,271 35,271 59,132 59,132 115,973 115,973 120,819 120,819 223,759 223,759 744,553 744,553 612,004 612,004 2026 509,023 509,023 848,754 848,754 1,767,399 1,767,399 (268,494) (268,494) 1,013,047 1,013,047 1,861,801 1,861,801 30 June (1,013,047) ------11,470 11,470 71,765 71,765 34,377 34,377 123,275 123,275 701,518 701,518 105,524 105,524 818,512 818,512 223,655 223,655 2025 847,266 847,266 500,336 500,336 (268,494) 1,828,130 1,828,130 1,934,271 1,934,271 (268,494) 30 June 1,087,006 1,087,006 (1,087,006) ------71,777 71,777 11,210 11,210 33,506 33,506 115,463 115,463 677,961 677,961 130,578 130,578 223,574 223,574 491,950 491,950 2024 846,101 846,101 804,634 804,634 (268,494) 1,813,946 1,813,946 1,073,128 1,073,128 1,919,229 1,919,229 (268,494) 30 June (1,073,128) ------71,782 71,782 10,960 10,960 32,688 32,688 216,313 216,313 137,880 137,880 100,832 100,832 2023 484,279 484,279 838,472 838,472 678,064 678,064 789,856 789,856 1,792,352 1,792,352 (268,494) (268,494) 30 June 1,058,350 1,058,350 1,896,822 1,896,822 (1,058,350) ------71,780 71,780 31,922 31,922 10,720 10,720 90,310 90,310 110,416 110,416 216,831 216,831 477,286 477,286 797,890 797,890 2022 784,426 784,426 1,801,243 1,801,243 1,138,506 1,138,506 1,120,520 1,120,520 30 June 1,138,506 1,138,506 1,340,000 1,340,000 2,259,026 2,259,026 1,904,946 1,904,946 (1,120,520) ------31,174 31,174 71,723 71,723 41,355 41,355 10,480 10,480 117,376 117,376 216,772 216,772 781,062 781,062 2021 728,657 728,657 470,530 470,530 1,670,671 1,670,671 1,174,006 1,174,006 1,310,000 1,310,000 1,044,911 1,044,911 1,773,568 1,773,568 1,174,006 1,174,006 2,218,918 2,218,918 30 June (1,044,912) ------71,664 71,664 30,473 30,473 10,250 10,250 26,910 26,910 712,375 712,375 105,575 105,575 289,125 289,125 439,475 439,475 289,125 289,125 2020 464,403 464,403 978,550 978,550 202,096 202,096 693,409 693,409 1,569,821 1,569,821 1,267,675 1,267,675 (978,550) 1,671,959 1,671,959 30 June ------71,461 71,461 29,730 29,730 10,000 10,000 457,713 457,713 198,678 198,678 2019 926,315 926,315 656,391 656,391 593,065 593,065 608,750 608,750 242,000 242,000 1,481,515 1,481,515 (926,315) 30 June 1,582,706 1,582,706 1,985,000 1,985,000 2,675,000 2,675,000 2,593,750 2,593,750 3,520,065 3,520,065
------7,820 7,820 28,454 28,454 48,365 48,365 198,157 198,157 412,296 412,296 618,273 618,273 2018 100,000 100,000 493,904 493,904 503,904 503,904 1,122,177 1,045,357 1,045,357 (503,904) 30 June 2,593,904 2,593,904 2,090,000 2,090,000 2,000,000 2,000,000 Annual Plan 2,090,000 2,090,000 g Sources of Operating Funding Sources of Operating penalties rates UAGC, General rates, rates Targeted Grants, subsidies and donations Fees and charges and overheads recovered Internal charges authorities fuel tax, fines, infringement Local and other fees funding operating Total Funding of Operating Applications and suppliers Payments to staff costs Finance and overheads applied Internal charges funding applications Other operating funding operating of applications Total funding of operating Surplus/(deficit) Sources of Capital Fundin Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions capital funding Other dedicated capital funding of sources Total of Capital Funding Applications - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease) capital funding of application Total of capital funding Surplus/(deficit) balance Funding PROSPECTIVE WASTEWATER FUNDING IMPACT STATEMENT FUNDING IMPACT WASTEWATER PROSPECTIVE For the years ended 30 June 2019 - 2028
120 Westland District Council Stormwater year. In Hokitika there are 14 basic stormwater systems that primarily drain water from the roads. Only Hokitika has reticulation for properties. The majority of the stormwater reticulation is gravity What we do and why fed with a total of six pump stations in Hokitika. Stormwater is drained to the sea, waterways or Council provides reticulated stormwater to the land. township of Hokitika and roadside drainage to the remainder of the townships of the district to All of the stormwater systems are generally ensure protection of public health and safety, and meeting service requirements however there may the environment. still continue to be surface flooding occurring in parts of Hokitika as a result of heavy rains. The Assets The smaller stormwater schemes mainly comprise Key issues open channels as part of the street drainage • Ageing infrastructure system to collect road surface run off, these are • Unknown data for reticulation maintained under the Transportation activity. • Increased ratepayer expectations especially in Number of properties connected 508 the urban fridge areas • The management of stormwater is of particular Length of Reticulation 51,518m interest to Poutini Ngāi Tahu. Number of pump stations 6 Where we want to be in the future Number of Manholes and sumps 1,228 We are currently investing and preparing Effects of this activity catchment designs to determine the key stormwater vulnerabilities. On occasion there has been surface flooding in Hokitika. There is a risk that in unforeseen events We want to ensure there is minimal adverse such as power outages, flooding of habitable effects on the environment through the discharge properties could occur if the pump stations do of stormwater. We want to be in a situation where not operate. the stormwater systems will be able to respond to any increased rainfall levels within a normalised The situation in 2018 range. The Council underwent a $1 million upgrade of the stormwater assets in the 2016/17 financial
Key capital projects Asset $ Timeframe Funded by Hokitika - Mobile generator 30,000 2018/19 (Year 1) 100% Loan Hokitika - Mains upgrade programme 277,750 2018-2028 (Years 1 – 10) 100% Depreciation Hokitika - Pump upgrades 2,604,640 2018-2022 (years 1 – 4) 100% Loan Hokitika - Pipe open drain (Richards Drive) 245,840 2020-2022 (Years 3 & 4) 100% Loan Hokitika - Extension Weld St 130,000 2018/19 (Year 1) 100% Loan Hokitika - Realignment Beach St 225,000 2018-2020 (Years 1 & 2) 100% Loan Hokitika - Extension Jollie St 240,000 2018/19 (Year 1) 100% Loan Hokitika - River outfall flap gates 31,450 2019-2022 (Years 2 – 4) 100% Loan Hokitika - Mains upgrade new developments 111,100 2018-2028 (Years 1 – 10) 100% Loan
Long Term Plan 121 How we want to perform Performance Performance Level of Performance Current Performance Target: Target: Service Measures 2016/17 Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) Council storm System adequacy: (a) 0 (a) 2 (a) 2 water systems (a) The number of flooding (b) 0 (b) 10 per 1000 (b) 10 per 1000 have the events that occur in a territorial capacity to authority district resist major (b) For each flooding event, storms and the number of habitable floors flooding affected (expressed per 1000 events properties connected to the territorial authority’s storm water system) Requests for Response times: N/A as no flooding events 100% 100% service are The median response time occurred dealt with to attend a flooding event, promptly measured from the time that the territorial authority receives notification to the time that service personnel reach the site (1 hour) Customer satisfaction: Key performance measure 10 per 1000 10 per 1000 The number of complaint condition has not been met: received by a territorial authority Total number of connections about the performance of its =508 storm water system, expressed Total number of complaints = 11 per 1000 properties connected Complaints per 1000 to the territorial authority’s storm connections = 21.7 water system Council storm Discharge compliance: (a) 0 100% 100% water systems Compliance with the territorial (b) 0 protect authority’s resource consents (c) 0 the natural for the discharge from its storm (d) 0 environment water system, measured by the number of: 100% discharge compliance achieved. (a) Abatement notices (b) Infringement notices (c) Enforcement orders and (d) convictions
122 Westland District Council Financial Information The rationale for financing this activity Operating Expenditure 109,511 Public benefits The Hokitika community as a whole Other Expenditure 452,849 benefit from this activity. Stormwater disposal systems contribute to Paid for from: making Westland a safe, healthy General Rates - place to live, work and play. Targeted Rates 575,971 Private benefits Stormwater activities are included Other Revenue - in the community rates for Hokitika communities that have access to this service. For 2018/19 this activity will make up 2.6% of the Council’s yearly expenditure
Long Term Plan 123 ------12280 30,700 30,700 88,047 88,047 42,980 42,980 785,935 785,935 2028 697,889 697,889 785,935 785,935 697,889 697,889 30 June ------12000 83,408 83,408 30,000 30,000 42,000 42,000 787,192 787,192 787,192 787,192 2027 703,784 703,784 703,784 703,784 30 June ------11730 29,325 29,325 41,055 41,055 78,635 78,635 777,901 777,901 777,901 777,901 2026 699,267 699,267 699,267 699,267 30 June ------11470 28,675 28,675 83,122 83,122 40,145 40,145 713,341 713,341 713,341 713,341 796,462 796,462 2025 796,462 796,462 30 June ------11210 39,235 39,235 28,025 28,025 78,386 78,386 717,020 717,020 717,020 717,020 795,407 795,407 2024 795,407 795,407 30 June ------10960 73,511 73,511 27,400 27,400 38,360 38,360 715,779 715,779 715,779 715,779 2023 789,290 789,290 789,290 789,290 30 June ------10720 10,720 10,720 71,236 26,800 26,800 787,723 787,723 716,487 716,487 787,723 787,723 716,487 716,487 214,400 214,400 128,640 128,640 2022 391,280 30 June ------10480 15,720 15,720 31,440 31,440 10,480 10,480 51,854 51,854 26,200 26,200 723,752 723,752 723,752 723,752 2021 671,898 671,898 671,898 671,898 901,280 901,280 995,600 995,600 30 June ------10250 10,250 10,250 25,625 25,625 61,500 61,500 26,552 26,552 717,500 717,500 608,417 608,417 581,865 581,865 2020 608,417 608,417 307,500 307,500 102,500 102,500 581,865 581,865 205,000 205,000 1,440,125 1,440,125 30 June ------10000 13,612 13,612 25,000 25,000 50,000 50,000 30,000 30,000 20,000 20,000 20,000 523,173 523,173 523,173 523,173 2019 509,562 509,562 130,000 130,000 509,562 509,562 100,000 100,000 240,000 240,000 825,000 825,000 200,000 200,000 30 June Revenue Rates revenue Miscellaneous revenue Total Expenditure Stormwater expenditure Total Surplus/(deficit) Capital Expenditure Hokitika - Mobile generator Hokitika - Mains upgrade programme Hokitika - Pump upgrade (Bealey) Hokitika - Pump upgrade (Tancred) Hokitika - Pump upgrade (Sewell) Hokitika - Pump upgrade (Rolleston) Hokitika - Pump upgrade (Hoffman) Hokitika - Pump upgrade (Livingstone) Hokitika - Pump upgrade (Kaniere) Drive) Hokitika - Pipe open drain (Richards St Hokitika - Extension Weld Beach St Hokitika - Realignment Hokitika - Extension Jollie St Hokitika - River outfall flap gates Hokitika - Mains upgrade new developments capital expenditure Total PROSPECTIVE STORMWATER STATEMENT OF SERVICE PERFORMANCE STATEMENT STORMWATER PROSPECTIVE For the years ended 30 June 2019 - 2028
124 Westland District Council ------12,280 12,280 30,700 30,700 137,164 137,164 165,137 165,137 108,127 108,127 127,520 127,520 785,935 785,935 375,507 375,507 785,935 785,935 2028 170,500 170,500 410,428 410,428 (375,508) (205,008) (205,008) 30 June ------12,000 12,000 123,111 123,111 116,110 116,110 30,000 30,000 165,111 165,111 787,192 787,192 167,856 167,856 133,428 133,428 787,192 787,192 417,394 417,394 2027 369,798 369,798 (369,799) (204,688) (204,688) 30 June ------11,730 11,730 29,325 29,325 777,901 777,901 118,553 118,553 777,901 777,901 159,922 159,922 129,920 129,920 124,080 124,080 413,922 413,922 2026 159,608 159,608 363,979 363,979 (204,371) (204,371) (363,979) 30 June ------11,470 11,470 28,675 28,675 133,746 133,746 159,847 159,847 173,891 173,891 126,628 126,628 132,038 132,038 418,514 418,514 796,462 796,462 377,949 377,949 2025 796,462 796,462 (377,949) (204,058) (204,058) 30 June ------11,210 11,210 28,025 28,025 123,419 123,419 129,221 129,221 159,790 159,790 139,985 139,985 795,407 795,407 372,213 423,193 423,193 795,407 795,407 168,456 168,456 2024 (203,757) (372,213) (203,757) 30 June ------27,400 27,400 10,960 10,960 147,920 147,920 124,542 124,542 120,409 120,409 154,600 154,600 2023 366,361 366,361 789,290 789,290 162,902 162,902 789,290 789,290 422,929 422,929 (203,459) (366,361) (203,459) 30 June ------26,800 26,800 117,587 117,587 141,357 141,357 787,723 787,723 150,814 150,814 787,723 787,723 154,970 154,970 413,913 413,913 168,285 168,285 2022 168,285 168,285 364,480 364,480 373,809 373,809 542,094 542,094 (373,809) 30 June ------26,200 26,200 114,831 114,831 109,311 109,311 170,757 170,757 723,752 723,752 821,675 821,675 154,928 154,928 723,752 723,752 821,675 821,675 2021 379,070 379,070 969,400 969,400 344,682 344,682 1,166,357 1,166,357 (344,682) 30 June ------57,149 57,149 25,625 25,625 112,249 112,249 191,955 191,955 144,439 144,439 608,417 608,417 313,837 313,837 608,417 608,417 2020 294,580 294,580 1,414,500 1,414,500 1,337,500 1,337,500 1,337,500 1,337,500 (294,580) 30 June 1,632,080 1,632,080 ------27,392 27,392 25,000 25,000 109,511 109,511 523,173 523,173 141,996 141,996 182,274 182,274 523,173 523,173 2019 244,274 244,274 763,000 763,000 278,899 278,899 763,000 763,000 800,000 800,000 (244,274) 1,007,274 1,007,274 30 June
------74,098 74,098 44,945 44,945 175,357 175,357 (57,474) 557,536 557,536 (57,474) 557,536 557,536 263,136 263,136 2018 205,662 205,662 205,662 205,662 294,400 294,400 (263,136) 30 June Annual Plan Sources of Operating Funding Sources of Operating penalties rates UAGC, General rates, rates Targeted Grants, subsidies and donations Fees and charges and overheads recovered Internal charges authorities fuel tax, fines, infringement Local and other fees funding operating Total Applications of Operating Funding of Operating Applications and suppliers Payments to staff costs Finance and overheads applied Internal charges funding applications Other operating funding operating of applications Total Surplus/(deficit) of operating funding of operating Surplus/(deficit) Sources of Capital Funding Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions capital funding Other dedicated capital funding of sources Total of Capital Funding Applications Capital expenditure - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease) capital funding of application Total of capital funding Surplus/(deficit) balance Funding PROSPECTIVE STORMWATER FUNDING IMPACT STATEMENT FUNDING IMPACT STORMWATER PROSPECTIVE For the years ended 30 June 2019 - 2028
Long Term Plan 125 Solid Waste Waste minimisation activities include education about, and promotion of, recycling, home composting and various other waste minimisation methods. What we do and why Solid waste and recyclables are collected from Council is responsible for encouraging efficient the kerbside in Kumara, Ross, Hokitika and Kaniere and sustainable management of solid waste. townships, and the main roads in between, on We have a plan in place for the management of alternate weeks. Council provides transfer stations solid waste which includes the reduction, re-use, and landfills for the communities in Westland to recycling and recovery of waste, as well as the recycle and dispose of their waste. disposal of waste which cannot be recycled. Waste minimisation through recycling and other We manage solid waste across Westland District, methods has been steadily increasing for the including waste and recycling collection (pick-up) past 10 years. The Waste Minimisation Act 2008 in the northern and southern parts of the district places additional responsibilities on the operators and the provision of transfer stations and disposal of waste disposal facilities to weigh or measure sites serving all townships. waste and collect a levy on every ton of material that goes to landfill. This levy is then passed on to The assets the Ministry for the Environment and part of the Transfer stations Hokitika, Ross, Kumara, Hari funds are returned to Council to assist with waste Hari, Haast, Whataroa, Franz Josef and Fox Glacier minimisation initiatives and activities. Open landfills Butlers and Haast The Waste Management and Minimisation Plan is currently under review at a regional level. Closed landfills Kumara, Franz Josef and Hokitika The management of solid waste is an issue that is The assets have been performing well and are important to the community. Council will continue primarily in good condition. to work with the EnviroSchools agency and Paper Effects of this activity for Trees. Poutini Ngai Tahu are also interested in supporting Council’s waste minimisation initiatives. Potential for landfill to release damaging leachate and gases into the environment. Summary of Waste Management and Potential damage to the environment through Minimisation Plan littering and the illegal dumping of waste. This business activity operates under a comprehensive Waste Management and The situation in 2018 Minimisation Plan prepared in accordance with Council has obligations under legislation the Local Government Act 2002. including the Waste Minimisation Act 2008, Local Council’sintegrated waste management strategy Government Act 2002, Resource Management Act is based on the following hierarchy and listed in 2001, Hazardous Substances and New Organisms order of priority: Act 1996. Obligations also exist from various resource and land use consents granted for our • Reducing the amount of material that enters facilities (including landfills) by the West Coast the waste stream Regional Council and the Westland District Council. • Reusing as much material as possible • Recycling as much material as possible We have decided to adopt a user-pays approach to this activity where the person who creates • Recovering as much material or energy as the waste pays for its disposal. This has been a possible cause of concern with some communities who • Residual management (including disposal to believe that the fees and charges are too high, landfill) once the solid waste stream has been and consequently chooseto illegally dump waste. reduced in each of the above stages. Council takes a hard line on the illegal disposal of The waste from transfer stations and kerbside waste through the use of infringements. collections around the district is deposited in the landfills at Butlers and Haast.
126 Westland District Council Effective and efficient waste management and Where we want to be in the future minimisation planning is underpinned by the Councils want to have a waste management central government’s three core goals as stated in system that minimises waste to landfill and is the New Zealand Waste Standards: financially and environmentally sustainable. • To lower the cost of waste and risk to society The aim is to divert reasonable and achievable • To reduce environmental damage from quantities of waste from the landfill. This will generational disposal of waste involve not only reducing waste to the landfill but • To increase economic benefits by using also increasing the amount of recycling carried material resources more efficiently out by households and businesses. Effective and efficient waste management and We want to have an educated community minimisation is achieved when less waste is sent committed to waste minimisation, and Council is to the landfill, when resources are used wisely, planning on being more active in waste education when the economic cost of managing waste is over the life of the Plan. Council would like to reduced thereby minimising societal costs and review the balance between funding this activity risks. through user charges and the general rate, and will consult with the community on any proposals Key issues to change this funding policy. Closed landfills require monitoring and additional capping from • Ability of the community to embrace waste time to time and this cost has to be funded. It is minimisation likely that environmental standards in this activity • Setting charges at a level that encourages waste will only become more stringent over time, and reduction but does not result in increased illegal Council must be ready to respond to changing disposal of waste to the environment legislation if it happens. • Reduction in tonnages of waste because of the current disposal fees Council will continue to provide waste and • Close Landfill Capping Projects recycling services at current levels of service at the existing sites. • Legislation may change – e.g. waste levy • Increasing the level of communication and education to the community • Opening hours at transfer stations that suit the community
Key capital projects Asset $ Timeframe Funded by Franz Josef - Landfill final capping 25,625 2019/20 (Year 2) 100% Loan Butlers - Site shed 15,000 2018/19 (Year 1) 100% Loan Butlers - Intermediate capping 228,575 2019/20 (Year 2) 100% Loan Haast - Preparation for new cell 10,000 2018/19 (Year 1) 100% Loan Haast – Capping 52,400 2020/21 (Year 3) 100% Loan
Long Term Plan 127 How we want to perform Performance Performance Performance Current Target: Target: Level of Service Measures Performance Years 1 to 3 Years 4 to 10 (2018-2021) (2022 – 2028) All necessary consents for solid A review is underway Solid waste waste activities and capital of the compliance is managed 100% 100% projects are applied for, held and and monitoring for appropriately monitored accordingly all other sites 3x schools per Education about 3x schools per annum waste minimisation Number of visits to schools and 1 x school; 1 x annum 3x community is provided to the community groups community group 3x community groups per community groups per annum annum
Financial Information The rationale for financing this activity Operating Expenditure 1,709,641 Public benefits Public benefit by waste disposed of Other Expenditure 602,269 conveniently and correctly within the statutory requirements set by Paid for from: the New Zealand Government. The General Rates 764,462 public also benefits from Council Targeted Rates 732,555 taking care of illegal waste disposal. Other Revenue 822,087 Private benefits Rates and fees are charged to recognise the benefits the user receives. For 2018/19 this activity will make up 10.7% of the Council’s yearly expenditure
STATEMENT OF ANY VARIATION BETWEEN THIS PLAN AND COUNCIL’S EXISTING ‘ASSESSMENT OF WATER AND SANITART SERVICES” AND ITS “WASTE MANAGEMENT PLAN” There are no significant variations between the proposals outlined in the long term plan and the Council’s: (a) Assessment of Water and other Sanitary Services (as prepared under section 125 of the Local Government Act 2002) (b) Waste Management Plans (as adopted under section 43 of the Waste Minimisation Act 2008); and (c) Westland District Council Water Supply Bylaw 2016 These documents can be obtained from the Council offices.
128 Westland District Council ------15,917 15,917 917,533 917,533 2028 1,818,617 1,818,617 1,722,395 1,722,395 1,029,673 1,029,673 30 June 2,736,150 2,736,150 2,752,068 2,752,068 ------8,111 8,111 2027 892,542 892,542 2,707,111 2,707,111 1,001,627 1,001,627 1,705,484 1,705,484 1,806,458 1,806,458 30 June 2,699,000 2,699,000 ------2,266 869,077 869,077 2026 975,294 975,294 1,768,945 1,768,945 30 June 1,664,994 1,664,994 2,638,022 2,638,022 2,640,288 2,640,288 ------80 2025 847,054 847,054 950,579 950,579 1,748,457 1,748,457 1,645,012 1,645,012 2,595,511 2,595,511 30 June 2,595,591 2,595,591 ------4,674 4,674 2024 825,588 825,588 926,490 926,490 1,721,973 1,721,973 1,625,745 1,625,745 2,547,561 2,547,561 30 June 2,552,235 ------6,497 6,497 2023 805,452 805,452 903,893 903,893 1,687,784 1,687,784 30 June 1,595,840 1,595,840 2,499,733 2,499,733 2,493,236 2,493,236 ------2,985 2,985 786,574 786,574 2022 882,708 882,708 1,673,878 1,673,878 1,580,729 1,580,729 30 June 2,463,437 2,463,437 2,460,452 2,460,452 - - - - - 52,400 52,400 (3,847) 52,400 52,400 768,139 768,139 2021 862,020 862,020 1,658,133 1,658,133 1,560,405 1,560,405 30 June 2,426,272 2,426,272 2,422,424 2,422,424 - - - - 25,625 25,625 228,575 228,575 2020 750,869 750,869 (16,202) 842,639 842,639 254,200 254,200 1,498,103 1,498,103 1,606,075 1,606,075 30 June 2,340,742 2,340,742 2,356,943 2,356,943 - - - - 15,000 15,000 10,000 10,000 25,000 25,000 732,555 732,555 2019 822,087 822,087 (16,067) 1,474,089 1,474,089 1,579,688 1,579,688 30 June 2,312,243 2,312,243 2,296,176 2,296,176 Revenue Rates Fees and charges revenue Miscellaneous revenue Total Expenditure collection Refuse station Transfer expenditure Total Surplus/(deficit) Capital Expenditure Josef - Landfill final capping Franz Butlers - Site Shed capping Butlers - Intermediate new cell for Haast - Preparation Haast - Capping capital expenditure Total PROSPECTIVE SOLID WASTE STATEMENT OF SERVICE PERFORMANCE STATEMENT SOLID WASTE PROSPECTIVE For the years ended 30 June 2019 - 2028
Long Term Plan 129 ------40,203 40,203 917,533 917,533 394,155 394,155 176,366 176,366 2028 804,862 804,862 (176,366) 2,141,344 2,141,344 1,029,673 1,029,673 (176,366) (176,366) 30 June 2,575,702 2,575,702 2,752,068 2,752,068 ------47,081 47,081 812,942 812,942 2027 176,366 176,366 892,542 892,542 400,645 400,645 (176,366) 2,707,111 2,707,111 1,001,627 1,001,627 (176,366) (176,366) 30 June 2,530,746 2,530,746 2,083,020 2,083,020 ------53,959 53,959 795,917 795,917 381,707 381,707 869,077 869,077 975,294 975,294 176,366 176,366 2026 (176,366) (176,366) (176,366) 2,028,257 2,028,257 30 June 2,463,923 2,463,923 2,640,288 2,640,288 ------60,837 60,837 797,958 797,958 381,529 381,529 847,054 847,054 176,366 176,366 2025 950,579 950,579 (176,366) (176,366) (176,366) 1,976,859 1,976,859 2,419,225 2,419,225 30 June 2,595,591 2,595,591 ------67,716 67,716 381,391 381,391 176,366 176,366 2024 800,156 800,156 825,588 825,588 926,490 926,490 (176,366) (176,366) (176,366) 1,926,763 1,926,763 30 June 2,552,235 2,375,869 2,375,869 ------74,594 74,594 176,366 176,366 2023 805,452 805,452 790,389 790,389 903,893 903,893 369,005 369,005 (176,366) 1,879,768 1,879,768 (176,366) (176,366) 30 June 2,499,733 2,499,733 2,323,368 2,323,368 ------81,472 81,472 794,155 794,155 786,574 786,574 176,366 176,366 2022 882,708 882,708 369,888 369,888 1,835,711 1,835,711 (176,366) (176,366) (176,366) 2,287,072 2,287,072 30 June 2,463,437 2,463,437 ------52,400 52,400 86,205 86,205 52,400 52,400 173,746 173,746 768,139 768,139 369,787 369,787 2021 792,266 792,266 862,020 862,020 (121,346) (173,746) (121,346) 1,792,687 1,792,687 30 June 2,422,424 2,422,424 2,248,679 2,248,679 ------82,571 82,571 93,164 93,164 93,164 93,164 747,234 747,234 344,753 344,753 161,036 161,036 2020 750,869 750,869 842,639 842,639 254,200 254,200 254,200 254,200 (161,036) 1,752,382 1,752,382 2,179,706 2,179,706 30 June 2,340,742 2,340,742 ------87,828 87,828 15,000 15,000 10,000 10,000 25,000 25,000 741,535 741,535 732,555 732,555 338,921 338,921 159,786 159,786 2019 822,087 822,087 (134,786) 1,709,641 1,709,641 (159,786) (134,786) 30 June 2,296,176 2,296,176 2,136,390 2,136,390
------32,000 32,000 787,720 787,720 732,555 732,555 346,775 346,775 109,287 109,287 2018 189,970 189,970 780,820 780,820 (32,000) (189,970) 2,111,124 2,111,124 (189,970) (189,970) 1,655,063 1,655,063 30 June 2,301,094 2,301,094 Annual Plan Sources of Operating Funding Sources of Operating Total operating funding operating Total costs Finance and overheads applied Internal charges funding applications Other operating Grants, subsidies and donations capital funding of sources Total of Capital Funding Applications Capital expenditure - meet additional demand Capital expenditure service level of - improve Capital expenditure existing assets - replace Capital expenditure in reserves Increase/(decrease) investments of Increase/(decrease) capital funding of application Total of capital funding Surplus/(deficit) balance Funding General rates, UAGC, rates penalties rates UAGC, General rates, rates Targeted Grants, subsidies and donations Fees and charges and overheads recovered Internal charges authorities fuel tax, fines, infringement Local and other fees and suppliers Payments to staff funding operating of applications Total funding of operating Surplus/(deficit) contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Lump sum contributions capital funding Other dedicated Applications of Operating Funding of Operating Applications Sources of Capital Funding PROSPECTIVE SOLID WASTE FUNDING IMPACT STATEMENT FUNDING IMPACT SOLID WASTE PROSPECTIVE For the years ended 30 June 2019 - 2028
130 Westland District Council KEY STRATEGIES KEY STRATEGIES
Long Term Plan 131 FINANCIAL STRATEGY
This document is prepared in accordance with Significant Factors the requirements of section 101 (A) of the Local Government Act 2002. This financial strategy is influenced by key assumptions about the factors that are expected to have a significant impact on Council’s ability to Purpose achieve its vision.
The purpose of the financial strategy is to: Population Changes a. facilitate prudent financial management Council has adopted the Statistics NZ medium by providing a guide for Westland District growth rate. As at October 2013 this estimated Council to consider proposals for funding and a virtually static population in the Westland with expenditure against; and 0.14% annual growth until year 10 when the b. provide a context for consultation on the growth rate is expected to be static. This suggests Council’s proposals for funding and expenditure there should be no significant capacity issues with by making transparent the overall effects Westland’s infrastructure. of those proposals on the local authority’s The valuer-general instructed Quotable Value services, rates, debt, and investments. and other service providers to amalgamate Westland District Council’s financial strategy has separate farm lands back into single assessments been formulated with regards to Council’s vision: during the 2017 revaluation process. The valuer- general introduced the rule that land in the same “We work for the people of Westland to grow and ownership which was adjoining and was used as a protect our communities, our economy and our farm was to be valued as one rating unit regardless unique natural environment” of how many titles were involved, this will come The strategy provides a framework within which into effect for WDC in 2018-19 financial year. these objectives can be delivered through The effect is estimated to reduce the number of financially prudent and sustainable principals rateable properties by 115 and the forecast rating throughout the 10 year period of the Long Term units below reflects this from year one. Plan 2018-28. The forecast number of rating units each year is shown below:
Year 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Rating units 6,678 6,563 6,572 6,581 6,590 6,599 6,607 6,616 6,625 6,634 6,643
132 Westland District Council However the forecast profile of Westland’s Land Use population brings some inherent challenges: Council’s rating base is represented by the 1. Operating and renewal costs will inevitably rise, following property types: and these costs will need to be affordable to a Westland Ratepayers sparse and static population. 2. Council services in Westland are subject to high 418 1,373 seasonal tourist demand, which means that 2,705
some service capacity must be built into our Residential asset management and operational plans. This Rural strategy interlocks with Council’s infrastructure 2,089 Rural Residential strategy. Council have decided to upgrade Commercial rather than renew these assets to include extra capacity instead of renewing these assets. As of January 2018 3. As illustrated below, Westland is predicted to experience an ageing population over the life The main enterprises in the district are tourism of this Long Term Plan. It is forecast that the and dairy farming. The proportions are not number of residents aged over 65 will increase expected to change significantly during the life of by 41% over the 10 year period of this plan, this plan. and that this age group will increase from 19% to 26% of the resident population. This will Operating Costs significantly impact not only the type and mode of services that Council provides, but also its With the exception of the following material items, affordability thresholds as it can be expected the cost of maintaining current levels of service is that rates will become a higher proportion of forecast only to move with inflation. average household income. Item Cost for the LTP Rolling review of the District Plan: Westland Age Demographic Forecast This is a statutory Additional $75,000 per requirement and annum for four years overdue; made up of 2018/19 to 2021/22 numerous components 3500 This is similar to the 3000 previous LTP, increased to 2018 2500 reflect the requirements of 2000 2023 new standards. 1500 2028 1000 Data collection of $25,000 has been included 500 0 community and for each of the first five 0 -14 15-39 40-64 65+ infrastructure assets to years of the plan 2018/19 Age Group facilitate reliable asset to 2022/23 management plans Condition assessments $25,000 each year of infrastructure assets on an ongoing basis
Long Term Plan 133 Capital Expenditure have an expected life of 80 to 100years. The Although minimal population growth is anticipated depreciation rates used are averages based on in the district, substantial capital expenditure will current information. As asset management data be required on a renewals programme that will is further refined these depreciation rates will be maintain the current levels of service. In Council’s reviewed and adjusted accordingly. Infrastructure Strategy it is noted that a number of The plan also contains operational projects to the district’s assets are approaching or past their continue the development of asset management expected useful economic lives. Gap analysis information and condition assessments so that identifies substantial gaps between the asset over the course of the 30 year infrastructure replacement programme recommended by the strategy the renewals programme is accelerated asset management system, based on the nominal and these gaps are observed to continue to close. lives of the assets, and the capital expenditure Council adopted a policy of restricting the contained in the financial forecasts in the 10 years proportion of depreciation cost that was of this plan. There are two reasons for this: recovered through rates, while other more urgent 1. The asset lives contained in the asset funding gaps were addressed. This policy has management system are the nominal lives of now unwound and since 2017-18 financial year, the assets when they were installed. They do Council now fully funds depreciation. This means not represent the actual rate of deterioration that, through a basket of funding mechanisms, in the assets, and thus the depreciation rates Council is able to fully fund its expected asset applied are theoretical, calculated by reference renewals throughout the life of this plan. to installation dates. The available information The significant items in the capital expenditure from performance monitoring and physical programme relate to the changes in drinking inspection of the assets has demonstrated water standards, and the cost to meet these that only certain components will be at risk standards estimated to be $2.0 million. of failure in the first 10 years. Therefore the Although the extent of the impact is not yet fully financial forecasts contain only renewals that understood, Council have reflected estimated are deemed essential in the medium term, costs of upgrades to water treatment plants to but depreciation continues to be charged meet these new standards. Westland District on the whole asset. Currently depreciation Council will seek external funding where possible charges are conservatively calculated based on to fund these upgrades. the above theoretical asset lives and applied on a straight line basis. In the asset renewals The expected capital expenditure on network programme proposed for the 10 years of this infrastructure to maintain existing levels of service plan, the asset renewals income generated by is illustrated below: recovering depreciation costs will exceed the cost of these renewals. The reserves generated by this will accumulate to $15 million by the end of the ten year period. This position will be reviewed regularly, and if appropriate depreciation rates will be adjusted, to ensure that the levels of funding generated synchronise with the updated asset renewals programme. Depreciation rates were reviewed as part of the Infrastructure revaluation process year ended June 2016. These items are included as part of the NZTA total 2. Although information for most large assets roading capital programme which is viewed as has improved, the analysis into components maintaining levels of service. is still limited, and this can have a material effect on depreciation rates. For example, in the case of water supply, a pump will have an expected life of 10 years, while pipework could
134 Westland District Council The policies of national governing bodies are a major determinant of the affordable levels of service that can be provided, for example the Funding Assistance Rate administered by NZTA. Interest rates and inflation are factored into Council’s financial forecasts. The former are derived from Treasury forecasts using Council’s current cost of finance as a baseline and are used to ensure that Council’s debt position and debt servicing capability remain within policy parameters. These are examined further below The peaks in water supply in year one and two and in detail in the Liability Management Policy. relate to mains replacements throughout the Council recognises that different types of district $530,000, in year six, replacement of the expenditure have varying inflation factors. Asset Hokitika water reservoir $845,000 and in year management plans have been prepared at the eight, replacement of the Haast water reservoir component level so that a discounted price index $411,000, Replacement of the Ross membranes for each asset class can be derived. Similarly $211,000 and $216,000 in years eight and nine. separate inflation rates have been calculated for Improvements to the Hokitika Water Treatment specific types of expenditure within operational Plant in years nine $372,000 and ten $380,000. budgets. The rates used are in line with BERL The peak in Wastewater in year one is due to guidance. replacement of the pump at Kaniere $130,000. Other Factors Sources of Funding It is assessed that other factors affecting Council’s ability to maintain existing levels of service and Operating Revenue to meet additional demands for services will be The expected revenues by major source are regulatory, national policy and macroeconomic. shown in the table below: Activity plans have been formulated with consideration of known and anticipated regulatory developments in their respective areas, such as drinking water standards.
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Rates 15,036 15,448 15,891 16,101 16,032 16,310 16,775 16,991 17,163 17,450 17,521 Subsidies 4,626 5,696 3,793 3,876 3,965 4,060 3,143 4,262 4,372 4,490 4,616 & grants Fees & 2,409 1,840 1,885 1,929 1,970 2,019 2,059 2,107 2,163 2,210 2,265 charges Interest & 622 609 619 631 643 656 670 683 699 716 734 Dividends Others 974 731 742 757 772 788 810 839 845 865 886 TOTAL 23,669 24,324 22,930 23,294 23,384 23,832 24,472 24,883 25,242 25,730 26,022
Long Term Plan 135 Rates Targeted Rates While Council will seek to maximise all other Where specific users can be readily identified, for income sources in preference to rates, this will example utilities and refuse collection, the costs remain by far the greatest proportion of income. of providing these services are recovered through Within its rating methodology, Council seeks targeted rates. This includes the rate associated wherever possible to achieve an appropriate link with the debt repayment and demand driven between the types and amounts of rates and the increased running costs of the Hokitika Water delivery of benefit. The ratios and factors affecting Treatment Plant Upgrade over the first three years the differentials are reviewed annually. of the plan. The rates system contains the following features: The graph below illustrates the forecast rates by type: Capital Value Based General Rate The general rate is used to recover the cost of those services that benefit the entire district and cannot be attributed to specific groups or users. Council set and assess the general rate using capital value because it believes this naturally identifies the use of land, and hence its demand for services and resources, rather than just its location.
Uniform Annual General Charge In setting a level for the Uniform Annual General Charge, Council recognises that a rating system with a high proportion of rates charged on a Subsidies & Grants uniform basis can be regressive and compromises The largest single area of expenditure is on the the benefits of employing a capital value based transportation network. Council optimises the general rate. Council seeks to attain a balance NTZA Funding Assistance Rate by satisfying in its rating system where everyone pays a the requirements for an approved roading reasonable share. Therefore, the proportion of programme. The District receives 59% funding on the general rate that is applied through the UAGC qualifying expenditure in 2018/19 with 100% on will be reviewed annually subject to the limits special purpose roads. These factors are set for prescribed by the Local Government (Rating) Act three years, after which these rates may change. 2002. For the purposes of this plan, these rates have been carried over the 10 years. Community Rates Other grants where Council may qualify, are from Eight community zones have been created Ministry of Health towards the upgrade of Water with targeted rates attached for local amenities, Treatment Plants, and certain community activities projects and services. This gives each township also qualify for grant funding. community the opportunity to directly influence the levels of service provided in their area, and at Included in Grants and Subsidies is Tourism what cost. Infrastructure Funding ($1.9 million) which is already approved, towards the Franz Josef Differentials sewerage plant and ponds upgrade in year 1 of Council has identified four sectors, based on land the plan. use, for which differentials are applied to both the General Rate and the Community Rates. These Fees & Charges are used to determine what proportions of each A ‘user pays’ philosophy is widely advocated. rate should be applied to each sector. Where activities are sufficiently divisible to identify discrete user groups, some of the cost of provision is directly recovered through fees. Examples are solid waste management, licensing, consents and dog registration.
136 Westland District Council Solid waste management has two distinct The forecast capital expenditure by funding components; being delivery to landfill and source is shown below treatment on site. Where delivery is by kerbside collection a targeted rate is applied, with the total cost divided equally among the number of bins deployed. On site treatment is homogenous, but is allocated between the general rate and gate fees by estimating the ratio of volumes delivered through kerbside collection against the volumes delivered by users.
Interest & Dividends Council receives dividends from its CCO Westland Holdings Ltd and interest from bonds and cash deposits. A review of the CCO structure was conducted during 2017/18 and Council have resolved to amalgamate Hokitika Airport Ltd and Westland District Property Ltd.
Others Additional income streams are explored and realised, including rental of office space, a share Grants & Subsidies of regional petrol tax and retail income. As with operating revenue for qualifying Capital Funding expenditure transportation renewals also attract When considering methods for funding capital the NZTA FAR. It has been assumed that this will renewals and upgrades Council considers the be available throughout the life of the plan. following factors: Council intends to apply for all areas of external • Period and area of benefit – this includes the grants to fund infrastructure where upgrades and concept of intergenerational equity, where new assets are required through the impact of today’s users pay for their current consumption growth in tourism and for the potential cost of only. complying with the new drinking water standards. • Availability and cost of funding sources – the Depreciation Reserves infrastructure strategy guides when renewals are scheduled. Council’s financial position is Recovering depreciation costs as part of operating expected to improve year on year and so such income generates cash surpluses that can be factors as internal borrowing may become allocated to renewal funds for assets and loan available in later years of the plan repayments. This is most appropriate for long life assets where a fund can be steadily accumulated • Scale and duration of projects – the installation and intergenerational equity is created because of shelving in the library would have a very each generation of users pays for their different funding profile to the upgrade of a consumption. water plant. Special Reserves Council maintains certain restricted reserves and special funds. These can be used, in limited circumstances with Council approval and in compliance with any covenants to fund specified local community projects.
Long Term Plan 137 Rates Interest rate ceilings are fixed by a portfolio of Short life assets with relatively low cost are funded swaps through Westpac, with the transition of by rates. This is because they are renewed borrowing to LGFA, this will allow Council to regularly and so a longer term funding option utilise more competitive rates from institutions would not be appropriate. Intergenerational other than Westpac. equity is not a consideration with these.
Loans Financial Management Loan funding is most appropriate for long life Council’s financial philosophy for this long term assets where insufficient depreciation reserves plan is one of resilience and sustainability, as in are available. This option is therefore preferred in vision ‘grow and protect our communities’. the case of new assets or substantial upgrades. Council policy is to repay such borrowings over However, the financial strategy also provides 20 years, linking to intergenerational equity for increases in level of service based on the because repayments will be spread over the projected growth in tourism. estimated period of consumption. In reviewing its levels of service and capital This approach provides affordable long term expenditure programme Council prescribed a financing and a level of stability in budgeting and financial framework to ensure that this mantra was therefore rates. reflected in the financial strategy. Where possible internal borrowing arrangements Limits on Rates will be utilised in preference to external debt at In 2014/15 Council consulted on and adopted a rates not exceeding Council’s cost of borrowing. drastic change to its methods for calculating rates. Council was accepted to participate in the Local There are no further changes being considered to Government Funding Agency (LGFA) in November the rating system for this Long Term Plan. Council 2017 and is in the process of transitioning quantify an overall limit on rates, expressed as a borrowings to the agency. proportion of operating income. The overall limit is the aggregate of the limits for each activity, Council will participate as a borrower only, which meaning the total varies slightly each year. will allow borrowings up to $20 million. Debt is forecast to increase each year until 2024 when there will be a peak to $27million, and then will start to reduce each further year of the plan. This is because Council must consider the potential impact of new drinking water standards on existing infrastructure, if these enhanced standards are required Council will need to significantly upgrade existing infrastructure. Debt throughout the Long Term Plan is forecast to be higher than the $20 million limit through the LGFA, however, Council also currently has a borrowing facility with its banker, Westpac.
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 Operating Income 24,405 23,014 23.379 23,470 23,921 24,562 23,976 25,337 25,827 26,122 Maximum Rates 19,125 19,636 19,924 19,930 20,337 20,875 21,223 21,484 21,889 22,106 Plan Rates 15,529 15,975 16,186 16,119 16,398 16,846 17,084 17,258 17,547 17,621
138 Westland District Council Limits on Rates Increases In setting a limit for debt, Council observes the In 2013 Council recognised that its financial Local Government (Financial Reporting and position was not sustainable and that with Prudence) Regulations 2014 benchmark which perennial deficits core services could not be stipulates that, for a district without high growth maintained. There were significant rate increases projections finance costs must not exceed 10% of over a two year period, however Council operating income. acknowledged that continued rates increases The limits for borrowing are set at levels that of this magnitude are equally unsustainable and ensure Council remains within this threshold, and imposed a ceiling of 5% on annual rates increases, net debt is forecast to remain within these limits and this has been continued for the life of this throughout the life of the plan. Net debt for these plan. purposes is the borrowing requirements minus The first three years of this plan include the special cash reserves that are built up for asset renewals. targeted rate for the upgrade of the Blue Spur Water Treatment Plan. After this time the loan will have been repaid which reduces the rate paid and results in a reduction in the rates in year 4. The rate increase each 3 year period is due to election year.
Security for Borrowing Council’s external borrowing and interest-rate risk management instruments are secured by way of a Debenture Trust Deed. Under the Debenture Trust Deed, Council’s borrowing is secured by a floating charge over all Council rates levied under the Local Government (Rating) Act 2002. Rates increases are forecast not to exceed the 5% limit. Investments External Debt and Limits on Borrowing Liquid Investments Council directs that debt should only be used to finance new or upgraded assets. Renewals will be Council holds a bonds portfolio with a market funded through depreciation, low value assets will value of $320,000 at the start of the plan. The be funded through rates. Each tranche of debt is primary reason for holding these investments is to be repaid over a period of 20 years. Interest is that Council maintains certain special funds and paid in the year it is applied and not accumulated endowments (restricted reserves) on behalf of with the principal. various community groups. The bonds are held to ensure that these funds are backed by liquid Council participates in the Local Government assets, and that they receive a return. Funding Agency (LGFA) scheme as a borrower only. This allows Council to borrow under the The return on the bonds portfolio has been scheme up to $20m. The Liability Management decreasing and Council has recently utilised term Policy has been written to facilitate compliance deposits to increase the return. with the scheme. Council employs a Multi Option The portfolio currently provides a rate of return Credit Line to provide a flexible borrowing facility of 2.14%, which is less than Council’s average over the $20m, and a swap portfolio to fix its borrowing cost of 3.9% including lender margin. short, medium and long term interest rates. This With the inclusion of term deposits the rate of is forecast to continue and will be managed to return increases to 4.05% which exceeds Council’s adequately provide for Council’s requirements average borrowing cost. through the life of this plan.
Long Term Plan 139 Council’s cash flows are not uniform. With monthly operating costs, quarterly rates income and irregular peaks arising from capital projects; it is necessary to retain a level of liquid funds. This level will be set in accordance with cash flow projections. Short term deposits of three, six and twelve months will be utilised to earn additional interest income while these funds are held.
Equity Investments Council hold 100% of the shareholding in Westland Holdings Ltd, with a nominal value of $8,695,000. The company in turn owns and controls the following Council Controlled Organisations: • Westroads Ltd • Destination Westland In 2017 Council resolved to amalgamate Hokitika Airport Ltd and Westland District Property Ltd into one company, Destination Westland (to be confirmed). The amalgamation was to establish a leaner structure that will provide more cost effective governance. An annual dividend receivable of $510,000 has been included in Council’s financial forecasts, representing a return on investment of 5.8%. There is a core amount of debt in relation to the shareholding where it is tax effective to not repay this debt. Council also holds a $43,000 shareholding in Civic Assurance. This is a legacy investment and since the restructure of Civic and the advent of the Local Authority Protection Plan, there are no provisions or income expectations in respect of this asset.
140 Westland District Council Long Term Plan 141 30 YEAR INFRASTRUCTURE STRATEGY
Overview • Ensuring that affordability is the key focus of all expenditure and investment discussions. The focus of Council’s infrastructure strategy over • Identify, gather and improve data accuracy to the next 30 years is a threefold approach: enhance the Council’s level of data confidence and reliability. 1. Maintain existing levels of service by renewing current assets to ensure continued reliable • Delivering value for money and improved Service. efficiencies of our infrastructure. 2. To add additional assets where an increase in Westland District Council believes it is essential levels of service is required. that Westland thrives again for the sake of people Assets will be upgraded where appropriate, to who live here. A key focus of Council therefore is enable Council to meet increasingly higher on lobbying central government for infrastructure environmental and regulatory standards. The funding to support our economic potential. At levels of service and how they are provided will the time of writing, a specific emphasis will be also reflect the changing needs of our ageing tapping into the $1 billion Regional Development population. (Provincial Growth) Fund agreed with New Zealand First as part of the new government’s Key Strategies include: coalition agreement. • Planning for infrastructure based on the Hon Grant Robinson has stated that this fund increased exposure that tourism impacts on our will (among other things) “invest in regional rail, infrastructure networks. support the planting of a billion trees over the next • Ensuring the effectiveness of our current ten years,” and invest “in other large-scale capital assets by having regular and appropriate action projects…[that]…have robust business cases that plans in place to keep the assets operating at show long-term development potential” in order optimum levels. to rectify “long-term under-investment and inter- • Renewing assets through managing generational poverty” in rural areas. deterioration as they approach their end of As government priorities change over the next 30 planned life. years the sources of funding will change, however, • Identifying risks associated with owning and Council will continue to prioritise seeking external managing assets by developing detailed Asset funding assistance for infrastructure. Management Plans using data gathered, and then using appropriate mitigation methods to It is important to Council that people living in reduce any effect. Westland have a good quality of life that enables • Prioritising existing network capacities first to them to thrive economically and socially. In meet future needs before increasing capacity order for this to happen it is essential that infrastructure and services provided by Council • Maximising the use of subsidies and user are of (and maintained to) a good standard of payments as a first principal approach for quality and value to support our economy and our infrastructure investment followed by inter- communities’ future resilience. generational loans for new assets and upgraded assets which increase levels of service to ensure that both current and future communities pay for the asset they are using. Background • Depreciation will be used to fund renewals and Westland District Council’s vision statement has rates funding will be used for small low value been set as: assets. “We work for the people of Westland to grow and • Ensuring the Westland’s assets are protected protect our communities, our economy and our from risk via prudent insurance arrangements. unique natural environment.”
142 Westland District Council Westland District Council (WDC) is responsible for This strategy is a living document that helps to guide the management of transportation activities, three the activities and decision making of the organisation water services, parks and reserves, cemeteries, solid into the future. The initiatives and actions identified waste and community buildings within Westland in the strategy will be reviewed every three years District. This 30 year infrastructure strategy has along with Council’s Long-Term Plan (LTP) to ensure been prepared by Westland District Council in applicability in the changing environment and to accordance with the Local Government Act 2002 incorporate community feedback. Amendment Act 2014, with assistance from Stantec Limited and Waugh Consultants. This strategy also integrates its planning and This Infrastructure Strategy reporting framework requirements with other This is Westland District Council’s second strategic planning documents including Council’s infrastructure strategy. The first infrastructure Asset Management Plans, the Long Term Plan strategy was prepared from Council’s 2015 suite and the Financial Strategy. These documents of Activity Management Plans and the Long Term are the key tools for managing Council’s assets Plan of which it formed a part. and allowing Council to achieve identified infrastructure objectives over the next 30 years This second infrastructure strategy aims to with prudence and responsible stewardship. incorporate more information on certain infrastructure areas that received less focus in Council is required to account for and plan for all 2015 including: cemeteries, parks and reserves, existing assets under its control, and identify any cemeteries and solid waste. Furthermore, it will new asset solutions in its Community Strategic also identify some priority 3 waters projects Plan. Council is the custodian of approximately needed for Council to achieve compliance with $429 Million (replacement value) of community the new Drinking Water Standards devised by assets, which enable us to provide services to our the Ministry of Health in the aftermath of the community. Havelock North Water Inquiry. It is important to This strategy is critical to a sustainable future and note, however, that at the time of writing, the full the achievement of the Council’s vision. Council impact of what this mean for local authorities has has invested substantial resources into the not yet been realised as this is still going through maintenance of these assets over many years to consultation at central government level. The service the needs and enhance the quality of life main expectations that have been communicated of the communities of Westland District. to date have been incorporated into this strategy as the basis for 3 waters improvements. Given our In order to identify and prioritise its capital large geographic area and extremely small rating projects, the Council have adopted a process that base, it is likely that Council will require support includes the following: from central government in terms of funding • Review of the projects list identified in the sources. previous Long Term Plan assessment of these Section 101B of the Local Government Act (LGA) against current priorities 2002 and its amendments, requires each local • Discussions with Asset Managers and Operational authority to prepare and adopt an Infrastructure and Maintenance teams to determine the Strategy as part of its Long Term Plan. This critical issues and assets and how to ensure an strategy is required to cover a period of at least 30 appropriate level of service is maintained consecutive financial years. • Review of asset data (age/condition assessment The issues discussed reflect the current legislative withcriticality, and asset performance factored environment and the communities’ priorities in where known) to identify and priorities across the district. ongoing renewals.
Long Term Plan 143 The financial forecasts are estimates and the Core Infrastructure reliability of the forecasts decreases beyond The Local Government Act 2002 Amendment Bill ten years and towards the thirty-year planning Section 101B – Infrastructure Strategy states: horizon. (1) A local authority must prepare and adopt, as • The strategy will provide a consistent basis to part of its long term plan, an infrastructure guide asset planning over the thirty-year Long strategy for a period of at least 30 consecutive Term Plan period. financial years • Anticipated major expenditures outside the And Long Term Plan period are identified. • Most infrastructure assets have service lives of (6) In this section, infrastructure assets includes- several decades. a. existing or proposed assets to be used to • Significant infrastructure issues and the actions provide services by or on behalf of the local to be undertaken to address the gaps in both authority in relation to the following groups of the shorter and longer term. activities: i. water supply: Strategy Layout ii. sewerage and the treatment and disposal of The Strategy document sections and sewage: corresponding LGA Amendment Bill sections are iii. stormwater drainage: tabled below: iv. flood protection and control works: v. the provision of roads and footpaths; and Table 0.1: Strategy Layout b. any other assets that the local authority, in its discretion, wishes to include in the strategy.” LGA 2002 Strategy Section as amended This Infrastructure Strategy primarily addresses (Section 101B) points i. to v. above, however, minimal content 1 Identifies the Westland district 2 (a) and consideration has also been included for and provides context other areas where known. The aspiration is that 2 Identifies the Core 2(a) and 6 future infrastructure strategies will also be able infrastructure included in this to cover areas such as solid waste, parks and strategy reserves et cetera in more depth. Discuss the significant 2(a) & (b) Table 0.2 outlines our infrastructure assets by infrastructure issues and the associated assumptions asset category and replacement value. 3 Illustrate the linkage between 2 & Table 0.3 delineates our three waters assets by strategic documents age-based condition assessment. 4 Documents the strategic 2(b) statements that will guide decision-making for the next 30 years 5 Identifies the response options 2(b); 3(a) to (e) for the significant issues and & 4(a) documents benefits, cost, when and funding source 6 Identifies the costs associated 4(a) to (c) with the actions proposed
144 Westland District Council Core Infrastructural Assets The core Westland District Infrastructure Assets are tabled below:
Table 0.2: Westland District Infrastructure Assets
Replacement Asset Description % of total Value Water Water extraction, treatment and distribution $38.5M 8.9% Sewerage Wastewater collection, treatment and discharge $22.3M 5.2% Stormwater Stormwater collection and discharge $19.6M 4.6% Roads and Footpaths Roads (arterial, collectors, local; curbs and gutters), $290.0M 67.6% Bridges & Footpaths Cemeteries $5.2M 1.2% Parks and Reserves Parks, Playgrounds & Monuments $4.8M 1.1% Community Buildings Public Buildings & Pensioner Housing $36.1M 8.4% Solid Waste Landfills & Transfer Stations $3.9M 0.9% Cycle Trail Cycle Trail & Bridges $8.8M 2.0% TOTAL $429.2M 100%
Table 0.3: Age-Based Infrastructure Condition Assessment
Geographic Assets Sub Group Age-Based Infrastructure Condition Area Very Poor Poor Average Good Excellent Unknown Water Pipelines Arahura 84% 16% Fox Glacier 2% 13% 64% 21% Franz Josef 4% 21% 52% 23% Haast 57% 15% 15% 14% Hari Hari 63% 6% 31% Hokitika* 11% 12% 35% 41% Kaniere* 6% 5% 62% 26% Kumara 3% 12% 52% 33% Ross 7% 5% 72% 15% Whataroa 50% 28% 22% Water Treatment Plants, Arahura 46% 54% Pump Stations & Fox Glacier 29% 37% 34% Reservoirs Franz Josef 14% 14% 71% Haast 12% 19% 5% 65% Hari Hari 26% 55% 19% Hokitika/ Kaniere* 4% 35% 40% 40% Kumara 30% 61% 9% Ross 23% 30% 47% Whataroa 25% 43% 29% 29%
Long Term Plan 145 Water Fittings Arahura 21% 79% Fox Glacier 1% 13% 3% 69% 1% Franz Josef 11% 13% 13% 20% 42% Haast 27% 2% 66% 5% Hari Hari 19% 81% Hokitika* 3% 21% 25% 49% 2% Kaniere* 3% 12% 20% 66% Kumara 1% 99% Ross 1% 99% Whataroa 5% 27% 68% Wastewater Pipelines Fox Glacier 80% 4% 16% Franz Josef 49% 22% 29% Haast 48% 7% 34% 11% Hokitika* 49% 7% 44% Kaniere* 66% 34% Wastewater Treatment Plants & Fox Glacier 30% 40% 10% 20% Pump Stations Franz Josef 13% 4% 26% 48% 9% Haast 16% 12% 28% 40% 4% Hokitika* 4% 20% 22% 26% 24% 4% Kaniere* 16% 32% 52% Wastewater Manholes & Flush Fox Glacier 82% 11% 7% Tanks Franz Josef 61% 23% 15% 1% Haast 3% 69% 23% 5% Hokitika* 2% 79% 7% 12% Kaniere* 71% 29% Stormwater Pipelines Fox Glacier 16% 29% 55% Franz Josef 26% 52% 21% Haast 98% 2% Hari Hari 98% 2% Hokitika* 72% 12% 16% Kaniere* 31% 24% 45% Kumara 85% 9% 6% Ross 76% 24% Whataroa 100% Stormwater Pumpstations Hokitika 8% 11% 23% 58% Stormwater Manholes Fox Glacier 53% 34% 13% Franz Josef 28% 62% 10% Haast 92% 8% Hari Hari 91% 9% Hokitika* 59% 7% 33% 1% Kaniere* 53% 47% Ross 49% 23% 28% Whataroa 100%
*Please note that the Hokitika and Kaniere water, wastewater and stormwater schemes are combined, even where this condition rating has been represented separately.
146 Westland District Council The condition assessment data presented in Table % % % % 0.3 has been primarily based on asset age. The Currently Exceeding Exceeding Exceeding Infrastructure Assets Revaluation report by ANA Asset Exceeding Useful Life Useful Life Useful Life Useful Between Between Between Group in 2016 identified a confidence level in the Life Yrs 1-10 Yrs 11-20 Yrs 21-30 3 Waters valuation parameters and input data to Stormwater 2% 6% 19% 15% be “reliable with minor inaccuracies”. Water 11% 25% 16% 6% In order to assist the Council with improving their Sewer 2% 25% 18% 4% asset data, ANA Group carried out a review of Bridges 0.7% 3.8% 4.9% 4.9% the WDC water services renewal and condition assessment programme in 2016. This review Looking at the above table we can see that our considered the current status of the renewal current data is telling us that around 50% of all strategy and condition assessment and provided 3 waters assets are likely to need to be replaced recommendation as to how this strategy may be over the next 30 years. These figures require improved in the future. significant refining through robust asset inspection and a thorough review of unit base life values Council understand that further information across the 3 waters. needs to be gathered to improve its asset data. ANA Group have provided Council with a Maintaining these ageing assets becomes more recommended action plan to enhance their asset difficult as their age increases. The District is now assessment programme. This plan includes the at a time when keeping the respective levels of following tasks: maintenance cost versus renewal cost is at its hardest to balance. • Carry out planned condition assessment of dynamic (plant and equipment) and passive There has been a commitment made on a (pipes assets) across the 3 Water activities. regional level between the 3 TA Road Controlling Condition assessment to be undertaken Authorities to collaborate more over improving through routine activities and site inspections or the quality of the data held about our three CCTV of below ground assets roading networks. This also includes structures such as bridges. • Carry out pipe sample testing of critical pipes and pipes that have experienced operational In general the condition of the roading network issues to predict condition of these pipes and itself is fair to good with no major concerns. The extrapolate the condition of similar assets main concerns moving forward is the age and • Undertake risk analysis to develop risk and condition of Bridge Assets around the district criticality criteria. Base pipe criticality rating, with many structures reaching or having already frequency and cost on a Multi Criteria Analysis reached the end of their useful lives. (MCA) that includes criteria such as social Footpaths is something that is presently 100% factors, environmental factors and maintenance rates funded and it is an area where there has history been significant underinvestment in past. With an The key objectives of this improved asset aging population the condition of these assets assessment programme will be to: becomes more important as facilities that provide access to facilities for the elderly who can no • Identify those assets which are longer drive. Using footpaths helps to keep the underperforming elderly active and healthy so improvements in • Predict when asset failure to deliver the these areas is key. required level of service is likely to occur • Ascertain the reasons for performance Risks to Asset Performance deficiencies Westland District Council has identified the • Determine what corrective action is required following main risks that could affect the and when (maintenance, rehabilitation, renewal) performance of its infrastructural assets: • Record asset failures in the asset management system. Adverse/catastrophic events According to the data currently available we Flooding is the most frequently experienced have been able to produce the following table of natural hazard in the District, and the likelihood statistics relating to the age of some of our assets. of a major flood occurring in any year is high.
Long Term Plan 147 Other natural hazards occur less frequently, but is the major source of input, mainly through the have the potential to cause significant adverse government funding schemes for roads and effects and pose a risk to people and property. footpaths. Council seeks to maintain and improve Unpredictable natural and other disasters could its levels of service by continually seeking further have an adverse effect on the infrastructural assets opportunities for value-for-money, improved in that such events be unable to operate for a efficiencies and external funding avenues. Council period of time or operate at reduced efficiency funds for depreciation which provides a long- thus challenging Council’s ability to provide term sustainable base for funding renewals of the required services. The incidence and severity assets. of catastrophes are inherently unpredictable. Although the Council carries insurance to mitigate Asset failures as a result of aging infrastructure its exposure to certain catastrophic events, The potential for aging infrastructure to fail catastrophic events could have a substantial without warning is a significant risk and examples adverse effect on Council’s financial condition of this have already been noted e.g. Sewell Street or results of operations. This is why provision has pump failure. Preventative maintenance to keep been included in the infrastructure budgets for assets in good condition and performing well generators and pumps. can help extend the life of an asset. However, Over the last three years, the district has replacement of aging infrastructure is also needed experienced a number of significant flooding to prevent costly, unbudgeted expenditure and events that have affected Council assets – namely extended periods of time with service outages. Hokitika flooding in 2015, 2016, 2017 and Franz There is a higher risk in the early years as deferred Josef flooding which occurred in March 2016. renewals are high. These start to reduce from year The Franz Josef incident required Council to 11 on. undertake emergency works to extend and Emerging Issues raise the stop banks along the Waiho River at a considerable cost. Flooding is difficult for Council The task of building, operating and maintaining to mitigate against as many floodbanks in our these infrastructure assets in an affordable manner area are technically not under Council’s control, is becoming increasingly difficult in view of: but those of other agencies, for example the • Demographic changes West Coast Regional Council. Westland District • New technologies Council is part of the Franz Josef Governance • Changing government priorities and legislative Group which is looking at long-term solutions environment for the flood-prone township of Franz Josef • Climate change, climate patterns and natural in conjunction with many other regional disasters government agencies and community groups. • Infrastructure resilience and funding • Key amendments to the Resource Management mechanisms Act 2001 (RMA) which came into effect 19th • Aging infrastructure April 2017 included that - ‘The management of • Tourism growth significant risks from hazards is a new matter • Aging population of national importance in section 6 of the RMA’. Under the RMA government is required Demographic Changes to consider the effects of a changing climate The population of the district is relatively static, on their communities. They are also required according to the latest census data. Based to incorporate climate change into existing on Statistics New Zealand’s medium growth frameworks, plans, projects and standard projections for Westland District over the next 10 decision-making procedures. A climate change years, Westland’s overall population is projected perspective is now integrated into activities to increase by 0.7%. However, the make-up of our such as flood management, water resources, population base is expected to change, with the planning, building regulations and transport. elderly population increasing and more ethnic Funding shortfalls diversity of those living in Westland expected. Adequate funding is needed to keep asset performance at a targeted level. External funding
148 Westland District Council Table 0.4: Projected Population Change for Westland District Projection Projection Projection Year high medium low 2013 8,570 8,570 8,570 2018 9,080 8,850 8,610 2023 9,390 8,910 8,420 2028 9,650 8,910 8,150 2033 9,840 8,820 7,800 2038 9,980 8,680 7,380 2043 10,100 8,500 6,920
Figure 0.1: Projected Population Change for Westland District
The current primary industry based economy the Cook Flight Flat Region and in the Franz Josef (especially dairy farming and gold and alluvial region this is most likely to be the Franz Alpine mining) will remain predominant in the district, Resort and Douglas Drive areas. Major tourism with growth very dependent on economic group enterprises in these areas may also cause conditions. Data from BERL suggests that further development for worker accommodation GDP growth from meat is relatively static and as tourism growth increases. GDP growth from dairy is starting to slow. This Minimal growth is expected in Okarito and indicates that in the future farmers might transition Hokitika. In Hokitika, this is expected to be most to higher margin and higher growth agricultural likely change of use development within the sectors and new ways of using their land. CBD as vacant land gets used for commercial It is expected that the Westland region may show conversion or upgrades. It is likely that a few some further growth by way of development additional motor camps will arise between Ross in the Fox Glacier and Franz Josef townships and Arahura. In addition, some of the existing particularly. Westland currently experiences a bed motor camps’ resource consents allow provision shortage in these areas in the peak tourist season for further expansion. Other building / land use is and thus both tourism development and added likely to remain reasonably static. residential development (for use as AirBnbs can be Thus, although it is projected that more houses expected). In Fox Glacier this is most likely to be in will be built in Westland in the next 10 years, it is
Long Term Plan 149 not expected that this will translate into statistically The incoming Labour Government has yet to significant levels of more people residing in the finalise a Government Policy Statement, which area. This could be due to such factors as fewer will indicate the direction they intend to take on people per household on average, the building investment into Infrastructure. It is however likely of holiday homes, or new buildings replacing to be somewhat similar to the preceding National demolished houses. Governments Policy Statement in those areas. This relates mainly to improving local economies New Technologies and investing more into resilience. Advances in technology can potentially impact The following changes are anticipated to have on the demand for water related services. A few a significant impact on the provision of WDC’s examples are: transportation services: • Improved tools for understanding the • Local Government Act 2002: Inclusion of capacity of water and sewerage systems and requirement of Long Term Plan (LTP) requires / or the environmental effects may provide special consultative procedures. This approach better information which guides where new requires a greater level of consultation, development is allowed to occur. reporting and planning. • As household and industrial water saving devices • NZTA Procurement Procedures (e.g. dual flush toilets or low-flow shower heads) • RLTP become more common, their use will affect the • Government Policy Statement volume of wastewater produced. • Large water users such as Westland Milk The Report of the Havelock North Drinking Products are always looking to reduce cost by Water Inquiry: Stage 2 reflects a new level of investing in new technologies to save on water government interest in drinking water quality and usage and minimise dairy effluent. safety. This has required a number of items to be added into Council’s draft 2018-2028 Long Term There is a trend towards increasing sophistication Plan especially related to additional capital and in the physical delivery and management of operating expenditure for water supply issues. infrastructure. The technology involved can have a high-tech engineering focus, such as in However, Council is still unclear of what the exact water purification or sewage treatment. It can impact will be of the Havelock North Drinking also be e-focussed, such as through the use of Water Inquiry. Council has included a provision for GPS, remote monitoring or ultra-fast broadband. likely required upgrades, however these financial New technologies (at whatever scale) can offer and funding provisions are based on the best increased levels of service and potential cost information available currently. savings. However, poorly considered or poorly Environmental compliance and progress is applied uses of technology can also be a cost to reflected through national policy statements and the community. promulgated through regional and district plans. Despite the potential for technology to affect A further upcoming change in the government water and wastewater production, significant and legislative space is the likelihood that the effects are usually only associated with the large- West Coast councils will be required to work on scale development of new housing areas. Thus, a shared District Plan. Currently each West Coast within Westland District, the actual effect of such councils has its own District Plan, independent of new technology is likely to be minimal. the other councils. Westland District Council is aware of the likelihood of this shared District Plan, Changing Government Priorities and but is unable to factor this into its Long Term Plan. Legislative Environment The Thirty Year National Infrastructure Plan, Climate Change, Climate Patterns & August 2015, sets out a vision that: Natural Disasters Projections of climate change depend on future “BY 2045 NEW ZEALAND’S INFRASTRUCTURE greenhouse gas emissions which are uncertain. WILL BE RESILIENT AND COORDINATED, AND Also, global climate models used to predict future CONTRIBUTE TO A STRONG ECONOMY AND climate vary in their sensitivity to these emissions. HIGH LIVING STANDARDS.” The combination of these factors means that
150 Westland District Council projections of future climate are usually expressed Council has LIDAR (Light Detection and Ranging) as a range of likely values. This information is data for Hokitika and this may enable Council to mostly from ‘middle-of-the-range’ climate change do some modelling to make some predictions projections. to anticipate future risk for Hokitika. However, Council does not have this data for other areas. Council notes that since 2013, flood protection and control has become a mandatory Earthquakes, flooding and landslides: performance measure implemented by Department of Internal Affairs and that the The greatest risk to asset performance is performance measure must be applied to all natural disasters. Due to location, topography major flood protection and control works. and geology the intensity and number of natural events impacts on the security of our However, upon reviewing the criteria for where infrastructure network. These factors raise the this performance measure should be applied, risk to Westland communities of business and Council projects do not meet two or more of the household disruption and isolation. Therefore following four criteria: improving the resilience of all the infrastructure a) Operating expenditure of more than $250,000 network and our ability to have back-up systems in any one year like generators is a priority to help alleviate some b) Capital expenditure of more than $1 million in of these potential risks. any one year The Westland area has a major alpine fault running c) Scheme asset replacement value of more than through its region. The Alpine Fault connects $10 million two “subduction” margins where the ocean floor d) Directly benefitting a population of 5,000 or descends into the Earth’s mantle. At this point the more. surfaces of the two plates making up the South Islands alpine fault meet. Thus, due to the costs and personnel resources involved in meeting the flood protection and The Pacific Plate on the easterly area of New control mandatory performance measure which Zealand is moving westwards and the Australian are not achievable for Council, this has not been Plate, on the western side of New Zealand directly accounted for. moves eastwards. They move at a relative rate of about 45mm per year. As these two plates move However, Council notes the importance of against each other enormous pressure builds up community engagement, performance of new which must eventually be released through earth assets, managing environmental effects and movement. The result is a major earthquake along using different mixes of tools including physical the Alpine fault. The pressure has been continually infrastructure (e.g. stopbanks, stormwater building for about 280 years since it was last systems) and non-structural techniques (for released by a large earthquake in 1717 AD. example, controls on land use) to help alleviate flooding risks. This earthquake is a normal part of New Zealand’s evolution. The historical patterns of earthquakes Coastal hazards: and current research on the Alpine Fault indicate Coastal roads and infrastructure (for example that it is likely to rupture very soon. It is 280 years Hokitika waterfront and Revell Street, Okarito and since the last earthquake. The current pressures Neils Beach) will face increased risk from coastal in the tectonic plates make it probable that the erosion and inundation, increased storminess next earthquake will occur in the next 1-20 years. and potential sea-level rise. While Council The probability is increasing every year; presently acknowledges the coastal hazards, Council, at it is about 1% p.a, 15-20% in the next 20 years, this time, has not factored in specific climate about 50% in the next 100 years. The longer it change impacts/risks into its financial forecasting goes without rupture, the bigger it will be, and the in the Long Term Plan nor into this infrastructure worse are its consequences. strategy as we do not have the financial With an expected magnitude of 8+ this will be resources to do so. However, Council intends considered a “great earthquake” not simply a to acknowledge the potential climate change strong one. The force will result in a horizontal impacts/risks when making decisions to install earth shift of up to 8 metres, and a vertical new infrastructure. displacement of 4 metres.
Long Term Plan 151 Furthermore, the following image shows that As a result of this Council has a number of all of Westland sits within the ‘red zone’ which priority one projects identified for earthquake delineates parts of the country that have the strengthening of buildings including the Carnegie highest pattern of shallow earthquakes in New Building, structures on Cass Square in Hokitika, the Zealand. (Source: NIWA.) Ross Swimming Pool, the Hokitika Bandrooms, Haast Hall, Fox House and a building owned by Figure 0.2: The Pattern of Shallow Earthquakes Council in Hari Hari. in New Zealand The region is also subject to orographic rainfall which create large dumps of rainfall in isolated areas or across the district within a very small band of time. This can cause widespread damage mainly to roading and bridges. The following table shows annual rainfall of some parts of our District including Hokitika Gorge and Colliers Creek to be approximately 7-8 times the mean annual rainfall of cities like Wellington, Auckland, Invercargill, Nelson, Dunedin or Christchurch. Hokitika receives over 3000mm of rain annually, Waiho/Franz Josef approximately 5500mm and Colliers Creek and Hokitika Gorge between 7000- 8000mm annually.
Figure 0.3: Mean Annual Rainfall
(Sources: NIWA and West Coast Regional Council.)
152 Westland District Council More heavy rainfall will increase the risk of Road) is an example of a changing function of our flooding, erosion and landslides, which is already transport infrastructure network over time that is high in many parts of the region. Many West now a difficult and expensive road to maintain. Coast communities are located along narrow coastal and river strips beneath mountain ranges, Aging infrastructure leaving them exposed to increased risks of storms, Areas of the District have been built over decades, flooding and landslides. Franz Josef is one very and today there is both underground and topical flooding risk. The Tonkin-Taylor report aboveground infrastructure which is well past its released in 2017, revealed a number of options expected life. As ageing occurs we are already for dealing with this risk, including relocating the seeing an increase in reactive maintenance. township. The cost of doing so is estimated to A key challenge for the District is the balance be $600 million and therefore Council has not between reactive maintenance, programmed budgeted for this, again because of the lack of or preventative maintenance, and the inevitable financial resources to do so. Meanwhile, the West rehabilitation or outright replacement of assets Coast Regional Council has proposed a plan to re- which have both physically and economically run train the river. past the point of repair. Council, however, will continue to fund There are risks of high running maintenance emergency management functions and utilise costs and loss of service through failure of aged District Plan controls to address risk from potential assets. A significant portion of the proposed asset natural hazards. It will not attempt to make its renewal programme is aimed ensuring that these infrastructure disaster-proof aside from meeting risks are mitigated by a continual replacement of Building Code legislative requirements. It will also assets that have reached an age at which ongoing not be budgeting for full disaster recovery. reliable performance is lost. Infrastructure Resilience and Funding In the past few years, Council has been working Mechanisms under a Depreciation Austerity Policy. This has Customers have a high expectation of continuing meant that there has been a shortfall in the level of functionality and service delivery. Resilience renewals set aside to keep networks in appropriate is based on a design philosophy which condition and performance levels. Council is now acknowledges that failure will occur. Resilience fully funding depreciation again. Thus, within each requires early detection and recovery, but not activity there is a concentration of renewals funding necessarily through re-establishing the failed programmed, to address the need to catch-up on system. previously underfunded asset renewals. This gap will not be closed in the first 10 years as renewals Council has to consider the resilience of our are below depreciation. However, the renewals infrastructure assets while also being mindful that gap decreases significantly from years 11 onwards the District is subject to economic swings which to catch up on the backlog by year 30. affects the ability to fund infrastructure. Council is committed to improving the quality of A significant portion of the district is non- its asset data over the next 30 years. Provision has rateable land, which means services (e.g. been included in the infrastructure budgets over roading) are provided but there is no revenue the next 10 years to conduct a physical stocktake stream. Approximately 85% of the West Coast of assets to review their condition. including a large proportion of Westland is public conservation land for which no rates are paid. The first ten years of Council’s infrastructure Although the conservation estate contributes to strategy is based on carrying out upgrades and the region’s economy through tourism, it limits enhancements previously identified with a view the ability of our local communities to have that the focus over the next two decades will sufficient resources to plan for and implement primarily be maintenance (with the exception of improvement works. Franz Josef). Affordability of all assets is becoming an increasing issue as many of the assets age and the maintenance costs increase. The Special Purpose Road (Haast-Jacksons Bay
Long Term Plan 153 Renewals Renewals Renewals An age-based analysis of our assets, assuming Spend in Spend in Spend in a lower average lifespan, reveals that we have Asset Years Years Years $28.1 million of asset renewals required by the 1 – 10 11 – 20 21-30 end of year 10. The actual renewals carried out by Council will be $9.8 million, which means that at Stormwater $2.069 $700,000 $600,000 million the end of year 10, Council will have $18.3 million worth of deferred renewals. Water $6.420 $15.507 $6.892 million million million Over the 10 years of the Long Term Plan, Sewerage $1.336 $9.172 $4.075 Council’s level of funding is ahead of the planned million million million renewals. Council therefore is building up the Bridges $1.333 $1.333 $2.666 financial capacity to react if significant breakages million million million occur. Council will re-forecast renewals when it Whilst our intention is to decrease the backlog has better information on asset condition. This of ageing assets, we believe that our first priority is likely to happen within years 6 to 10 of this is constructing new assets that will support current plan. Better information for some areas the growing tourist population and increase may be able to be obtained sooner, however our environmental, public safety and legal some areas e.g. stormwater infiltration/inflow compliance. We are also constrained in our can take years to fully map out the effects. While ability to deliver the full list of capital projects the LTP forecasts primarily reflect an age-based outlined in the Plan as well as the backlog of analysis, and are not based on detailed condition replacements due to personnel resourcing. The assessment, Council’s overall approach is to clear 3 waters assets’ capital works programme over the renewals arrears over the 30 years of the the next 10 years brings us up to our compliance Infrastructure Strategy. requirements and improves future capacity for In the short to medium term, there are tourist numbers. Once this programme of works increased risks of asset failures leading to service has been completed, Council will then be in a interruptions. Council will minimise the impact of position to invest heavily in the ageing assets and these risks by: bring them up-to-date. The risk of not completing • Monitoring asset performance and taking asset renewals when they fall due is the potential appropriate action when and where issues are for increased maintenance costs, asset failures identified and service interruption. We will monitor asset performance closely to mitigate this risk and • Undertaking a programme of inspections to actively maintain the asset to prevent breakdowns. build up knowledge of the condition of asset and supplement this information by analysing Council is committed to improving the quality of the performance and failure of assets its asset data over the next 30 years. Provision has • Developing a risk-based programme of been included in the infrastructure budgets over renewals which brings forward asset renewals the next 10 years to conduct a physical stocktake with the highest risk and greatest significance if of assets to review their condition. they fail The first ten years of Council’s infrastructure • Continuing to fund the depreciation on these strategy is based on carrying out upgrades and assets so that a sustainable financial base exists enhancements previously identified with a view for the long-term renewal of assets that the focus over the next two decades will • Build capacity within the organisation to deliver primarily be renewals /replacement (with the asset planning and carry out the increased exception of Franz Josef whose tourist growth levels of renewals required to maintain the will require additional resources). Due to other assets. long-term plans for the Franz Josef community Westland District must carefully manage its still taking shape, for example, the work of the investment in infrastructure to ensure it gets Franz Josef Governance Group, which is still in value for every dollar and provide infrastructure its early stages, a long-term asset plan for Franz in a lawful, functional and affordable manner. Josef is not yet developed. Consultation with the community has been conducted by the West Coast Regional Council and more consultation is likely to happen at a future date.
154 Westland District Council Tourism growth Aging population Westland’s tourist forecast is expected to increase Westland’s aging population presents several by 4.7% (minimum) per year between 2018-2021 challenges in terms of infrastructure that need and the average spend of visitors is expected to be considered over the next 30 years. Often to increase by 7.5% per year according to data the older population may rely on superannuation from the Ministry of Business, Innovation and income which is fixed and has limited flexibility Employment. Data from other sources predicts for discretionary spending. However, there is that tourism to Westland will be much higher than also potential for the District to be marketed to this, however, this will be dependent on the global new potential residents from other parts of New financial environment. Zealand. These people who may be able to create a nest egg by selling higher value property in other Currently, during the peak summer season, there parts of New Zealand and purchasing property of are 6,000 tourists a night in Westland, which a similar quality within Westland for a lower price. is nearly double the population of Westland’s Nevertheless, the aging population will require largest town, Hokitika (population: approximately different types of infrastructure to accommodate 3,500). This tourism growth, although vital for their needs for instance: our economy, is placing our infrastructure under strain, particularly in places like Franz Josef. • Footpaths with greater accessibility. This could mean strategically placed wider footpaths Westland District Council submitted several suitable for mobility scooters or smoother applications for Tourism Infrastructure Funding in footpaths that lower tripping for hazards. 2017 and was successful in receiving funds for the upgrading of toilet facilities across the District and Increased pensioner housing stocks for a new Wastewater Treatment Plant for Franz or a retirement village. Significant Josef. Council will endeavour to continue to put assumptions and risks forth applications for external funding in regards The following assumptions underpin Council’s to assets under pressure from the tourist growth. determination of the most likely scenarios for management of key assets, and the significant decisions on capital expenditure over the period of the strategy:
Table 0.5: Significant Assumptions Risk Significant Assumptions Risk & Impact Mitigation Level Population Change Population growth is Low Council will continue to monitor significantly higher than population change in the District. The population of the District will forecast in a localised Generally, small changes in remain static or grow slightly during area, putting pressure on population can be managed within the period of the plan. The population infrastructure. Or population the existing level of service. Where statistics used are based on Statistics significantly declines resulting existing infrastructure is required, New Zealand medium growth in under-utilisation of Council will apply for financial forecast. infrastructure. contributions for this work. Tourism That projected tourism rates Low Council will continue to monitor are significantly higher or tourism growth. Where growth Tourism growth continues to increase lower than expected. requires additional infrastructure, during the period of the plan (4.7% Council will apply for financial p.a.). contributions for this work.
Long Term Plan 155 Risk Significant Assumptions Risk & Impact Mitigation Level Inflation The rate of inflation differs Low The Council will review its budget from that assumed, resulting annually through the LTP / Annual The LTP is prepared on the inflation in changed revenue and Planning process and may adjust rates assumed in the table below expenditure. work programmes / budgets where for periods beyond 2018/19 which necessary. is based on Local Government Cost Index prepared by BERL: • 2018/19 – 0% • 2019/20 – 2.5% (2.2% Transportation) • 2020/21 – 2.3% (2.2% Transportation) • 2021/22 – 2.4% (2.3% Transportation) • 2022/23 – 2.4% • 2023/24 – 2.5% (2.4% Transportation) • 2024/25 – 2.6% (2.5% Transportation) • 2025/26 – 2.6% • 2026/27 – 2.7% • 2027/28 – 2.8% Climate Change The effects of climate Low Council activities will build change are more severe appropriate mitigation responses Climate change will impact on the than expected, resulting in into infrastructure development. The Council’s operations and will require additional costs to mitigate Council will continue to monitor an appropriate response to adapt and impacts and increasing climate change science and the prepare for potential impacts. damage to Council response of central government, and infrastructure. adapt its response where required. Natural Hazards Natural disasters may occur Low Council has a Civil Defence that have a significant impact Emergency Plan that will be There are no significant local natural on Council services resulting implemented in the event of an disasters (i.e. Alpine Fault rupture). in unbudgeted costs beyond emergency. the capacity of the Council to Council has a Disaster Relief Fund cope. for the replacement of infrastructure assets in the event of a natural disaster. In addition, central government has a role in providing financial aid for disaster recovery.
Costs Capital expenditure varies Medium The Council will review its budget from budget. There may annually through the LTP / Annual Capital expenditure estimated costs be increased operation and Planning process and may adjust are based on Council’s best estimates maintenance costs associated work programmes / budgets where and known planned expenditure. with maintaining assets that necessary. are beyond their useful life and a potential impact and risk to levels of service. Funding Sources Levels and sources of funding Low Funding for projects and differ from those forecast, assets is considered before the Funding sources (including external resulting in projects being commencement of each project funding sources) do not change over revised or alternative funding or asset. A significant impact from the life of this Infrastructure Strategy. sources used. changes in funding or funding sources may result in revised capital works programme.
156 Westland District Council Risk Significant Assumptions Risk & Impact Mitigation Level Availability of Contractors and Projects could be delayed Low Spread projects as much as possible Materials if there is a shortage of and continue to engage with contractors or materials or contractors. Ensure robust contracts Contractors and materials will be contractors may not deliver are in place. available to undertake the work to agreed standards, budget required to agreed standards, and timeframe. Delays may deadlines and cost. also further increase costs and increase the chances of asset failure in the interim which could also impact on Levels of Service. Service Levels Significantly enhanced service Medium The Council regularly monitors levels are demanded by the existing service provision within its Service levels remain unchanged community or imposed by operation on a day to day basis. except where stated as projects. the government. This will lead Minor changes may be made to additional cost and / or to service levels where budget, resourcing requirements. contracts and resources allow. Major changes in service levels will be confirmed with the community via consultation and will generally require and increase to fees or rates. Asset Condition Asset data is inaccurate, High Implement asset management leading to more / less assets improvement plan to ensure timely Asset condition and performance needing to be renewed or renewal intervention in accordance data is not reliable, so age has timing or renewals is incorrect. with good asset management been used as a proxy except where practice. Review planned renewals improvements to data collection and Assets fail before they are through the Annual Planning monitoring have been identified and scheduled for planned process. more information is known. renewal. This may lead to a loss of service for a period of time. NZTA Funding Assistance If NZTA financial assistance Low Council management will review the decreases in the subsidy rate budget annually through the LTP / NZTA financial assistance rate for the for Special Purpose Road from Annual Plan process and may adjust land transport programme will remain 100% to 59% in future this work programmes and budgets at 59% for local roads for the life of would result in an increase in where necessary. the Special Purpose Road (Haast local share of approximately Jackson Bay Road) subsidy rate will $285,000 (in 2018/19 dollars) decrease from 100% to 59% at an as if existing level of service and yet undetermined time. This transition budgets remained the same. process is currently under review and negotiation with NZTA. District Boundaries Amalgamation will be forced Low Early and ongoing communication onto local councils. between Councils to understand the There will be no change to District impact of this prior to it happening. boundaries. Drinking Water Council has included a Medium Council will keep up to date with provision for likely required the changes in the Drinking Water Council assumes that the emerging upgrades. The risk is that Standards. There may be Central issues from the Report of the the required upgrades and Government funding available for Havelock North Drinking Water operating expenditure are upgrades. Council will apply for this Inquiry: Stage 2 will need to be more than Council has funding if applicable. factored into the 2018-28 Long Term forecast. Plans (LTPs), and that this will require more stringent compliance measures which will increase capital and operating expenditure.
Long Term Plan 157 Risk Significant Assumptions Risk & Impact Mitigation Level Fire Fighting Requirement Compliance with this code Medium Consideration of progressive becomes mandatory, resulting upgrades to meet the Code when Fire Fighting Code of Practice, SNZ in significant reticulation renewals are programmed. PAS 4509:2008 remains voluntary. upgrades. Inflow and Infiltration Level of service in the Low Implement planned I&I investigation wastewater network and programme early in the LTP and Planned I&I investigation programme WWTP’s are not achieved if ensure timely renewal of defective will assist with mitigating the risk of I&I is not fixed and overflows pipes. sewer network overflows and consent continue. breaches at WWTP’s. Resource Consents Resource consent is not Medium Appropriate planning for resource obtained or renewed, or consent applications / renewals Resource consents will be obtained conditions imposed are should ensure that they are with acceptable conditions, and unacceptable. This would obtained. Monitoring of compliance expiring resource consents will be have significant impacts on with existing resource consent renewed with similar conditions costs and the ability to provide conditions will provide a compliance during the period of the Infrastructure that activity / infrastructure. A for future processes. Strategy. major non-renewal may mean The renewal of consents is an entirely new approach may dependent upon the legislative be required and may delay and environmental standards and projects. expectations that exist at that time.
Linkage With Other Documents
Figure 0.1: Infrastructure Strategy- Linkages with other Documents To develop a coherent infrastructure framework that helps to maintain a rich and diverse network of reserve spaces that protect the region’s ecology and support the identity, health, cohesion and resilience of the District’s communities. The core infrastructure Asset Management Plans demonstrate how the services delivered support the achievement of the Council’s Visions, and comply with legislative requirements. Draft financial forecasts and activity information which feeds into the Long Term Plan has been developed from the Asset Management Plans concurrently with age-based analysis. Thefollowing diagram outlines the general asset management planning process:
158 Westland District Council The purpose of developing 30 Years Strategy is to contractor rates which are subject to change. ensure that the creation, operation, maintenance, Best knowledge of current unit rates have been repairs and replacement of assets is managed in used with current technology application for our the most cost-effective manner and provides the project forecasts. appropriate level of service to meet the needs of present and future residents and visitors. This also developed to clearly state the direction Thirty Year Strategy and approach that Council intends to follow to achieve the Council’s strategic goals and statutory In its role as Local Authority Westland District responsibilities. This infrastructure strategy links Council will comply with the relevant New with the following asset and activity management Zealand legislation, while the following Strategic plans: Statements will guide decision-making over the next 30 years. These statements have been • West Coast Districts Combined Activity developed through Council workshops and Management Plan Transportation December adopted by Council. 2017 Proposed Model for Future Development and • Asset Management Plan Buildings 2015 Evolution of the Infrastructure Strategy • Asset Management Plan Solid Waste 2015 • Asset Management Plan Pensioner Housing • The development of the Infrastructure Strategy 2015 is owned by District Assets but involves a wider • Asset Management Plan 3 Waters 2014 stakeholder group i.e. finance, IT, planning and external consultants. The Capex Committee • Asset Management Plan Parks, Reserves and is the vehicle for reviewing and revising based Cemeteries 2014 on information as it comes to hand. The forum Although most of the AMPs have not been meets monthly to review progress of current updated within the last 3 years there is no projects and planning for future projects. significant variation to the AMPs primary focus for • The Infrastructure Strategy will evolve in a maintenance and renewals (with the exception continuous cycle of review and improvement of the Drinking Water Standards compliance so that quality of output matches the changing and monitoring that has arisen out of Havelock needs of Westland District Council. Workshops North enquiry) and therefore this remains the with council members sets the direction for source of the underlying information, along management to follow. It is critical that any with the Havelock North Inquiry Stage 2 Report change of leadership or membership of council highlighting 52 recommendations for Drinking does not undermine the planning process. Water that they released recently. Specific • Normally each review will take twelve months projects in detailed format are being quantified but can be initiated sooner if requested by the now, with project sheets which is a vast Council due to significant district or legislative improvement on previous process. Further data changes. collection and evaluation is required for Parks and Reserves and this is currently in progress. The forecasts have been built up based on a simple Gap Analysis, from both the ANA report as well as including critical asset projects that had been deferred due to lack of internal resources and forward planning. The ANA report was an overarching overview and did not focus on specific projects, it only identified the Gap aspect based on age and some condition rating. Projects have now been selected for this strategy based on maximum benefit and affordability as well as resilience planning. The forecasts we believe are reliable but one of the “weaknesses” we have no control over is
Long Term Plan 159 Table 3.1: Strategic Statements • Ensuring core services enable our district to develop, grow and prosperous. Strategy # Strategic Statements 1 Involving the Community and Grow and protect our communities, Stakeholders. our economy and our unique natural 2 Delivering core services that meet environment. Community expectations and To support this strategic statement: demonstrate value and quality. 3 Grow and protect our communities, • Resources are used sustainably, developed and our economy and our unique natural protected. environment. • The district’s natural features and landscapes are understood, valued, maintained and Applying the Strategic Statements to enhanced for future generations. Infrastructure Planning • Built environments and amenities are of a high Involving the Community and Stakeholders standard and contribute significantly to the To support this strategic statement: well-being of people and communities. • People are valued and their contribution to the • All people feel valued and supported within a economic, cultural, environmental and social caring Community. well-being of the region is recognised and • Strong relationships between people supported. from different cultures, communities and • Sustainable development is encouraged. organisations build a united Community. • Kaitiakitanga (the protection and management • The place of Māori is recognised and respected. of the environment) is understood and valued. The Treaty of Waitangi is recognised and respected. The Organisation’s Priorities • People from all sectors of the Community are At high level, Council’s priorities are to: able and encouraged to contribute to their communities. • Ensure adequate infrastructural capacity to • Cooperation, collaboration and coordination meet the demands of current and future between agencies, organisations and councils generations whilst being affordable to the occur to avoid duplication of resources, Community minimise regulation and promote a consistent • Increase the reliability and resilience of the focus. existing and future infrastructure • Ensure sustainable use of resources and Service Delivering core services that protection of critical environmental values meet Community expectations and • Manage the impacts of population change demonstrate value and quality • Meet drinking water standards To support this strategic statement: • Reflect inter-generational benefit in the funding • Getting the funds required for upgrades of of large projects ageing or obsolete infrastructure, and for increased infrastructure to meet increased Lifecycle Management levels of service and growth. The objective of life cycle management of assets • Identifying what infrastructure is important to is to meet defined levels of service in a cost the Community and to meet the Council’s effective manner. A life-cycle management plan legislated obligations, Council’s Levels of is a statement of how we manage these assets Service have been developed to help define for each stage of their life-cycle and includes the and identify the key strategic priorities around funding implications of management decisions. our infrastructure. • Apply Community considerations and expectations in decision making on infrastructure. • Ensuring core services enable the Community and the environment to be healthy.
160 Westland District Council Figure 0.2: Stages of the Asset Management Life may be because the retired asset was no longer Cycle fit for purpose, or because demand drivers have resulted in an increased level of service. In such Review, planning cases, the cost of asset renewal may be higher and design than the replacement value of the retired asset.
Current data on our assets Disposal, renewal, Operation and Council’s “AssetFinda” Assets Management creation or maintenance aquisition Program and RAMM (for roads) facilitates compilation of historical data for renewals, Whilst this is the desired approach, Council is improvements and maintenance to suit the also constrained by affordability. Council has to desired levels of service for the asset. This data is consider all its desired objectives across all its used to generate asset renewal projects. activities when it prepares its budgets. Realistically, for instance, optimal levels of funding for renewals Improving our Evidence Base cannot always be achieved. To improve our lack of asset management planning we have instigated a multi-layered Over the long term Council’s aim is to achieve improvement process. We have appointed a new lowest long term costs, however it has to, as a role of Engineering Support Officer in an Asset trade-off across all its activities, accept higher Management role. They started in early 2018 and risks and, for instance, increase operational has already been conducting asset management and maintenance costs while it works towards inspections of our parks and reserves and achieving lowest long term costs. populating the database and condition rating. In addition, we are promoting a higher usage of the Asset Management database in preparation for our revaluations scheduled for next year. The budgets for this LTP have included cost code areas for routine inspections of asset condition and data gathering and verification processes. A full time 3 Waters Engineer will be employed to fill a long term vacancy and we have seconded our previous 3 waters engineer to work in tandem on a part-time basis, employed primarily to update the Asset Management systems in the 3 waters activity. A new template process has also been introduced for manual and electronic updating of asset data and this is integrated with finance for asset creation and disposal. RAMM will continue to be used for roading assets and this includes a budget code with NZTA for asset management, while AssetFinda will Asset Renewal continue to be the system for 3 Waters, Parks & Renewal of existing assets occurs when the Reserves, Buildings and Solid Waste with some asset has reached the end of its useful life, and transportation items such as street lights, culverts is funded by depreciation. A renewals strategy and footpaths being transferred from RAMM to provides for the progressive replacement and AssetFinda. refinement of existing assets. Asset renewal is often required to maintain the existing level of It is expected that a specialist external consultant service, and the integrity and value of the network will support District Assets, as required through as a whole. these processes. In some cases, it is not possible or desirable to renew an asset by replacing it like for like. This
Long Term Plan 161 Table 3.2: Asset and Service Management Strategy Asset and Service Management Strategy
Strategy Desired Outcome 1 Forecast infrastructure needs in advance in a proactive rather Council understands the long term asset needs than reactive way. and these are sustainably budgeted for. 2 Develop and review Asset Management Plans for all major assets Identification of services needed by the Community and required funding to optimise ‘whole of life’ costs 3 Develop and review Long Term Financial Plans covering 10 & Sustainable funding model to provide Council 30 years incorporating Asset Management Plan expenditure services projections with sustainable funding position outcome 4 Review and update Asset Management Plans and Long Term Council and the Community are aware of Financial Plans after adoption of annual budgets. Communicate changes to service levels and costs arising from any consequence of funding decisions on service levels and budget decisions service risks 5 Report Council’s financial position at Fair Value in accordance Financial sustainability information is available for with New Zealand Accounting Standards, financial sustainability Council and the Community and performance against strategic objectives in Annual Reports 6 Ensure Council’s decisions are made from accurate and current Improved decision making and greater value for information in asset registers, on service level performance and money costs and ‘whole of life’ costs 7 Report on Council’s resources and operational capability to Service delivery is matched to available deliver the services needed by the Community in the Annual resources and operational capabilities Report 8 Ensure responsibilities for asset management are identified and Responsibility for the asset management is incorporated into staff position descriptions defined 9 Implement an Improvement Plan to realise ‘core’ maturity for the Improved financial and asset management financial and asset management competencies within 2 years capacity within Council
Cost Effective Delivery of Services Develop and maintain asset management In terms of Section 10 (Purpose of Local governance, skills, processes, systems and data Government) there is a clear requirement to meet in order to provide the level of services that the the current and future needs of communities for Community need at present and in the future good-quality local infrastructure and local public in the most cost-effective and fit-for-purpose services, in a way that is most cost-effective for manner. households and businesses. Thus, the objectives of the asset management (2) In the Act, good-quality, in relation to local strategy are to: infrastructure, local public services, and performance • Ensure that Council’s infrastructure services are of regulatory functions, means infrastructure, provided in an economically optimal way, with services, and performance that are— the appropriate levels of service for residents, (a) efficient; and visitors and the environment as determined in relation to Council’s financial sustainability. (b) effective; and • Safeguard Council’s assets including physical (c) appropriate to present and anticipated future assets and employees by implementing circumstances appropriate asset management strategies and To ensure the long-term financial sustainability of appropriate financial resources for those assets. Council, it is essential to balance the Community’s • Adopt the Long Term Plan as the basis for all expectations for services with their ability to pay for service and budget funding decisions. the infrastructure assets used to provide the services. • Meet legislative requirements for all Council’s Maintenance of service levels for infrastructure operations. services requires appropriate investment over the • Ensure resources and operational capabilities whole of the asset life cycle. To assist in achieving are identified and responsibility for asset this balance, Council aspires to: management is allocated.
162 Westland District Council Addressing Resilience Critical assets have been identified as: Both physical and system resilience are crucial. • Raw water intakes This means: • Raw water mains • Design and construction standards (where • Raw water pump stations cost effective) ensure infrastructure is able • Water treatment plants to withstand natural hazards and long term • Water mains changes in circumstances such as those • Potable water pump stations resulting from climate change. • Reservoirs • Organisations and networks of organisations • Wastewater pump stations with the ability to identify hazards must share • Wastewater mains information, assess vulnerabilities, and plan for • Wastewater treatment plants and respond to emergencies. • Stormwater pump stations • Acknowledging the value of adaptability and redundancy in the network to improve business • Stormwater mains confidence. • Roads • Identifying and managing cross-sectorial • Bridges dependencies, such as power supply for Asset criticality relates to the consequence of communications infrastructure is necessary an asset failing to perform its intended function. to ensure systems resilience and continued This is an essential measure for prioritising provision of services. (Engineering Lifelines maintenance and renewal activities. Westland groups have already undertaken work in this District Council has defined criticality according area in accordance with the New Zealand to the International Infrastructure Management Infrastructure Plan, 2015). Manual (2011) which defines critical assets as In order to improve resilience Council’s approach “those that have a higher consequence of failure will be to: and can potentially have a more significant impact on the organisation’s objectives” (IIMM Quick • Actively participate in CDEM planning and Guide, 2011, p.11). activities, at both regional and local levels. • Obtain insurance where this is deemed to be To date, this has been completed using the the most cost effective approach. judgement of experienced technical and operational staff. The intention is to embed this • Investigate options for alternative service knowledge into a 1-5 criticality rating score against provision and system redundancy. each item in the Asset Management database. The • Identify critical assets and ensure mitigation 1-5 rating will be consistent with the consequence methods are developed. descriptions developed for the risk assessment Examples of the latter two bullet points include: procedure. Tables below show Council’s • Introducing / improving Scada / Telemetry at guidelines for criticality assessment. Water Treatment Plants. • Replacing blower and electrics at Franz Water Table 3.3: Criticality Levels Treatment Plant. Criticality 1 Most Critical • Purchasing a mobile generator for resilience Criticality 2 and continuity of service. (Noted on page 6-27 Criticality 3 of the 2014 3 Waters AMP.) Criticality 4 Critical Assets Criticality 5 Least Critical Critical Assets are defined in the Asset Significant Decisions Required Management Plan as assets that are essential to providing critical services in times of emergency Taking a long term view to the management of (albeit at a reduced level of service), or have an infrastructural Assets, Westland District Council unacceptable consequence of failure. needs to make key decisions in a timely manner. In addressing Community desires and priorities the following key decisions have been identified.
Long Term Plan 163 Table 3.4: Priority One Project Descriptions Asset Location Project Project Rationale/Key Decision Category Water Kumara Water Mains Priority 1 Project: Seddon Street Water Main Supply Replacement A further $100k allowed for proactive replacement / renewal of water mains identified as being in average or poor condition and with a criticality rating of “high”. These mains are primarily AC, with one steel main. Approx. total length of mains in average or poor condition is 560m at an average unit rate of $216/m. This replacement will include installation rider mains, laterals and valves and fittings to be compliant with AS4404 and the NZ Fire Service Firefighting Water Supply Code of Practice. Replace Existing Signs of leaking has been detected at the reservoirs. This is in the form Reservoirs of e-coli contamination, which has likely been caused by animal or bird excrement washing into the reservoir. The reservoirs are old and near the end of their useful life. Arahura Water Treatment Arahura water supply source is drawn from a shallow groundwater Plant Upgrade bore located adjacent to a paddock with low numbers of grazing animals. The water is pumped to a reservoir and is currently untreated. There have been several ‘Boil Water’ notices issued to the community in recent months. The WTP does not currently comply with the DWSNZ and the bore itself is in a degraded state. An alternative water supply needs to be investigated and constructed. Noted on page 4-7 of the 2014 3 Waters AMP. Hokitika Water The 78 original modules (Blue Spur), 14 modules installed in 2013 and Treatment Plant 120 modules installed in 2016 and skid A & B pumps will need to be Improvements replaced as they reach the end of their useful life. This project is part of a proactive approach to asset maintenance. Water Mains Priority 1 Project: Hampden Street Water Main Replacement A further $560k allowed for proactive replacement / renewal of water mains identified as being in poor condition and with a criticality rating of “high”. 50% of these mains included in the 10 year LTP. These mains are primarily AC, with some steel mains. Approx. total length of mains in average or poor condition is 3,350m at an average unit rate of $250/m. This replacement will include installation of valves and fittings to be compliant with AS4404 and the NZ Fire Service Firefighting Water Supply Code of Practice. Upgrade The pumps will need to be replaced as they reach the end of their Brickfield pumps useful life. This project is part of a proactive approach to asset & valves (water maintenance. supply) Hokitika, Hari Seismic Valve Seismic valve required for resilience and continuity of service. Noted Hari, Franz (main outlet) on page 6-27 of the 2014 3 Waters AMP. Josef & Fox Glacier water supplies Hokitika Pipe network The PRV has reached the end of its useful life and need to be maintenance replaced. If this fitting fails, there will be significant impacts associated with high water pressures at residential connections. All areas Water Meters All water connections should be metered to: Replacement - enable revenue to be collected from high water users - In addition, water meters helps identify water loss and overall network balance calculations Hokitika Replace Existing Monitoring has indicated a leak in the tanks, which has been proven Brickfield with investigations. The reservoirs are near the end of their useful life - Reservoirs prudent to replace them before they fail catastrophically.
164 Westland District Council Asset Location Project Project Rationale/Key Decision Category 135 KVA Generator required for resilience and continuity of service. Noted on Generator page 6-27 of the 2014 3 Waters AMP. Ross Water Mains Priority 1 Project: Moorhouse Street Replacement Priority 2 Project: Woolhouse Road A further $45k allowed for proactive replacement / renewal of water mains identified as being in poor / average condition and with a criticality rating of “high”. These mains are primarily AC, with some steel mains. Approx. total length of mains in average or poor condition is 1,200m at an average unit rate of $180/m. This replacement will include installation of valves and fittings to be compliant with AS4404 and the NZ Fire Service Firefighting Water Supply Code of Practice. Replacement of The pumps will need to be replaced as they reach the end of their Pumps at Water useful life. This project is part of a proactive approach to asset Treatment Plant maintenance. Water Treatment Chemicals are currently stored unbunded within the building and have Plant Building spilt on occasions, causing parts of the building to corrode. This needs Repairs & Slope to be fixed. In addition, the embankment behind the building needs Stabilisation to be protected and stabilised to ensure the safety of the building and personnel working on site Replacement of The membranes will need to be replaced as they reach the end of Membranes at their useful life. This project is part of a proactive approach to asset Water Treatment maintenance. Plant Alternative Water A secure source of water is required under the DWSNZ. This has Source become more critical as the outcomes of the Havelock North Enquiry are implemented into the standards. Hari Hari Water Mains Priority 1 Project: SH6 crossing Replacement Priority 2 Project: Wanganui Flat Road A further $176k allowed for proactive replacement / renewal of water mains identified as being in poor / average condition and with a criticality rating of “high”. These mains are PVC, with some steel mains. Approx. total length of large diameter mains (DN150) mains in average or poor condition is 1,750m at an average unit rate of $211/m. This replacement will include installation rider mains, laterals and valves and fittings to be compliant with AS4404 and the NZ Fire Service Firefighting Water Supply Code of Practice. Whataroa Upgrade Water The WTP does not currently comply with the DWSNZ requirements Treatment Plant for protozoa treatment. Noted in the Annual Compliance Report for WDC drinking water supplies (2017). Franz Josef Water Mains Priority 1 Project: Cron Street Replacement A further $224k allowed for proactive replacement / renewal of water mains identified as being in poor / average condition and with a criticality rating of “high”. These mains are primarily AC, with some PVC mains. Total length of mains in average or poor condition is 2,200m at an average unit rate of $185/m. This replacement will include installation rider mains, laterals and valves and fittings to be compliant with AS4404 and the NZ Fire Service Firefighting Water Supply Code of Practice. Alternative Raw A secure source of water is required under the DWSNZ. This is Water Source become more critical as the outcomes of the Havelock North Enquiry or upgrading are implemented into the standards. existing Blower Electrics Blower needs to be connected in order for WTP to operate effectively. & SCADA This has been deferred from previous LTP’s and is now urgent. SCADA needs to be installed to be compliant with DWSNZ.
Long Term Plan 165 Asset Location Project Project Rationale/Key Decision Category Upgrade Filter The filter media will need to be replaced as they reach the end of Media their useful life. This project is part of a proactive approach to asset maintenance. Fox Glacier Water Treatment The WTP does not currently comply with the DWSNZ requirements Plant Upgrade to for porotozoa treatment. Noted in the Annual Compliance Report for DWSNZ WDC drinking water supplies (2017) and on page 4-11 of the 2014 3 Waters AMP. Water Mains Priority 1 Project: Pipeline between reservoir and town Replacement A further $69k allowed for proactive replacement / renewal of water mains identified as being in poor / average condition and with a criticality rating of “high”. These mains are primarily AC, with some PVC mains. Approx. total length of mains in average or poor condition is 800m at an average unit rate of $185/m. This replacement will include installation rider mains, laterals and valves and fittings to be compliant with AS4404 and the NZ Fire Service Firefighting Water Supply Code of Practice. Haast Replacement of Monitoring has indicated a leak in the tanks, which has been proven Treated Water with investigations. The reservoirs are near the end of their useful life - Reservoir prudent to replace them before they fail catastrophically. All Plants Replacement Purchase spare parts for critical WTP components. This project is part of Water of a proactive approach to asset maintenance. Noted on page 6-11 of Treatment Plant the 2014 3 Waters AMP. Components Water Treatment Chlorination is highly likely to be required as part of the revised Plant Disinfection DWSNZ. This has come out of the Havelock North Drinking Water Upgrades Enquiry: Stage 2. Water NZ and Audit NZ have advised that Councils make provision in their long terms plans for installation of disinfection at each of their treatment sites. Refer to email from Audit NZ, dated 23 January 2018. SCADA / None of the WTP’s meet the DWSNZ requirements for collecting, Telemetry at analysing and monitoring for continuous compliance data. This is Water Treatment noted in the Annual Compliance Report for WDC drinking water Plants supplies (2017). Wastewater Hokitika Outfall Structure WDC contributing to the shared outfall with Westland Milk. Noted on page 5-9 of the 2014 3 Waters AMP. Wastewater WWTP upgrade required to comply with future consent conditions. Treatment An interim upgrade will take place in the 2017/18 financial year, with Plant Upgrade, further work to be undertaken in the next 5 years. This will likely including replace the existing oxidation ponds with another treatment process. Telemetry Refer to Hokitika WWTP Report (Opus, 2015). Hokitika $600k allowed for proactive replacement / renewal of wastewater Wastewater mains. This is 50% of the mains identified as being in poor / average Mains condition, AC material and with a criticality rating of “high”. Approx. Replacement total length of mains included for renewal is 1,200m at an average unit rate of $480/m. West Drive The pumps are at the end of their useful life and need to be replaced. Pump & Electrics This project has been deferred previously and is part of a proactive Upgrade approach to asset maintenance. Kaniere Sewer The pumps are at the end of their useful life and need to be replaced. Pumps Upgrade This project has been deferred previously and is part of a proactive approach to asset maintenance. This pump station is required to operate effectively to minimise the risk of unconsented sewer overflows.
166 Westland District Council Asset Location Project Project Rationale/Key Decision Category Kaniere Road The pump station is overcapacity during wet weather events so and Catchment - I&I Inflow and infiltration investigation is required to confirm the source Investigation and of inflow into the sewer reticulation. The potential for construction of Provisions for a piped outfall and /or emergency storage will then be investigated. Overflows Noted on page 5-11 of the 2014 3 Waters AMP. Franz Josef New Wastewater The existing Franz Josef WWTP consists of two oxidation ponds that Treatment Plant discharge treated effluent into the Waiho River. There are two issues that are considerable concern and warrant construction of a new WWTP: 1. Overtopping of the Waiho River causing flooding into the ponds 2.Permanent avulsion of the Waiho River through the pond site Noted on page 4-2 of the 2014 3 Waters AMP. Franz Josef In order to ensure that the WWTP can operate at design capacity, the Wastewater pipes upstream of the plant need to be upsized to carry more flow to Mains Upstream the WWTP. The pipes are currently undersized and thus, will not allow of WWTP all the wastewater to reach the plant. Franz Josef $140k allowed for proactive replacement / renewal of wastewater Wastewater mains. This is 50% of the mains identified as being in poor / average Mains condition, AC material and with a criticality rating of “high”. Approx. Replacement total length of mains included for renewal is 825m at an average unit rate of $175/m. Fox Glacier Wastewater $160k allowed for proactive replacement / renewal of wastewater Mains mains. This is 25% of the mains identified as being in poor / average Replacement condition, AC material and with a criticality rating of “medium”. Approx. total length of mains included for renewal is 925m at an average unit rate of $175/m. Wastewater There have been no major maintenance / upgrade works carried Treatment Plant out at the site for a number of years. This work is required to improvements ensure efficient operation of the WWTP and to minimise the risk of unconsented overflows. Haast Wastewater $75k allowed for proactive replacement / renewal of wastewater Mains mains. This is 25% of the mains identified as being in poor / average Replacement condition, and with a criticality rating of “medium”. Approx. total length of mains included for renewal is 1,700m at an average unit rate of $175/m. All Contribution Updates to the District Plan to include a requirement for Council to towards new contribute to new developments. As timing / scale of development is developments unknown at this stage, a nominal amount per year is allowed for this. Stormwater Hokitika Mobile Generator A standby generator is vital to enable continuity of service in a power outage. This will be a shared asset between SW and WW. Noted on page 4-8 and 6-27 of the 2014 3 Waters AMP. Hokitika Specific mains that need replacement have been identifed as separate Stormwater projects. This is an allowance for proactive replacement / renewal of Mains mains as they near the end of their useful life. Replacement Bealey Street, Recommended infrastructure improvement to help alleviate flooding Tancred Street, in Hokitika. Part of an overall catchment solution. Noted in the Hoffman Street, Hokitika Stormwater Issues Options Report (MWH, November 2015) Livingstone Street and Kaniere Road Network Pump Upgrades
Long Term Plan 167 Asset Location Project Project Rationale/Key Decision Category Pipe Open Drain Replace existing open channel drain with new DN675 pipeline. – Richards Drive Reshape driveways and provide a low bund wall. Increase gravity main capacity to a 50 year LOS. Recommended infrastructure improvement to help alleviate flooding in Hokitika. Part of an overall catchment solution. Noted in the Hokitika Stormwater Issues Options Report (MWH, November 2015) Sewell St Pump This pump station is currently operating with one pump only. This Upgrade means there is no standby in power outages and no means of operating in a duty/assist manner. The single pump in this PS was replaced in 2017 at a cost of $80k. An additional $20k has been allowed for ancillary works within the pump station to enable efficient and safe operation and maintenance. Weld St Extension Extending SW Reticulation from Bealey Street through to Fitzherbert St. Recommended infrastructure improvement to help alleviate flooding in Hokitika. Part of an overall catchment solution. Noted in the Hokitika Stormwater Issues Options Report (MWH, November 2015) Beach St SW Infrastructure improvement to help alleviate flooding in Hokitika. Part realignment of an overall catchment solution. The stormwater outlets to the beach are regularly getting blocked, thereby causing water to back up the pipes and flood on to the streets. Jollie St Surface flooding occurring every year. This has been exacerbated by Extension the Tuffy Investment development. Project will need to be completed in conjunction with the new development to ensure SW catchments are aligned. First phase - investigation & design. Second phase - construction. Budget from 2016 LTP. Infrastructure improvement to help alleviate flooding in Hokitika. Part of an overall catchment solution. The development at the top end of this road has increased the runoff and will make the flooding worse in future. Best to resolve this before this happens. River Outfall Flap Flap gates required to prevent river levels affecting the flood volume Gates on the upstream side of Kaniere Road. Noted in the Hokitika Stormwater Issues Options Report (MWH, November 2015) Contribution Council contribute to 50% of new developments under the District towards new Plan. developments Updates to the District Plan to include a requirement for Council to contribute to new developments. As timing / scale of development is unknown at this stage, a nominal amount per year is allowed for this. Solid Waste Franz Josef Final Capping to Franz Josef Landfill is a closed landfill and needs the final capping Landfill layer. Hokitika Site Shed - Noted as a capital project in 2015 Solid Waste AMP, page 5-14 Hazardous Washdown Facility Intermediate Noted as a capital project in 2015 Solid Waste AMP, page 5-14 Capping for Butlers Haast Digout new Cell Noted as a capital project in 2015 Solid Waste AMP, page 5-14 - Now Capping for Noted as a capital project in 2015 Solid Waste AMP, page 5-14 Haast
168 Westland District Council Significant Infrastructure Issues The Local Government Act 2002 Amendment Bill Water Section 101B – Infrastructure Strategy states: Council’s principal goal for water over the next (2) The purpose of the infrastructure strategy is to— ten years is: “(a) identify significant infrastructure issues for • To achieve compliance with the Drinking Water the local authority over the period covered Standards New Zealand. by the strategy; and • To support and underpin the health, wellbeing “(b) identify the principal options for managing and financial prosperity of the Community by those issues and the implications of those providing a lawful, reliable, sustainable and cost options. effective supply of water to meet the needs of In developing this 30 Year Strategy Council the consumer. identified the anticipated significant infrastructure issues over the 30 years and considered each significant action and the benefits of the action. The significant infrastructure issues faced by Westland District Council with the benefits and costs are tabled below.
Long Term Plan 169 What are we How much When are Issue What is the benefit? Growth LoS Renew doing? will it cost? we doing it? Providing clean, Constructing new potable water for Water Treatment $1.26M 2018/19 X consumers on Plants supplies. Council commits funding to upgrade the treatment plants to meet DWSNZ rather Assumptions than a lesser option. Do nothing by not meeting the drinking water standards. This option is Other option not compliant with the drinking water standards and increases the risk of contaminated water being provided to consumers. Providing clean, potable water for consumers on supplies. Gives Council the DWSNZ Drinking Water ability to analysis Compliance supplies need trends and patterns, Standards to be improved provides accurate upgrades to meet information to the current *Please note that comply with data $0.91M 2018-2024 X Drinking Water telemetry also and monitoring Standards meets a second requirements issue which is the under Drinking reliability of data. Water Standards and reduces manpower and travel expenditure from monitoring via site visits Council commits funding to upgrade the treatment plants to meet DWSNZ rather Assumptions than a lesser option. Do nothing by not meeting the drinking water standards. This option is not compliant with the drinking water standards and increases the risk of Other option contaminated water being provided to consumers. Regarding telemetry another option is to increase the manpower and travel expenditure required to carry out manual sampling. Replacing Water Treatment Plant/ network parts (includes filters/ membranes, Ensure continuity of treatment service in a reliable $2.05M 2018-2024 X X components, manner water meters and building repairs and Aging associated WTP Infrastructure improvements) Assumptions Parts are replaced as per manufacturers’ recommendations and design life. Other option Detailed condition assessment study in aging assets / assets in poor condition. Ensure continuity of Mains Renewals service in a reliable $2.44M 2018-2028 X manner The mains renewals programme will be refined based on performance and Assumptions condition. Other option Lower the level of services.
170 Westland District Council What are we How much When are Issue What is the benefit? Growth LoS Renew doing? will it cost? we doing it? Replacing reservoirs and Preventing water 2019-2021 & tanks (for Haast, leaks and risk of $1.66M X X Hokitika and contamination 2023-2026 Kumara) It is not efficient to fix ageing tanks / reservoirs and they will need to be Assumptions completely replaced. Other option Isolated repairs to fix leaks. Asset resilience works (includes Ensure continuity of 2018- seismic valves, service in the event $0.38M X generators and of a power outage 2020 raw water sources) Environmental factors and location increase the need for additional safety devices Assumptions to be installed. Other option Do not complete upgrades and lower the level of service to the network. At the time of writing, the full impact of what the 52 recommendations (released by the Ministry of Health in early 2018 in the aftermath of the Havelock North Water Inquiry) will mean for local authorities has not yet been realised. This is still going through consultation at central government level. The main expectations that have been communicated to date have been incorporated into this strategy as the basis for 3 waters improvements. Given our large geographic area and extremely small rating base, it is likely that Council will require support from central government in terms of funding sources. Council has budgeted for all known projects based on worst-case scenario, however, the intention is to offset these costs with external funding.
Summary of water Issues: • Cost of complying with the DWSNZ. • Community expectations. • Burden of cost for small communities
Long Term Plan 171 Wastewater Council’s principal goal for wastewater over the next ten years is: • To ensure the health of the Community where urban housing exists, thereby eliminating the need for individuals to provide their own wastewater system (which carries much higher health risks) • To provide a cost effective trade waste disposal system for commercial and some industrial users. • To provide acceptable collection, treatment and disposal systems for the use of communities • To meet requirements set by the West Coast Regional Council regarding resource consents and environmental compliance
What are we How much When are Issue What is the benefit? Growth LoS Renew doing? will it cost? we doing it? Ensure continuity of Mains Renewals service in a reliable $1.39M 2018-2028 X X manner The mains renewals programme will be refined based on performance and Assumptions condition Other Option Detailed condition assessment study in ageing assets / assets in poor condition. Provide appropriate level of service to Pumps renewals $0.15M 2018/19 X minimise the risk of Aging overflows Infrastructure Assumptions Pump upgrades will reduce unconsented wastwater overflows. Do not complete all required upgrades and increase the risk of wastewater Other Option overflows. Replacing Wastewater Maintain operational $0.02M 2020/21 X X Treatment Plant efficiency Parts Assumptions Spares will be shared and utilised across multiple assets. Purchase spares as and when required. This may result in a delay in arrival of Other Option equipment. Constructing Improve WWTP to new Wastewater meet compliance $5.68M 2018-2022 X X Legal Treatment Plants conditions Compliance Assumptions One WWTP will be required to relocate due to environmental threat. There is no other option, WWTP upgrades needs to be carried out as a part of Other Option Resource Consents (Legal Compliance) Improve and build Catchment resilience in water $0.05M 2018/19 X investigations Inflow and source catchments infiltration Assumptions Further investigations will be required to ensure continuity of water supply. Other Option Do nothing, and reduce the level of service offering.
172 Westland District Council What are we How much When are Issue What is the benefit? Growth LoS Renew doing? will it cost? we doing it? Council contribution towards District Plan infrastructure $0.11M 2018/28 X Network Growth Subdivision upgrades to support Growth new subdivisions Assumptions No significant changes required to infrastructure to support new subdivisions. Incur unbudgeted expenditure in keeping up with the District Plan financial Other option contribution requirements.
Summary of wastewater issues: • Environmental threats on wastewater treatment plants • Cost of meeting current Resource Consent compliance conditions • Community expectations • Burden of cost on small communities
Stormwater Council’s principal goal for stormwater over the next ten years is: • To provide for the collection and disposal of stormwater to acceptable environmental standards
What are we How much When are Issue What is the benefit? Growth LoS Renew doing? will it cost? we doing it? Ensure continuity of Mains Renewals service in a reliable $0.39M 2018-2028 X manner The mains renewals programme will be refined based on performance & the Assumptions results of a detailed condition assessment study into ageing assets. Other option No investment, with the lowering of customer expectations for LoS. Provide appropriate Pump stations level of service to renewals and $2.6M 2018-2022 X alleviate flooding Aging upgrades Infrastructure issues Assumptions The projects are approved in the Annual Plan process Other option No investment, with the lowering of customer expectations for LoS. Provide appropriate Replacing open level of service to $0.25M 2020-2023 X channel drains alleviate flooding issues Assumptions The projects are approved in the Annual Plan process Other option No investment, with the lowering of customer expectations for LoS.
Long Term Plan 173 What are we How much When are Issue What is the benefit? Growth LoS Renew doing? will it cost? we doing it? Ensure continuity of Extensions and service in a reliable $0.6M 2018-2020 X Realignments manner Diverting water flow alleviates overland ponding and/or increases reach of Assumptions stormwater channels for new roads and developments. The projects are approved in the Annual Plan process. Other option No investment, with the lowering of customer expectations for LoS. Reticulation Ensure continuity of and Flapgate service in a reliable $0.03M 2019-2022 X Improvements manner Assumptions Flapgate improvements will assist with alleviating backflow and flooding. Other option No investment, with the lowering of customer expectations for LoS. Ensure continuity of Purchasing mobile service in a reliable $0.03M 2018/19 X generators manner Resillence There will be sufficient number of generators and back-up power in the event of Assumptions an emergency. Other options No investment, with the lowering of customer expectations for LoS.
Summary of stormwater issues: • Incomplete infrastructure data • Community expectations
TRANSPORTATION (Roads and Footpaths) Council’s goal for the roads and footpaths activity is: To provide a safe, affordable, sustainable land transport system that fully meets the environmental, economic and social needs of the district.
What are we How much When are Issue What is the benefit? Growth LoS Renew doing? will it cost? we doing it? Ensure continuity of service in a reliable Bridge Renewals manner, Increase $2.66M 2018-2028 X capacity to allow for Aging 50MAX Infrastructure / Council continues to deliver the same level of service and replaces bridges Load Capacity Assumptions as required. Bridges not capable of allowing 50MAX loading are progressively upgraded as renewal work occurs On low volume access roads Council may decide not renew bridges and rather Other Options remove them and install low level fords
174 Westland District Council What are we How much When are Issue What is the benefit? Growth LoS Renew doing? will it cost? we doing it? To keep roads safe Resurfacing and operating at an $12.85M 2018-2028 X optimum level The resurfacing programme will be defined based on sound asset management Aging Assumptions practices including performance and condition. Undertake further deterioration Infrastructure modelling to manage resurfacing intervention to extend the life of seals Strategic assessment of Council’s roading network as part of the transition to Other Options a one network road classification could identify low volume access roads that council may allow to reverse back to gravel formation. To keep roads safe, operating at Maintenance optimum level and $8.80M 2018-2045 X Upgrade allowance for traffic Increased growth Capacity That projects are successful in obtaining NZTA funding and that Council and Assumptions ratepayers have a willingness to fund the necessary local share. Continue to maintain network at current capacity with no increased level of Other option service. Traffic services Improves customer including line satisfaction and $1.39M 2018-2028 X marking and new safety by providing signage clear directions NZTA continue to subsidise the WDC Land Transport Programme without any Assumptions significant change in Financial Assistance Rates. Council and ratepayers have a willingness to fund the necessary local share. Other option Transportation network levels of service are reduced Routine Provides for Maintenance water runoff thus Drainage – new minimising road kerbing channels $1.86M 2018-2028 flooding and and culverts associated safety issues NZTA continue to subsidise the WDC Land Transport Programme without any Assumptions significant change in Financial Assistance Rates. Council and ratepayers have a willingness to fund the necessary local share. Other option Transportation network levels of service are reduced
Summary of transportation Issues: • Changes in central and regional government policy • Increase in pricing of oil and aggregates • Financial assistance from New Zealand Transport Agency (NZTA) • Change in land use (e.g. the conversions of land to dairy) which therefore change patterns of road usage
Long Term Plan 175 Summary of Significant Infrastructure The current financial strategy, which includes the Issues projected cashflow for next 30 years required for A large amount of the District’s infrastructure was renewals for assets, is based on the install dates of built in the 1970s and 1980s. With an average the assets and some condition assessments. The age of 50 years, many of these assets are now information is populated in the Asset Information reaching, or indeed have already passed the database “AssetFinda”. For the obvious reasons, end of their expected life. Maintaining these this cashflow (while rationalised) is requiring peaks ageing assets becomes more difficult as their age at certain intervals which is economically not increases. sustainable. This situation is very much related to a small initial period installation of asset that is to The District is now at a time when keeping the say that most of the infrastructure was installed respective levels of maintenance cost versus within a short span of time in past with similar renewal cost is at its hardest to balance. renewal timeframe. The key issue in regard to Council’s infrastructure Some gaps in Council’s knowledge about the assets is not what needs to be provided, but how condition and performance of certain assets exist to avoid losing what it has established over time at which is why a provision has been included for significant effort and cost. Some assets may not asset management data collection for the first even need to be kept. In fact, the need to manage five years of the 2018-2028 Long Term Plan of its infrastructure assets well is a foundation upon $25,000 plus inflationary factors. In addition, an which rests the Council’s ability to provide new additional $25,000 plus inflationary factors has facilities for the Community in the future. been included in each year of the 2018-2018 Long Term Plan for asset management condition Infrastructure Gap Analysis assessments. Infrastructure gap analysis is to determine a Westland District Council has made a very potential funding gap could emerge between cautious decision to include a sustainable renewal projected needs and current spending in Council’s program over the first 10 years of the Draft LTP. core infrastructure assets. The analysis presents This has been done with a view that over the in detail the methods for quantifying the gap for first three years, Council will further investigate the purpose of providing transparency as to how the quality of these assets and analyse a further the estimates were derived. The results confines robust renewal program based on life + quality + itself to quantifying the funding shortfall for capital operational needs. that will be needed to ensure that Council’s core infrastructure assets will provide the agreed level of services.
Table 3.4: Priority One Project Descriptions LOS / Asset OPEX / Location Category Priority Project Title Project Description Growth / Category CAPEX Maintenance Water Supply ALL Water P1 Water Meters Replace Water Meters on CAPEX Maintenance Meters Replacement commercial connections (priority 1). Water Supply Franz Water P1 Blower Connect blower to CAPEX Maintenance Josef Treatment Electrics & improve aeration for Plant SCADA treatment process Water Supply Fox Water P1 Plant Upgrade Upgrade Fox Glacier CAPEX LOS Glacier Treatment to DWSNZ Treatment Plant to include Plant protozoa treatment and associated monitoring equipment etc. in compliance with DWSNZ
176 Westland District Council LOS / Asset OPEX / Location Category Priority Project Title Project Description Growth / Category CAPEX Maintenance Water Supply ALL Water P1 WTP Upgrade WTPs to achieve CAPEX LOS Treatment Disinfection compliance with DWSNZ Plant Upgrades disinfection requirements. Note - these requirements have not been incorporated into DWSNZ as yet, however it is likely that this will happen over the next couple of years Water Supply ALL Water P1 SCADA / Telemetry for all CAPEX LOS Treatment Telemetry at monitoring equipment Plant WTPs Wastewater Hokitika Wastewater P1 Hokitika WWTP Interim solution to CAPEX LOS Treatment Upgrade, convert ponds from Plant including parallel treatment Telemetry to treatment in series. Including flow monitoring, preparation of a management plan and odour survey Wastewater Hokitika Pumps P1 West Drive Replace worn pumps and CAPEX Maintenance & Pump Pump & associated electrics Stations Electrics Upgrade Wastewater Hokitika Pumps P1 Kaniere Replace worn pumps and CAPEX Maintenance & Pump Sewer Pumps associated electrics Stations Upgrade Wastewater Franz Wastewater P1 New WWTP at New mechanical WWTP CAPEX LOS Josef Treatment Franz Josef and compliance with Plant Environment Court order Stormwater Hokitika Electrics & P1 Mobile Purchase a mobile CAPEX LOS Generation Generator generator to ensure continuity of services in 3 Waters area Stormwater Hokitika Pumps P1 Sewell St Pump Upgrade SW PS CAPEX LOS & Pump Upgrade Stations Stormwater Hokitika Pumps P1 Rolleston St Upgrade SW PS CAPEX LOS & Pump Pump Upgrade Stations Stormwater Hokitika Pumps P1 Hoffman St Upgrade SW PS CAPEX LOS & Pump Pump Upgrade Stations Stormwater Hokitika Pipelines P1 Jollie St Upgrade SW network CAPEX LOS & Fittings Extension to prevent substantial (Incl. ponding in the street Isolation and flooding into private valves etc.) property Property, Hokitika Buildings P1 Council HQ Office refurbishment, CAPEX Maintenance Land & Refurbishment landing reroof, air Buildings conditioning Property, Hokitika Buildings P1 Elderly CAPEX Maintenance Land & Housing - Roof Buildings repairs
Long Term Plan 177 LOS / Asset OPEX / Location Category Priority Project Title Project Description Growth / Category CAPEX Maintenance Property, Hokitika Museum P1 Museum - New museum CAPEX LOS Land & Feasibility Buildings Studies Parks, Hokitika Parks & P1 Cass Square - CAPEX Maintenance Reserves & Reserves Replacement Cemetery of bark chips with rubber matting
Table 3.5: Priority One Projects by Cost and Timeframe Key Decision $ Timeframe Water Meter Replacements Water Supply 180,000 2018-2020 (Years 1 - 2) Franz Josef Blower Electrics & SCADA Water Supply 32,000 2018/19 (Year 1) Fox Glacier Water Treatment Plant Upgrade Water Supply 400,000 2018/19 (Year 1) Water Treatment Plant Disinfection Upgrades Water Supply 760,000 2018-2023 (Years 1 - 5) SCADA / Telemetry at Water Treatment Plants Water Supply 70,000 2018-2020 (Years 1 - 2) Hokitika Wastewater Treatment Plant Upgrade including Wastewater 3,050,000 2018-2022 (Years 1 - 4) Telemetry Franz Josef Wastewater Treatment Plant Wastewater 2,250,000 2018/19 (Year 1) Hokitika Stormwater Mobile Generator Stormwater 30,000 2018/19 (Year 1) Hokitika Sewell Street Stormwater Pump Upgrade Stormwater 100,000 2018/19 (Year 1) Hokitika Rolleston Street Stormwater Pump Upgrade Stormwater 320,000 2018-2020 (Years 1 - 2) Hokitika Hoffman Street Stormwater Pump Upgrade Stormwater 750,000 2018-2020 (Years 1 - 2) Hokitika Jollie Street Pipeline & Fittings Extension Stormwater 240,000 2018/19 (Year 1) Council Headquarters improvement – reroofing + air Property, Land & 65,000 2018/19 & 2021/22 (Years conditioning Buildings 1 & 4) Elderly Housing – roof repairs Property, Land & 40,000 2019/20 & 2021/22 (Years Buildings 2 & 4) Hokitika Museum – feasibility study and construction of Museum 4,500,000 2021-2024 (Years 4 – 6) a new museum Cass Square – Hokitika – Replacement of bark chips with Parks & Reserves 80,000 2018-2022 (Years 1 - 4) rubber matting
Table 3.6: Additional Projects OPEX / LOS / Growth / 10 Year Total Spend Asset Category Project Description CAPEX Maintenance (excluding P1 Projects) Water Supply Renewal of Pipelines & Fittings CAPEX Maintenance $2,377,000 (Incl. Isolation valves etc.) Water Supply Renewal and Upgrade of CAPEX Maintenance $1,489,000 Reservoirs & Tanks Water Supply Upgrade and Replacement of CAPEX Maintenance $2,511,000 Water Treatment Plant Water Supply Upgrade of Electrics & CAPEX LOS $45,000 Generation Water Supply Identifying and Installing new CAPEX Maintenance $240,000 Water Source Wastewater Renewal of Pipelines & Fittings CAPEX Maintenance $975,000 (Incl. Isolation valves etc.) Wastewater Pipe Network Upgrades CAPEX Growth $150,000
178 Westland District Council OPEX / LOS / Growth / 10 Year Total Spend Asset Category Project Description CAPEX Maintenance (excluding P1 Projects) Wastewater Upgrade and Replacement of CAPEX LOS $540,000 Wastewater Treatment Plant Stormwater Upgrade and Replacement of CAPEX LOS $1,355,000 Pumps & Pump Stations Stormwater Upgrade Open Channel Drain CAPEX LOS $230,000 Stormwater Renewal of Pipelines & Fittings CAPEX LOS $630,000 (Incl. Isolation valves etc.) Stormwater Pipe Network Upgrades CAPEX Growth $100,000 Solid Waste Landfill Upgrades CAPEX Maintenance $323,000 Fleet Management Vehicles Replacement CAPEX Maintenance $200,000 Transportation Roading Renewals CAPEX Maintenance $27,470,000 Property, Land & Buildings Upgrade of Buildings CAPEX Maintenance $233,000 Property, Land & Buildings Swimming Pools Upgrade CAPEX Maintenance $115,000 Parks, Reserves & Cemeteries Improvements CAPEX Maintenance & $145,000 Cemetery Growth Parks, Reserves & Parks & Reserves Improvements CAPEX LOS $725,000 Cemetery Community Services Footpath & Statue Renewals CAPEX Maintenance $581,500 West Coast Wilderness Cycle Trail Improvements CAPEX LOS $140,000 Trail Planning & Regulatory Hokitika Museum Upgrades CAPEX Maintenance $9,400 Planning & Regulatory Civil Defence Improvements CAPEX LOS $204,800 Planning & Regulatory Library Improvements CAPEX Maintenance $591,430 Corporate Services Information Technology CAPEX Maintenance $828,500 Upgrades Corporate Services Hokitika I-Site Upgrade CAPEX LOS $73,180 Corporate Services Document Management CAPEX Maintenance $200,000 Upgrade
Future Projects As shown in the following table, a number of future projects have been identified to be carried out in Years 11 to 30. These renewals projects are largely based on asset condition data as used to prioritise the projects that sit within the 10 Year plan and extrapolated to predict future projects. This condition data is primarily based on asset age, material and criticality. Due to the uncertainty in future legislation, asset condition and operational and maintenance issues, it is difficult to identify detailed projects beyond a 10 year projection. However, a few specific project have been identified and included below, such as a new Wastewater Treatment Plant for Hokitika and a new Swimming Pool in Hokitika.
Years Years Years Years Asset Category Project Title Total 11-15 16-20 21-25 26-30 Water Supply Kumara Water Mains Upgrades $0.05M $0.05M $0.05M $0.05M $0.20M Water Supply Hokitika Water Mains Replacement $0.25M $0.25M $0.25M $0.25M $1.00M Water Supply Ross Water Mains Replacement $0.05M $0.05M $0.10M Water Supply Hari Hari Water Mains Replacement $0.09M $0.09M $0.09M $0.09M $0.36M Water Supply Franz Water Mains Replacement $0.12M $0.12M $0.12M $0.12M $0.48M Water Supply Fox Glacier Water Mains Replacement $0.07M $0.07M $0.14M Water Supply Haast Water Mains Replacement $0.08M $0.08M $0.16M
Long Term Plan 179 Years Years Years Years Asset Category Project Title Total 11-15 16-20 21-25 26-30 Water Supply Whataroa Water Mains Replacement $0.03M $0.03M $0.06M Water Supply Arahura Water Mains Replacement $0.03M $0.03M $0.06M Water Supply Upgrade Pump Stations $0.05M $0.05M $0.05M $0.05M $0.20M Water Supply Water Meters Replacement $0.09M $0.09M $0.18M Water Supply Upgrade WTP's - specifically for growth $0.50M $0.50M $1.00M areas of Franz Josef, Fox Glacier and Ross Water Supply Upgrade WTP Reservoirs $0.50M $0.50M $1.00M Water Supply WTP Improvements - Replace modules / $0.50M $1.10M $0.50M $1.10M $3.20M membranes Water Supply New Generators $0.03M $0.03M $0.06M Water Supply Replacement of Water Treatment Plant $0.05M $0.05M $0.05M $0.05M $0.20M Components Water Supply WTP Disinfection Upgrades $0.20M $0.20M $0.40M Water Supply WTP SCADA / Telemetry Upgrades $0.03M $0.03M $0.06M Water Supply General Renewals $9.76M $5.74M $3.45M $3.45M $22.4M Wastewater Hokitika WWTP Upgrade $0.75M $0.75M $1.50M Wastewater Hokitika Wastewater Mains Replacement $0.30M $0.30M $0.30M $0.30M $1.20M Wastewater Franz Josef Wastewater Mains $0.07M $0.07M $0.07M $0.07M $0.28M Replacement Wastewater Fox Glacier Wastewater Mains $0.08M $0.08M $0.08M $0.08M $0.32M Replacement Wastewater Haast Wastewater Mains Replacement $0.08M $0.08M $0.16M Water Supply Upgrade WWTP's - specifically for growth $0.50M $0.50M $1.00M areas of Franz Josef &Fox Glacier Wastewater Pump Station Upgrades $0.10M $0.10M $0.10M $0.10M $0.40M Wastewater I&I Catchment Investigations $0.05M $0.05M $0.10M Wastewater Replacement of Wastewater Treatment $0.05M $0.05M $0.05M $0.05M $0.20M Plant Components Wastewater Contribution towards new developments $0.05M $0.05M $0.05M $0.05M $0.20M Wastewater General Renewals $5.77M $3.4M $2.04M $2.04M $13.25M Stormwater New Generators $0.03M $0.03M Stormwater Hokitika Stormwater Mains Replacement $0.13M $0.13M $0.13M $0.13M $0.52M Stormwater Pump Upgrades $0.40M $0.40M $0.40M $0.40M $1.60M Stormwater Contribution towards new developments $0.05M $0.05M $0.05M $0.05M $0.20M Stormwater General Renewals $0.4M $0.3M $0.3M $0.3M $1.3M Solid Waste Digout New Cells - Various $0.01M $0.01M $0.02M Solid Waste Capping - Various $0.05M $0.05M $0.10M Property, Land & New Swimming Pool in Hokitika $2.50M $2.50M $5.00M Buildings Property, Land & Building Upgrades - Various $0.05M $0.05M $0.05M $0.05M $0.20M Buildings Parks, Reserves & Cemetery - Improvements $0.08M $0.08M $0.16M Cemetery Parks, Reserves & Hokitika Sports Complex $1.50M $1.50M Cemetery Parks, Reserves & Reserve maintenance/ development $0.05M $0.05M $0.05M $0.05M $0.20M Cemetery Transportation Footpath Renewals $0.29M $0.29M $0.29M $0.29M $1.16M
180 Westland District Council Years Years Years Years Asset Category Project Title Total 11-15 16-20 21-25 26-30 Transportation Road Renewals / Resurfacing $10.8M $10.8M $10.8M $10.8M $43.2M Transportation Drainage Renewals $0.95M $0.95M $0.95M $0.95M $3.80M Transportation Structures Replacements $1.33M $1.33M $1.33M $1.33M $5.32M Transportation Traffic Services Renewals $0.70M $0.70M $0.70M $0.70M $2.80M
Note: All the above table data has been based on the initial 10 Year plan. There is a low level of confidence over the data represented in years 11-30. This data will be improved progressively over the life of the plan.
Long Term Plan 181 Financial Estimates The Local Government Act 2002 Amendment Bill Section 101B – Infrastructure Strategy states: (4) The infrastructure strategy must outline the most likely scenario for the management of the local authority’s infrastructure assets over the period of the strategy and, in that context, must— “(a) show indicative estimates of the projected capital and operating expenditure associated with the management of those assets— “(i) in each of the first 10 years covered by the strategy; and “(ii) in each subsequent period of 5 years covered by the strategy
Total Expenditure The projected capital expenditure associated with the significant infrastructure assets are graphically represented below.
Figure 0.1: Projected Capital Expenditure- Infrastructure Assets
Figure 0.2: Projected Operational Expenditure –Infrastructure Assets
182 Westland District Council Water The projected capital expenditure associated with the water infrastructure assets are graphically represented below:
Figure 0.3: Projected Capital Expenditure – Water
Wastewater
Figure 0.4: Projected Capital Expenditure – Wastewater
Long Term Plan 183 Stormwater
Figure 0.5: Projected Capital Expenditure - Stormwater
Transportation (Roads and Footpaths)
Figure 0.5: Projected Capital Expenditure – Transportation
184 Westland District Council Solid Waste
Figure 0.6: Projected Capital Expenditure – Solid Waste
Reserves
Figure 0.7: Projected Capital Expenditure – Parks & Reserves
Long Term Plan 185 Leisure Services & Facilities - Other
Figure 0.8: Projected Capital Expenditure – Leisure Services & Facilities – Other (including Buildings, Swimming Pools, Museum, Cemeteries, Library, Civil Defence, West Coast Wilderness Trail & i-SITE)
186 Westland District Council FINANCING POLICIES FINANCING POLICIES
Long Term Plan 187 REVENUE AND FINANCING POLICY
Intdroduction • Each generation of ratepayers should pay for This policy outlines the choices Council has made the services they receive and borrowing can about the appropriate funding of operational and assist to achieve this outcome. capital expenditure from the sources of funds • Capital expenditure to replace assets that reach listed in the Local Government Act 2002 (LGA). their projected economic life is firstly funded The policy also shows how Council has complied from asset renewal reserves built up over with section 101(3) . The comprehensive section time by funding depreciation, rates and then 101(3) analysis is separately documented in the borrowing. Funding Needs Analysis. • Capital expenditure to upgrade or build new assets is funded firstly from other sources Determining the appropriate way to fund Council (e.g. subsidies, grants, fundraising, financial activities is complex. It is a process that takes contributions) and then borrowing. account of many variables including, but not limited to, the following matters: Complying with these principles can at times be challenging. The Council must apply judgment • Legal in assessing many options to determine • Social appropriateness in its development of budgets or • Competition acquisition of assets and the choice of funding • Affordability sources to implement these. • Impact of change • Efficiency Related Policies • Equity The Development and Financial Contributions • Cost Policy provides further analysis, as required by • Intergenerational equity section 106(2)(c). This explains why Council has chosen to use financial contributions but not • Transparency development contributions to fund the capital • Accountability expenditure needed to meet increased demand • Business for community infrastructure. • Strategic Alignment The Westland District Plan determines those • Benefit matters that financial contributions are required In determining the appropriate Revenue and under the Resource Management Act 2001. Financing Policy, Council plans to meet the The Liability Management Policy places restrictions current and future needs of communities for on the use of borrowing as a funding source. good-quality local infrastructure, local public services, and performance of regulatory functions The Investment Policy places conditions on how in a way that is most cost-effective for households surplus funds should be invested, the reasons for and businesses. holding investments, the type of investments that may be held, and how they might be used as a Funding Principles source of funds. Council has determined the following basic The Rating Policy, sits with the Funding Impact principles to guide the appropriate use of funding Statement, and further clarifies the funding sources. requirements of Council by documenting matters • User charges are preferred when a private not included in the Funding Impact Statement, benefit can be identified and it is efficient to rates resolution or this policy. It includes the collect the revenue. allocation of activity rates requirements to • Subsidies, grants and other income options are different rate types, detailed definitions and maps fully explored prior to rates being used. for rating areas.
188 Westland District Council The Funding Impact Statement is included in each Council must consider the funding of each activity Long-term Plan and Annual Plan as required by in a way that relates exclusively to that activity. clauses 15 or 20 of schedule 10. This statement Some activities may be best funded by user shows the basis for the rates calculation for the charges, such as swimming pool admission fees, following year. others with targeted rates, such as a water rate, and others from the general rate, such as road Together the above documents form the maintenance. Distinct funding enables ratepayers necessary components to lawfully charge under or payers of other charges to assess more readily the LGA for the revenue requirements of Council. whether or not the cost of the service provided Council must also comply with other legislation to them, either directly or indirectly, represents in regard to the setting of some fees and charges good value. They can also more easily determine and the Local Government (Rating) Act 2002 for how much money is being raised for the service the setting of rates. and spent on the service, which promotes Previous reviews transparency and accountability. The funding sources for operating costs include: In 2004/14 Council prepared its first Long Term Council Community Plan (later to be named User charges the Long Term Plan). A requirement of the plan User charges are used for services where there is was to every three years review and consult on a benefit to an individual or group. Users charges the Revenue and Financing Policy. The Funding is a broad group of revenue charged directly to an Needs Analysis was incorporated in its entirety in individual or entity. It includes: these previous Revenue and Financing Policies, but is now separated, to enhance clarity of the • Entry fees. separate requirements of the parts of the Act. • Service charges. At each review Council has considered particular • Hire. activities that may need re-analysis and made • Rent, lease, licenses for land and buildings. incremental changes. In 2013 it became apparent • Permits that Council needed to undertake a first principles • Regulatory charges. review of its rating policies. This review was • Fines and penalties. undertaken during 2014 culminating in December • Connection fees. 2014 with a decision to change the rating system. • Disposal fees. Following the 2014 review, this policy along with • Deposits. the Funding Needs Analysis will be effective from • Private works. 1 July 2015, subject to Council approval. • Memberships. • Planning and consent fees. Funding Sources for • Statutory charges. Operating Costs • Retail sales. The price of the service is based on a number of Operating costs are the day to day spending that factors, including: maintains the services delivered by Council. This • The cost of providing the service. includes contributions to the wear and tear on • The estimate of the users’ private benefit from assets used (depreciation), interest charged on using the service. borrowing for capital projects and corporate overheads. • The impact of cost to encourage/discourage behaviours.
Long Term Plan 189 • The impact of cost on demand for the service. Investment income • Market pricing, including comparability with Council has an Investment Policy which other councils. determines the types of investments Council has • The impact of rates subsidies if competing with and procedures for the management of these. local businesses. These investments generate income such as • Cost and efficiency of collection mechanisms. dividends, interest, forestry returns, rents and • The impact of affordability on users. surpluses on disposal. The policy places some • Statutory limits. restrictions on the use of revenue generated from • Other matters as determined by Council. some investments. Council’s ability to charge user charges is Each source of income is receipted to the activity limited by the powers conferred to it by many that owns the asset. statutes and regulations. As a general rule fees Council maintains reserves funds and much of for statutory functions should be set at no more the income received by Council is allocated to than the cost of providing the service. In some reserve balances and is not used to reduce rates cases legislation sets the fees at a level that is requirements for operating costs. below cost and in other cases, where provided by legislation (e.g. Waste Minimisation Act 2008) Financial contributions Council may set fees at greater than the cost Council collects financial contributions under the of providing the service. Council considers it Reserve Management Act 2001. The purpose of appropriate to incorporate overhead charges these contributions is outlined in the Westland in the determination of the cost of providing a District Plan and Development and Financial service. Contributions Policy. Most contributions Where Council is charging for the sale of goods are made by vesting assets in Council. or services not required by statue, Council’s Some contributions are paid in cash and the preference is to charge a market price, having Westland District Plan allows for some of these regard to the powers conferred by section 12. This contributions to be used for operating expenses. includes leases, rents and licenses for land and Council’s approach is to deposit receipts into a buildings. reserve fund and to withdraw from that fund for Fees and charges may be set by Council at any specific projects. These projects are generally time and are reviewed by Council annually. A in addition to the normal operating budgets but list of regular fees and charges is maintained on may not meet the accounting definition of capital Council’s website. expenditure (e.g. the establishment of a garden). User charges revenue is allocated to the activity Development contributions, proceeds from the which generates the revenue. sale of assets and lump sum contributions Council does not collect revenue from lump sum Grants, sponsorship, subsidies and other contributions and development contributions to income fund operating costs. Low value proceeds from Grants, sponsorship and subsidies are used where sale of assets may be used to fund operating they are available. Many of these items are regular costs. and predictable and therefore can be budgeted. Some items of other income are unexpected Reserve funds or unpredictable and may not be able to be Council maintains reserve funds. These cash prudently budgeted (e.g. reparation payments, reserves have generally come about from unspent Civil defence and other reimbursements, legal rates, investment income, bequests or other settlements and insurance pay-outs) revenue sources in a previous year. Many of these Council expects to continue receiving substantial reserve funds are for capital expenditure however subsidies for road maintenance from government some of these reserve funds are available to meet or its agencies. operating costs.
190 Westland District Council Council generally uses these funds for the In doing this, while considering all the matters purposes that the reserve was created and usually of section 101(3), Council placed emphasis on for new projects additional to normal operating developing a simple more easily understood rating expenditure. Council at times may use these system. Council has taken the view that rates funds to minimise or smooth changes in rates. are more akin to a tax and are not a payment for services received. Borrowing As a result the default stance is that an activity Council may in exceptional circumstances borrow should be funded from the general rate unless to fund operating costs where it is prudent to Council determines a targeted rate is justified do so. Council has budgeted to not require to more appropriately allocate the rates to a borrowing for operating expenses, except as part community or sector or connected property. of a major capital project, where accounting rules determine a project cost cannot be capitalised. Summary of sources of funding for If an unexpected event occurs, Council has operating expenditure by activity limited reserves and may during a financial year Council has developed the above preferences for resolve to fund some operating expenses from the use of the funding sources after completing borrowing. the activity analysis for each activity in its Funding Needs Analysis. Table 2 describes the extent Rates each funding source is used expressed in ranges. Having been prudent and appropriately exhausting These ranges are expressed as a percentage of all other funding sources, Council funds its the cost of the activity. A key to interpret the remaining operating expenses from rates. For graphics follows the table. many activities this is the main funding source. Council must determine whether the portion of an activity to be funded from rates is to be funded from a general rate or a targeted rate.
Long Term Plan 191 Table 2: Summary of funding sources by activity
Grants, User Invest. Fin. Reserve General Targeted Activity subsidies Borrowing Charges Income Cont Funds Rates Rates & other Leadership: Democracy x x x x x x P x Corporate Services P x x x x x P x Council Controlled x x P x x x x x Organisations Planning & Regulatory
Services: Inspections & Compliance P x x x x x P x Resource Management P x x x x x P x Emergency Management & x P x x x x P x Rural Fire Animal Control P x x x x x P x Community Services: Community Development & x P x x x x P P Assistance Community Halls P x x x x x P P Township Development Fund x P x x x x x P Leisure Services & Facilities: Library P P x x x x P x Museum P P x x x x P x Swimming Pools P x x x x x x P i-Site P x x x x x x P Parks & Reserves P x x P P x x P West Coast Wilderness Trail x x x x x x x P Public Toilets x x x x x x P x Land & Buildings P x P x x x P x Cemeteries P x x x x x P x Elderly Housing P x x x P x P x Wild Foods Festival P P x x x x P x Infrastructure: Transportation x P x x x x P P Water Supply x x x x x x x P Wastewater P x x x x x x P Stormwater x x x x x x x P Solid Waste P x x x P x P P
Range Name Range Key Unlikely 0 x Minimal 0% -20% P Low 20% -40% P Moderate 40% - 60% P High 60% - 80% P Most 80% - 100% P All 100% P WHAT ABOUT THE GREY?????
192 Westland District Council Council budgets will normally be set within Grants, subsidies and other income are used these ranges. As these ranges are expressed wherever they are available. as a percentage of the cost of the activity they may change over time because of changes in Development contributions expenditure rather than changes in revenue. Council has chosen not to collect development Budgets are set within these ranges, it is however contributions. likely that actual funding sources may be different from budgeted funding sources due to Financial contributions unexpected events happening during a financial Council collects financial contributions under year. In years subsequent to 2015/16, if budgets the Resource Management Act 2001. The were marginally outside these ranges, it is unlikely purpose of these contributions is outlined in the that Council will consider this to be a matter with Westland District Plan and Development and a high degree of significance. As such Council is Financial Contributions Policy. Most contributions unlikely to update the policy. Significant changes are received as revenue by the vesting of are required to have the policy updated and these assets in Council; some contributions (reserve may require to be consulted upon. contributions) are paid to Council. Council will review and update this policy in 2018. Council’s approach is to deposit receipts into a reserve fund and to draw funds from that account for specific projects that meet the purpose for Funding Sources for which the funds were collected. Capital Costs Council has a Development and Financial Contributions Policy that, in addition to the Capital costs are those costs associated with the requirements of sections 101(3) and 103 describes purchase and improvement of assets and for funding matters further as stipulated by section the repayment of debt. The funding sources for 106(2)(c). capital costs include: Proceeds from the sale of assets User charges From time to time Council disposes of assets. User charges are generally not available for Many of these are low value items and the capital costs as individual user contributions revenue is received by the activity that owns the would generally be too large to be affordable. assets. Borrowing and charging users annually for financing costs (interest and principal) via rates is Council’s property activity holds some often a more affordable method of charging users higher value assets that are intended for sale. contributions. Unrestricted proceeds from the sale of these assets will be used to repay debt, unless resolved Council does charge for capital works that are otherwise by Council. Restricted revenues will be solely for private benefit (e.g. a network extension placed in a reserve fund and used for the purpose to a single dwelling) or where capital works are required by the document that imposes the undertaken outside of asset management plans restriction (e.g. endowments). at the request of individuals (e.g. a rural seal extension for dust suppression). Reserve funds Grants, subsidies, and other income Council maintains various reserve funds for capital projects and will approve the use of the funds Council relies on a significant subsidy for capital when a project meets the specific criteria for works in its roads and bridges activity. Other the reserve. These reserve funds may include activities are able to access grants and subsidies bequests, depreciation or asset renewal reserves from time to time. Other income can be from and financial contribution reserves. many and varied sources and is unlikely to be predictable enough to budget for in advance. Other income used to fund capital expenditure could include bequests, insurance payouts, and legal settlements.
Long Term Plan 193 Borrowing Analysis for capital expenditure by For larger capital projects that provide a long-term activity benefit to the community, Council may determine Council has developed the above preferences that borrowing the funds is an appropriate for the use of the funding sources for capital method of allocating the costs of a project over costs after completing the activity analysis for time to users. each activity in its Funding Needs Analysis. Council will fund capital costs on the same basis Borrowing, both the capital (principal) and as determined by the operating costs funding interest components, is generally repaid by future policy, unless Council resolves otherwise. Such rates. Council may resolve to capitalise interest a resolution that follows the following funding repayments on some debt, where it considers it guidelines will be considered consistent with this most likely (prudent) that another funding source policy and not require amendment to the policy. (e.g. property sales or grants) will be able to repay It is not practicable to determine a funding policy the accumulating debt. for an unknown future project at this time. Where it is not practical to obtain third party Council uses the following guidelines when revenue and where reserve funds haven’t considering the funding of capital projects: previously been set aside, Council prefers borrowing as a funding source. Borrowing • A Funding Needs Analysis will be completed. spreads the cost of the project over a longer • All projects are first funded from grants, subsidy period, smoothing changes in rates and or other income. contributing to intergenerational equity. • Renewal projects that maintain the same service level are then funded from reserves set Lump sum contributions aside for this purpose. Council has the option when undertaking a major • Other reserve funds (e.g. financial contributions) project to seek lump sum contributions to the are considered. capital cost of the project from those who are • Lump sum rating options are considered. identified in the projects “capital project funding • Capital projects that have exhausted previous plan” . Lump sum contributions are provided for funding sources or are for new or increased in the Local Government (Rating) Act 2002 and service levels or for growth are then funded have stringent requirements placed on how they from borrowing. are used. Where a lump sum payment option is proposed ratepayers choose to participate or not. A single project may have a mix of each of these Council has previously used these provisions and funding options. may do so in the future. Generally it is not practical to create separate Council will consider for major projects, requiring funding policies for each and every capital funding from borrowing, whether it wishes to seek project. Council will only do this when a project lump sum contributions. is particularly large, affects a particular group or does not fit with an existing funding policy or Rates activity. Whenever Council resolves to consider Rates are used firstly to fund the day to day funding for a capital project Council will consider operational expenses including depreciation the sources of funds above and the guidelines and borrowing interest costs. A portion of rates for applying those to a capital project. Generally funds the capital (principal) repayments of debt, Council will resolve the funding policy at the time generally using table loan calculations. Rates the project is proposed in an Annual Plan or Long- will be used to fund some small items of capital term Plan. expenditure. Rates are not a practicable method to fund large projects in the year of expenditure. Council funds some capital projects, for maintaining service levels, in advance by collecting rates for depreciation (an operating expense). These funds are placed into depreciation or asset renewal reserve funds.
194 Westland District Council Overall Impact Funding • After being adjusted for the overall funding considerations Considerations The following section outlines the revenue and Council is required by section 101(3)(b) to financing policy requirements that are relevant to consider the overall impact of the allocation of setting rates. To have a full understanding of rates liability for revenue needs on the community. It they should be read having regard to the analysis allows Council, as a final measure, to modify above and in conjunction with the Rating Policy, the overall mix of funding in response to these Funding Impact Statement and Rates Resolution. considerations. General rates 1. Council may use accounting provisions and Council has chosen to have two general rates; reserve funds to spread the costs of activities a uniform annual general charge (UAGC) and a over multiple years for the purpose of general rate based on the value of the property. smoothing the cost to users and ratepayers. 2. While an unbalanced budget is neither prudent Council has chosen capital value as the basis by nor sustainable in the long term, Council may which to calculate the general rate and to apply choose to not fund some operating costs in the a differentiated general rate based on the use of short term: a rating unit. The Rating Policy documents how a. In order to phase costs and set rates at Council calculates the general rate differentials. affordable levels. Council has determined in its Funding Needs b. Where short term expenditure [projects] is Analysis that all or part of the following activities expected to deliver long term savings should be funded from the general rate: 3. Council may waive or discount fees and • Democracy charges where it considers it appropriate to • Corporate services do so. Some matters Council may consider • Inspections and compliance in deciding whether it is appropriate to waive fees are for social reasons, for the promotion of • Resource management events and facilities, for commercial reasons, or • Emergency management to compensate for poor service. • Animal control 4. Council may remit rates where it considers it • Community development and assistance appropriate to do so and as documented in the • Library Rates Remissions Policy. These policies address • Museum social matters as well as adjusting rates for • Public toilets benefits that differ for some rates assessments • Land and buildings (e.g. additional or no provision of some • Cemeteries services). • Transportation 5. Council having determined to use a • Solid Waste differentiated rate will modify the rate to adjust the rate for different rating categories. This The UAGC is assessed on each rateable rating adjustment is complex and takes account of unit and is used to fund all activities funded the matters raised in paragraph two of the from general rates. The Rating Policy document introduction to this policy. describes how Council calculates the UAGC.
Targeted rates Rates Council has determined in its Funding Needs Council’s final consideration of revenue and Analysis that all or part of the following activities financing policy for rates comes: should be funded from targeted rates: • After consideration of how the funding source • Community halls will be used to fund operating and capital costs, • Township development fund and • Swimming pools • After that has been applied to activities in the • i-Site Funding Needs Analysis, and • West Coast Wilderness Trail
Long Term Plan 195 • Water supply Differentiation by Use • Parks and Reserves Council has chosen to differentiate the general • Land and Buildings rate and each community rate using the following • Transportation categories of use: • Wastewater • Residential • Stormwater • Rural Residential • Solid Waste • Commercial In funding the above activities from targeted rates • Rural Council uses the following types of targeted rates. Each year Council will determine the rating More information on the calculation of each rate, differential factors when it adopts its Rating Policy including the percentage of the rate requirement prior to the adoption of the Funding Impact of an activity to be collected for each rate and Statement as part of an Annual Plan or Long-term the rating area maps, can be found in the Rating Plan. Policy. When setting the differential Council shall Name Activities funded consider the following matters to determine the Activities where Council considers Community appropriate rating differential factors: every property in a community rates zone receives a benefit. • Council’s approach to rates funding as Tourism promotion activities where documented in this Revenue and Financing Tourism Council considers businesses Policy. promotions rate should contribute a greater • The activities funded by each rate. portion. • The effect (if applicable) of changes in To fund the cost of kerb-side Refuse valuations. refuse collection, recycling and collection rate disposal. • The rates differentials and revenue collected from each sector for the previous year and the Water rates To fund water supply. implications of changing those differentials as it To fund wastewater treatment and Sewerage rates affects individual ratepayers. disposal. • For community rates the mix of properties and Kokatahi To fund projects in the Kokatahi community rate community. nature of services funded in each community. Kaniere To recover the capital cost of the sewerage capital extension of the sewerage system contribution rate to Kaniere. Hokitika area To fund Enterprise Hokitika. promotions rate Emergency To accumulate a reserve in case of Management an emergency. Fund rate Hannahs Clearing water To recover the cost of installing supply capital water supplies. repayment rate
196 Westland District Council Long Term Plan 197 RATES REMISSION AND POSTPONEMENT POLICY
This policy is prepared pursuant to Sections 109 5. No remission will be granted on targeted rates and 110 of the LGA 2002. Council reviews this for water supply, sewage disposal or refuse policy at least every six years. A summary of this collection. policy is included with every Rates Assessment. 6. Organisations making first applications should Decisions on remission of penalties will be delegated include the following documents in support of to committees, sub-committees or officers as set their application: out in the Council’s Delegations Manual. 1) Evidence of constitution 2) Statement of the organisation’s objectives Disputes over the application of the policy shall be 3) Full financial statements in writing addressed to the Chief Executive. 4) Information on planned activities and Remissions for Community, Sporting programmes and other Organisations 5) Details of membership 7. All remissions made under this policy will Objectives be confirmed by Council or a delegated To facilitate the on-going provision of non- Committee in open meeting. commercial community services and recreational 8. The list of entities receiving this remission will opportunities for the residents of the District. be reviewed annually The purpose of granting rates remission to an 9. Annual remissions of 50% of all rates, other than organisation is to: those detailed in (5) above, will be applied to • Assist the continued existence of non-profit those societies and associations who meet the organisations criteria. • Make membership of the organisation more Remission of Penalties accessible to the general public, particularly groups including children, youth, young Objective families, and the elderly and economically To enable Council to act reasonably in its disadvantaged people consideration of overdue rates which have • Ensure sports clubs are not penalised for having not been received by the penalty date due to a liquor licence. circumstances outside the ratepayer’s control.
Conditions and Criteria Conditions and Criteria 1. This policy does not apply to organisations 1. Automatic remission of penalty will be granted meeting the criteria of Schedule 1 of the Local where payment is received within seven days Government (Rating) Act 2002. of the penalty date provided the ratepayer has 2. The policy will apply to land owned by Council made no late payments for rates within the and/or owned and occupied by a charitable preceding three years. organisation, which is used exclusively 2. Remission of penalty may be granted at the or principally for sporting, recreation, or Council’s discretion where regular payments community purposes. are being made in accordance with an agreement to clear all outstanding rates within 3. The policy does not apply to any body an agreed timeframe. (including a society, associated organisation, 3. Remission of penalty will be considered in any whether incorporated or not) that is carried on one rating year where payment has been late due for the purpose of profit or gain. to significant family disruption. Remission will be 4. The policy does not apply to groups or considered in the case of death, serious illness or organisations who engage in recreational, accident of a family member as at due date. sporting or community services as a secondary 4. A penalty will be remitted where there is an purpose only. administrative error on the part of Council or an agent acting for Council.
198 Westland District Council 5. Each application will be in writing (including Conditions and Criteria email) and will be considered on its merits. 1. The policy will apply to land that is: Remission of Wastewater Charges to a. newly subdivided into 3 lots or more where Schools the titles have been issued; and b. owned by the original developer who is Objective holding the individual titles pending their sale. To provide relief and assistance to educational 2. Remission of the UAGC, Community Rate, establishments in paying wastewater charges. Tourism Rate and unconnected service charges will be actioned quarterly for each unsold lot Conditions and Criteria except one. 1. The policy will apply to educational 3. Remission will apply for a maximum of two establishments as defined in Schedule 1 Part 1 rating years. clause 6 (a-b) of the Local Government (Rating) 4. Council or delegated committee may consider, Act 2002. in open meeting, an extension beyond this 2. The policy does not apply to school houses or upon written application from the developer. any part of a school used for residential purposes. 3. Wastewater charges for schools will be Remission of Uniform Charges of Non- calculated as follows: Contiguous Rating Units Owned by the Staff plus pupil numbers ÷ 20 = number Same Ratepayer of pans. The wastewater charge for the Objective educational establishment will be charged at: 100% for the first four pans charges then the To provide relief from uniform charges for rural fifth to tenth pan charges will be discounted by land which is non-contiguous, farmed as a single 25% and all pan charges exceeding ten will be entity and owned by the same person. discounted by 50%. Conditions and Criteria 4. The student numbers is the number of students on the roll on March 1 in the year immediately 1. Rating units that meet the criteria under this before the year in which the charge relates. policy may qualify for a remission of the UAGC and specified targeted rates set on a fixed dollar 5. The number of staff is the number of full time charge per rating unit equivalent and administration staff employed on 1 March immediately before the year in 2. The ratepayer will remain liable for at least one which the charge relates. of each type of charge. 3. Applications will not be backdated Remission on New Subdivisions 4. Rates types affected by this policy are: Objectives • Uniform Annual General Charge • To provide temporary rates relief to new • Community rate subdivisions to limit the immediate rates impact • Tourism Rate of multiple Uniform Annual General Charges 5. Rating units that receive a remission must be (UAGC) and service charges in the first year. held in common ownership with each other and • To provide a rating policy that is consistent with operated as a single farming or horticultural unit. accommodating growth expectations for the 6. Applications for remissions must be in writing. District. 7. Remissions will continue (requiring no further • To encourage or at least not discourage application) until Council becomes aware of a continued subdivision activity in the District as change in circumstances or Council changes allowed by the District Plan. this policy.
Long Term Plan 199 POLICY ON REMISSION AND POSTPONEMENT OF RATES ON MAORI FREEHOLD LAND
This policy is prepared under Section 108 of the e. recognising and taking account of the presence LGA 2002. of waahi tapu that may affect the use of the land for other purposes: Background f. recognising and taking account of the “Maori Freehold Land” is defined in section 5 of importance of the land in providing economic the Local Government (Rating) Act 2002 as land and infrastructure support for marae and whose beneficial ownership has been determined associated papakainga housing (whether on the by the Maori Land Court by freehold order. Only land or elsewhere): land that is subject to such an order may qualify g. recognising and taking account of the for remission under this policy. Schedule 11 of the importance of the land for community goals LGA 2002 identifies the matters which must be relating to: taken into account by Council when considering a. The preservation of the natural character of the rates relief on Maori Freehold Land. The matters coastal environment: that must be considered are specified in Sch. 11 b. the preservation of outstanding natural features: as: c. the protection of significant indigenous a. the desirability and importance within the vegetation and significant habitats of district of each of the objectives listed below: indigenous fauna: and h. recognising the level of community services b. whether, and to what extent, the attainment of provided to the land and its occupiers any of those objectives could be prejudicially i. recognising matters related to the physical affected if there is no remission of rates or accessibility of the land postponement of the requirement to pay rates on Maori freehold land; and Policy c. whether, and to what extent, the attainment Having considered the above matters Council’s of those objectives is likely to be facilitated by Policy on Remission and Postponement of Rates the remission of rates or postponement of the on Maori Freehold Land is: requirement to pay rates on Maori freehold 1. The Council may remit all or part of rates on land; and Maori freehold land if Council is satisfied that d. the extent to which different criteria and the objectives sought to be achieved by the conditions for rates relief may contribute to remission of rates are met. different objectives. 2. The Council will not postpone the requirement The objectives referred to above are to pay all or part of the rates on Maori freehold specified in Sch. 11 as: land, thereby treating Maori freehold land the same as other rating units in Westland District a. supporting the use of the land by the owners for traditional purposes: b. recognising and supporting the relationship of Maori and their culture and traditions with their ancestral land: c. avoiding further alienation of Maori freehold land: d. facilitating any wish of the owners to develop the land for economic use:
200 Westland District Council RATES DEVELOPMENT POSTPONEMENT CONTRIBUTIONS POLICY POLICY
Policy on Postponement for Extreme Financial Hardship The policy offers rates postponement to ratepayers that may be suffering or have suffered extreme financial hardship.
Objectives of the Policy To assist ratepayers experiencing extreme financial circumstances which affect their ability to pay their rates
Conditions and Criteria 1. When considering whether extreme financial circumstances exist, all of the ratepayer’s personal circumstances will be relevant including the following factors: age, physical or mental disability, injury, illness and family circumstances. 2. The ratepayer must be the current owner of, and have owned for not less than 5 years, the rating unit which is the subject of the application 3. The rating unit must be used solely as the primary residence for the applicant. 4. Ratepayers making application under this policy must provide Council with all information requested. 5. Any postponement of rates shall be for the period specified by Council. 6. The payment of postponed rates shall be as specified by Council. 7. All postponements shall be reviewed by Council every three years. 8. All postponements shall be by written contract signed by all parties. 9. All postponements shall be registered on the title. Should Council determine that any information was provided with dishonest intent the postponement will be cancelled and all postponed rates will become immediately payable and subject to Council’s penalty policies.
Long Term Plan 201 STATEMENT OF ACCOUNTING POLICIES
REPORTING ENTITY expectations or future events that are believed to be reasonable under the circumstances. Westland District Council (Council) is a territorial The information in the prospective financial local authority governed by the Local Government statements is uncertain and its preparation Act 2002. requires the exercise of judgement. Actual The primary objective of Council is to contribute financial results achieved are likely to vary from to the purpose of local government in the the information presented and the variations may Westland District by: be material. Events and circumstances may not occur as expected and may or may not have • enabling democratic local decision-making and been predicted or the Council may subsequently action by, and on behalf of, communities; and take actions that differ from the proposed course • meeting the current and future needs of action on which the prospective financial of communities for good-quality local statements are based. infrastructure, local public services, and performance of regulatory functions in a way The Council authorised the prospective financial that is most cost-effective for households and statements on TBC 2018. The Council, which businesses. is authorised to do so and believes that the assumptions underlying these prospective By providing goods or services for the community financial statements are appropriate, approved the rather than making a financial return, Council draft annual plan for consultation. has designated itself as a public benefit entity for the purposes of New Zealand equivalents to Council and management of Westland District International Financial Reporting Standards (NZ Council accept responsibility for the preparation IFRS). of the prospective financial statements, including the appropriateness of the assumptions underlying The prospective financial statements are for the prospective financial statements and all other Westland District Council only and do not include required disclosures. No actual results have been transactions related to the group. incorporated within the prospective financial statements.
BASIS OF PREPARATION Statement of Compliance The financial statements are prospective The prospective financial statements of the information in terms of PBE FRS42: Prospective Council have been prepared in accordance with Financial Information. The purpose for which the the requirements of the Local Government Act information is prepared is to enable the public 2002, which include the requirement to comply to participate in decision making processes as with New Zealand generally accepted accounting to the services to be provided by Council to the practice (NZ GAAP). The Financial Statements community. The prospective information may have been prepared in accordance with Tier 2 not be appropriate for purposes other than those PBE Standards and disclosure concessions have described. been applied. In preparing these prospective financial The criteria under which an entity is eligible to statements, estimates and assumptions have been report in accordance with Tier 2 PBE Standards made concerning the future. These estimates are and assumptions may differ from the subsequent • Expenses > $2m and < $30m actual results. Estimates and assumptions • Not publicly accountable are continually evaluated and are based on historical experience and other factors, including These financial statements comply with PBE Standards.
202 Westland District Council Functional and Presentation Currency The prospective financial statements are presented in New Zealand dollars and all values are rounded to the nearest thousand dollars ($’000). The functional currency of the Council is New Zealand dollars.
Accounting Policies The accounting policies have been applied consistently to all periods presented. There have been no significant changes to accounting policies as compared to the Long Term Plan 2015- 25 or the Annual Report 2016-17.
Long Term Plan 203 SIGNIFICANT ACCOUNTING POLICIES
Cost Allocation Policy Revenue • Direct costs are charged directly to significant Revenue is measured at the fair value of activities. consideration received. • Indirect costs are charged to significant activities based on cost drivers and related Rates revenue activity/usage information. Rates, including water-by-meter rates, are set • Direct costs are those costs directly attributable annually by a resolution of Council and relate to to a significant activity. a financial year. All ratepayers are invoiced within • Indirect costs are those costs which cannot be the financial year to which the rates have been set. identified in an economically feasible manner Rates revenue is recognised when payable. Rates with a specific significant activity. arising from late payment penalties are recognised as revenue when rates become overdue. The costs of internal services not directly charged to activities are allocated as overheads using Revenue from water-by-meter rates is recognised appropriate cost drivers such as staff numbers, on an accrual basis based on usage. Unbilled items processed, and/or based on level of support usage, as a result of unread meters at year end, is provided to each activity. accrued on an average usage basis. Rate remissions are recognised as a reduction of rates revenue when the Council has received an Subsidiaries application that satisfies its rates remission policy.
Subsidiaries are those entities in which Council Other revenue has control. Westland Holdings Ltd is Council’s direct reporting subsidiary. This company controls Grants two Council Controlled Organisations which are Council receives government grants from New reporting entities under the Financial Reporting Act Zealand Transport Agency, which subsidises part 1993. The Group consists of Destination Westland of Council’s costs in maintaining the local roading (name to be confirmed) and Westroads Ltd. infrastructure. The subsidies are recognised as Investments in subsidiaries are recorded at cost. revenue upon entitlement as conditions pertaining Transactions with subsidiaries are at arm’s length to eligible expenditure have been fulfilled. Council and under normal trading terms. Recharges are also from time to time receives grants from other invoiced at cost. parties that are recognised on the same basis.
Basis of consolidation Building and resource consent revenue: The Group (Westland District Council and Fees and charges for building and resource Westland Holdings Ltd) consolidated accounts consent services are recognised on a percentage are prepared by combining like items of assets, completion basis with reference to the liabilities, equity, revenue and expenses on a line- recoverable costs incurred at balance date. by-line basis. All significant intra-group balances, transactions, revenue and expenses are eliminated Entrance fees: on consolidation. Entrance fees are fees charged to users of the Council’s local facilities and events, primarily the Hokitika Museum and Wildfoods Festival. Revenue from entrance fees is recognised upon entry to such facilities, or when the event is held.
204 Westland District Council Landfill fees: recognises the fair value of the asset as revenue. Fees for disposing of waste at the Council’s landfill A liability is recognised only if the Council expects are received and recognised as waste is disposed it will need to return or pass the asset to another by users. party.
Provision of commercially based services Donated and bequeathed financial assets Revenue from the rendering of services is Donated and bequeathed financial assets recognised by reference to the stage of are recognised as revenue unless there are completion of the transaction at balance date, substantive use or return conditions. A liability is based on the actual service provided as a recorded if there are substantive use or return percentage of the total services to be provided. conditions and the liability released to revenue as The stage of completion is assessed by reference the conditions are met e.g. as the funds are spent to surveys of work performed. for the nominated purpose.
Sales of goods Revenue from the sale of goods is measured Construction Contracts at fair value of the consideration received or Contract revenue and contract costs are receivable, net of returns or allowances, trade recognised as revenue and expenses respectively discounts and volume rebates. Revenue is by reference to the stage of completion of the recognised when the significant risks and rewards contract at balance date. The stage of completion of ownership have been transferred to the buyer, is measured by reference to the contract costs recovery of the consideration is probable, the incurred up to balance date as a percentage of associated costs and possible return of goods can total estimated costs for each contract. Contract be estimated reliably, and there is no continuing costs include all costs directly related to specific management involvement with the goods. contracts, costs that are specifically chargeable Where revenue is derived by acting as an agent to the customer under the terms of the contract, for another party, the revenue that is recognised is and an allocation of overhead expenses incurred the commission or fee on the transaction. in connection with the group’s construction activities in general. Revenue from investments An expected loss on construction contracts is Interest revenue is recognised using the effective recognised immediately as an expense in the interest method. surplus or deficit. Dividends are recognised when the right to Where the outcome of a contract cannot be receive payment has been established. reliably estimated, contract costs are recognised as an expense as incurred. When it is probable Vested or donated physical assets that the costs will be recovered, revenue is For assets received for no or nominal recognised to the extent of costs incurred. consideration, the asset is recognised at its fair Construction work in progress is stated at the value when the Council obtains control of the aggregate of contract costs incurred to date asset. The fair value of the asset is recognised as plus recognised surpluses less recognised losses revenue, unless there is a use or return condition and progress billings. If there are contracts attached to the asset. where progress billings exceed the aggregate For long-lived assets that must be used for costs incurred plus surpluses less losses, the net a specific use (e.g. land must be used as a amounts are presented as a liability. recreation reserve), the Council immediately
Long Term Plan 205 Borrowing Costs Current tax and deferred tax is recognised against the surplus or deficit, except when it relates Borrowing costs are recognised as an expense in to items charged or credited directly to other the period in which they are incurred. comprehensive revenue or equity, in which case the tax is dealt with in other comprehensive revenue or equity. Revenue Tax Revenue tax expense in relation to the surplus or LEASES deficit for the period comprises current tax and deferred tax. Finance leases Current tax is the amount of revenue tax payable A finance lease is a lease that transfers to the based on the taxable profit for the current lessee substantially all the risks and rewards year, plus any adjustments to revenue tax incidental to ownership of an asset, whether or payable in respect of prior years. Current tax is not title is eventually transferred. calculated using rates that have been enacted or At the commencement of the lease term, the substantively enacted by balance date. Council and Group recognises finance leases as Deferred tax is the amount of revenue tax payable assets and liabilities in the Statement of Financial or recoverable in future periods in respect of Position at the lower of the fair value of the leased temporary differences and unused tax losses. item or the present value of the minimum lease Temporary differences are differences between payments. the carrying amount of assets and liabilities in the The amount recognised as an asset is depreciated financial statements and the corresponding tax over its useful life. If there is no certainty as bases used in the computation of taxable profit. to whether the Council will obtain ownership Deferred tax liabilities are generally recognised at the end of the lease term, the asset is fully for all taxable temporary differences. Deferred depreciated over the shorter of the lease term and tax assets are recognised to the extent that it its useful life. is probable that taxable profits will be available against which the deductible temporary Operating leases differences or tax losses can be utilized. An operating lease is a lease that does not transfer Deferred tax is not recognised if the temporary substantially all the risks and rewards incidental to difference arises from the initial recognition of ownership of an asset. Lease payments under an goodwill or from the initial recognition of an asset operating lease are recognised as an expense on a and liability in a transaction that is not a business straight-line basis over the lease term. combination, and at the time of the transaction, affects neither accounting profit nor taxable profit. Financial Assets Deferred tax is recognised on taxable temporary differences arising on investments in subsidiaries Cash and cash equivalents and associates, and interests in joint ventures, except where the Council can control the reversal Cash and cash equivalents includes cash in hand, of the temporary difference and it is probable that deposits held at call with banks, other short-term the temporary difference will not reverse in the highly liquid investments with original maturities of foreseeable future. three months or less, and bank overdrafts. Deferred tax is calculated at the tax rates that are Bank overdrafts are shown within borrowings in expected to apply in the period when the liability current liabilities in the Statement of Financial is settled or the asset is realised, using tax rates Position. that have been enacted or substantively enacted Trade and other receivables by balance date. Debtors and other receivables are measured at fair value and subsequently measured at amortised cost using the effective interest method, less any provision for impairment.
206 Westland District Council Loans, including loans to community on market conditions existing at each balance organisations made by Council at nil, or below- date. Quoted market prices or dealer quotes market interest rates are initially recognised at the for similar instruments are used for long-term present value of their expected future cash flows, debt instruments held. Other techniques, such discounted at the current market rate of return for as estimated discounted cash flows, are used to a similar asset/investment. They are subsequently determine fair value for the remaining financial measured at amortised cost using the effective instruments. interest method. The difference between the face The four categories of financial assets are: value and present value of expected future cash flows of the loan is recognised in the surplus or Financial assets at fair value through surplus or deficit as a grant. deficit A provision for impairment of receivables is Financial assets at fair value through surplus or established when there is objective evidence that deficit include financial assets held for trading. the Council will not be able to collect all amounts A financial asset is classified in this category if due according to the original terms of receivables. acquired principally for the purpose of selling The amount of the provision is the difference in the short term or it is part of a portfolio of between the asset’s carrying amount and the identified financial instruments that are managed present value of estimated future cash flows, together and for which there is evidence of short- discounted using the effective interest method. term profit-taking. Derivatives are also categorised as held for trading unless they are designated into Other financial assets a hedge accounting relationship for which hedge The Council and Group classify its financial assets accounting is applied. Assets in this category are into the following four categories: financial assets classified as current assets if they are either held at fair value through the surplus or deficit, held- for trading or are expected to be realised within to-maturity investments, loans and receivables, 12 months of the balance sheet date. After initial and financial assets available for sale. The recognition they are measured at their fair values. classification depends on the purpose for which Gains or losses on re-measurement are the investments were acquired. recognised in the surplus or deficit where hedge Management determines the classification of its accounting is not applied. Financial assets in this investments at initial recognition and re-evaluates category include derivative financial instruments this designation at every reporting date. Loans and receivables Financial assets and liabilities are initially measured at fair value plus transaction costs unless they These are non-derivative financial assets with fixed are carried at fair value through the surplus or or determinable payments that are not quoted deficit in which case the transaction costs are in an active market. They are included in current recognised therein. assets, except for maturities greater than 12 months after the balance date, which are included Purchases or sales of financial assets are in non-current assets. After initial recognition they recognised on trade-date, the date on which the are measured at amortised cost using the effective Council commits to purchase or sell the asset. interest method. Gains and losses when the asset Financial assets are derecognised when the rights is impaired or de-recognised are recognised in the to receive cash flows from the financial assets surplus or deficit. have expired or have been transferred and the Council has transferred substantially all the risks Loans and receivables are classified as “trade and and rewards of ownership. other receivables” in the Statement of Financial Position. The fair value of financial instruments traded in active markets is based on quoted market Held to maturity investments prices at the balance sheet date. The quoted Held to maturity investments are non-derivative market price used is the current bid price. The financial assets with fixed or determinable fair value of financial instruments that are not payments and fixed maturities that the Council traded in an active market is determined using has the positive intention and ability to hold to valuation techniques. The Council use a variety of maturity. They are included in current assets, methods and makes assumptions that are based
Long Term Plan 207 except for maturities greater than 12 months after liquidation and default in payments are considered balance date, which are included in non-current indicators that the asset is impaired. The amount assets. After initial recognition they are measured of the impairment is the difference between the at amortised cost using the effective interest asset’s carrying amount and the present value of method, less impairment. estimated future cash flows, discounted using the original effective interest rate. For debtors Gains and losses when the asset is impaired or and other receivables, the carrying amount of the de-recognised are recognised in the surplus or asset is reduced through the use of an allowance deficit. The Council currently holds a portfolio of account, and the amount of the loss is recognised bonds that have been classified as held to maturity in the surplus or deficit. When the receivable investments. is uncollectible, it is written-off against the Financial assets available for sale allowance account. Overdue receivables that have been renegotiated are reclassified as current (that Financial assets at fair value through other is, not past due). Impairment in term deposits, comprehensive revenue and expense are those local authority stock, government bonds, and that are designated into the category at initial community loans, are recognised directly against recognition or are not classified in any of the the instrument’s carrying amount. other categories above. They are included in non-current assets unless management intends Financial assets at fair value through other to dispose of, or realise, the investment within 12 comprehensive revenue and expense months of balance date. The Council and group For equity investments, a significant or prolonged includes in this category: decline in the fair value of the investment below • Investments held for the long-term but which its cost is considered objective evidence of may be realised before maturity; impairment. • Shareholdings held for strategic purposes. For debt investments, significant financial These investments are measured at their fair difficulties of the debtor, probability that the value, with gains and losses recognised in other debtor will enter into bankruptcy, and default in comprehensive revenue and expense, except payments are considered objective indicators that for impairment losses, which are recognised the asset is impaired. in the surplus or deficit. On recognition, the If impairment evidence exists for investments at cumulative gain or loss previously recognised in fair value through other comprehensive revenue other comprehensive revenue and expense is and expense, the cumulative loss (measured as reclassified from equity to the surplus or deficit. the difference between the acquisition cost and Council’s investments in its subsidiaries are not the current fair value, less any impairment loss included in this category as they are held at cost on that financial asset previously recognised as allowed by PBE IPSAS 6 Consolidated and in the surplus or deficit) recognised in other Separate Financial Statements. comprehensive revenue and expense is reclassified from equity to the surplus or deficit. Impairment of financial assets Equity instrument impairment losses recognised At each balance sheet date, the Council assesses in the surplus or deficit are not reversed through whether there is any objective evidence that the surplus or deficit. If in a subsequent period a financial asset or group of financial assets is the fair value of a debt instrument increases and impaired. Any impairment losses are recognised in the increase can be objectively related to an the surplus or deficit. event occurring after the impairment loss was recognised, the impairment loss is reversed in the Loans and receivables, and held-to-maturity surplus or deficit. investments Impairment is established when there is evidence that the Council and group will not be able to Inventories collect amounts due according to the original Inventories are measured at the lower of cost terms of the receivable. Significant financial or net realisable value. The cost of inventories difficulties of the debtor, probability that the is based on the first-in first-out principle, and debtor will enter into bankruptcy, receivership, or
208 Westland District Council includes expenditure incurred in acquiring the losses. Each asset class includes all items that inventories and bringing them to their existing are required for the network to function. Land location and condition. (operational and restricted) is measured at fair value, and buildings (operational and restricted), The amount of any write-down for the loss of library books, and infrastructural assets (except service potential or from cost to net realisable land under roads) are measured at fair value value is recognised in the surplus or deficit in the less accumulated depreciation. All other asset period of the write-down. classes are measured at cost less accumulated In the case of metal inventories and work in depreciation and impairment losses. progress, cost includes an appropriate share of productions overheads based on normal Additions operating capacity. Metal inventory cost is The cost of an item of property, plant and calculated on a discounted sale value basis, as an equipment is recognised as an asset if, and only approximation of weighted average cost. if, it is probable that future economic benefits When land held for development and future resale or service potential associated with the item is transferred from investment property/property, will flow to the Council and Group and the cost plant, and equipment to inventory, the fair value of of the item can be measured reliably. Work in the land at the date of the transfer is its deemed progress is recognised at cost less impairment and cost. is not depreciated. In most instances, an item of property, plant and equipment is recognised at its Costs directly attributable to the developed land cost. Where an asset is acquired at no cost, or for are capitalised to inventory, with the exception of a nominal cost, it is recognised at fair value as at infrastructural asset costs which are capitalised to the date of acquisition. property, plant, and equipment. Net realisable value is the estimated selling prices in Disposals the ordinary course of business, less the estimated Gains and losses on disposals are determined by costs of completion and selling expenses. comparing the proceeds with the carrying amount of the assets. Gains and losses on disposals are included in the surplus or deficit. When revalued Property, Plant And assets are sold, the amounts included in asset Equipment revaluation reserves in respect of those assets are transferred to accumulated funds. Property, plant and equipment consist of: Subsequent costs Operational assets Costs incurred subsequent to initial acquisition These include land, buildings, improvements, are capitalised only when it is probable that future museum artefacts, Jackson Bay Wharf, library economic benefits or service potential associated books, plant and equipment, and motor vehicles. with the item will flow to the Council and the cost of the item can be measured reliably. Restricted assets The costs of day-to-day servicing of property, Restricted assets are parks and reserves owned plant, and equipment are recognised as an by the Council which provide a benefit or service operating expense in the surplus or deficit as they to the community and cannot be disposed of are incurred. because of legal or other restrictions. These include land vested under the Reserves Act 1977 Depreciation and endowments or other property held in trust Depreciation is provided on a straight-line basis for specific purposes. on all property, plant and equipment other than land and museum artefacts, at rates that will write Infrastructure assets off the cost (or valuation) of the assets to their Infrastructural assets are the fixed utility systems estimated residual values over their useful lives. owned by the Council. Property, plant and The useful lives and associated depreciation rates equipment is shown at cost or valuation, less of major classes of assets have been estimated as accumulated depreciation and impairment follows:
Long Term Plan 209 Category Depreciable life (years) Depreciation Rates OPERATIONAL Buildings 50 2% Furniture and Fittings 10 10% Motor Vehicles 5 20% Plant & Equipment (including computers) 3 to 10 10% - 33.3% Library collection 8 12.5% Jackson Bay Wharf 50 2% RESTRICTED Buildings 5 to 50 2% - 20% INFRASTRUCTURE Waste Transfer Stations 20 5% Roads Formation N/A 0% Sub-Base N/A 0% Base Course 20 to 75 1.33% - 5% Surfacing (sealed) 1 to 16 6.25% - 100% Surfacing (unsealed) 5 20% Bridges 60 to 150 0.67% - 1.67% Box culverts/channels 60 to 150 0.67% - 1.67% Footpaths 5 to 50 2% - 20% Streetlights 16 to 40 2.5% - 6.25% Signs 10 10% Water Pipeline 60 to 80 1.25% – 1.67% Connections 60 1.67% Reservoirs & Tanks 20 to 50 2% - 5% Pump Stations 15 to 20 5% - 6.67% Sewer Pipeline 60 to 80 1.25% - 1.67% Manholes 50 to 60 1.67% - 2% Pump Stations 15 to 20 5% - 6.67% Oxidation Ponds 60 to 100 1% - 1.67% Stormwater Open Drains N/A 0% Pipeline 60 to 80 1.25% - 1.67% Bank protection 50 to 100 1% - 2% Manholes 50 to 60 1.67% - 2% Pump Stations 15 to 20 5% - 6.67% Runway 67 1.5%
210 Westland District Council The residual value and useful life of an asset is replacement cost for an asset where the future reviewed, and adjusted if applicable, at each economic benefits or service potential of the financial year end. asset are not primarily dependent on the assets ability to generate net cash inflows and where Revaluation the entity would, if deprived of the asset, replace All valuations are carried out on a three to five- its remaining future economic benefits or service yearly cycle by independent qualified valuers, potential. unless there is a significant change in carrying For revalued assets, the impairment loss is value, in which case they will be revalued as recognised against the revaluation reserve for required. All other asset classes are carried at that class of asset. Where that results in a debit depreciated historical cost. balance in the revaluation reserve, the balance is Land and buildings (operational and restricted), recognised in the surplus or deficit. library books, and infrastructural assets (except The reversal of an impairment loss on a revalued land under roads) are revalued with sufficient asset is credited to other comprehensive revenue regularity to ensure that their carrying amount and expense and increases the asset revaluation does not differ materially from fair value and at reserve for that class of asset. However, to the least every three years. extent that an impairment loss for that class of The carrying values of revalued assets are asset was previously recognised in the surplus or assessed annually to ensure that they do not differ deficit, a reversal of the impairment loss is also materially from the assets’ fair values. If there is recognised in the surplus or deficit. a material difference, then the off-cycle asset classes are revalued. Value in use for non-cash-generating assets: Non-cash-generating assets are those assets Revaluations of property, plant, and equipment are that are not held with the primary objective of accounted for on a class-of-asset basis. generating a commercial return. he net revaluation results are credited or debited For non-cash generating assets, value in use is to other comprehensive revenue and expense determined using an approach based on either and are accumulated to an asset revaluation a depreciated replacement cost approach, reserve in equity for that class-of-asset. Where restoration cost approach, or a service units this would result in a debit balance in the asset approach. The most appropriate approach used revaluation reserve, this balance is not recognised to measure value in use depends on the nature of in other comprehensive revenue and expense the impairment and availability of information. but is recognised in the surplus or deficit. Any subsequent increase on revaluation that reverses Value in use for cash-generating assets: a previous decrease in value recognised in the surplus or deficit will be recognised first in the Cash-generating assets are those assets that are surplus or deficit up to the amount previously held with the primary objective of generating a expensed, and then recognised in other commercial return. The value in use for cash- comprehensive revenue and expense. generating assets is the present value of expected future cash flows. If an asset’s carrying amount exceeds its Impairment of recoverable amount the asset is impaired and Non-Financial Assets the carrying amount is written down to the recoverable amount. The total impairment loss is Assets that have a finite useful life are carried at recognised in the surplus or deficit. The reversal of cost and are reviewed for impairment whenever an impairment loss is recognised in the surplus or events or changes in circumstances indicate that deficit. the carrying amount may not be recoverable. An For assets not carried at a revalued amount (other impairment loss is recognised for the amount by than goodwill) the reversal of an impairment loss which the asset’s carrying amount exceeds its is recognised in the surplus or deficit. recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. Value in use is depreciated
Long Term Plan 211 Intangible Assets Investment Property Properties leased to third parties under operating Software leases are classified as investment property unless Software licences and similar assets that are the property is held to meet service delivery acquired by the Council, which have finite useful objectives, rather than to earn rentals or for capital lives, are measured at cost less accumulated appreciation. amortisation and accumulated impairment losses. Amortisation is recognised in the surplus or deficit Investment property is measured initially at its on a straight-line basis over the estimated useful cost, including transaction costs. After initial lives of intangible assets, other than goodwill, recognition, all investment property is measured from the date that they are available for use. at fair value as determined annually by an independent valuer. Gains or losses arising from a Carbon credits change in the fair value of investment property are Purchased Carbon credits are recognised at recognised in the surplus or deficit. cost on acquisition. They are not amortised, but instead tested for impairment annually. They are derecognised when they are used to satisfy Employee Benefits carbon emission obligations. Short-term benefits Goodwill Employee benefits that the Council expects to be Goodwill on the acquisition of businesses and settled within 12 months after the end of the period subsidiaries is included in Intangible assets in which the employee renders the related service are measured based on accrued entitlements at current rates of pay. These include salaries and Impairment of wages accrued up to balance date, annual leave earned to, but not yet taken at balance date and sick Intangible Assets leave, retiring and long service leave entitlements Intangible assets that have an indefinite useful expected to be settled within 12 months. A liability life are not subject to amortisation and are tested for sick leave is recognised to the extent that annually for impairment. absences in the coming year are expected to be greater than the sick leave entitlements earned in the coming year. The amount is calculated Forestry Assets based on the unused sick leave entitlement that can be carried forward at balance date, to the Standing forestry assets are independently extent it will be used by staff to cover those future revalued annually at fair value less estimated absences. The Council recognise a liability and an costs to sell for one growth cycle. Fair value expense for bonuses where contractually obliged is determined based on the present value of or where there is a past practice that has created a expected net cash flows discounted at a current constructive obligation. market determined rate. This calculation is based on existing sustainable felling plans and Long-term benefits assessments regarding growth, timber prices, felling costs, and silvicultural costs and takes into Long service leave and retirement leave consideration environmental, operational, and Entitlements that are payable beyond 12 months, market restrictions. after the end of the period in which the employee renders the related service, such as long service Gains or losses arising on initial recognition of leave and retiring leave; are calculated on an forestry assets at fair value less costs to sell and actuarial basis. The calculations are based on: from a change in fair value less costs to sell are recognised in the surplus or deficit. • Likely future entitlements accruing to staff, based on years of service, years to entitlement, Forestry maintenance costs are recognised in the the likelihood that staff will reach the point surplus or deficit when incurred. of entitlement and contractual entitlements information; and
212 Westland District Council • The present value of the estimated future cash Trade and Other Payables flows. Trade and other payables are initially measured Presentation of employee entitlements at fair value, and subsequently measured at Sick leave, annual leave, and vested long service amortised cost using the effective interest leave entitlements are classified as a current method. liability. Non-vested long service leave and retirement gratuities expected to be settled within 12 months of balance date are classified as a Borrowings current liability. All other employee entitlements are classified as a non-current liability. Borrowings are initially recognised at their fair value. After initial recognition, all borrowings are Superannuation schemes measured at amortised cost using the effective interest method. Defined contribution schemes Borrowings are classified as current liabilities Obligations for contributions to defined unless the Council has an unconditional right contribution superannuation schemes are to defer settlement of the liability for at least 12 recognised as an expense in the surplus or deficit months after balance date or if the borrowings as incurred. are expected to be settled within 12 months of Council belongs to the Defined Benefit Plan balance date. Contributors Scheme (the scheme), which is managed by the board of trustees of the National Provident Fund. The scheme is a multi-employer Accounting for Derivative defined benefit scheme. Insufficient information Financial Instruments and is available to use defined benefit accounting, as it is not possible to determine from the terms Hedging Activities of the scheme, the extent to which the surplus/ The Council use derivative financial instruments to deficit will affect future contributions by individual hedge exposure to interest rate risks arising from employers, as there is no prescribed basis for financing activities. The Council does not hold or allocation. The scheme is therefore accounted for issue derivative financial instruments for trading as a defined contribution scheme. purposes. Derivatives are initially recognised at fair value on Provisions the date a derivative contract is entered into and are subsequently re-measured at their fair value at The Council recognises a provision for future each balance date. expenditure of uncertain amount or timing when: The method of recognising the resulting gain • there is a present obligation (either legal or or loss depends on whether the derivative is constructive) as a result of a past event, designated as a hedging instrument, and if so, the • it is probable that expenditures will be required nature of the item being hedged. The movement to settle the obligation; and in the fair value of the derivative contracts that are • a reliable estimate can be made of the amount not hedge accounted is recognised in the surplus of the obligation. or deficit. Provisions are not recognised for future operating Council has no designated hedging instruments. losses. Provisions are measured at the present value of the expenditures expected to be required to settle the obligation using a pre-tax discount Equity rate that reflects current market assessments of the time value of money and the risks specific to Equity is the community’s interest in the Council the obligation. and is measured as the difference between total assets and total liabilities. Equity is disaggregated and classified into a number of reserve funds. The components of equity are:
Long Term Plan 213 • Retained earnings financing activities, is classified as an operating • Restricted Reserves (Trusts and Bequests) cash flow in the statement of cash flows. • Council Created Reserves (Special Funds, Commitments and contingencies are disclosed Separate Funds) exclusive of GST. • Asset revaluation reserves • Fair value through other comprehensive Budget figures revenue and expense The budget figures are those approved by Council during workshops and as a result of the Restricted Reserves consultation for the Long Term Plan 2018-28. The Restricted reserves are a component of equity budget figures have been prepared in accordance generally representing a particular use to which with NZ GAAP, using accounting policies that are various parts of equity have been assigned. consistent with those adopted by Council for the Reserves may be legally restricted or created by preparation of the financial statements. the Council. Restricted reserves include those subject to specific conditions accepted as binding by the Council and which may not be revised by Critical Accounting the Council without reference to the Courts or a Estimates and Assumptions third party. Transfers from these reserves may be made only for certain specified purposes or when In preparing the financial forecasts and statements certain specified conditions are met. Also included the Council has makes estimates and assumptions in restricted reserves are reserves restricted by concerning the future. These estimates and Council decision. The Council may alter them assumptions may differ from the subsequent without reference to any third party or the Courts. actual results. Transfers to and from these reserves are at the Estimates and judgments are continually evaluated discretion of the Council. and are based on historical experience and other Asset revaluation reserve factors, including expectations or future events that are believed to be reasonable under the This reserve relates to the revaluation of property, circumstances. The estimates and assumptions plant, and equipment to fair value. that have a significant risk of causing a material Fair value through other comprehensive adjustment to the carrying amounts of assets revenue and expense reserve and liabilities within the next financial year are discussed below: This reserve comprises the cumulative net change in the fair value of assets classified as fair value Landfill aftercare provision through other comprehensive revenue and The estimate of the provision for landfill post- expense. closure is based on assumptions, which may be influenced by changes in technology and society’s Goods and Services Tax expectations and could affect future results. The Council has responsibility under its resource (GST) consent to provide on-going maintenance and All items in the financial statements are stated monitoring of the landfill after the site is closed. exclusive of GST, except for receivables and The responsibilities include fencing, drainage, payables, which are stated on a GST inclusive signage, planting, coverage and monitoring basis. Where GST is not recoverable as input tax the site for a set number of years after closure. then it is recognised as part of the related asset The cash outflows for landfill post-closure are or expense. The net amount of GST recoverable expected to occur in one to thirty three years’ from, or payable to, the Inland Revenue time. The long-term nature of the liability means Department is included as part of receivables or that there are inherent uncertainties in estimating payables in the Statement of Financial Position. costs that will be incurred. The net GST paid to, or received from, the IRD, including the GST relating to investing and
214 Westland District Council Infrastructural assets Standards issued but not There are a number of assumptions and estimates used when performing DRC valuations over yet effective infrastructural assets. These include: IPSAS is a comprehensive set of standards • The physical deterioration and condition of an through which Council ensures compliance asset, for example Council could be carrying with appropriate accounting regulations and an asset at an amount that does not reflect conventions. its actual condition. This is particularly so for those assets which are not visible, for example stormwater, wastewater and water supply pipes Standards issued but not which are underground. This risk is minimised yet effective and not early by Council performing a combination of physical inspections and condition modelling adopted assessments of underground assets; Standards and amendments, issued but not yet • Estimating any obsolescence or surplus effective that have not been early adopted, and capacity of an asset; and which are relevant to the Council and group are: • Estimates are made when determining the remaining useful lives over which the asset Financial instruments will be depreciated. These estimates can be In January 2017, the XRB issued PBE IFRS 9 affected by the local conditions, for example Financial Instruments. PBE IFRS 9 replaces PBE weather patterns and traffic growth. If useful IPSAS 29 Financial Instruments: Recognition and lives do not reflect the actual consumption Measurement. PBE IFRS 9 is effective for annual of the benefits of the asset, then Council periods beginning on or after 1 January 2021, with could be over or under estimating the annual early application permitted. The main changes depreciation charge recognised as an expense under PBE IFRS 9 are: in the surplus or deficit. • New financial asset classification requirements To minimise this risk, Council’s infrastructural asset for determining whether an asset is measured useful lives have been determined with reference at fair value or amortised cost. to the NZ Infrastructural Asset Valuation and • A new impairment model for financial assets Depreciation Guidelines published by the National based on expected losses, which may result in Asset Management Steering Group, and have the earlier recognition of impairment losses. been adjusted for local conditions based on past • Revised hedge accounting requirements to experience. Asset inspections, deterioration and better reflect the management of risks. condition modelling are also carried out regularly as part of Council’s asset management planning The Council plans to apply this standard in activities, which gives Council further assurance preparing its 30 June 2022 financial statements. over its useful life estimates. The Council and group has not yet assessed the effects of the new standard. Experienced independent valuers perform Council’s infrastructural asset revaluations.
Accounting Standards Issued for Public Benefit Entities The Council is subject to Tier 2 reporting requirements of the Accounting Standard for Public Benefit Entities. The financial statements are compliant with the new International Public Sector Accounting tandards (IPSAS).
Long Term Plan 215 216 Westland District Council FINANCIAL STATEMENTS FINANCIAL STATEMENTS
Long Term Plan 217 STATEMENT OF BALANCED BUDGET
Council has a budget under the plan that balances in all years. (A balanced budget is considered one where each year’s projected operating revenues are set at a level sufficient to meet that year’s operating expenses). For this plan Council has set it revenue to cover all actual money needed to be spent to provide the levels of service as detailed throughout the plan. This includes the replacement and renewal of assets where required. Council is not fully funding the depreciation expense for all activities where it is assumed that assets will be not be replaced or will be funded from external sources.
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Depreciation 5,962,122 6,206,455 6,371,198 6,455,523 6,494,294 6,505,820 6,547,760 6,611,413 6,662,245 6,717,485 charge
Unfunded depreciation Water Supply 127,607 152,416 152,832 79,271 87,744 100,894 98,876 103,779 101,703 99,669 Wastewater 64,998 93,305 105,768 153,937 211,133 202,688 194,580 200,060 192,057 184,375 Stormwater 23,388 50,448 95,871 124,959 140,908 136,581 132,406 137,466 133,279 129,241 Solid Waste 55,050 57,143 62,070 61,828 64,261 62,655 61,088 63,790 62,195 60,640 Total unfunded 271,043 353,312 416,540 419,995 504,046 502,817 486,951 505,095 489,235 473,925 depreciation Funded 5,691,079 5,853,143 5,954,659 6,035,528 5,990,249 6,003,003 6,060,809 6,106,318 6,173,010 6,243,560 depreciation
218 Westland District Council COMPREHENSIVE FUNDING IMPACT STATEMENT
The Funding Impact Statement is made up of Details of the activities these rates fund and the three parts: rating categories liable for the rates are listed below. This is followed by a table which shows • Rates Information for 2018-19 including the how the rates are calculated and total revenue Rating Policy, sought for each rate. • Rates Samples for 2018-19 • The Whole of Council FIS Statement for General Rates 2019-28. General Rate A general rate is set and assessed The Funding Impact Statement is given effect on the capital value of all rateable by the Rating Policy and should be read in land in the district. conjunction with the Revenue and Financing The general rate is set differentially Policy and Financial Statements. The rates based on the location of the land information and Rates Samples are GST inclusive; and use to which the land is put. the Whole of Council Funding Impact Statement The differential categories are: is GST exclusive. Residential, Rural Residential, Commercial and Rural. The Rating information for 2018-19 definitions of each category and differential factors are in the Rating Council sets the following rates under the Local Policy. Government (Rating) Act 2002: Uniform Annual A uniform annual general charge General Charge is set and assessed on all rateable General Rates: land in the district as a fixed • General Rate amount per rating unit. • Uniform Annual Charge The general rate and uniform annual general charge fund Targeted Rates: part of the following activities: • Kumara Community Rate democracy, corporate services, inspections and compliance, • Hokitika Community Rate resource management, • Ross Community Rate emergency management, animal • Harihari Community Rate control, community development and assistance, library, museum, • Whataroa Community Rate public toilets, land and buildings, • Franz Josef Glacier Community Rate cemeteries, transportation and • Fox Glacier Community Rate solid waste. • Haast Community Rate • Water rates • Metered Water Rates • Sewerage Rates • Refuse Collection Rates • Tourism Promotion Rate • Hokitika Area Promotions Rate • Kokatahi / Kowhitirangi Community Rates • Kaniere Sewerage Capital Contribution Rate • Hannah’s Clearing Water Supply Capital Repayment Rate • Emergency Management Contingency Fund Rate
Long Term Plan 219 Targeted Rates Kumara The Kumara community rate is set and assessed as an amount per rating unit, on all rateable land in the Community Kumara community rate zone (as mapped in the Rating Policy). Within that area the rate is set based on Rate the location of the land and the use to which the land is put. The categories are: Residential, Rural Residential, Commercial and Rural. The definitions of each category and the factors applied are in the Rating Policy. The Kumara community rate funds all or part of the following activities: Transportation, township development fund, and parks and reserves. Hokitika The Hokitika community rate is set and assessed an amount per rating unit, on all rateable land in Community the Hokitika community rate zone (as mapped in the Rating Policy). Within that area the rate is set Rate differentially based on the location of the land and the use to which the land is put. The differential categories are: Residential, Rural Residential, Commercial and Rural. The definitions of each category and differential factors are in the Rating Policy. The Hokitika community rate funds all or part of the following activities: Transportation, stormwater, township development fund, parks and reserves, land and buildings (Carnegie Building, RSA Building, Custom House and Band rooms), community development and assistance (Regent Theatre), and swimming pools (Hokitika pool). Ross The Ross community rate is set and assessed as an amount per rating unit, on all rateable land in the Community Ross community rate zone (as mapped in the Rating Policy). Within that area the rate is set based on the Rate location of the land and the use to which the land is put. The categories are: Residential, Rural Residential, Commercial and Rural. The definitions of each category and factors applied are in the Rating Policy. The Ross community rate funds all or part of the following activities: Transportation, township development fund, parks and reserves, community halls (Ross Memorial and Waitaha) and swimming pools (Ross pool). Harihari The Harihari community rate is set and assessed as an amount per rating unit, on all rateable land in the Community Harihari community rate zone (as mapped in the Rating Policy). Within that area the rate is set based on Rate the location of the land and the use to which the land is put. The categories are: Residential, Rural Residential, Commercial and Rural. The definitions of each category and factors applied are in the Rating Policy. The Harihari community rate funds all or part of the following activities: Transportation, township development fund, and parks and reserves. Whataroa The Whataroa community rate is set and assessed as an amount per rating unit, on all rateable land in Community the Whataroa community rate zone (as mapped in the Rating Policy). Within that area the rate is set Rate based on the location of the land and the use to which the land is put. The categories are: Residential, Rural Residential, Commercial and Rural. The definitions of each category and factors applied are in the Rating Policy. The Whataroa community rate funds all or part of the following activities: Transportation, township development fund (including Okarito), and parks and reserves. Franz Josef The Franz Josef Glacier community rate is set and assessed as an amount per rating unit, on all rateable /Waiau land in the Franz Josef /Waiau community rate zone (as mapped in the Rating Policy). Within that area Community the rate is set differentially based on the location of the land and the use to which the land is put. Rate The differential categories are: Residential, Rural Residential, Commercial and Rural. The definitions of each category and differential factors are in the Rating Policy. The Franz Josef /Waiau community rate funds all or part of the following activities: Transportation, stormwater, township development fund, parks and reserves and community development & assistance (Glacier Country Promotions). Fox Glacier The Fox Glacier community rate is set and assessed as an amount per rating unit, on all rateable land in Community the Fox Glacier community rate zone (as mapped in the Rating Policy). Within that area the rate is set Rate differentially based on the location of the land and the use to which the land is put. The differential categories are: Residential, Rural Residential, Commercial and Rural. The definitions of each category and differential factors are in the Rating Policy. The Fox Glacier community rate funds all or part of the following activities: Transportation, stormwater, township development fund, parks and reserves and community development & assistance (Glacier Country Promotions).
220 Westland District Council Targeted Rates Haast The Haast community rate is set and assessed as an amount per rating unit, on all rateable land in the Community Haast community rate zone (as mapped in the Rating Policy). Within that area the rate is set based on Rate the location of the land and the use to which the land is put. The categories are: Residential, Rural Residential, Commercial and Rural. The definitions of each category and factors applied are in the Rating Policy. The Haast community rate funds all or part of the following activities: Transportation, stormwater, township development fund (Haast, Hannahs Clearing and Neils Beach), parks and reserves and community halls (Haast and Okuru). Water Rates Water rates are set and assessed as a fixed amount per connection for connected rating units and per rating unit for unconnected rating units, on all land, situated in specified locations, to which is provided or is available a council funded water supply service that is not metered. The rate is set differentially depending on the nature of the connection to the land and the use to which the land is put. Commercial properties are defined as they are for the general rate (see Rating Policy). The locations and differential categories are: • Hokitika and Kaniere Treated water – Connected (all rating units other than commercial ones) • Hokitika and Kaniere Treated water – Commercial connected • Hokitika and Kaniere Treated water – Unconnected • Rural Townships Treated water – Connected (all rating units other than commercial ones) • Rural Townships Treated water – Commercial connected • Rural Townships Treated water - Unconnected • Rural Townships Untreated – Connected (all rating units other than commercial ones) • Rural Townships Untreated –Commercial connected • Rural Townships Untreated – Unconnected Water rates fund part of the water supply activity. Metered Water rates are set and assessed as a fixed charge per unit of water supplied on all properties located in Water Rates a specified location and where the nature of the connection is a metered water supply. The locations are: • Hokitika and Kaniere metered water • Rural Townships metered water Metered water rates fund part of the water supply activity. Milk Water rates are set and assessed on the property used as a milk treatment plant in Hokitika. For 2018/19, Treatment the rates are: Plan Water • Hokitika Milk Treatment Plant rate fixed charge (includes water 0 to 2,000,000 m3) Rates • Hokitika Milk Treatment Plant metered water greater than 2,000,000 m3 Hokitika Milk Treatment Plant rates fund part of the water supply activity and as part of the first 2,000,000 m3 includes the cost of finance for the upgrade of the Hokitika Water Supply include the river intake, plant and new trunk main. Sewerage Sewerage rates are set and assessed on all land to which is provided or has available to the land a Rates council funded sewerage supply service. The rates are: • Sewerage Connected (per water closet or urinal) • Sewerage Unconnected (per rating unit) Sewerage rates fund part of the wastewater activity. Refuse Refuse collection rates are set and assessed as a fixed amount per bin on all land, located in specific Collection locations, which is provided with a refuse collection service and according to where the land is situated. Rates The locations are: • Hokitika refuse collection area • Rural refuse collection area A property may choose to have more than one supply and will pay a full refuse collection rate for each supply. Refuse collection funds part of the solid waste activity.
Long Term Plan 221 Targeted Rates Tourism The tourism promotion rate is set and assessed as an amount per rating unit on all rateable properties in Promotion the district. Rate The tourism promotion rate is set differentially based on the use to which the land is put and for commercial use properties on the capital value of the rateable properties. The differential categories are: • Commercial – Greater than $10m – Greater than $3m and up to $10m – Greater than $1m and up to $3m – $1m or less • Residential, Rural Residential and Rural The definitions of each category are the same as those in the Rating Policy for the general rate. The tourism and promotions rate funds part or all of the following activities: West Coast Wilderness Trail, i-Site and community development & assistance (Tourism West Coast grant). Hokitika Area The Hokitika area promotions rate is set and assessed as a fixed amount per rating unit on all rateable Promotions properties defined as commercial use properties (using the same definition as for the general rate) and Rate located in Hokitika (as mapped in the Rating Policy). The Hokitika area promotions rate funds the community development & assistance activity (Enterprise Hokitika grant). Kokatahi / Kokatahi / Kowhitirangi community rates are set and assessed on all rateable properties located in the Kowhitirangi Kokatahi / Kowhitirangi Community area. Community The rate will be charged on the rateable land value of each property in the Kokatahi/Kowhitirangi area Rates from Geologist Creek in the north to Hokitika Gorge in the south and the Kaniere/Kowhitirangi Road from Nesses Creek onward. The Kokatahi / Kowhitirangi community rate is set as a fixed rate per rating unit and as a rate on the land value per rating unit. The Kokatahi / Kowhitirangi community rate funds the community development & assistance activity (Kokatahi / Kowhitirangi community grant). Kaniere The Kaniere sewerage capital contribution rate is set and assessed as a fixed rate per rating unit on all Sewerage rateable properties that are connected to the Kaniere sewerage scheme and have not repaid the capital Capital amount. Contribution The Kaniere Sewerage Capital Contribution Rate funds part of the Waste water activity (Kaniere sewerage Rate upgrade loan). Hannah’s The Hannahs Clearing water supply capital repayment rate is set and assessed as a fixed rate per rating Clearing unit on all rateable properties located in Hannahs Clearing where the nature of the connection is a Water Supply Council funded water supply. Capital The Hannahs Clearing water supply capital repayment rate funds part of the water supply activity. Repayment Rate Emergency The emergency management contingency fund rate is set and assessed on the land value of all rateable Management properties in the district. Contingency The emergency management contingency fund rate funds part of the emergency management & rural Fund Rate fire activity. Council will accept lump sum contributions equivalent to the capital portion of the rate outstanding on the following rates: • Kaniere Sewerage Capital Contribution Rate • Hannahs Clearing Water Supply Capital Repayment Rate
222 Westland District Council 97,742 18,687 61,935 26,969 86,549 119,414 123,399 Ex GST $ Ex GST $ 1,977,915 3,352,124 1,443,220 3,498,208 6,850,332 Revenue 31,014 71,226 21,490 99,532 137,326 112,403 141,909 1,659,703 7,877,881 Inc GST $ Inc GST $ 3,854,943 4,022,939 2,274,602 TOTALS 321 237 255 522 324 433 259 Units 5527.5 3176.5 2,388,167,700 12 12 91 18 37 27 63 11.1 189 428 368 136 122 230 864 686 1307 1089 5,134 2,139 2,552 1,088 3,684 50,121 31,529 795.56 795.56 205,273 896,913 301,519 1,257,059 1,257,059 428,363,180 0.002934565 Commercial Commercial 91 81 97 79 56 170 182 373 140 544 428 136 122 432 230 686 1,723 6,770 8,795 2,528 72,727 10,779 41,836 55,690 35,200 397.78 397.78 937,740 255,624 876,267 876,267 1,169,537 597,204,250 Residential 0.001467282 91 53 33 22 44 88 218 428 699 408 136 122 324 324 230 686 131.9 9,412 2,527 1,289 2,992 13,127 Rural 17,168 10,672 30,319 29,746 SECTOR 298.34 298.34 420,726 285,599 420,726 399,036 1,734,124 382,317,470 Residential 0.001100462 77 91 95 94 88 117 198 108 428 566 408 136 122 324 324 230 686 1,411 8,614 1,343 Rural 11,433 27,017 22,972 24,825 50,053 28,506 298.34 298.34 231,091 404,511 968,282 1,468,886 1,468,886 0.001467282 1,001,093,200 1,001,093,200 Factor Capital Value $ Capital Value Per Revenue Units Rateable Each Revenue Units Rateable Each Revenue Units Rateable Each Revenue Units Rateable Each Revenue Units Rateable Each Revenue Units Rateable Each Revenue Units Rateable Each Revenue Units Rateable Each Revenue Units Rateable Each Revenue Units Rateable Revenue Rate General Rates Rates Targeted General Rate Annual General Charge Uniform General Rates Total Community Rates Kumara Hokitika Ross Harihari Whataroa Josef Franz Glacier Fox Haast Community Rates Total RATING INFORMATION RATING
Long Term Plan 223 35,552 14,899 39,000 245,481 732,555 281,033 345,316 345,316 387,239 387,239 1,501,821 4,075,330 6,644,637 15,472,884 Revenue 8,567 8,567 5,750 17,134 23,352 40,305 44,850 40,885 397,114 445,325 323,188 282,303 405,950 842,438 1,703,742 1,146,700 1,663,436 3,128,230 7,641,333 1,727,094 4,686,630 17,793,816 TOTALS 1 10 56 181 173 134 381 1,423 3,735 5,237 1,596 3,019 Units 187 / 5 27 201,060,000 558 / 39 87 1797 / 12 123 8 50 417 515 575 294 279 279 335 223 445 151,409 3,128,230 0.000043 0.000043 $0 - 1 million Commercial Commercial 70 1,031 71,631 159.02 159.02 212.02 212.02 212.02 Residential $1 - 3 million Unconnected 13 2,577 480.1 Rural 33,496 SECTOR 742.08 742.08 742.08
Connected Commercial Residential $3 - 10 million 5 5,153 Rural 25,767 318.04 318.04 424.05 424.05 424.05
commercial
Connected non Over $10 million Factor Each Per bin Per bin Per Each Each Each Volumetric Each Each Each $ Value Per Units Rateable Units Rateable Each Units Each Revenue Rate Rates Other Targeted Refuse Collection Rates Hannah's Clearing Capital Hokitika Refuse Collection Hokitika Refuse Collection Rural Refuse Refuse Collection Rates Total Supply Rates Water Water Untreated Rural Township Water Treated Rural Township Water Hokitika/Kaniere Plant Hokitika Milk Treatment Rate Water Fixed Rates Water Metered Supply Rates Water Total Sewerage Rates Connected Unconnected Total Sewerage Capital Kaniere Sewerage Rates Total / Kowhitirangi Kokatahi Community Rate Land Value Basis Uniform / Kowhitirangi Kokatahi Total Community Rates Rate Promotions Hokitika Area Rates Promotions Tourism Non Commercial within Capital Value Commercial Range: Rates Promotions Tourism Total Rates Other Targeted Total Rates Total RATING INFORMATION RATING
224 Westland District Council The following table quantifies the amounts and total revenue for each rate for 2018/19
Capital Actual Draft LTP Value Value Rates Rates Change Sector Community 2017 2017/2018 2018/2019 $ $ $ Commercial Fox Glacier 690,000 4,978 4,981 3 Commercial Franz Josef 1,060,000 12,491 15,421 2,931 Commercial Haast 1,290,000 6,636 5,639 -997 Commercial Hari Hari 235,000 3,162 2,724 -438 Commercial Hokitika 480,000 4,348 4,621 273 Commercial Kumara 165,000 2,809 2,513 -296 Commercial Ross 129,000 1,872 1,827 -44 Commercial Whataroa 250,000 2,525 2,057 -468 Residential Fox Glacier 140,000 1,576 1,766 190 Residential Franz Josef 375,000 2,316 2,511 196 Residential Haast 230,000 1,820 2,037 217 Residential Hari Hari 114,000 1,272 1,270 -2 Residential Hokitika 345,000 2,712 2,893 182 Residential Kumara 132,000 1,571 1,715 144 Residential Ross 170,000 2,085 2,074 -11 Residential Whataroa 125,000 1,424 1,423 -1 Rural Fox Glacier 130,000 1,131 1,209 78 Rural Franz Josef 89,000 1,098 1,123 25 Rural Haast 50,000 868 904 36 Rural Hari Hari 2,100,000 4,373 4,203 -170 Rural Hokitika 475,000 1,921 1,868 -54 Rural Kumara 12,000 813 942 129 Rural Ross 255,000 1,540 1,496 -44 Rural Whataroa 1,170,000 2,587 2,501 -85 Rural Residential Fox Glacier 86,000 1,030 1,113 83 Rural Residential Franz Josef 290,000 1,296 1,312 16 Rural Residential Haast 245,000 1,073 1,100 27 Rural Residential Hari Hari 104,000 910 899 -11 Rural Residential Hokitika 450,000 1,858 1,877 19 Rural Residential Kumara 161,000 1,246 1,380 134 Rural Residential Ross 570,000 2,071 2,028 -43 Rural Residential Whataroa 295,000 1,163 1,140 -22
Long Term Plan 225 - - - - 98,063 897,122 734,139 2028 2,173,741 2,441,933 8,329,128 9,391,230 1,241,033 2,265,399 5,029,996 5,158,050 30 June 21,868,461 (1,298,963) 27,923,634 22,765,584 - - - - 95,583 715,561 947,769 2027 5,267,821 9,292,571 2,390,521 1,187,460 8,351,340 2,209,527 5,104,183 2,099,554 21,884,421 30 June (1,298,643) 27,936,374 22,832,191 - - - - 93,347 698,815 998,404 2026 2,031,259 2,162,943 1,135,965 4,867,083 2,340,945 8,252,840 9,099,864 5,054,930 30 June (1,298,327) 21,059,469 27,112,803 22,057,873 - - - - 104,316 683,412 2025 9,111,596 2,107,106 1,968,316 1,049,027 4,790,194 8,065,273 2,293,205 1,099,507 5,088,094 30 June (1,298,013) 20,588,775 21,637,802 26,725,896 - - - - 445,812 102,270 669,537 2024 8,927,118 1,910,391 4,957,483 1,031,640 2,059,212 2,247,302 8,028,774 4,961,421 2,795,384 30 June 20,559,453 26,552,515 21,591,093 - - - - 100,271 981,897 655,908 2023 1,275,454 1,857,067 4,602,716 7,838,887 2,018,822 2,203,234 8,648,023 3,578,959 4,834,301 30 June 19,805,225 20,787,123 25,621,424 - - - - 98,399 643,150 880,314 2022 2,159,167 7,722,865 1,970,489 4,779,419 1,806,078 4,548,073 2,604,706 4,862,272 8,482,880 19,513,802 30 June 25,173,535 20,394,116 - - - - 96,650 631,219 831,090 2021 1,835,214 7,615,992 1,262,148 1,929,434 8,654,392 4,760,203 3,399,782 5,055,522 2,040,984 30 June 19,539,843 25,426,455 20,370,933 - - - - 94,936 619,478 797,398 863,899 2020 7,227,753 1,798,153 1,885,101 4,437,695 1,994,656 8,829,925 5,304,515 2,756,988 30 June 18,892,695 19,690,093 24,994,608 - - - - 93,336 608,515 756,669 2019 7,012,991 4,257,515 1,840,137 8,597,587 3,753,695 1,044,324 1,942,569 5,011,622 4,891,355 18,491,023 30 June 19,247,692 24,259,314
- - - - 93,795 777,592 622,314 2018 8,198,621 2,409,414 4,673,019 7,006,077 2,760,196 2,235,269 2,391,040 5,245,031 5,682,199 30 June 25,144,714 19,462,515 18,684,923 Annual Plan Total capital funding Total Other dedicated capital funding Other dedicated Lump sum contributions Grants, subsidies and donations contributions Development and financial in debt Increase/(decrease) assets sale of from proceeds Gross Sources of capital funding of Sources CAPITAL FUNDING CAPITAL Surplus/(deficit) of operating funding of operating Surplus/(deficit) Total applications of operating funding operating of applications Total Payments to staff and suppliers Payments to staff costs Finance funding applications Other operating Applications of operating funding operating of Applications General rates, UAGC and rates penalties and rates UAGC General rates, rates Targeted Grants, subsidies and donations Fees and charges investments and dividends from Interest authorities fuel tax, fines, Local and other fees infringement funding operating Total Sources of operating funding operating of Sources OPERATING FUNDING OPERATING PROSPECTIVE FUNDING IMPACT STATEMENT FUNDING IMPACT PROSPECTIVE For the years ending 30 June 2019 - 2028
226 Westland District Council - - 13,484 24,320 2028 4,494,355 1,866,924 6,399,083 30 June (5,158,050) - - 13,178 12,000 2027 4,457,928 1,808,538 6,291,644 30 June (5,104,183) - - 12,884 23,270 2026 4,514,038 1,640,704 6,190,895 30 June (5,054,930) - - 11,470 12,600 2025 4,097,291 2,066,241 6,187,602 30 June (5,088,094) - - 22,280 2024 1,672,817 1,463,279 7,756,805 4,598,429 30 June (4,961,421) - - 10,960 2023 1,809,012 4,134,084 2,459,204 8,413,260 30 June (4,834,301) - - 21,340 2022 2,267,552 3,545,102 3,807,697 9,641,691 30 June (4,779,419) - - 10,480 2021 2,729,681 2,386,601 3,328,543 8,455,304 30 June (5,055,522) - - 30,650 893,960 2020 2,731,845 4,405,048 8,061,503 30 June (5,304,515) - - 39,300 895,084 2019 4,123,713 9,902,977 4,844,880 30 June (5,011,622)
- - 60,300 588,800 2018 6,721,475 6,721,475 3,556,654 3,556,654 30 June 10,927,229 10,927,229 Annual Plan (5,682,198) Funding balance Funding Surplus/(deficit) of Capital Funding of Capital Surplus/(deficit) Total applications of capital funding of applications Total Capital expenditure - meet additional Capital expenditure demand level of - improve Capital expenditure service existing - replace Capital expenditure assets in reserves Increase/(decrease) investments of Increase/(decrease) Applications of capital funding of Applications
Long Term Plan 227 ------2,202 62,721 42,419 161,717 98,063 191,515 734,139 199,429 190,947 2028 4,552,953 2,265,399 30 June 17,520,929 26,022,435 ------2,149 61,132 41,363 95,583 157,312 715,561 187,334 194,375 186,852 2027 2,209,527 4,428,943 17,449,536 30 June 25,729,667 ------2,098 93,347 59,699 40,385 153,176 183,566 182,926 698,815 189,820 2026 4,312,505 2,162,943 17,162,884 30 June 25,242,163 ------2,049 39,433 58,300 185,371 104,316 179,885 683,412 178,985 149,295 2025 2,107,106 4,203,222 30 June 16,991,498 24,882,871 ------2,003 38,538 56,989 175,205 181,203 145,653 102,270 165,603 669,537 2024 2,059,212 4,100,704 30 June 16,774,688 24,471,605 ------1,958 37,666 55,708 177,129 171,457 100,271 156,926 142,240 655,908 2023 2,018,822 4,004,594 16,309,781 30 June 23,832,459 ------1,916 54,508 36,850 98,399 173,316 155,166 167,860 643,150 138,906 2022 3,910,736 1,970,489 30 June 16,032,429 23,383,726 ------1,876 53,387 96,650 36,084 169,751 631,219 135,783 152,403 164,362 2021 3,822,811 1,929,434 30 June 16,100,633 23,294,394 ------1,838 35,337 52,289 94,936 149,515 619,478 160,891 132,860 166,260 2020 1,885,101 3,740,520 15,891,418 30 June 22,930,443 ------1,800 34,611 93,336 157,451 151,009 608,515 163,000 130,000 2019 1,840,137 2,036,264 3,660,000 15,447,578 30 June 24,323,701
- - - - - 62,154 93,795 29,750 175,517 512,679 278,016 622,314 168,264 120,000 2018 4,113,630 2,409,414 4,183,099 30 June 15,036,433 Annual Plan 27,805,065 Total operating income operating Total Miscellaneous income Miscellaneous Internal charges Revaluation gains Revaluation Share revaluation Share Profit on sale of assets on sale Profit Assets vested in council Rates penalties Rates income Finance Fees and charges Recoveries Commissions subsidy NZTA tax Petrol Grants and subsidies Rentals Contributions harvest Forestry Operating Income Operating PROSPECTIVE STATEMENT OF FINANCIAL PERFORMANCE STATEMENT PROSPECTIVE For the years ending 30 June 2019 - 2028
228 Westland District Council - - - 897,122 697,730 980,562 980,562 2028 2,735,771 6,717,485 1,874,914 7,092,571 1,419,996 1,818,602 3,493,298 2,662,032 3,246,960 30 June 25,041,873 - - - 947,769 703,627 928,043 928,043 2027 1,891,075 1,399,814 1,812,530 3,232,697 2,623,505 6,979,842 6,662,245 3,459,908 2,698,626 30 June 24,801,624 - - - 699,112 877,809 877,809 998,404 1,793,151 2026 6,611,413 3,193,178 6,839,011 1,369,168 2,637,653 3,361,323 2,575,682 1,896,076 30 June 24,364,354 - - - 713,189 937,856 937,856 2025 1,819,979 2,507,472 6,617,349 3,339,473 1,860,145 3,148,653 1,343,607 1,049,027 6,547,760 2,595,148 30 June 23,945,015 - - - 716,871 805,173 805,173 2024 1,332,414 1,853,214 1,774,699 6,513,184 3,297,184 1,031,640 3,126,836 2,547,205 2,504,826 6,505,820 30 June 23,666,433 - - - 715,632 981,897 643,512 643,512 2023 2,418,871 1,736,470 6,397,815 1,839,256 2,492,887 1,306,566 3,196,908 6,494,294 3,084,543 30 June 23,188,947 - - - 716,344 880,314 581,463 581,463 2022 1,857,188 6,211,923 3,148,433 3,054,877 6,455,523 1,600,910 2,460,109 1,285,980 2,466,498 30 June 22,802,263 - - - 671,757 821,957 821,957 831,090 2021 6,117,281 1,287,017 1,743,145 6,371,198 3,123,278 3,051,668 2,425,936 1,364,005 2,688,349 30 June 22,472,437 - - - 581,728 797,398 991,150 991,150 2020 1,649,321 2,987,753 1,693,073 2,356,615 3,073,495 1,246,085 2,360,827 5,990,397 6,206,455 30 June 21,939,294 - - - 756,669 509,428 2019 1,224,142 3,075,517 2,311,923 1,689,746 2,963,727 5,962,122 1,566,265 5,822,879 2,263,543 2,896,531 2,896,531 30 June 21,427,170
- - - - 777,592 494,236 2018 1,217,687 1,123,632 2,217,036 5,807,916 3,859,126 5,016,480 2,430,404 5,845,505 3,066,326 2,534,633 2,534,633 30 June 25,270,432 Annual Plan Total expenditure includes - expenditure Total Depreciation expenditure Finance Note: Surplus/(deficit) after tax Surplus/(deficit) Taxation expense Taxation Surplus/(deficit) before tax Surplus/(deficit) before Total operating expenditure operating Total Revaluation losses Revaluation Loss on sale of assets on sale of Loss Leadership Transportation Supply Water Wastewater Stormwater Solid Waste Community Services & Facilities Services Leisure Planning & Regulatory Bad debts Operating Expenditure Operating
Long Term Plan 229 - - 980,562 2028 30 June 31,969,123 30,988,562 30,988,562 - - 928,042 2027 3,499,737 3,499,737 4,427,780 30 June - - - - 877,810 877,810 2026 30 June - - 937,855 2025 30 June 27,621,351 26,683,495 26,683,495 - - 805,173 2024 3,076,899 3,076,899 3,882,072 30 June - - - - 643,512 643,512 2023 30 June - - 581,463 2022 30 June 23,543,876 23,543,876 24,125,339 - - 821,958 2021 2,737,575 2,737,575 3,559,533 30 June - - - - 991,149 991,149 2020 30 June - - 2019 2,896,531 30 June 17,905,354 17,905,354 20,801,884
- - 2018 2,534,634 30 June 19,511,334 16,976,700 16,976,700 Annual Plan Total comprehensive revenue comprehensive Total Total other comprehensive revenue other comprehensive Total Financial assets at fair value through other fair value through Financial assets at revenue comprehensive Increase/(decrease) in revaluation in revaluation Increase/(decrease) reserves Increase/(decrease) in restricted reserves in restricted Increase/(decrease) Surplus/(deficit) after tax Surplus/(deficit) COMPREHENSIVE REVENUE COMPREHENSIVE For the years ending 30 June 2019 - 2028
230 Westland District Council - 980,562 2,290,121 2028 25,757,792 31,969,123 (2,290,121) 23,467,670 30,988,562 517,538,157 30 June 351,837,687 142,232,799 140,923,239 382,826,249 549,507,280 549,507,280 - 928,042 2027 3,499,737 4,427,780 2,140,269 21,327,401 23,467,670 (2,140,269) 513,110,377 30 June 351,837,687 517,538,157 517,538,157 142,232,799 143,445,026 348,337,950 - - 877,810 877,810 2026 1,900,553 21,327,401 19,426,848 (1,900,553) 30 June 144,467,769 513,110,377 513,110,377 512,232,567 143,445,026 348,337,950 348,337,950 - 937,855 2025 2,278,366 27,621,351 17,148,482 19,426,848 (2,278,366) 26,683,495 30 June 484,611,216 144,467,769 321,654,455 348,337,950 512,232,567 512,232,567 145,808,280 - 805,173 1,647,723 2024 3,882,072 3,076,899 17,148,482 (1,647,723) 15,500,759 30 June 318,577,556 321,654,455 480,729,145 146,650,829 484,611,216 484,611,216 145,808,280 - - 643,512 643,512 2023 1,962,742 13,538,018 (1,962,742) 15,500,759 30 June 318,577,556 318,577,556 147,970,059 146,650,829 480,729,145 480,729,145 480,085,633 - 581,463 2022 2,405,500 11,132,518 13,538,018 24,125,339 23,543,876 (2,405,500) 30 June 318,577,556 147,970,059 149,794,097 295,033,679 455,960,294 480,085,633 480,085,633 - 821,958 8,618,711 2,737,575 2,513,807 2021 3,559,533 11,132,518 (2,513,807) 30 June 151,485,946 149,794,097 452,400,761 295,033,679 292,296,104 455,960,294 455,960,294 - - 991,149 991,149 8,618,711 1,019,363 2020 7,599,348 (1,019,363) 151,514,159 30 June 451,409,611 151,485,946 292,296,104 292,296,104 452,400,761 452,400,761 -
2019 1,018,898 2,896,531 7,599,348 7,599,348 6,580,450 6,580,450 17,905,354 (1,018,898) 151,514,159 20,801,884 30 June 149,636,527 430,607,727 274,390,750 451,409,611 451,409,611 292,296,104
- 2018 8,776,594 3,876,665 2,534,634 4,899,929 19,511,334 16,976,700 (3,876,665) 30 June 267,817,440 Annual Plan 151,686,969 284,794,140 425,746,369 153,029,000 445,257,703 445,257,703 Retained earnings at end of year end of earnings at Retained year start of at reserves Revaluation gains Revaluation year end of at reserves Revaluation at reserves created Restricted/council year start of reserves (to)/from Transfers gains Financial asset revaluation at reserves created Restricted/council year end of year end of Equity at Retained earnings at start of year start of earnings at Retained after tax Surplus/(deficit) restricted/council (to)/from Transfers reserves created Components of equity Components of Equity at start of year start of Equity at revenue comprehensive Total year end of Equity at PROSPECTIVE STATEMENT OF CHANGES IN NET ASSETS/EQUITY STATEMENT PROSPECTIVE For the years ending 30 June 2019 - 2028
Long Term Plan 231 - - - - - 2,000 81,000 28,000 371,188 2,921,170 2028 8,695,000 25,176,478 22,255,308 30 June 552,183,558 577,360,036 543,006,370 - - - - - 2,000 81,000 28,000 371,188 2,917,224 2027 8,695,000 20,378,773 23,295,997 30 June 514,203,134 546,676,319 523,380,322 - - - - - 2,000 81,000 28,000 371,188 2026 2,833,283 8,695,000 18,560,931 21,394,214 30 June 512,882,536 543,453,937 522,059,724 - - - - - 2,000 81,000 28,000 371,188 2025 2,792,656 8,695,000 16,900,198 19,692,854 30 June 514,943,756 543,813,798 524,120,944 - - - - - 2,000 81,000 28,000 371,188 2,771,433 2024 8,695,000 17,604,341 14,832,908 30 June 517,468,189 490,686,660 499,863,848 - - - - - 2,000 81,000 28,000 371,188 2,677,733 2023 8,695,000 13,371,433 16,049,166 30 June 487,822,055 513,048,409 496,999,243 - - - - - 2,000 81,000 28,000 371,188 2022 2,630,380 11,555,147 8,695,000 14,185,527 487,712,101 30 June 511,074,816 496,889,289 - - - - - 2,000 81,000 28,000 371,188 2,643,132 2021 9,251,560 8,695,000 11,894,692 30 June 472,426,797 463,249,609 484,321,488 - - - - - 2,000 81,000 28,000 371,188 2020 2,578,272 9,414,103 6,835,830 8,695,000 30 June 460,814,528 469,991,716 479,405,819 - - - - - 2,000 81,000 28,000 371,188 5,746,335 2,695,129 2019 8,441,464 8,695,000 30 June 477,472,091 459,853,439 469,030,627
- - - - -
2,000 71,000 39,000 6,763,316 2018 1,359,000 9,429,555 2,666,239 8,695,000 30 June 452,668,212 Annual Plan 472,263,767 462,834,212 Total assets Total Derivative financial instruments Derivative Other financial assets organisations Council controlled Intangible assets Investments assets non-current Total Investment property Property, plant and equipment Property, assets Forestry Non-current assets Non-current Debtors and other receivables Inventory Investments sale assets held for Non-current assets current Total Cash and cash equivalents Current assets Current ASSETS PROSPECTIVE STATEMENT OF CHANGES IN NET ASSETS/EQUITY STATEMENT PROSPECTIVE For the years ending 30 June 2019 - 2028
232 Westland District Council - - 3,670 23,714 28,000 64,000 215,797 461,259 500,000 1,311,243 2,827,144 4,819,113 2028 2,089,000 25,693,792 20,392,929 23,033,643 30 June 140,923,239 577,360,036 382,826,249 549,507,280 - - 3,581 23,387 28,000 64,000 212,817 450,008 500,000 1,311,243 2027 2,828,234 2,089,000 4,805,884 21,691,892 23,403,670 24,332,279 30 June 351,837,687 517,538,157 142,232,799 546,676,319 - - 3,497 23,041 28,000 64,000 439,461 209,672 500,000 2,749,110 1,310,643 2026 4,712,384 2,089,000 21,263,401 22,991,136 25,631,177 30 June 513,110,377 143,445,026 348,337,950 543,453,937 - - 3,415 22,656 28,000 64,000 429,161 206,167 500,000 1,310,057 2,702,725 2025 4,651,526 2,089,000 19,362,848 24,290,049 26,929,705 30 June 144,467,769 348,337,950 512,232,567 543,813,798 - - 3,338 22,255 28,000 64,000 419,513 202,522 500,000 1,309,483 2024 2,694,225 4,629,081 2,089,000 17,084,482 28,227,891 25,588,636 30 June 321,654,455 517,468,189 484,611,216 145,808,280 - - 3,263 21,840 28,000 64,000 410,081 198,746 500,000 2023 1,225,898 2,616,026 4,454,014 2,089,000 15,436,759 25,226,410 27,865,250 30 June 318,577,556 146,650,829 480,729,145 513,048,409 - - 3,193 21,412 28,000 64,000 401,253 194,849 500,000 1,106,786 2,574,623 2022 2,089,000 4,280,704 13,474,018 24,070,068 30 June 26,708,480 318,577,556 147,970,059 511,074,816 480,085,633 - - 3,127 20,951 28,000 64,000 190,654 939,334 393,000 500,000 2,564,314 2021 2,089,000 4,090,430 11,068,518 21,632,814 24,270,765 30 June 149,794,097 295,033,679 484,321,488 455,960,294 - - 3,063 20,480 28,000 64,000 384,917 186,368 500,000 8,554,711 1,310,692 2,483,231 2020 4,368,271 2,089,000 19,999,308 30 June 22,636,788 151,485,946 292,296,104 479,405,819 452,400,761 - - 3,000 28,000 20,000 64,000 377,000 182,000 500,000 2,417,379 1,701,426 7,535,348 2019 2,089,000 4,680,805 18,744,675 21,381,675 151,514,159 30 June 477,472,091 451,409,611 292,296,104
- - -
3,000 29,000 30,000 193,000 384,420 296,000 2,423,192 8,776,594 2018 9,258,192 1,000,000 6,343,000 17,747,872 16,304,452 30 June 151,686,969 284,794,140 Annual Plan 445,257,703 472,263,767 Total liabilities and equity Total Total equity Total Public equity reserves Restricted reserves Asset revaluation Other reserves Equity Borrowings Employee entitlements financial instruments Derivative tax Deferred liabilities Other non-current liabilities non-current Total Provisions Non-current liabilities Non-current Total current liabilities current Total Tax payable Tax liabiities Other current Employee entitlements Provisions Creditors and other payables Creditors Borrowings Current liabilities Current LIABILITIES
Long Term Plan 233 - - - - - 161,717 897,122 734,139 7,227,796 2028 4,615,675 7,707,659 17,720,358 30 June 30,459,684 21,854,903 22,752,025 - - - - - 157,312 715,561 947,769 7,331,678 2027 4,490,075 7,599,592 17,643,911 21,791,175 30,338,537 30 June 22,738,945 - - - - - 153,176 698,815 998,404 2026 6,929,569 7,509,251 4,372,204 17,352,703 30 June 21,997,217 29,506,468 20,998,813 - - - - - 683,412 149,295 2025 6,831,097 4,261,521 1,049,027 7,486,664 17,176,869 29,102,194 30 June 21,615,530 20,566,503 - - - - - 145,653 669,537 6,879,612 2024 4,157,693 1,031,640 7,309,187 30 June 16,955,891 20,467,559 28,808,386 21,499,199 - - - - - 142,240 981,897 655,908 2023 6,532,216 4,060,301 7,145,080 27,877,575 30 June 16,486,910 19,750,598 20,732,495 - - - - - 643,150 880,314 138,906 2022 6,490,808 7,073,021 3,965,245 27,443,853 19,490,519 30 June 16,205,745 20,370,832 - - - - - 631,219 135,783 831,090 2021 6,585,645 3,876,199 7,222,287 27,499,229 30 June 19,445,853 16,270,384 20,276,943 - - - - - 619,478 797,398 132,860 6,401,729 2020 7,393,141 3,792,809 18,814,015 19,611,413 16,057,678 27,004,554 30 June - - - - - 608,515 756,669 130,000 2019 6,329,859 5,696,264 9,588,903 28,375,216 15,610,578 30 June 18,029,643 18,786,313
- - - 777,592 622,314 120,000 450,000 450,000 2018 6,189,698 17,761,731 4,626,309 8,223,695 26,763,018 30 June 15,204,697 18,539,323 Annual Plan Term investments, shares and advances investments, shares Term investment Forestry Cash was applied to: Payments to suppliers & employees rates council Regional expenditure Finance activities operating Net cash flow from INVESTING FROM CASH FLOWS ACTIVITIES from: Cash was received plant & equipment property, Sale of CASH FLOWS FROM OPERATING OPERATING FROM CASH FLOWS ACTIVITIES from: Cash was received revenue rates from Receipts Grants, subsidies and donations tax Petrol revenue Finance rates council Regional other revenue from Receipts PROSPECTIVE STATEMENT OF CASHFLOWS STATEMENT PROSPECTIVE For the years ending 30 June 2019 - 2028
234 Westland District Council - - 12,280 12,280 2028 1,311,243 1,311,243 1,876,537 4,532,159 4,532,159 21,442,312 19,565,775 30 June 21,442,312 21,442,312 (4,532,159) (1,298,963) - - 12,000 12,000 2027 1,817,843 1,310,643 1,310,643 4,483,106 17,747,932 4,483,106 19,565,775 30 June 19,565,775 19,565,775 (1,298,643) (4,483,106) - - 11,730 11,730 2026 1,310,057 1,310,057 1,660,732 4,550,192 4,550,192 17,747,932 17,747,932 17,747,932 30 June 16,087,200 (1,298,327) (4,550,192) - - 11,470 11,470 2025 2,067,291 4,121,360 1,309,483 1,309,483 4,121,360 30 June 14,019,909 16,087,200 (1,298,013) (4,121,360) 16,087,200 16,087,200 - - 445,812 1,671,710 2024 1,461,473 1,671,710 1,225,898 1,225,898 6,293,526 6,293,526 30 June 12,558,436 14,019,909 14,019,909 14,019,909 (6,293,526) - - 2023 1,106,786 1,106,786 1,816,286 1,275,454 2,382,240 6,604,248 2,382,240 6,604,248 10,742,150 30 June 12,558,436 12,558,436 12,558,436 (6,604,248) - - 939,334 939,334 2022 7,374,139 7,374,139 8,438,562 2,303,588 3,544,040 2,604,706 3,544,040 10,742,150 30 June (7,374,139) 10,742,150 10,742,150 - - 2021 2,415,731 1,310,692 1,310,692 6,022,831 8,438,562 1,262,148 2,572,840 6,068,704 8,438,562 8,438,562 2,572,840 6,068,704 30 June (6,068,704) - - 863,899 2020 7,167,543 1,701,426 1,701,426 7,167,543 1,089,497 6,022,831 2,565,325 4,933,334 2,565,325 6,022,831 6,022,831 30 June (7,167,543) - - 2019 1,570,676 1,570,676 1,625,334 4,933,334 9,007,893 2,615,000 1,044,324 9,007,893 4,933,334 4,933,334 2,615,000 3,308,000 30 June (9,007,893)
- - 2018 7,370,575 1,791,804 1,791,804 6,763,316 7,370,575 4,063,316 6,763,316 6,763,316 2,760,196 4,552,000 2,700,000 4,552,000 30 June Annual Plan (6,920,575) Cash was applied to: plant and property, of Purchase equipment and advances investments, shares Term capital expenditure Forestry investing activities Net cash flow from FINANCING FROM CASH FLOWS ACTIVITIES from: Cash was received borrowings from Proceeds Cash was applied to: borrowings of Repayment financing activities Net cash flow from in cash held Net increase/(decrease) year (1 July) start of Add cash at year (30 June) end of Balance at REPRESENTED BY: Cash, cash equivalents and bank overdrafts
Long Term Plan 235 ------7,482 (849) 9,612 2,979 980,562 2028 6,717,485 6,717,485 7,707,659 30 June ------3,145 9,305 79,339 (73,179) 928,042 2027 7,599,592 6,662,245 6,662,245 30 June ------3,505 46,593 877,810 20,029 (30,069) 2026 6,611,413 6,611,413 7,509,251 30 June ------3,645 8,694 1,048 (11,291) 937,855 2025 6,547,760 6,547,760 7,486,664 30 June ------3,776 78,386 (1,806) 805,173 (83,968) 2024 7,309,187 6,505,820 6,505,820 30 June ------7,274 3,897 41,578 643,512 (38,200) 2023 7,145,080 6,494,294 6,494,294 30 June ------4,194 21,372 10,469 36,036 581,463 2022 6,455,523 7,073,021 6,455,523 30 June ------4,286 81,239 29,130 821,958 (56,396) 2021 6,371,198 6,371,198 7,222,287 30 June ------4,368 125,174 65,995 991,149 195,537 2020 7,393,141 6,206,455 6,206,455 30 June ------261,500 468,750 730,250 2019 2,896,531 5,962,122 5,962,122 9,588,903 30 June
------56,662 56,662 923,192 923,192 (175,517) 2018 (866,530) 2,534,634 2,534,634 5,807,916 5,807,916 5,632,399 5,632,399 8,223,695 8,223,695 30 June Annual Plan Increase/(decrease) in creditors and in creditors Increase/(decrease) other payables in employee Increase/(decrease) entitlements in provisions Increase/(decrease) activities operating from Net cashflow Surplus/deficit after tax Surplus/deficit Add/(Less) non cash expenses (gains)/losses Revaluation & amortisation Depreciation Bad debts Assets vesting in council Add/(Less) items classified as investing or financing activities plant property, (Gains)/losses on sale of and equipment forestry (Gains)/losses in fair value of assets investment (Gains)/losses in fair value of properties Plus/(less) movements in working capital in inventories (Increase)/decrease in debtors and other (Increase)/decrease receivables PROSPECTIVE RECONCILIATION OF NET SURPLUS TO OPERATING ACTIVITIES OPERATING TO OF NET SURPLUS RECONCILIATION PROSPECTIVE For the years ending 30 June 2019 - 2028
236 Westland District Council ------7,500 15,917 84,119 88,047 172,793 221,764 195,027 (14,605) 210,000 (98,063) 980,562 980,562 2028 6,717,485 5,158,051 5,158,051 30 June (2,441,933) ------8,111 7,500 76,437 83,408 144,162 (14,605) 192,993 (95,583) 210,000 220,036 928,042 928,042 2027 5,104,183 5,104,183 6,662,245 30 June (2,390,521) ------7,500 2,266 78,635 68,434 217,861 116,783 (14,587) 190,918 (93,347) 210,000 877,809 877,809 2026 6,611,413 5,054,930 5,054,930 30 June (2,340,945) ------80 7,500 73,914 83,122 (14,150) 164,641 216,930 195,820 937,855 937,855 210,000 2025 (104,316) 6,547,760 5,088,094 5,088,094 30 June (2,293,205) ------4,674 (5,488) 78,386 65,806 (14,150) 132,210 139,933 193,802 805,173 805,173 210,000 2024 (102,270) 4,961,421 4,961,421 6,505,820 30 June (2,247,302) ------6,497 73,511 57,361 48,975 (24,911) (14,133) 116,523 169,689 643,512 643,512 210,000 (100,271) 2023 6,494,294 4,834,301 4,834,301 30 June (2,203,234) ------2,985 47,557 71,236 (24,926) (30,751) (13,492) 165,834 153,020 581,462 581,462 210,000 (98,399) 2022 6,455,523 4,779,419 4,779,419 (2,159,167) 30 June ------51,854 (3,847) 54,607 30,226 (47,577) (13,481) 580,221 210,000 821,958 821,958 (96,650) (40,045) 2021 6,371,198 5,055,522 5,055,522 30 June (2,040,984) ------29,919 22,445 26,552 (13,233) (16,202) 991,150 991,150 (94,936) (44,202) (103,004) 2020 1,088,874 6,206,455 5,304,515 5,304,516 (1,798,153) 30 June ------13,612 59,275 (16,067) (13,094) (45,607) (93,336) (162,523) 2019 5,962,122 1,059,683 2,001,252 5,011,622 5,011,622 2,896,530 2,896,530 30 June (3,753,695)
------57,474 10,000 68,566 445,517 724,358 168,585 (93,795) (175,517) 2018 5,807,916 1,060,134 2,359,117 3,323,081 5,682,198 2,534,634 30 June (2,391,040) Annual Plan add Vested assets add Vested on internal borrowing add Interest Statement after tax per Surplus/(deficit) Financial Performance of on Derivatives Gains and Losses on assets and interest less Vested not included in the internal borrowing FIS vested assets Surplus/(deficit) before and internal interest less Capital grants, subsidies and donations less Development and financial contributions assets sale of from proceeds less Gross not included in the FIS add Depreciation funding of operating Surplus/(deficit) Balance as per Council FIS surplus/ of funding (deficit) Operating surplus/(deficit) from cost Operating of service statements Leadership Transportation Supply Water Wastewater Stormwater Solid Waste Community Services & Facilities Services Leisure Planning & Regulatory and support services Administration PROSPECTIVE RECONCILIATION OF NET SURPLUS/(DEFICIT) TO COUNCIL FUNDING IMPACT STATEMENT FUNDING IMPACT COUNCIL TO OF NET SURPLUS/(DEFICIT) RECONCILIATION PROSPECTIVE For the years ending 30 June 2019 - 2028
Long Term Plan 237 ------
53 1,235 1,288 2028 30 June ------
43 1,192 1,235 2027 30 June ------
35 1,157 1,192 2026 30 June ------
29 1,128 1,157 2025 30 June ------
26 1,102 1,128 2024 30 June ------
23 1,079 1,102 2023 30 June ------
21 1,058 1,079 2022 30 June ------
20 1,038 1,058 2021 30 June ------
19 1,019 1,038 2020 30 June ------
19 1,019 1,000 2019 30 June
311 116 410 120 322 425 1,623 1,554 1,681 1,610 1,500 1,554 14,011 14,058 14,015 14,056 14,004 35,054 (14,000) (14,000) (14,000) (14,000) (14,000) (35,000) 2018 30 June Annual Plan Council Created Reserve Funds Council Created Fund Township Kumara Opening Balance Deposits Withdrawals Closing Balance Fund Harihari Township Opening Balance Deposits Withdrawals Closing Balance Fund Township Whataroa Opening Balance Deposits Withdrawals Closing Balance Fund Township Ross Opening Balance Deposits Withdrawals Closing Balance Fund Haast Township Opening Balance Deposits Withdrawals Closing Balance Fund Township Franz Opening Balance Deposits Withdrawals Closing Balance PROSPECTIVE STATEMENT OF SPECIAL FUNDS RESERVES OF SPECIAL STATEMENT PROSPECTIVE For the years ending 30 June 2019 - 2028
238 Westland District Council ------48 850 1,111 1,159 1,009 6,853 19,767 23,472 20,617 24,481 159,363 166,216 2028 30 June ------39 816 687 1,111 1,072 5,538 19,767 23,472 19,080 22,656 153,825 159,363 2027 30 June ------31 556 660 1,041 1,072 4,480 18,524 21,996 22,656 19,080 149,345 153,825 2026 30 June ------26 557 469 1,015 3,785 1,041 21,439 18,055 18,524 21,996 145,560 149,345 2025 30 June ------24 991 423 502 3,412 1,015 17,632 20,937 21,439 18,055 142,148 145,560 2024 30 June ------20 971 431 991 363 2,924 17,269 17,632 20,937 20,506 139,224 142,148 2023 30 June ------19 971 952 339 402 2,730 17,269 16,930 20,104 20,506 136,494 139,224 2022 30 June ------18 316 375 952 934 2,545 16,614 19,729 16,930 20,104 133,949 136,494 2021 30 June ------17 917 310 368 934 2,498 19,361 16,614 19,729 16,304 131,451 133,949 2020 30 June ------17 361 917 304 900 2,451 19,361 19,000 16,000 16,304 131,451 129,000 2019 30 June
- - - - - 313 156 162 970 1,036 1,073 9,015 8,702 4,608 8,006 35,037 26,936 27,906 65,000 (8,000) 128,000 132,608 (35,000) (65,000) 2018 30 June Annual Plan okatahi/Kowhitirangi Community okatahi/Kowhitirangi Fox Township Fund Township Fox Opening Balance Deposits Withdrawals Closing Balance K Rate Opening Balance Deposits Withdrawals Closing Balance Foreshore Protection Fund Opening Balance Deposits Withdrawals Closing Balance Glacier Country Promotions Opening Balance Deposits Withdrawals Closing Balance The Preston Bush Trust Opening Balance Deposits Withdrawals Closing Balance Harihari Community Complex Opening Balance Deposits Withdrawals Closing Balance
Long Term Plan 239 ------53 1,235 1,859 1,288 90,411 43,240 45,099 109,216 268,337 2028 2,102,579 1,857,576 1,589,239 2,539,897 2,649,113 2,192,990 30 June ------43 1,192 1,503 1,235 41,737 73,063 88,259 43,240 248,275 2027 2,451,638 2,029,516 1,340,964 2,102,579 1,589,239 2,539,897 30 June ------35 1,157 1,216 1,192 59,112 71,407 41,737 40,521 233,232 1,107,732 2026 1,970,404 2,380,231 2,451,638 2,029,516 1,340,964 30 June ------29 1,128 1,157 1,027 60,318 39,494 49,932 40,521 884,729 223,003 2025 2,319,913 1,107,732 1,920,472 2,380,231 1,970,404 30 June ------26 926 1,102 1,128 45,011 54,373 38,568 39,494 216,048 668,681 884,729 2024 1,875,461 2,319,913 1,920,472 2,265,540 30 June ------23 793 1,079 1,102 37,775 38,575 46,598 38,568 459,041 668,681 209,640 2023 1,875,461 2,218,942 1,836,886 2,265,540 30 June ------21 741 1,058 1,079 37,775 36,017 37,034 43,509 253,962 205,079 459,041 2022 2,175,433 1,800,869 2,218,942 1,836,886 30 June ------20 691 1,038 1,058 33,579 37,034 36,343 52,956 40,563 201,006 253,962 2021 1,767,290 2,134,870 2,175,433 1,800,869 30 June ------19 987 678 1,019 1,038 51,969 35,665 32,952 52,956 39,806 36,343 2020 1,734,338 1,767,290 2,134,870 2,095,064 30 June ------19 665 969 1,019 1,000 32,338 51,000 51,969 39,064 35,665 35,000 2019 1,734,338 1,702,000 2,056,000 2,095,064 30 June
------45 1,243 1,865 1,288 18,312 51,800 29,389 53,665 816,368 845,757 508,676 526,988 2018 30 June Annual Plan Guy Menzies Day Opening Balance Deposits Withdrawals Closing Balance Cycleway Opening Balance Deposits Withdrawals Closing Balance Emergency Contingency Fund Opening Balance Deposits Withdrawals Closing Balance Asset Renewal Transportation Opening Balance Deposits Withdrawals Closing Balance Renewal Water Opening Balance Deposits Withdrawals Closing Balance Renewal Wastewater Opening Balance Deposits Withdrawals Closing Balance
240 Westland District Council ------8,924 3,940 91,634 12,696 15,086 30,597 95,574 711,566 207,541 295,252 742,163 216,465 350,843 307,948 365,929 2028 30 June ------7,212 3,184 12,191 24,726 10,260 91,634 88,450 711,566 207,541 338,652 284,992 295,252 200,329 350,843 686,840 2027 30 June ------8,301 2,576 5,835 9,864 85,874 20,005 88,450 276,691 194,494 328,788 666,835 338,652 284,992 200,329 686,840 2026 30 June ------7,012 2,176 8,332 4,929 16,898 85,874 83,698 189,565 269,679 320,456 649,937 276,691 194,494 328,788 666,835 2025 30 June ------7,511 6,321 1,962 4,443 15,233 81,736 83,698 185,122 312,945 263,358 189,565 634,704 269,679 649,937 320,456 2024 30 June ------5,417 1,681 6,437 3,808 13,055 81,736 80,055 181,314 257,941 185,122 621,649 312,945 263,358 634,704 306,508 2023 30 June ------1,570 3,555 6,010 5,058 12,189 78,485 80,055 177,759 181,314 257,941 252,883 621,649 300,498 609,460 306,508 2022 30 June ------4,715 3,314 1,463 5,603 11,364 77,022 78,485 174,445 177,759 248,168 294,895 252,883 598,096 300,498 609,460 2021 30 June ------1,626 4,627 3,253 5,499 11,152 77,022 85,596 171,192 243,541 174,445 (10,200) 289,396 248,168 586,944 294,895 598,096 2020 30 June ------3,192 4,541 1,596 5,396 10,944 85,596 84,000 171,192 243,541 168,000 576,000 239,000 289,396 284,000 586,944 2019 30 June
------9,510 4,699 25,249 52,000 701,372 130,536 135,235 (52,720) 726,621 264,180 273,690 (20,720) (20,000) 2018 30 June Annual Plan Stormwater Renewal Stormwater Opening Balance Deposits Withdrawals Closing Balance Renewal Solid Waste Opening Balance Deposits Withdrawals Closing Balance Parks Renewal Opening Balance Deposits Withdrawals Closing Balance Buildings Renewal Opening Balance Deposits Withdrawals Closing Balance Renewal Administration Opening Balance Deposits Withdrawals Closing Balance Library Books Renewals Opening Balance Deposits Withdrawals Closing Balance
Long Term Plan 241 ------1,222 1,700 1,062 28,413 39,531 41,231 18,380 24,708 25,770 29,635 133,718 427,434 967,182 549,932 833,464 445,814 2028 8,137,974 8,687,906 30 June ------987 859 1,374 38,157 27,426 14,853 39,531 28,413 23,849 24,708 712,418 412,581 121,046 475,839 427,434 833,464 2027 7,662,135 8,137,974 30 June ------799 695 1,111 12,017 23,154 26,627 37,046 38,157 27,426 23,849 111,200 417,345 601,218 712,418 412,581 400,564 2026 7,244,790 7,662,135 30 June ------675 587 939 10,151 36,107 22,567 25,952 23,154 37,046 26,627 103,910 390,413 378,522 497,308 601,218 400,564 2025 7,244,790 6,866,268 30 June ------529 846 608 9,150 35,261 36,107 25,344 22,567 25,952 22,038 98,505 356,241 381,263 390,413 497,308 398,803 2024 6,510,027 6,866,268 30 June - - - - - 521 725 453 7,842 21,585 24,823 94,910 35,261 34,536 25,344 22,038 373,421 379,774 329,788 (75,880) 381,263 398,803 2023 6,180,239 6,510,027 30 June ------677 487 423 7,322 21,162 24,336 21,585 33,859 24,823 34,536 90,842 317,260 373,421 379,774 288,932 366,099 2022 5,862,979 6,180,239 30 June - - - - - 631 395 454 6,826 20,767 21,162 33,228 91,030 23,882 24,336 33,859 359,273 406,102 305,592 288,932 366,099 2021 5,557,387 (208,200) 5,862,979 30 June - - - - 387 445 620 6,699 23,437 89,552 20,767 33,228 32,608 23,882 20,380 103,811 352,574 418,550 359,273 (10,200) 406,102 2020 5,463,776 (102,000) 5,557,387 30 June - - - - - 437 380 608 6,574 23,437 88,550 23,000 32,000 32,608 20,000 20,380 101,876 352,574 418,550 346,000 450,000 2019 (120,000) 5,463,776 5,361,900 30 June
- - - - - 746 839 1,156 12,614 32,116 23,310 20,587 33,272 20,720 24,149 21,466 571,872 360,201 350,388 592,459 363,002 2018 (265,720) 2,624,519 2,719,000 30 June Annual Plan Council Created Reserve - Council Created Funds Summary Opening Balance Deposits Withdrawals Closing Balance Restricted Reserve Funds Offstreet Parking Opening Balance Deposits Withdrawals Closing Balance Reserve Development Opening Balance Deposits Withdrawals Closing Balance Museum Assistance Fund Opening Balance Deposits Withdrawals Closing Balance Endowment Fund Kumara Opening Balance Deposits Withdrawals Closing Balance Euphemia Brown Bequest Opening Balance Deposits Withdrawals Closing Balance
242 Westland District Council ------797 (35) (804) (839) 3,453 10,783 19,327 83,751 18,530 80,298 250,778 261,561 2028 30 June ------(28) 644 (776) 8,714 (804) 2,790 17,886 77,508 18,530 80,298 250,778 242,064 2027 30 June ------521 (23) (753) (776) 7,050 2,258 17,365 75,250 17,886 77,508 235,014 242,064 2026 30 June ------(19) 440 (734) (753) 1,907 5,956 17,365 16,925 73,343 75,250 235,014 229,058 2025 30 June ------(17) 397 (717) 1,719 (734) 5,369 71,624 16,528 16,925 73,343 223,689 229,058 2024 30 June ------(15) 340 (717) (702) 1,473 4,601 70,151 16,188 71,624 16,528 219,088 223,689 2023 30 June ------317 (14) (702) 1,376 (688) 4,296 15,871 70,151 68,775 16,188 214,792 219,088 2022 30 June ------(13) 296 (675) 1,282 (688) 4,005 15,575 15,871 67,493 68,775 210,787 214,792 2021 30 June ------(13) 290 (675) (662) 1,258 3,930 15,285 15,575 67,493 66,235 210,787 206,857 2020 30 June ------(12) 285 (650) 1,235 (662) 3,857 15,285 15,000 66,235 65,000 206,857 203,000 2019 30 June
------470 7,325 1,902 13,054 13,524 52,836 54,738 210,795 203,470 2018 30 June Annual Plan Waiho River - Franz Josef River - Franz Waiho Opening Balance Deposits Withdrawals Closing Balance Funds Mayors Trust Opening Balance Deposits Withdrawals Closing Balance Three Mile Domain Opening Balance Deposits Withdrawals Closing Balance Endowment Land Ross Opening Balance Deposits Withdrawals Closing Balance Big Brothers Sisters Opening Balance Deposits Withdrawals Closing Balance Community Patrol Opening Balance Deposits Withdrawals Closing Balance
Long Term Plan 243 - - 186 (157) (122) 4,511 4,325 (2,842) (2,964) 171,301 2028 2028 1,874,979 1,703,835 6,101,204 6,822,437 13,561,861 30 June 30 June (4,532,316) (4,532,159) 23,403,670 15,130,906 25,693,792 - - 150 (99) (127) 4,175 4,325 (2,743) 151,417 (2,842) 2027 2027 1,703,835 1,552,545 6,623,502 5,996,246 12,048,721 21,263,401 30 June 30 June 13,561,861 (4,483,106) (4,483,233) 23,403,670 - - 122 (80) (103) 4,175 4,053 (2,663) (2,743) 135,773 2026 2026 1,416,875 1,552,545 5,897,730 6,450,848 10,701,183 30 June 30 June (4,550,192) 19,362,848 12,048,721 21,263,401 (4,550,295) - - 103 (67) (86) 3,950 4,053 (2,596) (2,663) 124,668 2025 2025 1,416,875 8,925,921 1,292,293 6,399,813 5,896,623 (4,121,361) (4,121,447) 17,084,482 30 June 30 June 10,701,183 19,362,848 - - 93 (61) (78) 3,857 3,950 (2,535) 117,216 (2,596) 7,751,577 1,175,155 2024 2024 7,941,327 7,467,870 1,292,293 8,925,921 15,436,759 30 June 30 June (6,293,526) 17,084,482 (6,293,604) - - 79 (52) 3,778 3,857 (2,483) (2,535) 110,944 (75,947) 1,175,155 2023 2023 1,140,159 7,751,577 6,153,620 8,642,937 8,202,205 13,474,018 30 June 30 June 15,436,759 (6,680,195) (6,604,248) - - 74 (63) (49) 3,778 3,704 (2,434) (2,483) 105,814 4,171,131 2022 2022 1,140,159 9,779,702 1,034,408 9,356,628 6,153,620 (7,374,139) 11,068,518 (7,374,202) 30 June 30 June 13,474,018 - - 69 (45) 3,635 3,704 (2,389) (2,434) 104,988 2021 2021 1,137,678 8,554,711 4,171,131 (208,258) 1,859,646 1,034,408 8,790,769 8,380,189 30 June 30 June 11,068,518 (6,276,962) (6,068,704) - - 68 (45) 3,567 3,635 (2,344) (2,389) 103,249 935,085 1,137,678 2020 2020 1,136,487 (102,058) 7,535,348 8,554,711 8,299,164 8,092,104 1,859,646 (7,167,543) (7,279,801) 30 June 30 June - - - 67 (44) 3,567 3,500 (2,300) (2,344) 101,993 935,085 2019 2019 (120,056) 1,136,487 1,154,550 6,516,450 7,535,348 9,942,978 (9,127,949) 10,146,847 30 June 30 June (9,007,893)
------37 1,036 1,073 46,713 977,807 2018 2018 1,344,316 1,297,603 4,713,278 4,899,929 8,776,594 -7,370,575 11,512,960 11,106,046 30 June 30 June (7,636,295) Annual Plan Annual Plan Graffiti Opening Balance Deposits Withdrawals Closing Balance Chits Taxi Opening Balance Deposits Withdrawals Closing Balance Reserve - SummaryRestricted Funds Opening Balance Deposits Withdrawals Closing Balance Reserve - Depreciation Funds Summary Opening Balance Deposits Withdrawals Closing Balance ReservesSpecial Funds - Summary Opening Balance Deposits Withdrawals Closing Balance
244 Westland District Council FINANCIAL REPORTING AND PRUDENCE DISCLOSURES
Purpose The graph below compares the expected rates The purpose of this statement is to disclose the revenue as a proportion of total revenue against Council’s financial performance in relation to this benchmark. various benchmarks to enable the assessment Council meets this benchmark in all years of the of whether Council is prudently managing its LTP. revenues, expenses, assets, liabilities, and general financial dealings. Rates (Increases) Affordability Benchmark The limits for these benchmarks are contained in the Financial Strategy and the Liability Management Policy. Council is required to include this statement in its Long Term Plan in accordance with the Local Government (Financial Reporting and Prudence) Regulations 2014 (the regulations). Refer to the regulations for more information, including definitions of some of the terms used in this statement.
Rates (Income) Affordability Benchmark
The Council meets the rates (increases) affordability benchmark if the planned increase in revenue from rates as a percentage of the same for the previous year is equal to or less than the quantified limit. It has determined that total rates increases in any one year should not exceed 5%. The graph above compares the expected rates increases in the financial forecasts against this benchmark. Council meets this benchmark in all years of the LTP.
The council meets the rates (income) affordability Debt Affordability Benchmark benchmark if planned revenue from rates is equal to or less than the quantified limit. The overall limit for rates revenue is the aggregate of the maximum Council has prescribed for each of its activities (as outlined in the Revenue and Financing Policy). This means the limit for each year is individually set but the range is narrow. The lowest being 78% and the highest being 85% of total income.
Long Term Plan 245 Council meets the debt affordability benchmark The above graph compares Council’s forecast if its planned borrowing is within each quantified borrowing with the quantified limit stated in limit on borrowing. Council’s limit for debt is Council’s liability management policy. linked to debt serviceability and is therefore set so Council meets this benchmark in all years of the that finance costs will not exceed 10% of revenue. LTP.
Balanced budget benchmark
Council meets this benchmark if its revenue financial instruments, and revaluations of property, equals or is greater than its operating expenses. plant, or equipment) as a proportion of operating expenses (excluding losses on derivative financial The above graph displays Council’s revenue instruments and revaluations of property, plant, or (excluding development contributions, financial equipment). contributions, vested assets, gains on derivative Council meets this benchmark in all years of the LTP.
Essential Services Benchmark
246 Westland District Council Council meets this benchmark if its capital reprioritised the capital renewals programme expenditure on network services equals or is for assets at the end of life, and have instead greater than depreciation on network services. made the decision to upgrade existing assets, this is in order to meet the increasing demand The above graph displays Council’s forecast from Tourism and to address the impact of new capital expenditure on network services as a drinking water standards. These changes are proportion of depreciation on network services. further explained in Councils infrastructure and Council does not meet this benchmark for financial strategies. the final five years of the plan. Council have
Debt Servicing Benchmark
The regulations prescribe this benchmark. The graph above compares Council’s forecast Based on the assumption that Westland will not interest costs as a proportion of revenue against be a high growth district, Council meets this this benchmark. benchmark if borrowing costs equal or are less Council meets this benchmark in all years of the than 10% of its revenue (excluding development LTP. contributions, financial contributions, vested assets, gains on derivative financial instruments, and revaluations of property, plant, or equipment) for the year.
Long Term Plan 247 FEES AND CHARGES FOR 2018/19
All Fees and Charges are GST inclusive unless Westland Library otherwise stated $0.30 Overdue Charges - per day (Adults) Corporate Service charges (Max $9.00) $0.10 (Max Customer enquiries Overdue charges - per day (Children) $3.00) First 30 minutes of staff costs, after that pro-rata $55/hour DVDs $3.00 Black & White Photocopying Adult music CDs $2.00 Single Sided - A4 $0.30 Book reserve fee $1.00 Single Sided - A3 $0.50 Replacement cards $5.00 Replacement Double Sided - A4 $0.40 Lost / Damaged Items Cost Double Sided - A3 $0.60 $20.00 per Single Sided - A2 $2.60 card per Single Sided - A1 $3.60 month Visitors from other NZ Districts - Single Sided - A0 $5.10 $25.00 for 3 Subscription charges – Overheads - A4 $0.50 Months Colour Photocopying $50.00 for 6 Months Single Sided - A4 $2.60 No subscription charges for residents of Westland, Single Sided - A3 $4.10 Buller, Grey or Selwyn Districts. Double Sided - A4 $3.60 No subscription charge is made for exchange Double Sided - A3 $5.10 students staying with families in the District for six Laminating months or more A4 - Per Page $3.10 Interlibrary loans (per item) $7.00 - $21.00 Corporate Interlibrary Loans A3 - Per Page $4.10 $41.00 (per Item) Binding Book Covering $4.00 - $6.00 Small - less than 100 pages $4.10 Computer print outs: single side A4 $0.30 Large - more than 100 pages $6.10 Computer print outs: double side A4 $0.40 Scanning and scanning to email $3.00 Large scale format scanning Hokitika Museum per scan Admission free Document scanning via photocopy $1.00 machine per scan Westland residents Free Requests under the Local Government Adult visitors $6.00 Official Information and Meetings Act School age visitors (under 5 $3.00 (LGOIMA) years old free) First hour of staff costs Free Research First 20 black and white copies Free In person enquiry first half hour $5.00 $38 Additional hours thereafter $30 per half hour Additional time per ½ hour Written research service (per hour) $60.00 Other charges as per fees and charges schedule Minimum charge $30.00 Special project research By negotiation Marriage services Postage/packing At cost No longer offered: all enquiries regarding Births, Deaths, or Marriages please free phone 0800 225 252
248 Westland District Council Hokitika Museum Sports field charges Photographs Cass Square (season hire) Photographic prints A5: $15 Touch Rugby per season $165.00 A4: $20 Softball per season $165.00 Laser copy on card A5/A4: $8, A3: $12 Rugby - per season $900.00 Digital image – 1-2MB jpg $20 Cricket per season $165.00 Digital image – High resolution TIF $40 Soccer per season $900.00 $10 per 4GB flash Cass Square (casual use) drive Daily $60.00 Flash drive for supply of digital images No extra charges Hourly $25.00 beyond image Wildfoods Festival $5,750.00 charges above Showers and Changing Rooms $40.00 Photocopies Changing Rooms Only $20.00 Refer to charges Photocopying- Black and white as set out in To be A4 and A3 Corporate negotiated Services Section Commercial Operators depending on type of Reproduction fees (The following charges are for usage reproduction of Museum items for the purposes below, and are additional to the above charges) Cemetery Charges Books/publications (including internet and other digital $20.00 per item Hokitika publications) New Grave (includes plot, interment $1,703.00 Greeting cards/Postcards/ and maintenance in perpetuity) $100.00 per item Advertising/Display/Publicity Ashes Plot Purchase and Interment Full reproduction and reprint (includes plot in Ashes Garden area $477.00 5% of the of items from the museum and opening of plot) recommended collection, including books, retail price of Pre-purchase new Plot $1,299.00 manuscripts, fine art or other entire print run Dig Grave site to extra depth $124.00 material Interment on Saturday, Sunday or Motion pictures, TV, videos $269.00 $22.50 Public Holiday (excluding for TV news items) Additional Cost to excavate grave on Filming in museum under $349.00 Saturday, Sunday or Public Holiday supervision (per hour or part $75.00 thereof) Reopen a grave site $683.00 Reproduction charges for Intern Ashes in an existing grave $139.00 the purposes of news media, No fee New grave in RSA area $644.00 newspaper articles and news Reopen a grave in the RSA Area $644.00 broadcasts Intern a child under 12 in Lawn Area $1,703.00 Reproduction charges for the Negotiable Intern a child under 12 in children’s purpose of family histories $387.00 section Venue Hire Intern a child under 18 months in the Carnegie Gallery Hire (per week) $60.00 $181.00 children’s section Commission on sales 20% Research of cemetery records for Carnegie Gallery Hire (per week) $60.00 family trees per hour (one hour $35.00 Commission on sales 20% minimum charge) Staff supervision outside normal $60.00 per hour hours
Long Term Plan 249 Cemetery Charges Animal Control Ross and Kumara Dog Impounding Fees New Grave (includes plot, interment First Impounding Offence $82.00 $1703.00 and maintenance in perpetuity) Second Impounding Offence $164.00 Inter a child under 18 months in a $451.00 Third Impounding Offence $245.00 new grave Feeding per day $26.00 Pre-purchase new plot $1299.00 Second & Third Impounding will apply if occurring Bury Ashes (including registration) $387.00 within 12 months of the first impounding date. Reopen a grave site $683.00 Call-out for Dog Reclaiming $78.00 Research of cemetery records for Impounding Act family trees per hour (one hour $35.00 $225.00 per minimum charge) Stock Control Callout Fees callout Minimum Charge $35.00 Cattle, horse, deer, mule: Land Information Services $25.00/head/ Land online Search—CT or Plan day $15.00 Instrument Stock poundage and sustenance Fees Sheep, goats, Land Information pigs, other GIS Map—A4 $10.00 animals: $5.00/head/ GIS Map- A4 with aerial photos $15.00 day GIS Map - A3 $20.40 GIS Map - A3 with aerial photos $31.00 Health Act and Food Act GIS Client Services (per hour) $100.00 $200.00 (initial registration) Land information memoranda Food Act 2014 – registration fee $100.00 Land Information Memoranda $210.00 (renewal of Urgent - within 48 hours $330.00 registration) $200.00 flat Animal Control rate plus $150 per hour ($100 Dog control Food Act 2014 – verification fee per hour (audit) Standard Registration administration Registration Fee: Hokitika and time after first $74.00 Kaniere township (urban) 30 minutes) Registration Fee: Other Areas $58.50 $150 per hour Food Act 2014 – Compliance and ($100 per hour Selected Owners Monitoring fee administration Registration Fee: all areas time) $45.00 Hairdressers Registration $388.00 Working Dogs Offensive Trade Registration $388.00 $30 for first, Mortuary Registration $388.00 Registration Fee: all areas $20 for subsequent Camping Ground Registration $388.00 Camping Ground - fewer than 10 Dangerous dogs $286.00 sites Standard 50% of Registration Fee: all areas registration fee Transfer of Registration plus 50% registration fee Late Registration LGA Activities 50% of Registration Penalty - 1 August applicable Trading in Public Places (Hawkers and Mobile Shops) registration fee Full Year $500 1 October to 31 March only $350
250 Westland District Council Activities under other Legislation Resource Management Amusement Devices Administration fee charged on each $100.00 For one device, for the first seven consent days of proposed operation or part $11.50 Approval of Outline Plan $350.00 thereof. Consideration of Waiving of Outline $150.00 For each additional device operated Plan by the same owner, for the first $2.30 Issue of abatement notice: Fixed Fee $300.00 seven days or part thereof. Return of items seized pursuant For each device, for each further $1.12 to Section 328 of the Resource $150.00 period of seven days or part thereof. Management Act 1991: Fixed Fee Class 4 Gaming Release of Covenants : Fixed Fee $100.00 Class 4 Gambling Venue $287.50 Planning staff processing time for $150/hour resource management activities Resource Management Administration Planning staff time $100.00/hour NOTE: All fees and charges below, unless specified as a In-house Engineering Services that Fixed Fee, are deposits and minimum fees paid as initial $150/hour charges on application. Staff time will be calculated at exceed 15 minutes the hourly rates below. Under Section 36 of the Resource Councillor Hearing Commissioner Management Act 1991, the costs of staff time and costs $100/hour incurred processing the consent over the deposit will be (Chair) invoiced, and where a charge is inadequate to enable the Councillor Hearing Commissioner recovery of actual and reasonable costs the Council may $80/hour require payment of any additional charge. (Committee) Printed copy of the District Plan $154.00 Independent commissioner At cost Preparation & change to the District Recreation contribution $5,000.00 Plan (deposit) 5% of the value of each new allotment or the value Pre-application enquiries that exceed Rate $150.00/ of 4,000m2 of each new allotment, whichever is the 30 minutes Hour lesser. The minimum charge is $1,000.00 per new allotment and the maximum charge is $3,000.00 per New Designations $1,000.00 new allotment, both GST-inclusive. Notified Resource Consents (in $1,000.00 Performance Bonds addition to consent deposit) Performance bonds may be put in place from time to Hearing $2,000.00 time with the amount to be established on a case by Variations to Designations $500.00 case basis. Lodgement fee $250.00 Land use activities (not listed Relocated buildings $700.00 elsewhere) In addition to building consent fees, and the building Mining consents $800.00 Research levy, a minimum deposit of up to $10,000 is Subdivisions $900.00 required for buildings being relocated. Variations to Resource Consents $350.00 Building Consent Activity Subdivision Consents - including $1,000.00 1) Total fees will vary according to the extent of land use processing required to grant a building consent Certificates of Compliance and $300.00 and the number of inspections that may need to be Existing Use Certificates undertaken. An estimated number of inspections Extension of time (S 125) $300.00 will be charged for at the outset, but refunds will be available for any unused inspections. Survey Plan Approval (S 223) : Fixed $100.00 Fee Free-standing Fire Places $150 per hour ($100 per S 224 approval deposit $200.00 Project Information hour for administrative Certification: Fixed Fee $200.00 Memorandum staff) Notices of Requirements & Heritage $1000.00 $31.00 Fee Orders Boundary activities $300.00 Consent plus $150.00 per hour ($100 per hour for Marginal or temporary activities $300.00 administrative staff) Monitoring charges $150/hour BCA Accreditation Levy $56.00 Monitoring fee charged upon issue $100.00 Inspection Fee $205.00 each of each consent (fixed fee)
Long Term Plan 251 Building Consent Activity Building Consent Activity $31.00 Fee $409.00 Code Compliance plus $150.00 per hour plus $150.00 per hour Certificate ($100 per hour for ($100 per hour for administrative staff) administrative staff) Consent Accessory Buildings Plus 0.065% of estimated $75 Fee value of consented works in excess of $125,000 Project Information plus $150.00 per hour (online processing Memorandum ($100 per hour for charge). administrative staff) BCA Accreditation Levy $56.00 Compliance Check $61.00 Inspection Fee $205.00 each $184.00 Fee $511.00 Fee plus $150.00 per hour Code Compliance plus $150.00 per hour ($100 per hour for Certificate administrative staff) ($100 per hour for Consent administrative staff) Plus 0.065% of estimated Temporary Buildings value of consented works $150 per hour ($100 per in excess of $125,000 Project Information hour for administrative (online processing Memorandum charge). staff) BCA Accreditation Levy $56.00 Compliance Check $61.00 Inspection Fee $205.00 each $102.00 Fee $61.00 Fee plus $150.00 plus$150.00 per hour Code Compliance Consent per hour ($100 per hour ($100 per hour for Certificate for administrative staff) administrative staff) Alterations/Renovations (Minor) BCA Accreditation Levy $56.00 $75 Fee Inspection Fee $205.00 each Project Information plus $150.00/hour $61.00 Fee Memorandum ($100 per hour for Code Compliance plus $150.00 per Hour administrative staff) Certificate ($100 per hour for Compliance Check $61.00 administrative staff) $184.00 Marquees Only $61.00 Fee) Consent plus $150.00 per hour ($100 per hour for Consent plus $150.00 per Hour administrative staff) ($100 per hour for BCA Accreditation Levy $56.00 administrative staff) Inspection Fee $205.00 each BCA Accreditation Levy $56.00 $61.00 Fee Inspection Fee $205.00 each Code Compliance plus $150.00 per hour Reports Certificate ($100 per hour for Monthly building consent $49.10 administrative staff) reports Alterations/Renovations (Major) Signs $75 Fee At cost $150.00/hour Project Information ($100 per hour for Project Information plus $150.00 per hour Memorandum Memorandum ($100 per hour for administrative staff) administrative staff) Compliance Check $61.00 Compliance Check $61.00 $123.00 Fee
Consent plus $150.00 per Hour ($100 per hour for administrative staff) BCA Accreditation Levy $56.00
252 Westland District Council Building Consent Activity Building Consent Activity Inspection Fee $205.00 each Drainage & Plumbing - Public System $31.00 Fee At cost $150.00 per Project Information hour ($100 per hour for Code Compliance plus $150.00 per hour Memoranda administrative staff) Certificate ($100 per hour for administrative staff) $123.00 Fee Election Signs plus $150.00 per hour Consent- Public Sewerage ($100 per hour for Up to 3 signs $307.00 System administrative staff) Up to 6 signs $613.00 For each additional sign in $20.00 excess of 6. signs BCA Accreditation Levy $56.00 Housing - Average (<120m2) Inspection Fee $205.00 each $75 Fee $51.00 Fee Code Compliance Project Information plus $150.00 per hour plus $150.00 per hour Certificate Memorandum ($100 per hour for ($100 per hour for administrative staff) administrative staff) Compliance Check $61.00 Drainage & Plumbing – Stand Alone System At cost $150.00 per $409 Fee Project Information hour ($100 per hour for Memorandum plus $150.00 per hour administrative staff) ($100 per hour for administrative staff) $184.00 Fee Consent Plus 0.065% of estimated plus $150.00 per hour value of consented works ($100 per hour for administrative staff) in excess of $125,000 Consent – Stand Alone (online processing System Plus 0.065% of estimated charge). value of consented works BCA Accreditation Levy $56.00 in excess of $125,000 (online processing Inspection Fees $205.00 each charge). $511.00 Fee BCA Accreditation Levy $56.00 Code Compliance plus $150.00 per hour Inspection Fee $205.00 each Certificate ($100 per hour for administrative staff) $51.00 Fee Code Compliance Housing Executive (>120m2) plus $150.00 per hour Certificate ($100 per hour for $75 Fee administrative staff) Project Information plus $150.00 per hour Commercial/Industrial/Multi Unit Development Memorandum ($100 per hour for administrative staff) $125 Fee plus $150.00 per hour Compliance Check $61.00 Project Information ($100 per hour for $613.00 Fee Memorandum administrative staff) plus $150.00 per hour ($100 per hour for administrative staff) Compliance Check $61.00 Consent Plus 0.065% of estimated $664.00 Fee value of consented works plus $150.00 per hour in excess of $125,000 ($100 per hour for (online processing administrative staff) charge). Consent Plus 0.065% of estimated BCA Accreditation Levy $56.00 value of consented works Inspection Fees $205.00 each in excess of $125,000 $613.00 Fee (online processing charge). Code Compliance plus $150.00 per hour CA Accreditation Levy $56.00 Certificate ($100 per hour for administrative staff)
Long Term Plan 253 Building Consent Activity Building Consent Activity Inspection Fee $205.00 each Receiving and Checking Building Warrant of Fitness Code Compliance $90.00, plus $40.00 $664.00 Certificate for 3 systems or less, Other On or before due date plus $15.00 for each additional system in Residential Swimming excess of 3 Pool compliance $205.00 inspection $180.00, plus $40.00 for 3 systems or less, $123.00 Fee After due date plus $15.00 for each plus $150.00 per hour additional system in ($100 per hour for excess of 3 administrative staff) Building Consent Other Building Charges Amendment Plus 0.065% of estimated Soakage Tests $205.00 value of consented works $511.00 Fee in excess of $125,000 (online processing plus $150.00 per Hour charge). ($100 per hour for administrative staff) Extension of time for exercise of building $123.00 Plus applicable Building consent Certificate of Acceptance Consent Fee Extension of time for $123.00 Plus 0.065% of estimated obtaining CCC value of consented works Building Consent Holding in excess of $125,000 Fee (not uplifted within 10 $72.00 (online processing working days) charge). Road Damage Deposit – $256.00 Fee $716.00 Refundable deposit Certificate of Public Use plus $150.00 per hour Building Research Levy ($100 per hour for In addition to the Building Consent fee, a Building administrative staff) Research levy based upon $1.00 per $1,000 or part Compliance Schedules $286.00 thereof of total value is required to be paid. Duplicate Schedules $143.00 Consents of lesser value than $20,000 are exempt Amendment to $92.00 from this levy. Compliance Schedule Building MBIE Levy Preparation of Certificates $358.00 In addition to the Building Consent, a Building for Lodgement Industry levy based upon $2.01 per $1,000 or part Preparation of Sec 37 $153.00 thereof of total value is required to be paid. Certificate Consents of lesser value than $20,000 are exempt Receipt and checking of $123.00 from this levy. Schedule 1 advice Independent Building Consent Authority (BCA) $256.00 fee for first Where the services of a Building Certifier are used, $512.00 Fee for second the fee will be established on a case by case basis to Notices to Fix ensure full cost recovery. $768.00 Fee for third Demolition (if not exempt work under Schedule 1 of Plus $200.00 per hour Building Act 2004) Additional Inspections $205.00 $123.00 Fee Application for PIM only Consent plus $150.00 per Hour $75.00 fee ($100 per hour for plus $150.00/hour administrative staff) Residential ($100 per hour for Inspection Fee (where $205.00 each administrative staff) necessary)
254 Westland District Council Building Consent Activity District Assets $125.00 Fee Water Supply Annual Charges Commercial Commercial/Industrial plus $150.00/hour ($100 per hour for metered supply Hokitika/Kaniere Water Supply administrative staff) per cubic Stock Underpass Levies Only metre $1.30 Solar water heating There is a minimum standing charge for commercial Levies Only installations metered connections. This is currently $96 per Where any building charge is inadequate to enable quarter. Council reserves the right to negotiate the recovery of the actual and reasonable costs, a metered charges with significant users. further charge may be payable. Commercial Treated Supplies—Rural Towns Fox metered supply Glacier/Franz Josef/Whataroa/Hari Hokitika Swimming Pool Hari per cubic Single Admission metre $1.20 Adult $5.00 Elderly Housing Property Rentals Senior Citizen (60+) $4.00 Council property rentals are regularly reviewed to Child at school $3.00 ensure they are set at fair market value. Pre Schooler $1.50 Pre Schooler and Parent $3.00 Temporary Road Closures Family (2 adults / 2 children) $13.00 Non-refundable application fee $100.00 Spectator Free Additional Information request $100 per hour Concession Ticket - 10 Swims (from applicant) Adult $40.00 Public Notification on approval At cost Management of temporary road Senior Citizen (60+) $32.00 At cost closure Child at school $24.00 Call Out / Audit of Traffic $225.00 per Pre Schooler $12.00 Management Plan hour Pre Schooler and Parent $24.00 Not for Profit Organisations Exempt Family (2 adults / 2 children) $104.00 Season Ticket Hokitika Transfer Station Adult $280.00 Refuse Site Gate Fees Senior Citizen (60+) $224.00 General Waste Child at school $168.00 Per tonne $475.00 60L bag $4.00 Baches on Unformed Legal Road Green Waste Annual Site Fee $2,050.00 Green Waste per tonne $46.00 60L bag Green Waste uncompacted $0.50 District Assets Accepted Recyclable Items* Free Water Supply Connections *All glass will be accepted free of charge. Actual cost recovery relating to the installation of Non Weighbridge Sites water supply connections. Uncompacted General Waste Sewerage & Stormwater Connections Per Cubic Metre small loads < 0.5m3 $65.00 Actual cost recovery relating to the installation of Per Cubic Metre large loads > 0.5m3 $95.00 sewerage and stormwater connections. 60L bag $4.00 Vehicle Crossings 120L Wheelie Bin $8.00 Actual cost recovery relating to the installation of vehicle crossings. 240L Wheelie Bin $16.00 Sewerage Supply Small Trailer /Ute (0.68m^3)* $65.00 Trade Waste charges are levied Medium Trailer (0.91m^3)* $90.00 Minimum fee separately according to waste Cage or Large Trailer (2.7m^3)* $260.00 of $1600 per volume and utilisation of sewerage annum *Take to Hokitika site. system. All glass accepted free of charge
Long Term Plan 255 Hokitika Transfer Station For non-standard loads, the Transfer Station Refuse Site Gate Fees Operators reserve the right: Uncompacted Green Waste • To measure the waste and charge the per cubic Per Cubic Metre $10.00 metre rate or; 60L bag $0.50 • To measure the load and use the Ministry Small Trailer /Ute (0.68m^3) $6.00 for the Environment Conversion Factors for Medium Trailer (0.91m^3) $10.00 compacted or dense waste. All Sites: Other Items Sale and supply of alcohol Whiteware (Fridges must be $10.00 degassed, per item) On, Off or Club Licence Tyres (Based on average weight of $3.50 Applications and renewals for On, Off or Club 7.5kg, per item) Licence are assessed using a cost/risk rating Cars Prepared (Conditions apply, per $45.00 system. The cost/risk rating of the premises is the item) sum of the highest applicable weighting for the Rubbish & recycling receptacles type of premises and type of licence, the hours of Replacement recycling bin 240 L $95.00 operation and any enforcement holdings in the Replacement rubbish bin 120 L $85.00 last 18 months. Delivery fee for replacement bins $20.00 Cost/risk Fees Application Annual fee $ rating category fee $ incl GST incl GST Jackson Bay Wharf Charges (prices exclude GST) 0-2 Very low $368.00 $161.00 Commercial Fishing Vessels operating from the Wharf for discharge of wet fish and/or crayfish must have a 3-5 Low $609.50 $391.00 licence to occupy. 6-15 Medium $816.50 $632.50 Annual Charge 16-25 High $1,023.50 $1035.00 Vessels over 13.7 metres (45 feet) $4,000.00 26 plus Very High $1,207.50 $1437.50 Vessels between 9.1 metres and 13.7 $1,500.00 The cost/risk rating used to set the fees above is metres (30-45 feet) calculated using the tables below. Vessels up to 9.1 metres (30 feet) $1,000.00 Casual users landing wet fish (per Latest alcohol sales time allowed for premises $23.00 tonne) Latest trading time Casual users landing crayfish (per $300.00 Type of Premises allowed (during Weighting tonne) 24 hour period) Other Vessels (not discharging) must pay a daily 2.00 am or earlier 0 charge (24 hours) as below Premises for which Between 2.01 and an on-licence or 3 Vessels over 13.7 metres (45 feet) $250.00 3.00am club-licence is held Vessels between 9.1 metres and 13.7 Any time after $200.00 or sought 5 metres (30-45 feet) 3.00am Vessels up to 9.1 metres (30 feet) $100.00 Premises for which 10.00pm or earlier 0 For information: an off-licence is [email protected] held or sought Any time after 3 Westland District Property Ltd (03) 755 8497. (other than remote 10.00pm sales) Waste Management continued: Remote sales Not applicable 0 Any legislative charges under the Waste premises Management Act will be imposed as a levy if required. Note: Government requires Council to charge a levy of $10.00 per tonne, or equivalent volume at non weighbridge sites, on all waste disposed of to landfill. This is included in the above fees.
256 Westland District Council Type of premises Type Class Description Type of BYO A restaurant for which an on- Type of Premises Weighting Licence licence is or will be endorsed Class 1 restaurant, under section 37 of the Act. night club, tavern, adult 15 Clubs 1 A club that has or applies for premises a club licence and has at least Class 2 restaurant, hotel, 1,000 members of purchase 10 function centre age and in the opinion of the territorial authority, operates On-licence Class 3 restaurant, other any part of the premises in the premises not otherwise 5 nature of a tavern at any time. specified 2 A club that has or applies for a BYO restaurants, theatres, club licence and is not a class 1 cinemas, winery cellar 2 or class 3 club doors 3 A club that has or applies for Supermarket, grocery 15 a club licence and has fewer store, bottle store than 250 members of purchase Hotel, Tavern 10 age and in the opinion of the territorial authority, operates a Off-Licence Class 1, 2 or 3 club, remote sale premises, bar for no more than 40 hours 5 premises not otherwise each week. specified Remote sales Premises for which an off- Winery cellar doors 2 premises licence is or will be endorsed under section 40 of the Act. Class 1 club 10 Club- Enforcement A holding as defined in section Class 2 club 5 licence holding 288 of the Act, or an offence Class 3 club 2 under the Sale of Liquor Act 1989 for which a holding Enforcement holdings could have been made if the conduct had occurred after 18 Number of enforcement holdings in December 2013. respect of the premises in the last 18 Weighting months Special Licences None 0 The fee payable for a Special Licence is assessed One 10 using a cost/risk rating system depending on Two or more 20 the size of the event and the number of events applied for. Definitions for types of premises Large event: Means an event that the territorial Type Class Description authority believes on reasonable grounds will have Restaurants 1 A restaurant that has or applies patronage of more than 400 people. for an on-licence and has, in the opinion of the Territorial Medium event: Means an event that the territorial Authority, a significant bar area authority believes on reasonable grounds will have and operates that bar area at patronage of between 100 and 400 people. least one night a week in the manner of a tavern. Small event: Means an event that the territorial 2 A restaurant that has or applies authority believes on reasonable grounds will have for an on-licence and has, in patronage of fewer than 100 people. the opinion of the Territorial Application Authority, a separate bar area Class Issued in respect of and does not operate that bar fee $ incl GST area in the manner of a tavern 1 1 large event: $575.00 at any time. More than 3 medium events: 3 A restaurant that has or applies More than 12 small events for an on-licence and, in 2 3 to 12 small events: $207.00 the opinion of the Territorial 1 to 3 medium events Authority, only serves alcohol to the table and does not have a separate bar area.
Long Term Plan 257 258 Westland District Council Long Term Plan 259 260 Westland District Council