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Lessons Learnt Preparing a 30 Year Infrastructure Strategy for the Queenstown-Lakes District

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Lessons Learnt Preparing a 30 Year Infrastructure Strategy for the Queenstown-Lakes District A CASE STUDY: LESSONS LEARNT PREPARING A 30 YEAR INFRASTRUCTURE STRATEGY FOR THE QUEENSTOWN-LAKES DISTRICT Lead Author: Polly Lambert Policy, Standards & Assets Planner, Queenstown Lakes District Council Queenstown Co-Author: Dr Deborah Lind Infrastructure Advisor, Rationale Ltd Arrowtown Abstract The Local Government Act 2002 Amendment Act 2014 became law on 8 August 2014, requiring councils to prepare an infrastructure strategy for at least a 30 year period, and to incorporate this into their long-term plans from 2015. The Queenstown Lakes District is a recognised tourism destination that supports economic growth across the southern part of the South Island of New Zealand and contributes significantly to the ‘NZ Inc.’ global brand. As such, the district is attractive to local and international investment in housing, services and visitor related activities. The current resident population of 29,000 supports the infrastructure services for a peak day population of 100,000 people. Combined with the fact that the District is one of the highest future growth areas in the country, this placed increased pressure on the three waters and transport services in terms of capacity and service delivery. This paper will share the approach, challenges and outcomes of preparing a 30 year infrastructure strategy for the Queenstown Lakes District and the lessons learnt to inform, and improve on, future infrastructure planning. Key Words (wiki’s) 30 Year Infrastructure Strategy, LGA Section 101, Asset Management, Forward Planning, Long Term Plan, Evidence Based Decision Making adventure, exploration, creativity or relaxation. Our District The Queenstown Lakes District is The Queenstown Lakes District has a land synonymous with innovation, adventure and area of 8,705 km² and a total area (including bucket lists. Stunning scenery, a huge range Lake Hāwea, Lake Wakatipu, and Lake of activities and its renowned warm welcome, Wanaka) of 9,357 km². cements its reputation as one of New Zealand’s favourite visitor destinations and is Queenstown Lakes is a seasonal playground, fast becoming a lifestyle choice for many high which means extreme seasonal weather profile careers and businesses which were variances, extreme resident versus tourist historically based overseas. Surrounded by population fluctuations and varying levels of majestic mountains and set on the shores of income and affordability. Over 1.6million the crystal clear waters of Lake Wakatipu, visitors arrived at Queenstown airport during Lake Wanaka and Lake Hawea, the natural 2014 with another 1 million arriving by road. beauty and the unique energy of the region creates the perfect backdrop for Our People The Queenstown Lakes District is the second ground frosts over 130 days per year. The fastest growing District in New Zealand after clear winter days with a low average rainfall Selwyn. The region has an estimated resident of 636mm per year create a unique climate population of 29,000 (2013 Census) and a within New Zealand. visitor peak of an additional 65,000. Under The Ministry for the Environment predicts the the medium population growth projections, following longer term changes in the regions the district’s population is expected to climate: increase by 64% from 30,700 in 2015 to • Temperatures are likely to be around 50,300 by 2045. 0.9˚C warmer by 2045, compared to Over the next 30 years, it is expected that 1990. there will be 19,600 additional residents and • Otago is expected to become wetter, 8,700 additional dwellings in the district. particularly in winter and spring where average annual rainfall is likely to Queenstown (Māori: Tahuna) is the largest increase by 12 per cent by 2090. centre in Central Otago, and the second Seasonal projections indicate that winter largest in Otago after Dunedin. A resort rainfall is likely to increase by 29 per cent town, it is built around an inlet called by 2090. Queenstown Bay on Lake Wakatipu, a long • The number of storms is expected to thin Z-shaped lake formed by glacial increase in winter and decrease in processes, and has spectacular views of summer. The intensity of these storms is nearby mountains such as The Remarkables, likely to increase in winter and decrease Cecil Peak, Walter Peak and just above the in summer. town; Ben Lomond and Queenstown Hill. • The frequency of extreme winds is likely Based on the 2013 Census, the usually to increase by between 2 and 5 per cent resident population of the Queenstown urban in almost all regions of New Zealand in area (including Fernhill, Frankton and Kelvin winter, and decrease by a similar amount Heights) is 15,000, an increase of 15% since in summer. 2006. • Significant decreases in seasonal snow Wanaka, originally settled during the gold are projected for the Otago region. The rush of the 19th century, is the second largest duration of snow cover is also likely to town in the district. It is situated at the decrease, particularly at lower elevations. southern end of Lake Wanaka, adjacent to The district is likely to see a shift towards the outflow of the lake to the Clutha River. It increasing rainfall instead of snowfall as is the gateway to Mount Aspiring National snowlines rise to higher elevations due to Park. Wanaka is primarily a resort town with rising temperatures. both summer and winter seasons and is Changes in climate will have an effect on the based around its many outdoor opportunities. performance and lifespan of QLDCs Owing to the growing tourism business and infrastructure. Some of these effects may be the increasing number of young retirees in positive (i.e. possible increased efficiency of Wanaka, large growth is occurring, with a wastewater treatment processes due to population increase of up to 50% in the past increased temperatures) while others may be 10 years. negative (i.e. more extreme freeze / heat Other towns in the district have also been cycles making road surfaces age more built on pioneering, gold mining and farming quickly). foundations with their own unique tourist attractions and commercial activities – these So meeting the growth, tourism and climate include Arrowtown, Kingston, Glenorchy, drivers for the District - A nightmare, or a Hawea, Cardrona, Makarora and Luggate. challenge to the Infrastructure Planning Team? Our Climate The district is one of the coldest places in We look at it as a challenge. Very few New Zealand with an average temperature of Queenstown Lakes District Council (QLDC) 10.7°C ranging from -10°C to +35°C with employees are actually born and bred locals, the majority have chosen to live, work and play in paradise. This challenge provides us • Resident population growth in the district an opportunity to shape and change our has typically been around 4.1% per year community and the District’s landscape. We since 1996, while dwelling growth has are the guardians of long life public assets, been around 3.6% per year. This rate of what we do now in terms of infrastructure, growth is high when compared to most new assets, forward planning and thinking will other towns in New Zealand. affect this region for a long time to come – we • Under the medium population growth want to get it right! projections, the district’s population is expected to increase by 64% from 30,700 in 2015 to 50,300 by 2045. The 30 Year Infrastructure Strategy - • Over the next 30 years, it is expected that Why Are We Doing It? there will be 19,600 additional residents and 8,700 additional dwellings in the To balance the needs and wants of the district. community, assets must be planned and managed well; failing to do so will impact The paper proactively released by the economic, environmental and social goals. Minister of Local Government in August 2013, The Local Government Act reforms stress the the “White Paper”, highlighted infrastructure importance of asset management planning as funds need to be used more effectively and part of prudent stewardship. efficiently. Territorial Authorities (TA’s) needed to better manage infrastructure and capital needs to meet the challenges ahead and to better consider the effects of lifecycle costs. It found TA's were constantly spending less than planned on capital and renewals – with QLDC being singled out as a forerunner in how not to do prudent investment decision making. We had flip flop investment plans, funding bubbles, and little alignment to existing strategies. We needed All the statistics are telling us: to improve information about our assets to help make the right calls. • Queenstown Lakes District is experiencing a period of significant population growth. This places increased pressures on the three waters and transport services in terms of capacity and extents. • The district is a recognised tourism destination that supports economic growth across the southern part of the South Island. • The natural environment of the district consists of a variety of systems including rivers, lakes, basins, wetlands, bush Councils under the recent amendments to the remnants, uplands, mountains and Local Government Act are required to shorelines. This combination plays a prepare a 30 Year Strategy. QLDC had significant role in the quality of life in the recently undergone a restructure of its district by providing recreation, economic, Infrastructure & Assets team and a new residential, conservation and servicing Assets Planning Team was created. This opportunities. As such, the district is team’s purpose was to commit QLDC to attractive to local and international sound asset management practice and investment in housing, services and address the historic failures highlighted in the visitor related activities. OAG report. The catch phrase of ‘evidence based decision making’ became the newly thinking and forward planning right and not formed Asset Planning Team’s mantra. concentrate on the template. In developing the 30 Year Infrastructure We would get the basics right and build a Strategy and successful asset management foundation document – it would grow practices the intended outcomes were: generationally, not every three years prior to • To avoid bow waves in spend beyond the Long Term Planning process, but the 10-year plan; annually up to 2018.
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