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2015-2025 Long Term Plan

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2015-2025 Long Term Plan VALUES VISION, The Vision for our District and the Mission for our organisation are underpinned by Whangarei District Council’s commitment to the fundamental core values MISSION of: • Communication AND VALUES • Customer first • Innovation and excellence VISION • Valuing employees and partnerships To be a vibrant, attractive and thriving District by developing sustainable lifestyles based around our • Visionary leadership. unique environment; the envy of New Zealand and recognised worldwide. WARIU Nga tirohanga mo to tatou rohe, me nga aronga mo to TIROHANGA tatou roopu whakariterite, na te roopu tautoko kaupapa. Ka kitea to ihi, te ataahuatanga kia anga mua tonu nga Te Kaunihera a rohe o Whangarei. Kia noho here ki nga mahi i roto i to tatou rohe. Kia pumau tonu te ahurei o te pu taketake whai wariu taiao. Ka ahua pūhaehae te titiro mai o te ao whanui ki Aotearoa • Whakawhitiwhitinga korero • Te kai tono i te tuatahi MISSION • Whakatakoto kaupapa hou, whakahirahira Creating the ultimate living environment. • Wāriūtanga o nga kaimahi i roto i te haerenga tahitan- ARONGA ga, pera i nga tikanga o te Tiriti o Waitangi Auaha mutunga kore o te ao tūroa • Tirohanga kaiārahi (nga tirohanga whakamua kaiārahi CONTENTS Mayor’s Message . 4 al enment undin en . 121 What is a Long Term Plan? . 5 Capital Projects . 122 Council Structure – Political . 6 PART FOUR 140 Mayor and Councillors . 7 FORECAST FINANCIAL STATEMENTS AND Council Structure – Organisational . 8 INFORMATION 140 Our Strategic Direction . 9 Forecast Financial Statements . 141 PART ONE 11 inifiant eatin umtin. 150 THE RIGHT DEBATE 11 Accounting Policies . 155 Our Community Outcomes . .12 Reserve Funds . 172 What we discussed with you. .12 Funding Impact Statement . 173 Changes made as a result of Consultation. .15 Price Level Adjusters . 181 PART TWO 19 PART FIVE 183 STRATEGIES 19 POLICIES AND PLANS 183 Financial Strategy . .20 Revenue and Financing Policy . 184 Infrastructure Strategy . .42 inifiane and naement li . 188 PART THREE 69 PART SIX 193 COUNCIL ACTIVITIES 69 AUDIT REPORT 193 Introduction. .71 Independant Auditor’s Report . 194 1. Transportation . .74 PART SEVEN 195 2. Water . .78 GENERAL INFORMATION 195 3. Solid Waste . .82 Abbreviations and Acronyms . 196 4. Wastewater . .86 Glossary. 197 5. Stormwater . .90 Index. 199 6. Flood Protection & Control Works . .94 7. Community Facilities & Services . .98 8. Economic Growth. 106 9. Planning & Regulatory Services. 110 Support Services. 116 Council Subsidiaries. 120 MAYOR’S MESSAGE t i m leaue t intdue anaei itit unil n em lan i eald a ane of focus for our District over the next 10 years. In the coming decade we aim to consolidate recent gains. This means investing in existing assets and working within the income the District generates. In order to do this, we have had to increase our income and limit debt-funded projects of the type completed in recent years. That said, we still need to move our District forward and invest enough for it to grow and prosper, while continuing to work within our means and focus on maintaining current assets. This has been no easy balancing act. ute inifiant det a nt an tin ti unil and umiin n ti lan ed it i nt an tin u community, either. However we do need to ensure our current assets are robust and in good shape for a secure future. Putting off their upkeep is not an option. We also need to balance our budget, with our operational expenditure matching our inme e mut ntinue t find efiienie and ae t and lel it our partners and contractors to ensure we are getting value for our ratepayer’s money. So, how do we live within our means and advance at the same time? We still need to move our District forward and invest A growing District requires growing infrastructure – roads, waste networks, water supply – and new infrastructure must be maintained. Newcomers and enough for it to grow and eitin eident all enefit ut ntin me ee e need t e mat prosper, while continuing to about this by funding growth through a mixture of development contributions work within our means and from those investing in new developments, and through general rates from the ateae al enefit m te aet focus on maintaining current d e eme me efiient and till d te ind u te mmunit assets. expects? This is the crux of the matter. If we are to continue to provide the levels of service expected in this day and age, we need to earn enough to do so. Basing any increase in our income solely on the Local Government Cost Index will not work. Service levels would slide backwards year-by-year, reducing Whangarei’s attractiveness and the lifestyle we cherish. Through the LTP process we have seen how hard it is to balance the ideas and opinions of the 14 councillors, the 1,024 submitters and also those residents we aent ead m u final deiin ill leae me ele and diaint te although we have noticed a community-wide resolve to support necessary choices for the good of all. me difiult deiin ae ad t e made et ea eidential ate ill ineae at an average of 9% followed by an average of 4.8% in following years This approach allows us to maintain assets, accommodate growth, maintain levels of service and provide a sustainable path forward. Even with this increase, our residential rates remain among the lowest, per capita, in the country. The rates increase for the commercial sector has impacted on some commercial property owners more than others. We have listened to your feedback and, as a result, will conduct a comprehensive review of our rating policies ahead of next year’s Annual Plan. I encourage those who are disappointed the projects or initiatives they supported have not been included in the Plan, or been addressed to their satisfaction, to keep trying. Projects that are dreams today often come over the horizon slowly, and persistence does enable support to grow. Time also disposes of ideas that don’t have long-term or broad support. I thank those who have contributed, commented on and participated in guiding our LTP decision making. We are endeavouring to do the best we can for the majority of residents, and appreciate your support. HER WORSHIP THE MAYOR SHERYL MAI 4 WHAT IS A LONG TERM PLAN? A major event in the past couple of years These include: communities and providing the usual has been the introduction of changes to regulatory functions, such as building • taking a sustainable development te al enment t and resource consents, animal control, approach One of those changes is that instead and liquor licensing. It also outlines how of issuing a full draft Long Term Plan • carrying out business in a clear, Council plans to fund it all. a a ai nultatin e transparent and accountable manner This LTP therefore: were required to publish a ‘consultation • eatin in an efiient and eetie document’ that explained the key • describes our Community Outcomes manner, using sound business elements of the Plan, the major issues practice • identifie te e deiin made and the choices for our ratepayers and Council as a result of the consultation residents. Now that consultation has • considering community views by process been completed we are publishing our offering clear information and the final te ull opportunity to present views • highlights projects planned over the next 10 years The LGA requires every council to • idin tunitie i t produce an LTP once every three years. contribute to decision-making. • provides an overview of each activity The legislation’s intention is to allow Council carries out and the levels of The LTP informs the community on Council to look and plan ahead over a service that will be delivered longer period rather than thinking only in how Council plans to align its activities the three-year terms of elected members. with what our District needs. Council’s • provides a basis for Council to be In carrying out its business, Council is Strategic Direction and Financial and accountable to the community Infrastructure Strategies set the priorities required to do a number of things. • outlines how much Council business for building, maintaining and renewing will cost, and how it will be funded. assets, while continuing to support our THE PLANNING CYCLE The work of Council is informed Annual Plan: This must be produced in Council’s activities are primarily managed by several ongoing processes. Key each of the two years that an LTP is not through activity or asset management components of this for Council are the produced. The Annual Plan highlights any lan te eain atiit Whangarei District Growth Strategy – changes or variances from the LTP for dument i aed n detailed utainale utue utainale the coming year. technical and engineering requirements utue t tate te and the LTP budget, provide the key Annual Report: This must be produced Community Outcomes, Council’s inputs to the activities described in the each year and reports on Council’s Strategic Direction and the Financial LT P. e inludin finanial emane and Infrastructure Strategies. These against budget, and lets the community are explained in more detail on pages know whether Council did what it said it 9-10 of this Plan. would. As well as the LTP, Council is also required to produce Annual Reports and produce and consult on Annual Plans. 5 COUNCIL STRUCTURE – POLITICAL MAYOR HWM S L Mai DEPUTY MAYOR COUNCILLORS S L Morgan INFRASTRUCTURE PLANNING COMMITTEE FINANCE COMMITTEE DEPUTY MAYOR COMMITTEE Chair Cr G C Innes Chair Cr S J Deeming S L Morgan Chair G M Martin plus all Councillors plus all Councillors plus all Councillors NON-STANDING COMMITTEES SUBCOMMITTEES OF THE DISTRICT
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