Timaru District Long Term Plan 2021-31 Consultation Document

INSIDE Climate change, Aigantighe Gallery, Aorangi Park and Stadium, City Hub

Tell us what you think

10 April - 10 May thrivingtogether.co.nz 2021 CONTENTS

2 thrivingtogether Overview

4 survivetogether Climate Change: Preparing for the thriving challenge – How much should Council spend? We can thrive

6 createtogether Kia Ora Koutou Aigantighe Art Gallery Tell us Redevelopment – About this time last year, NZ was in lockdown, battling an invisible what you think What’s the best option? enemy which has changed our world. In , we have been one of the few countries where life has continued fairly 10 April - 10 May 8 playtogether normally. It hasn’t however, come without its challenges, and this 2021 Developing Aorangi Park is far from the only challenge we are facing. This Plan represents and Stadium our proposal to address these challenges and enable the District to thrive together. 10 gathertogether Council is often talked about as a  We need to keep investing in our These proposals come with a cost. A vibrant Timaru City business. We are actually over twenty community. This means keeping We recognise that this cost is higher Hub – and Council’s role businesses in one, all of different up with key renewals, such as than past Long Term Plans. Let us in the regeneration scale and delivering different services resurfacing roads and replacing know what you think. Do you agree? to you, our residents and ratepayers. pipes. There are also several Do you disagree? What suggestions 12 Keeping the Each of these businesses is subject to important proposed projects to do you have? numerous impacts – from community keep our communities vibrant and Big 5 working expectations, changes in government great places to live, work and play. legislation, district growth and an Read more page on 14. Nigel Bowen Bede Carran ever-changing world around us. Mayor Chief Executive 14 What’s ahead?  We need to address financial Koromatua Kaiwhakahaere Key projects 2021-2031 For to thrive together: challenges, and chart a pathway forward. Read more on page 16.  We need to start thinking and 16 Balancing the acting seriously on climate change,  It will cost. A large part of our budget and the impact it may have on our funding comes from rates, and the district in the future. Read more on total amount of rates we need to page 4. collect is proposed to rise 10.5% 18 What’s happening in 2021/22 and 4.9% every year  on to your rates? There are decisions needed after that until 2030/31. Refer to some big issues, including future pages 16-21. development of the Aigantighe Art 22 The challenge of Gallery, Aorangi Park and Stadium Most importantly, we need uncertainty and the regeneration of central your input. Read on, visit Timaru. Read more on pages 6-11. thrivingtogether.co.nz and let us know your views. 24 Other matters  There are ongoing challenges to address for our infrastructure – all Our plan is unashamedly that stuff unseen but critical to ambitious and innovative. what makes a community. Read To deliver on this, we’ll 26 decidetogether more on page 12. need money, people and How to have your say action. and feedback form

There’s a lot more info Win! in this document and Thriving Together background online at Youth Competition thrivingtogether.co.nz With prizes! For more info, tips and T&Cs thrivingtogether.co.nz/ competition 2 thriving How do you What’s this all about? have your say? LTP stands for Long-Term Plan. It sets our vision Here’s how it all works for the future and what we’ll do as a Council to Community Consultation make it happen. April 10 to May 10 While it’s a 10-year plan, we review it every three years. Our work and world are constantly changing and we need to ensure our planning is up to date and based on the best Council Hearings This is important. information available. May 31- June 2 We want feedback from as many people in our It’s one of our most important conversations with our community as possible, formal and informal. community and covers a lot of topics, all of which Plan adopted Please give us your input through whatever can’t be detailed here, so if you’re interested check out June 29 channel is easiest for you, here are some options... thrivingtogether.co.nz – to dig into more detail. What this document is all about is getting your views. Plan in place So, take the opportunity! 1 July Visit our website thrivingtogether.co.nz Submissions close 5pm, Monday May 10 2021 then fill out the Have Your Say form

What are we here for? Fill out our feedback form Over the last year, we’ve been This includes pondering the impact on you, your children, on page 27 and send it back to us doing a bit of self-reflection. their children; all our current and future residents, as not only are they users of these services, but they will also This has involved Council, contribute towards paying for them. Talk to your elected members Community Boards and your As a Council, we are legislatively charged with improving or staff at the events we have input in considering what’s Community Wellbeing. Sounds a bit of a buzzword, but planned important, what we are facing essentially it is about making our place, a better place. in the future and what we Council have embarked on a new strategic direction, Email your views to should focus on. including a vision, values, community wellbeing outcomes [email protected] and some key focus areas. This LTP is about how we start As a sector, local government is to deliver on this strategic direction. It doesn’t have all the facing some significant change and answers, but builds on what we know and charts how we Send us a message on facebook challenge. Our work is not just about might get there. facebook.com/TimaruDC the now, or about everyone who lives Have we got the balance about right? Is there anything in Timaru District at the moment. It missing? Should we target any other areas? needs to consider how those future challenges might impact our district Let us know what you think. OR Get creative... and our services, both now and in the future. We invite you to submit your answers in any creative form – it could be an essay, a video, Our Vision Our Values a song or even a piece of artwork! The only rule here is that your entry must be able to be Where people, place and business prosper • Inclusive Leadership delivered to offices, or within a healthy, adaptable and regenerative • Cultural Caretakers emailed to us. environment. • Transition Navigators

Community Wellbeing Outcomes Scan the QR code to go To promote our district’s social, economic, environmental and cultural wellbeing, directly to our online Council is focused on: submission page • Connected Citizens • Sustainable Environment • Resilient Infrastructure • Enhanced Lifestyle • Diverse Economy 3 survive

Climate Change – Preparing for the challenge – How much should Council do?

Where are we at? The challenge

2017 In the Timaru District, climate change will have a variety Scan the QR code to go Canterbury Mayoral of impacts; from higher sea levels to more intense rainfall, directly to the website for more Forum set up the warmer temperatures and droughts potentially changing what Canterbury Climate information on climate change Change Working Group. food and crops we can grow. We are already seeing some of these effects through increased frequency of flooding and coastal erosion. Some of these impacts may be positive, (e.g. warmer winters, a longer crop growing season), but other 2018 Council became a impacts will challenge how we currently live. signatory to the Local We are starting to gather information about the impact of climate change Government New Zealand Climate Change locally to factor into our planning and consider any future action. We Declaration. recognise we need a much stronger base of information to determine the impact on our communities and Council’s assets, and a clear strategy to guide potential solutions. This might involve some hard decisions.

2019 Will we have to retreat from What will this cost? some areas? Work began on the How will we meet our carbon Canterbury Climate Where should we grow? emissions obligations? Change Risk Assessment. How will it impact our economy?

2020 There are also increasing legislative requirements on local authorities Climate Change to report climate change related information such as our planning for Response Act 2002 impacts, and managing risks. amended to set emission reduction targets for NZ. In the future, it is expected that Council will act and show leadership on climate change. This is, in part driven by the national climate change and zero carbon programme, but also recognises that the effects of climate change will be felt in a very local way. Our local environment, 2020 assets and communities will be impacted. We will need to show Council received progress on reducing emissions and to demonstrate steps that an updated Coastal are being taken to work with the community, and provide Erosion and Coastal local education on climate change effects, impacts and Inundation Assessment opportunities for reducing our district’s carbon footprint. to inform us of coastal risks heightened by Working with climate change affected communities to climate change. plan for any adaptation or mitigation needed as a result of climate change will also be required.

2020 Council undertook first reporting to the Ministry for the Environment on risks and effect of climate change to Council.

“Climate change affects our health, our 2021 on... environment and ultimately, our way of life. What next for Climate I think Council has a responsibility to lead our community in making Change? changes to turn the tide, reducing emissions where we must, offsetting Help us decide. where we should, and providing clear guidance that supports national and global efforts. The longer we wait, the bigger the job we leave for our children and grandchildren. I’m not ok with that.

We want everyone in our district to be “Thriving Together” and you’re as much a part of ‘everyone’ as we are, so please get involved and tell us what’s important to you.” Barbara Gilchrist Timaru Ward Councillor 4 survive What are the options?

Our preferred option

OPTION 1 OPTION 2 Do more OPTION 3 Do even more Do the minimum This option allows sufficient funding to dedicate We could increase the amount of funding This option would mean we resource to make some progress in the area of dedicated to climate change. do not allocate dedicated climate change. This would allow us to accelerate and increase the work funding or resource to focus on This would include the development of a Climate Change outlined in Option 2 as below: adapting to climate change, Strategy within the first three years of the LTP, focusing on: • Undertake more modelling of the impacts on specific or mitigating the impacts of • Adaptation: investing in research to better understand Council services, and extend this work to at risk climate change. the climate change risks to Council’s services and communities, looking at options to adapt or mitigate the infrastructure, and planning for how Council can respond effects; Under this option very little progress to these risks. will be made on planning for climate • Accelerate the reduction in Council emissions; change to ensure that our community • Mitigation: establishing Council’s carbon footprint, and • More work with and stakeholders; beginning work to reduce emissions from the services we remains resilient. Council will not be • Actively engage with our community to adapt to climate provide our community. able to respond over the 10 years of change, and reduce emissions across the District; the LTP to climate change affected • Work with Iwi and other stakeholders on climate change • Dedicate resources to working proactively with climate outcomes. communities, questions and requests change affected communities and industries to plan for for direction and engagement on how This option would also provide for a small amount of any adaptation needed. to adapt and mitigate the effects of community engagement, working across the District with climate change. communities and businesses to lead and support climate $ change resilience efforts. 5.9M Additional new funding ($585K per annum), This option will also provide us with enough resource funded by rates to meet new legislative reporting requirements and to $ collaborate with the Canterbury Mayoral Forum Climate 0 Change workstream. Additional on rates

$ $ 3.6M 0 Additional new funding (average of $360K per annum) Additional debt funded by rates.

< Note: any funding needed for remedial work on Council’s assets or services due to damage caused by climate change will need to be met through existing budgets or unplanned expenditure >

5 create

Aigantighe Art Gallery Redevelopment – What’s the best option?

Where are we at? The challenge

1905 Council is considering how best to secure the Aigantighe How much space do we need into the Aigantighe house built Art Gallery as the home of art in . This by Grant family. future for our Art Gallery – Is the current key community facility is in need of upgrading and we want footprint sufficient? to take the opportunity to plan for a facility that will be Increasingly our community facilities like the Art 1956 used for generations to come. Grant family donate Gallery, Museum and Libraries are being used Aigantighe house to the Currently, the Art Gallery buildings on the Wai-iti Road site as community focal points. At the Aigantighe people of Timaru and the include the historic Homestead, known as the House Gallery and we currently host small concerts and theatrical Aigantighe Art Gallery the adjoining extensions. Decisions have already been made to performances in the established grounds adjacent to opened with a collection earthquake strengthen and restore the historic House Gallery. $3.7M the buildings, and provide school holiday activities donated by the Grant has been included in the budget for 2021/22 and 2022/23 for this with an “art” focus. family and the South project and preparation work is underway. When the new Heritage Centre on Stafford Street Canterbury Arts Society. The redevelopment options we are considering now focus on the is completed, it will be the site for large touring adjacent Art Gallery Extension buildings. These buildings include the exhibitions that we cannot currently host. 1978 & 1995 main gallery space, collection storage, an additional storeroom and If we want to continue or expand the types of Extensions added to the staff offices We have identified some issues with both buildings activities provided at Aigantighe, as well as having Aigantighe House Gallery including: sufficient space to house a growing art collection to cater for growing • A lack of storage and conservation space for the growing art and to showcase the work of local and visiting artists, community needs and collection; we need to provide for this in our redevelopment expanding art collection. • Restrictive exhibition space; planning. • Limited disability access; 2017 • Limited education space; House Gallery closed • Public toilets not meeting current building standards; following assessment as • Limited temperature and humidity control; a very high seismic risk (ie • Roof strengthening work required. earthquake prone). “Our collection at Aigantighe is the fifth most valuable in the country, it’s important that we do 2018 Council included the right thing by the people who’ve gifted these $600K in the LTP artworks to the community and maintain them to budget for earthquake strengthening of the the highest standards. House Gallery. Through our shows like Artarama, our young people get the excitement of creating something that goes on display for people 2019-20 to appreciate.” Council undertook further investigations into Allan Booth options for strengthening Timaru Ward Councillor the House Gallery and improving storage and exhibition space for the whole facility.

2020 Council agreed to proceed with the project to strengthen the House Gallery and to consult with the public on options for improving the 1978 and 1995 extensions.

2021 on... What next for Aigantighe Art Gallery? Help us decide.

6 What are the options?

Our preferred option OPTION 2 Maintain Maintain current buildings and develop off-site storage $850K-$3.3M This option will resolve our storage issues, but our other challenges with the Debt funded current buildings will largely remain. Council will seek funding assistance OPTION 1 through grants and donations for this Construct Current Buildings Off-site storage options option. Any funding assistance received will reduce the amount Council needs to Construct a new facility on the • Short term solution given the • Purpose built collection borrow for this project. current site condition of these buildings and storage facility – $2.5-3M their expected lifespan of 8-10 Off-site lease – $850-$950K This option will align with the strengthening years • including fit out for art storage $ of the House Galley and will ensure all our • Some remedial work on roof and 1.6M • Retro-fit an existing Council Aigantighe facilities are fit-for-purpose. strengthening will still be required Estimated additional operating costs building – $800-900K including • Public toilets will remain under from 2023/24 (Year 3) to 2030/31 (Year Planned to start in 2023/24, this option will fit-out for art storage. see: code 10) funded by rates. These costs relate to the ongoing maintenance required • Demolition of the 1978 and 1998 • Lack of temperature and humidity for the existing buildings, interest and extension. control will remain a challenge. depreciation for the off-site storage. • Construction of a modern, purpose-built Art Gallery on the existing Wai-iti Road site. OPTION 3 Partial refurbishment $ $ • Links with the historic House Gallery and 1.8- 2.2M garden maintained. Partial refurbishment of current buildings and develop For refurbishment off-site storage. • All current storage issues resolved and no $ $ need for off-site storage. This option will provide a limited upgrade of the public amenities and + 850K- 3M • Our art collection protected with workspaces; and will resolve the current storage issues. This option For off-site storage, debt funded. temperature and humidity control. will not address the limited exhibition space in the current buildings. Council will seek funding assistance through grants and donations for this option. Any funding • Greater ability to improve our services Current Buildings assistance received will reduce the amount with space for educational programmes • Upgrade public toilets to bring them up to code Council needs to borrow for this project. and exhibitions. • Refresh some workspaces • Improved public amenities and office Upgrade ventilation system $ space. • 2.4M • Undertake strengthening work and roof upgrade Estimated additional operating costs from If we don’t demolish the extensions, • There will be no upgrade or extension to the exhibition space. 2023/24 (Year 3) to 2030/31 (Year 10) funded we have a couple of other options, both by rates. The increased operating costs relate to Off-site storage options including the need for off-site storage. the maintenance required to existing buildings, We will need to undertake further These options are the same as in Option 1 above. interest and depreciation for the offsite storage. investigations to determine the best off- site storage option and final costs. Council would also like feedback on a 4th option, the construction of a completely new Art Gallery. At this stage we have not undertaken any investigations into the costs of this option.

$ M Debt funded 9.9 OPTION 4 $ $ Council will seek funding assistance New gallery 11.2- 14.7M through grants and donations for this Construct a new Art Gallery on a site near the Debt funded option. Any funding assistance received Theatre Royal/Heritage Hub including spaces Council will seek funding assistance through grants will reduce the amount Council needs to for education, creativity, collection storage and and donations for this option. Any funding assistance borrow for this project. received will reduce the amount Council needs to exhibition space. borrow for this project. • This would place a new purpose-built Art Gallery closer to the $ cultural and heritage hub at the south end of Stafford Street $ M 4.4M 2.9 • The historic House Gallery would continue to be earthquake Estimated additional operating costs from 2023/24 Additional operating costs from 2023/24 strengthened and would remain open as a public facility (Year 3) to 2030/31 (Year 10) funded by rates. (Year 3) to 2030-31 (Year 10) funded by • There would be no need for a separate off site storage facility. Increased operating costs relating to the running rates.* of a separate Art Gallery including staff costs, maintenance, interest and depreciation. *These include interest, depreciation and other costs (e.g. additional staff).

Scan the QR code to go directly to the website for more information on Aigantighe Gallery

7 7 play

Developing Aorangi Park and the Stadium – When should we do this?

Where are we at? The challenges Moving forward Aorangi Park is recognised as a locally and regionally The revised Master Plan, adopted by 1950s Aorangi Park established. significant sports hub. It is the home of several regional Council in February, envisages the next 25 facilities for sports, including netball, basketball, years for the Park and recommends six key volleyball, hockey and cricket. It is also a well utilised facility developments. neighbourhood park. The Stadium (Southern Trust Event 1970-80s Stage 1 Centre) is the beating heart of the park. Majority of sports facility 1. Indoor court extension development occurred at The review of the Aorangi Park Master Plan, following consultation with 2. Development of a ‘Sports House’ model for shared Aorangi Park. key stakeholders, has identified a number of key considerations and space within the Stadium challenges, including: 3. Re-location of the western hockey turf (to allow • During traditional peak times (after school and evenings), the Stadium for court extension) 1973 is often at full capacity, particularly for basketball, and its use for Stage 2 Stadium built, for a cost sporting competitions could be interrupted for events 4. Realignment of netball courts (with provision for of $282K. • The desire for Netball South Canterbury to deliver its full senior future canopy cover for two to four courts) competition indoors 5. Increase in quality for football fields • The need to replace the hockey turf (located west of the Stadium) 6. Reconfiguration of Aorangi Pavilion to a multi- within the next three years 1997 purpose clubroom Major redevelopment • Requirements for pavilion facilities for cricket In adopting the Master Plan, Council has committed of Stadium. • Poor quality training fields and lighting for football to addressing all challenges identified, and undertaking both Stage 1 and Stage 2 over the next 25 years. 2008 Council develops Aorangi The Master Plan is necessarily high level, and has Master Plan to guide provided an outline of what we are trying to achieve future development of at Aorangi Park. Comprehensive planning is now the Park. needed for what the facilities will look and feel like and a business case for how Council, and other users will operate at the facilities. 2018 Council is keen to address the current challenges South Canterbury at Aorangi Park. We cannot wait 25 years to ensure Spaces and Places that we have quality, fit-for-purpose recreational Strategy recommends facilities for our community. But we recognise this is review of Master Plan. a large and costly project. We are seeking your views on when the development of Aorangi Park is best undertaken. 2020 Council has received some rough order costs to Aorangi Park Master undertake Stage One of the Master Plan. Plan reviewed.

2021 on... What next for Aorangi Park? Help us decide. “The development of the Aorangi Park Stadium will deliver a sports and recreation space more in tune with what the community needs and allow for growth over the next 25 years.

It will mean more regional and national events can be held in the District, helping our economy. Your views are important to help focus Council’s thinking – you might have better ideas!”

Stu Piddington Timaru Ward Councillor

8 What are the options?

Our preferred option

OPTION 1 Start 2024 OPTION 2 Delay 10+ $ Undertake development in 2024-26 (Years 4-6 Delay the development 10+ years 0 Additional debt of the LTP) This option would mean that Stage One of Detailed planning will begin in 2023/24 with the the Aorangi Master Plan, including the court goal of beginning construction in 2024/25 and extension to the Stadium, would not be $ completing the development in 2026/27 undertaken in the next ten years. 0 Additional on rates This development would include: This option would not resolve the issues identified in • A proposed 3 court extension to the stadium the Master Plan, including the current capacity issues at the Stadium. • Addition of a Sports House within the Stadium to accommodate current and future users of the Event The renewal of the hockey turf in the existing Centre. location within the next three years may limit future • Relocation of the western hockey turf development options for the Stadium. • Road, carpark and public outdoor space reconfiguration. OPTION 3 Start 2023 $ $ Undertake the development in 23.4M 23.4M 2023-25 (Years 3-5 of the LTP) Estimated cost debt funded Estimated cost debt funded This option would see us fast- track the development of Aorangi $ $ Park and the Stadium, moving 5.9M 4.3M construction forward to 2023/24- Estimated additional operating costs from 2022/23 Estimated additional $4.3M operating cost from 2024/25 2024/25. (Year 2) to 2030/31 (Year 10) funded by rates.* (Year 4) to 2030-31 (Year 10) funded by rates.* The additional costs for this option include project This option would see the capacity issues management to accelerate the delivery of this project. at the stadium resolved sooner. *Operating costs cover interest, depreciation and *Operating costs cover interest and depreciation only. This time frame would be challenging and additional project management resources only. Additional marginal operating costs (e.g. staffing, Council would need to employ additional Additional marginal operating costs (e.g. staffing, electricity) from operating a larger facility are not staff to manage the project. It would electricity) from operating a larger facility are not included and are expected to be covered by increased also reduce planning and consultation included and are expected to be covered by increased revenue from fees/hireage. timeframes, and would bring Council very revenue from fees/hireage. close to our debt limit.

Scan the QR code to go directly to the website for more information on Aorangi Park and the Stadium

9 gather

A vibrant Timaru City Hub – What is Council’s role in the regeneration?

Where are we at? The opportunity

2015-2018 This proposed regeneration has the potential to impact our We will continue to engage with residents and Previous LTPs identified community across all four well-beings (social, economic, visitors to distil and to implement specific projects a need for Council to cultural and environmental) by improving the inner-city which will create a real lifestyle and cultural support the regeneration destination. These projects could include: user experience including retail options, eateries, spaces of our District Town • a mix of public spaces; Centres. We included to gather, places to live, events and entertainment, and • “greening” the city; $680,000 in the budget improved community connection. for CBD upgrades. • anchor “destination locations” such as a We’ve received a lot of really interesting feedback and ideas from the unique playground; immediate CBD community. Now it’s time for the District to think about • great public art; what is the right scope, scale and timing to get things moving in the • narratives about our history; 2018-2020 Timaru CBD, and what role the Council should play in making it happen. We have done a fair bit • improvements to the nature and frequency of of work on refreshing the Our challenge and opportunity community events, festivals and markets; town centres – included 2020 raised community awareness of the economic challenges faced • opportunities for more people to live where roading, footpath, by the retail and hospitality industries. However, COVID-19 is only one they work and play in the revitalised city centre seating, bins and signage piece of the puzzle. Other challenges – such as trends in online shopping, Who are the players? upgrades for Geraldine, building earthquake standards and rising operating costs – have and will Pleasant Point, continue to put pressure on town centres throughout New Zealand. We believe that the changes Council can lead and Timaru. will support a more positive investment climate Our vision is to recreate a vibrant and sustainable city centre that will for necessary building improvements to help meet the diverse needs of our residents for the next 30 – 50 years. This create a vibrant, sustainable city centre that vision will embrace Caroline Bay and the Carnival, the Bay Hill, Stafford looks and feels like the heart of our thriving 2019 Street, the Landing Services Building, Te Ana Rock Art Museum, the new District. Council started work South Stafford Street Heritage Precinct and everything in between. on a City Hub Strategy. However, while Council has a role to play with We already have a seaside inner city rich in heritage and culture. How can planning and infrastructure, this sort of change we build on what we have in ways that provide more of what our residents depends on community support, and leadership and visitors want from their inner-city area and lifestyle? 2019-2020 and investment from the private sector. Engagement including What’s planned? business owners, We have a vision for a living, working and vibrant inner-city area with a investors, tenants and strong identity that links Caroline Bay through to the new Heritage Hub at stakeholders passionate the south end of Stafford Street, creating points of interest along the way. about the Timaru City Hub regeneration. In the short term we anticipate small-scale changes, such as more pedestrian friendly areas or gathering spaces. In the longer term we want to help refocus the area from a largely transactional retail and hospitality precinct to a more holistic living, working and gathering place. 2020 COVID-19 struck! and brought huge challenges for our retail and hospitality sectors. “Please share your ideas on how we can future proof our CBD. How can we ensure vitality? Improve linkage to Caroline Bay and 2020 our port? Should we have more green spaces? Cars in or cars out? Wider community engagement, “Buy Local” This is an open canvas, share your vision with us.“ Initiative established for COVID-19 recovery Sally Parker to support South Timaru Ward Councillor Canterbury businesses.

2021 on... What next for Timaru City Hub? Help us decide. Scan the QR code to go directly to the website for more information on Timaru City Hub

10 What are the options?

Our preferred option

OPTION 1 Facilitate OPTION 2 Enable OPTION 3 Transform Council has a facilitation role in the Council has an enabling role in the Timaru Council has a transformation role in the Timaru City Centre Regeneration City Centre Regeneration Timaru City Centre Regeneration

Council’s role would include: Council’s role would include: Council’s role would include: • Encouraging community and private sector • Leading a significant works programme (with the • Leading the works programme identified in Option investment community and private sector) to change the look 2 but with a greater scope requiring additional and feel of inner-city public spaces to improve investment. • Minor roading changes, such as wider footpaths inner city lifestyles and/or changes to parking to create improved • Potential property acquisitions and partnerships public gathering space • Assisting with the creation of focal points and with private investors to create a new heart at • Some beautification, maintenance, and support public gathering places around the George Street/ Strathallan Corner Bay Hill area and at Strathallan Corner for small scale activities to create a vibe in the city • Changed transport patterns in Stafford Street, centre such as upgraded lighting and a refresh of • Supporting the scaling up of existing events such such as one way traffic and pedestrianising some the green spaces. as the Caroline Bay Carnival and Food Festivals to streets regional level events This option provides a short-term cosmetic refresh • Improved infrastructure so that local, regional and to the city centre but no significant infrastructure or This option requires Council investment in changes national events could be hosted in the CBD public space changes. Under this option the benefits to public spaces, art and culture features, and This option provides the opportunity for the most of this strategy are expected to take 20 years to be improved linkages from Caroline Bay and through significant change, but requires considerable fully realised and will require significant investment the city centre. While more expensive to implement, commitment and investment from Council and the from external parties. the benefits will be sustainable and enduring. Under private sector. Under this option benefits of this this option benefits of this strategy are expected to strategy are expected to take 10+ years to be fully $ M take 15+ years to be fully realised. A further $10M realised. 8.5 of work is planned for 2031-41. Debt funded

Footpath games $ 'Multi Ball Purc$hase Close off Canon Stafford Street Have rubbish/ e.g. snakes and buildings Debt funded Stop seaside CBD shoul d hDebtave Ho fundedld CBD building Game' M M recycling ladders parking only for Earthquake around85 Street at one end 31.9 more of the owners to certain $ parking on the to create small elderly and disabled 'experience' standard of upkeep strengthen facilities Interactive Heritage Hub Piazza hill Free outer centre M pocket parking CBD TV screen for green 4 Better baby parking to encourage buildings Scooter Metro space/park changing Green parking beyond ramps along Upgrade while playground space development Additional operating costs from 2022/23 (YearH a2)ve a o ne way Stafford Street facilities Restrict u-turns Work toilets retaining footpaths street with angled and right hand $ alongside facades to 2030/31 (Year 10) funded by rates. These costsparki ng Functional/ $ turning Showgrounds Use the CBD as Slide down M Areas to sit Living walls, adaptable green Remove raised 15.2 more than just a Stafford Street M not against foliage, planter space 40.5 platform outside and relax relate to interest, depreciation and other costs. retail area boxes, hanging #1 Shoes Additional operating costs from 2022/23 (Year 2) Additionalbaskets operating costs from 2022/23 (Year Piazza Meeting There is a need for greater private investment for this Convert Majestic Theatre Sheltered to 2030/31Increase parking (Year 10) fundedRevam byp a rrates.ea These costs places into an all-day car park areas 2) to 2030/31 (Year 10). These costs relate to option to succeed Strathallan More busking Have a free bus on loop relate to interest, depreciationcorner and other costs. 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the CBD and Bay buicldriunigses terminals MetrRoestricted hours space/park Restrict u-turns Work toilets retaining footpatChlsose off Canon Stafford Street CBD should have Hold CBD building Have rubbish/ e.g. snakes and buildings view combined with the Cocnhnaencgtiinogn to Drop-off Green Better street with angled Stop seaside Game' parking beyond between the ramps along playgrounfodr deliveries Have the Info repurpose baskets main street and close recycling ladders the Bay to be Upgrade while areas (2min space development and right hand alongside facades Street at one end parking only for more of the owners to certain Earthquake around Have a one way Staffcoirtdy aSttmreoestphere) facilities wheelchair/ upsptarirksing Chalk Street art Extend to traffic e.g. Farmers parking on the Functional/ toPiolertts, Bay and retaining footpaths Centre more elderly and disabled strengthen facilities Interactive Heritage Hub Restrict u-turns Work the feature not Better SH1 parking) disability access Fix slipdprearwying turning Showgrounds Use the CBD as Slide dotwon create small Piazza hill adaptable green 'experience' standard of upkeep street with angled CBD opening Market Areas to sit Living walls, Free outer centre and right hand alongside facades central Remove raised tiles not against more than just a Stafford Sptroecektet parking CBD TV screen for green parking secondary bypass Functional/ boards Mural on the hours and relax foliage, planter space parking to encourage Better baby Showgrounds Use the CBD as Slide down platform outside buildings Scooter Metro space/park turning CITY HULivinBg walls, adaptable green dome at the port retaiLl iariseea with shop boxes, hanging changing Green Remove raised Have the CBD Areas to sit parking beyond ramps along not against Use Smtaoffroer dthan just a Stafford Street Bike stands/ #1 Shoes owners to extend Upgrade while playground space development flow into the Bay Morea pnicdn rieclax foliage, planter space Remove out of date Have a one way baskets Stafford Street facilities platform outside Mall as raetail area electric car Beach Pedestrianise Brighten up the Piazza Restrict u-turMnseeting Work toilets retaining footpaths tables and boxes, hanging EXPERIENCE hours for specific street wSithhe altnegreledd #1 Shoes COUseMM theUN CBDITYc harging station Convert Majestic Theatrbeuildings Iwnictrhe caoselo puarrking business signage in CBD food court Way finding mats for Stafford Street Revamp adreaays/hours Currently road and right handplaces alongside facades Have an 'arts seating around baskets into an all-day car park Year-round parkainrgeas Functional/ Piazza and better Meeting wheelchairs and more transparent Strathallan closures only happens Public turning Showgrounds Use the CBD as Slide down Convert Majestic Theatre quarter' where CBSDhe altnedr eBday Hold events in the Areas to sit Living walls, adaptable green Increase parking Revamp area verandahs Remove raised More busking more than just a Designated areas areas signage places Have a free bus on loop corner for xmas parade but not against Stafford Street foliage, planter space into an all-day car park franchises aren't asF EmoreEDB thanACK just Have a train/tuk tuk style UtiRliseetain our platform outside and relax Strathallan Make Stafford fairy lightscould be used more areas, food/retail retail area permitted retail, commercial, from showgrounds 'small town boxes, hanging corner More busking Bike repair Close between transport running on loop existing #1 Shoes stalls, displays on Better Have a free bus on loop food etc. development to the CBD, Street a one- mainFill e mpstreetty shops with and frequently transport Museum/ baskets Have a train/tuk tuk style UtiliseIncrease Better rear access from southern end to the Bay PARKING vibe' FACILITIES ACCESSIBILITY areas, food/retail stVatioInBs RANCYBallantynes More use of Roof space Facilitate the street Library/Art Piazza Meeting from showgrounds for CBD bauild inretailgs area 'Park 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Infrastructure Strategy Infrastructure is a critical part of what Council delivers to the community. It is essential to our District’s economy, businesses and every individual who uses it. As part of this LTP we’ve reviewed our Infrastructure Strategy, which outlines the coming challenges and big decisions associated with our infrastructure. This Strategy covers the big five – Roading and Footpaths, Waste Minimisation, Sewer, Stormwater and Water Supply (together called the Three Waters). Refer to page 17 for our funding approach for the first ten years.

“As a Council we have a duty Key Issues for our Infrastructure to ensure that the District’s The following summarises the key issues facing the big five and how we’re looking infrastructure is well to address these, including some decisions, Standards and Compliance maintained and reliable, and both current and future that might be required. Delivering services provided by Council that our residents can use it infrastructure must meet a multitude of with confidence. standards, rules and consents, like any other industry.

We should all have a say in what Examples include meeting standards for providing safe happens in our district and what we drinking water and meeting conditions for disposal of spend our rates on.” sewerage or for methane gas emissions from Redruth landfill. All of the big five are subject to these standards Paddy O’Reilly Ageing Infrastructure and rules, and they are critically important. They help Pleasant Point – Temuka Ward Councillor Unfortunately, nothing lasts forever! Some of contribute to a healthier environment, safer community our infrastructure is brand new, while some has and resilient infrastructure. been in the ground for decades. Council does not have a choice in meeting the conditions of any consents, and must renew consents Council aims to ensure that assets are replaced at the before they run out, which can often lead to stricter best possible time. We have good information about conditions being applied from legislation, regional many assets and their expected lives. However, many plans, new resource consent conditions and community assets are ageing and will need replacement over the expectations for how these services are delivered. This next 30 years. And sometimes assets fail unexpectedly. means additional cost, such as more people to monitor There are also ‘bulges’ of infrastructure work that need how well we are doing, or to build these assets to a to occur (e.g. a lot of bridges were built in the 1940s higher standard. and 1960s, which means replacement will occur around the same time). This is mainly an issue for Roading and How this will be addressed Footpaths and the Three Waters. • Meeting standards through building new or upgraded infrastructure (e.g. Upgrading water treatment plants How this will be addressed and processes, Landfill gas management) • A continued programme of work to replace ageing • Renewal of existing consents (e.g. wastewater infrastructure to maintain services provided to discharge consent) communities • Meeting new consent conditions • Regular monitoring and condition assessment of infrastructure (e.g. putting cameras down pipes to • Ongoing monitoring of our success in meetings rules determine their condition) or standards

Big decisions needed Big decisions needed • Best strategy for the renewal of the future • Level of expenditure on upgrading key infrastructure bridge renewal ‘bulge’, increasing from Year 10. to meet standards • Renewal of major resource consents

Scan the QR code to go directly to the website for more information 12 on our Infrastructure Strategy 2 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2020/2021 2021/2022 2022/2023Debt Limit2023/2024 1.5 2.12024/2025 2.1 2.12025/2026 2.1 2.12026/2027 2.1 2.1 2.1 2.1 2.1 2027/2028 2028/2029 2029/2030 Net2030/2031 debt to total revenue 1.2 1.2 1.5 1.7 1.8 1.9 2 2 1.9 1.7 1.7 Debt Limit 1.5 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 Net debt to total revenue 1.2 1.2 1.5 1.7 1.8 1.9 2 2 1.9 1.7 1.7

250

250 200

200 150

150 100

100 50 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031

50 0 Debt Limit 1.5 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 1 7 1 Net 2debt to total revenue 1.2 1.2 1.5 1.7 1.8 1.9 2 2 1.9 1.7 1.7 year 1/2022 /2029 ent 02 0 2020/202 2 2022/20232023/20242024/20252025/20262026/20 2027/20282028 2029/20302030/203 1 7 1 2 Curr year 1/2022 /2029Debt Limit Net debt to total revenue ent 02 2020/202 2 2022/20232023/20242024/20252025/20262026/20 2027/20282028 2029/20302030/203 Curr Debt Limit Net debt to total revenue

250

200

2.5 150

2.5 2.0 100

2.0 1.5 50

1.5 1.0 0 1 1 year 1/2022 /2029 ent 02 1.0 0.5 2020/202 2 2022/20232023/20242024/20252025/20262026/20272027/20282028 2029/20302030/203 Curr Debt Limit Net debt to total revenue 0.5 0.0

0.0 Debt Limit Net debt to total revenue

Debt Limit Net debt to total revenue 2.5

100 12% 2.0 90 10% 100 80 12% 1.5 90 70 10% 8% 80 60 1.0 70 50 6% 8% 60 40 0.5 4% 50 30 6%

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30,000 Water supplies Debt Limit wateNetr debt to total revenue 10 Recreation 20,000 & Leisure waste Water supplies water year /2022 /2029 Waste 4/2025 10,000 2 minimisation ent Recreation 2020/2021 2021 2022/20232023/202420 2025/20262026/2027 2027/20282028 2029/2030 2030/2031 storm Curr & Leisure Environmental waste 0 Water Waste Roading & 1 Waste Services 4 supplies minimisation Stormwater Sewer Footpaths minimisation sewer /2022 /2029 Stormwater storm Environmental Recreation Environmental Other Community 2021 2022/2023 2023/202 2024/2025 2025/2026 2026/2027 2027/2028 2028 2029/2030 2030/203 Services & Leisure Services Activities Corporate Support Other Activities roading sewer 80 Stormwater other Sewer rec Other Activities roading 70 Corporate 80 other improve Sewer Roading & rec environ 60 Footpaths 70 Corporate Water supplies additional Community other 50 water improve Roading & Support environ Recreation60 Footpaths Corpor& Leisure ate 40 waste additional Community other Waste50 Support minimisation 30 storm CommunitEnvironment40 al y Corporate Services 20 30 sewer Community Stormwater 10 Other20 Activities roading 0 80 Sewer10 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 other rec 70 Corporat0e improve Roading2020/2021 & 2021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/2029en2029/2030vir2030/2031on 60 Footpaths additional Community other 50 Support Corporate 40 80 30 other 80 Community 5 70 20 other 80 Keeping the Big70 working other improve 10 60 Roading and Footpaths, Waste Minimisation,80 Sewer, Stormwater improve 70 60 other 50 additional70 0 and Waterimpr Supplyove (together called the Three Waters) 2020/20212021/20222022/20232023/20242024/2022025/2026additional2026/202752027/20282028/20292029/20302030/2031 60 50 improve 40 additional 60 50 40 30 50 additional 40 30 20 40 30 20 10 80 30 Meeting the impact of growth Matching community expectations 20 10 other When planning80 for future infrastructure, we Much of what we are discussing is about 0 70 20 other 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 need to consider how growth might impact. matching community expectations. 10 Climate0 changeimpr andov infrastructuree 70 60 10 Growth can come in many forms, including changes We want smooth and safe roads and footpaths, potable resilience 025 improve 0 year additional in population60 or the number of households, economic water to drink and good facilities. We also want 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 50 ent 0 Climate2020/2021 change2021/20222022/2023 will impact2023/2024 our2024/ 2infrastructure2025/2026 2026/202 72027/2028growth2028/2029 leading2029/2030 to2030/2031 increases in demand for Council certainty that our actions don’t harm the environment Curr 50 additional in a variety of ways. services or growth stemming from particular factors and that ultimately environmental outcomes are 40 025 To meet To improve To replace year (e.g. an increase in heavy traffic). While Timaru District improving. We also want a great place to live, with ent While we don’tadditional know the demand full extent ofthe the le impactvel of service existing assets40 2020/20212021/20222022/20232023/20242024/2 2025/2026 2026/20272027/20282028/20292029/2030 2030/2031 hasn’t experienced the exponential growth of other a healthy economy that promotes good business 30 Curr yet, initial research and work is giving some clear locations (e.g. ), growth has always been opportunities. The challenge faced by Council is To meet To improve indications.To repl Effectsace could include the need to better 30 20 additional demand the level of service existing assets fairly steady, and we need to ensure we respond and how to meet all these expectations and ensure our protect key infrastructure from coastal inundation and prepare where20 needed. infrastructure is up to speed, all within a reasonable and sea level rise, building better water treatment capacity 10 affordable cost. or approaches to mitigate the risk of flooding exposing Particular growth10 pressures are being experienced in 0 closed landfills. We will likely have to respond in three certain areas such as roading, with increased pressure A lot of this is business as usual, replacing and 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031ways – improve the resilience of our existing key assets, from heavy traffic0 (i.e. trucks and farm machinery on upgrading assets as needed. Sometimes, projects consider new ways of addressing issues and meet our the roads). Increases in landfill waste have stemmed require a significant investment over an extended 025 broader climate change obligations. from strong districtye areconomic growth and increased timeframe, such as that promoted through the City ent recycling contamination2020/20212021/2022 through2022/20232023/2024 the COVID-192024/2 2025/2026 period.2026/202 72027/2028Hub. 2028/20292029/2030 2030/2031 How this will be addressed Curr While there is plenty of water available now, we need 70 To meet To improve To replace • Ongoing research and risk assessment, depending on How this will be addressed Waste Minimisation to maximise its availabilityadditional to demand meet future demandthe level andof service existing assets the level of Council investment Ongoing renewal and upgrading programme for 60 address the potential effects of climate change. • 70 Roads • Improving the capacity of existing services provided infrastructure Waste Minimisation through existing infrastructure (e.g. better water How this will be addressed • Increases in footpath maintenance 50 treatment of turbid (ie silt-laden) water • Increasing level of investment on infrastructure 60 Storm water • City Hub Strategy implementation Roads • Use of technology and new solutions where growth pressures are occurring or emerging (e.g. increased expenditure on strengthening and Big decisions needed 40 • Installation of new technology to meet climate 50 Sewerage resurfacing roads and bridge replacements) • Level of City Hub investment and Council role Storm water change obligations (e.g. landfill gas management) 30 • Implementing measures to manage demand (e.g. 40 Water Big decisions needed water metering) 20 Sewerage • Level of investment in climate change • Increasing investment in water treatment for urban 30 70 • Closed landfills strategy Timaru to enable any water quantity or quality issues 10 Water Waste Minimisation are addressed 20 60 • Monitoring growth needs and pressure points Roads 0 70,000 Big decisions needed 10 2022202320242025202620272028202920302031203620412046502051 Storm water • Ongoing level of investment to address growth issues • Replacement for Redruth Landfill (depending on 0 40 70,000 60,000 20222023202420252026202720282029203020312036204120462051 Sewerage remaining landfill life between 2041-46) at an 30 estimated cost of $55M) • Approaches to improving our water resilience (e.g. 60,000 50,000 Water 20 water metering, water treatment upgrades)

10 50,000 40,000 Planned Capital expenditure (100%) $,000 0 The Infrastructure Strategy includes more 70,000 2022202340,000202420252026202720282029203020312036204130,00020462051 detail on the big five, the challenges they face and potential future solutions. 60,000 30,000 20,000 5 Over the next thirty years, we anticipate spending over $1.529B on projects like 50,000 20,000 10,000 5 4 those listed above. 40,000 The graph gives an overview of this 10,000 0 expenditure on the big five over the next 4 1 3 2 30,000 e. e. e e. 30 years.

0 2021/202 2022/2023 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 2 1 e 3 2 e. e. e. 20,000 2031/2036 Av 2041/2046 Av 5 2036/2041 Av 2046/2051 Av

2021/202 2022/2023 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 2 1 2031/2036 2036/2041Av Av2041/2046 Av2046/2051 Av 10,000 4 Water Sewer Storm Water Roads Waste Minimisation

1 0 0 3 Water Sewer Storm Water Roads Waste Minimisation 2 1 e. e. e e.

0 2021/202 2022/2023 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 13 2 2031/2036 2036/2041Av Av2041/2046 Av2046/2051 Av

1 Water Sewer Storm Water Roads Waste Minimisation

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5

5 4

4 3

5 3 2

4

2 1

3

1 0 Commercial/ Primary Residential Residential/ 2 Industrial/ Multi-Unit Recreation/ Accommodation Community Services 0 Commercial/ Primary Residential Residential/ 1 Industrial/ Multi-Unit Recreation/ Accommodation Community Services

Differential (Current) Differential (Proposed) 0 Commercial/ Primary Residential Residential/ Industrial/ Multi-Unit Recreation/ Differential (Current) Differential (Proposed) Accommodation Community Services

Differential (Current) Differential (Proposed) KEY PROJECTS What’s ahead? 2021-2031 A summary of some of the key projects we have planned over the next 10 years. You can find more detail in the LTP Supporting Information at thrivingtogether.co.nz

KEY PROJECTS 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

Timaru Airport • $1.72M • • • • • • • • Terminal Upgrade

Timaru Airport $3.10M • • • • • • • • • Runway Resurfacing

Timaru Airport $700K • • • • • • • • • Apron Expansion

Timaru Airport • • • $4.4M • • • • Runway Extension

Timaru Cemetery New Site • $4.2M • • • • • • (purchase and development)

Clyde Street Social Housing • • $780K • • • • • • • Re-roof and Reclad

District libraries New shelving and $410K • • • • • • • • self-checkout upgrade

Aigantighe Art Gallery $3.1M • • • • • • • House EQ strengthening

Aigantighe Art Gallery • • • $9.9M • • Extension Rebuild

South Canterbury Museum • • • $540K • • • • • • Upgrade of Perth St Museum following completion of Heritage Facility

Theatre Royal and Heritage Facility $23.9M • • • • • • Development and other Caroline Bay Bleachers $2.69M • $364K • • • • community facilities

Cbay • • • $865K • • • • • • Additional Programme Pool

Aorangi Park and Stadium • • $23.4M • • • • Master Plan Stage 1

Highfield Recreation Area $3.7M Development

CPlay • $510K • • • • • • • • Council Contribution

City Hub $31.9M Strategy

Roading $51.1M Improvement Works

Roading $94.2M Reseals Programme

Sewer $15.5M Network renewals and upgrades

Sewer Talbot St Geraldine • $1M • • • • • • • • Sewer Siphon upgrade

Timaru Stormwater $11.8M Reticulation and Plant Renewals and Upgrades

Waste Minimisation $24.4M Landfill Cells Development

Seadown Water Supplies $6M Water scheme upgrades and renewals

Urban water supplies • • • $17.95M • • • • Water Metering

Water Supplies $20.7M • • • • Claremont Water Plant and Electrical renewal and upgrade: including microfiltration treatment process

Note: As outlined on page 22 of this document, it is assumed Council will achieve 90% of its planned annual capital works programme in any 12 month period and across the ten year LTP. The 14 above diagram shows selected projects, their full cost and expected years of delivery. External risks associated with the work programme such as consenting, stakeholder engagement or design issues and construction sector capacity may impact those key projects and therefore, the timing for delivery may expand beyond the planned timeframe. Timaru Airport “Council has planned an Things are taking off at the airport, ambitious capital work $ so we have budgeted 3.1M to programme over the resurface the airport runway in Year One, and another $4.4M in next ten years. Years 4-6 to extend the runway to This investment is in core accommodate larger planes infrastructure renewals, like water and sewer pipes, roading, footpaths, landfills, and some of our key community facilities. None of this work is going to get any cheaper – now’s the time, let’s get on with it.”

Gavin Oliver Geraldine Ward Councillor

Highfield Recreation Area In 2020 we asked for your thoughts on how this area should be redeveloped – a park, a park and golf course, a park and some residential subdivision. We’re now working through the best options and $3.7M has been budgeted over the next 10 years for this redevelopment

15 Balancing the budget Financial strategy Our Financial Strategy for the 2021-31 LTP This is a step change for our Financial Strategy and will mean an increase in both debt and rates, but in getting the balance right we can achieve our goals of: will leverage our strong financial position • Maintaining long-term financial resilience; to meet the challenges we face over the • Providing high-quality infrastructure and facilities; next ten years, to continue to maintain • Ensuring our services are affordable and meet the wellbeing needs of our current levels of service; enhance our community. community facilities; and regenerate the Timaru CBD.

Thriving Together Debt Council’s Financial Strategy for the next ten years is to Our large capital works programme means that our debt will ensure we have the financial ability to: increase from $120M to $279M across the life of the Plan. • Meet the social, cultural, environmental and As a result, we have to lift our debt limit. This is a change from our previous strategies economic wellbeing needs of our communities, now where our debt limit was set at 150% of revenue, but Council believes lifting the debt and into the future; limit is essential to the delivery of our Plan and to meet our community wellbeing • Maintain current levels of service across the core outcomes. Using our debt wisely also ensures that future users of new and upgraded infrastructure services of roading and footpaths; assets will contribute appropriately. drinking water; stormwater; sewage; and waste % management; 2020/2021 2021/2022While we have2022/2023 a maximum debt2023/2024 level of 280 of2024/2025 operating revenue, 2025/2026 our Strategy sets2026/2027 a limit of normal operating debt at, or below, 210%. These debt limits are supported by • Provide for the future economic2027/2028 wellbeing of2028/2029 our 2029/2030 2030/2031 Council’s strong credit rating. District by ensuring long-termDebt water Limit supply resilience;1.5 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 • Undertake an ambitious capitalNet debt work programmeto total revenue By 1.2limiting our1.2 debt in1.5 this way,1.7 we are 1.8ensuring 1.9that there2 is still capacity2 to1.9 borrow 1.7 1.7 across our community infrastructure to provide high in an unforeseen event (e.g. a significant natural disaster). We also know from our 30- quality, fit-for-purpose community facilities and year Infrastructure Strategy that beyond this LTP there is still significant investment regenerated CBD; required in aging infrastructure, and upgrades and replacements to community facilities (e.g CBay and the Timaru Library). This debt limit will allow headroom for • Ensure Council has the resources to plan effectively the future interests of the Timaru District and give future Councils the ability to make for future environmental, legislative, and societal decisions about what is important to their community. challenges; and • Deliver all of this in a way that is affordable and fair % Net Debt to Total Income to current and future communities. 250

Our Strategy responds to the challenges Council and our District is facing including: 200 • Ageing infrastructure, requiring a large capital renewal programme; • Increasing operating costs for our activities across the 150 board; • Increasing regulatory requirements and community 100 expectations; Scan the QR code • The need to maintain infrastructure and services that are resilient to natural disasters and the impacts of 50 to go directly to climate change; the website for • Uncertainty around the Government’s Three Waters more information Reform Programme; and 0 1 1 on our Financial • A reduced dividend from Council’s shares (held by 2 year 1/2022 /2029 TDHL) in . ent 02 Strategy 2020/20 2 2022/20232023/20242024/20252025/20262026/20272027/20282028 2029/20302030/203 Curr Debt Limit Net debt to total revenue

A step-change For the past two This approach has placed Council in a Aigantighe Art Gallery and Aorangi LTPs Council strong financial position with relatively Park) and meet other additional has taken a low debt. But we also recognise that demands, we need to increase our debt, we have not rated to the full extent and increase our rates revenue. We will conservative, 2.5 Rates business as usual planned for in these previous LTPs. In balance this step change with financial 2020/21, for example, Council decided prudence, and ensure fairness between approach to the to reduce the total amount of rates current and future ratepayers. Financial Strategy. 2.0 collected by $2.99M, recognising the OUR Recognising the risks of delivery of FINANCIAL impact of COVID-19 on our community. large number of complex projects, 1.5 STRATEGY This is where the step change comes Council is making an assumption that Capital in… it will fund and deliver 90% of its spending Borrowings planned capital1.0 work over the life of We recognise that to continue to the plan. meet levels of service we have agreed with our community, to improve our 0.5 community infrastructure (specifically 16 the Theatre Royal and Heritage Hub, 0.0

Debt Limit Net debt to total revenue

100 12%

90 10% 80

70 8% 60

50 6%

40 4% 30

20 2% !-$%$$$!! /0123!45667824! 10 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/2029028/022029/20302029/202020292 2030/20312030/2203030/2 0 !,$%$$$!! 0 /0412!98:8984018;:! 3 4 5 9 1 2 year /2022 /20 !+$%$$$!! 8 41;39/0123! ent 02 2020/20212021 2022/202 2023/202 2024/202 2025/20262026/20272027/20282 2029/20302030/203 Curr !*$%$$$!! Total rates Rates increase % Rates cap 42/23! !)$%$$$!! Rates increase % including growth 3;0<8:=!>!?;;1601@4! !($%$$$!!

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!&$%$$$!! <84138A1!670::8:=!>! 2:B83;:92:107!423B8A24! !#$%$$$!! A;36;3012!0A18B81824! 100 !"!!!! 90 &$&$.&$&#!&$&#.&$&&!&$&&.&$&'!&$&'.&$&(!&$&(.&$&)!&$&).&$&*!&$&*.&$&+!&$&+.&$&,!&$&,.&$&-!&$&-.&$'$! A;995:81C!4566;31! 80 70 60 50 40 8080 water 30 7070 20 waste 6060 10 50 storm 0 50 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/2031 4040 sewer Total Rates 3030 roading 2020 rec 1010 environ 00 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 other 2.5 Corporate 2.0 Community 80 1.5 70

60 80,000 1.0 50 70,000

0.5 40 60,000

30 50,000 0.0 20 40,000

30,000 Debt Limit Net debt to total revenue 10 20,000

year /2022 /2029 4/2025 10,000 2 ent 2020/2021 2021 2022/20232023/202420 2025/20262026/2027 2027/20282028 2029/2030 2030/2031 Curr 0 Water Waste Roading & 3 4 1 supplies minimisation Stormwater Sewer Footpaths /2022 /2029

Recreation Environmental Other Community 2021 2022/202 2023/202 2024/2025 2025/2026 2026/2027 2027/2028 2028 2029/2030 2030/203 & Leisure Services Activities Corporate Support

Water supplies water Recreation & Leisure waste Waste minimisation storm Environmental Services sewer Stormwater

Other Activities roading 80 Sewer other rec 70 Corporate improve Roading & environ 60 Footpaths additional Community other 50 Support Corporate 40 30 Community 20 10 0 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031

80 other 80 70 other improve 70 60 improve 60 50 additional 50 additional 40 40 30 30 20 20 10 10 0 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 0

year 2025 ent 2020/20212021/20222022/20232023/20242024/ 2025/2026 2026/20272027/20282028/20292029/2030 2030/2031 Curr To meet To improve To replace additional demand the level of service existing assets

70 Waste Minimisation 60 Roads 50 Storm water 40 Sewerage 30 Water 20 10

0 70,000 20222023202420252026202720282029203020312036204120462051

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0 3 2 3 1 e. e. e e.

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1 Water Sewer Storm Water Roads Waste Minimisation

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1

0 Commercial/ Primary Residential Residential/ Industrial/ Multi-Unit Recreation/ Accommodation Community Services

Differential (Current) Differential (Proposed) 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2020/2021 Debt2021/2022 Limit 1.52022/2023 2.1 2.12023/2024 2.1 2.12024/2025 2.1 2.12025/2026 2.1 2.12026/2027 2.1 2.1 2027/2028 2028/2029 2029/2030 2030/2031 2020/2021 2021/2022 2022/2023Net debt to total2023/2024 revenue 2024/20251.2 1.2 2025/20261.5 1.7 2026/20271.8 1.9 2 2 1.9 1.7 1.7 Debt Limit 1.5 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2027/2028 2028/2029 2029/2030 2030/2031 Net debt to total revenue 1.2 1.2 1.5 1.7 1.8 1.9 2 2 1.9 1.7 1.7 Debt Limit 1.5 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 Net debt to total revenue 1.2 1.2 1.5 1.7 1.8 1.9 2 2 1.9 1.7 1.7 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 Debt Limit 1.5 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 250 Net debt to total revenue 1.2 1.2 1.5 1.7 1.8 1.9 2 2 1.9 1.7 1.7

250 200 250 200 150 2020/2021 2021/2022 2002022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031150 100 250 Debt Limit 1.5 2.1 2.1 1502.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 Net debt to total revenue 1.2 1.2 1.5 1.7100 1.8 1.9 2 2 1.9 1.7 1.7 50 200 100 50 0 150 1 7 1 50 2 ar 202 0 ye 1/2022 /2029 1 ent 02 7 1 2 2020/20 2 2022/20232023/20242024/20252025/20262026/ 2027/20282028 2029/20302030/203 100 Curr 202 0 year 1/2022 /2029 1 ent 02 7 1 250 2020/20 2 2022/20232023/20242024/202Debt52025/2026 Limit2026/ 2027/2028Net2028 debt to2029/2030 total rev2030/20enu3e Curr 202 year 1/2022 /2029 50 ent 02 2020/202 2 2022/20232023/20242024/202Debt52025/2026 Limit2026/ 2027/2028Net debt2028 to 2029/2030total rev2030/20enue3 Curr 200 Debt Limit Net debt to total revenue 0 1 7 1 3 202 20 150 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 year 1/2022 /2029 ent 02 2027/2028 2028/2029 2029/2030 2030/2031 2020/202 2 2022/20232023/20242024/20252025/20262026/ 2027/20282028 2029/20302030/ Curr Debt Limit 1.5 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 Debt Limit Net debt to total revenue 100 Net debt to total revenue2.5 1.2 1.2 1.5 1.7 1.8 1.9 2 2 1.9 1.7 1.7 2.5 50 2.0 2.5 2.0 0 1.5 12.0 7 1 202 year 1/2022 1.5 /2029 02 ent 2 2022/2023 2026/ 2027/2028 2020/202 2023/20242024/20252025/2026 1.02028 2502029/20302030/203 2.5 Curr 1.5 Debt Limit Net1.0 debt to total revenue 0.5 200 2.0 1.0 0.5 0.0 150 1.5 0.5 0.0 1.0 100 Debt Limit 0.0 Net debt to total revenue 2.5 Debt Limit Net debt to total revenue 0.5 Debt Limit Net debt50 to total revenue 2.0 0.0 100 0 12% 1 1 1.5 90 100 year 1/2022 12% /2029 ent 02 10% 80 2020/202 2 2022/20232023/20242024/20252025/20262026/20272027/20282028 2029/20302030/203 Debt Limit Net debt to total revenue 100 90 Curr 12% 1.0 70 Debt Limit Net debt to total revenu10%e 90 80 8% 60 70 10% 80 8% 0.5 50 6% 70 60 40 8% 100 12% 50 6% 60 4% 0.0 30 90 40 50 6% 10% 20 80 4% 2% 40 30 !-$%$$$!! /0123!45667824! 10 2020/20212021/20222022/20232023/20242024/20252025/20262026/202770 2027/20282028/2029028/022029/20302029/202020292 2030/20312030/2203030/2 Debt Limit 20 Net debt to total2.5 revenue 4% 8% 30 2% /0123!45667824! 0 !-$%$$$!!60 !,$%$$$!! /0412!98:8984018;:! 10 0 3 4 5 9 1 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/2029028/022029/20302029/202020292 2030/20312030/2203030/2 20 2 2% !-$%$$$!! 50 6% /0123!45667824! 2.0year /2022 0/20 !,$%$$$!! !+$%$$$!! /0412!98:8984018;:! 10 0 8 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/2029028/022029/20302029/202020292 2030/20312030/2203030/2 41;39/0123! 3 ent4 5 9 1 02 2020/20212021 2022/202 2023/202 2024/202 2025/20262 2026/20272027/20282 2029/20302030/203 40 Curr !,$%$$$!! year /2022 /200 !+$%$$$!! !*$%$$$!! /0412!98:8984018;:! 0 8 4% 41;39/0123! 3 ent4 5 9 Ra1tes02 increase % 30 42/23! 100 2020/20212021 2022/202 2023/202 2024/2021.5Total2025/2026 ra2tes 2026/20272027/202812% 2 2029/20302030/20Ra3 tes cap year /2022 Curr /20 !+$%$$$!! !*$%$$$!! !)$%$$$!! 8 20 41;39/0123! ent 02 90 2020/20212021 2022/202 2023/202 2024/202 2025/20262026/20272027/2028Rates increase 2030/20% incl3uding growth 2% 42/23! /0123!45667824! Total rates Rates2 increase2029/2030 % Rates cap 3;0<8:=!>!?;;1601@4! !-$%$$$!! Curr 10% !*$%$$$!! 10 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/2029028/022029/20302029/202020292 2030/20312030/2203030/2 80 1.0 !)$%$$$!! !($%$$$!! Total rates RateRas incrtes easeincrease % % inclRaudingtes ca grpowth 42/23! 0 3;0<8:=!>!?;;1601@4! !,$%$$$!! /0412!98:8984018;:! !)$%$$$!! 0 32A32018;:!>!7284532! 70 !($%$$$!! 3 !'$%$$$!!4 5 9 1 Rates increase % including growth 8% 2 year /2022 /20 3;0<8:=!>!?;;1601@4! !+$%$$$!! 60 0.5 8 32A32018;:!>!7284532! 41;39/0123! !($%$$$!! !'$%$$$!!ent !&$%$$$!! 02 2020/20212021 2022/202 2023/202 2024/202 2025/20262026/20272027/20282 2029/20302030/203 <84138A1!670::8:=!>! 50 6% Curr 2:B83;:92:107!423B8A24! !*$%$$$!! 32A32018;:!>!7284532! !'$%$$$!! !&$%$$$!! !#$%$$$!! <84138A1!670::8:=!>! 42/23! 40 0.0 Total rates Rates increase % Rates cap A;36;3012!0A18B81824! 100 2:B83;:92:107!423B8A24! !)$%$$$!! 4% 30 !&$%$$$!! !#$%$$$!! Rates increase % incl!"!!!!uding growth <84138A1!670::8:=!>! 90 2:B83;:92:107!423B8A24! A;36;3012!0A18B81824! 3;0<8:=!>!?;;1601@4! 100 &$&$.&$&#!&$&#.&$&&!&$&&.&$&'!&$&'.&$&(!&$&(.&$&)!&$&).&$&*!&$&*.&$&+!&$&+.&$&,!&$&,.&$&-!&$&-.&$'$! A;995:81C!4566;31! !($%$$$!! 20 Debt Limit !#$%$$$!! 80 2% Net debt to total revenue !-$%$$$!! !"!!!! /0123!45667824!A;36;3012!0A18B81824! 10 100 90 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/2029028/022029/20302029/202020292 2030/20312030/2203030/2 &$&$.&$&#!&$&#.&$&&!&$&&.&$&'!&$&'.&$&(!&$&(.&$&)!&$&).&$&*!&$&*.&$&+!&$&+.&$&,!&$&,.&$&-!&$&-.&$'$! A;995:81C!4566;31! !'$%$$$!! 32A32018;:!>!7284532! 70 !"!!!! 80 0 !,$%$$$!! 0 90 &$&$.&$&#!&$&#.&$&&!&$&&.&$&'!&$&'.&$&(!&$&(.&$&)!&$&).&$&*!&$&*.&$&+!&$&+.&$&,!&$&,.&$&-!&$&-.&$'$!/0412!98:8984018;:!A;995:81C!4566;31! 3 4 5 9 1 !&$%$$$!! <84138A1!670::8:=!>! 60 2 80 70 2:B83;:92:107!423B8A24! year /2022 /20 !+$%$$$!! 50 8 41;39/0123! ent 60 02 !#$%$$$!! 2020/2021202170 2022/202 2023/202 2024/202 2025/20262026/20272027/20282 2029/20302030/203 A;36;3012!0A18B81824! Curr 40 100 12% 8080 !*$%$$$!! 100 50 To60tal rates Rates increase % Rates cap water 42/23! !"!!!! 30 90 90 80 7070 !)$%$$$!! &$&$.&$&#!&$&#.&$&&!&$&&.&$&'!&$&'.&$&(!&$&(.&$&)!&$&).&$&*!&$&*.&$&+!&$&+.&$&,!&$&,.&$&-!&$&-.&$'$! A;995:81C!4566;31! 50 40 80 10% Rates increase % including growth 20 80 80 water waste 30 3;0<8:=!>!?;;1601@4! 40 8080 7070 6060 !($%$$$!! 10 70 70water 20 8% waste 30 70 60 50 storm 32A32018;:!>!7284532! 0 60 70 60 50 !'$%$$$!! 60 20 10 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/2031 waste 50 60 6% 40 50 storm 60 5050 40 !&$%$$$!! sewer 10 0 <84138A1!670::8:=!>! 2020/20212021/20222022/20232023/20242024/2025402025/20262026/20272027/20282028/20292029/20302030/20315050 40 3030 40storm 2:B83;:92:107!423B8A24!8080 0 Total Rates 40 4% !#$%$$$!! sewer roading water 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/202930 2029/20302030/2031 30 A;36;3012!0A18B81824! 70 100 4040 3030 2020 sewer 70 Total Rates 20 !"!!!! 20 roading waste 2% !-$%$$$!! rec /0123!45667824! 90 30 10 &$&$.&$&#!&$&#.&$&&!&$&&.&$&'!&$&'.&$&(!&$&(.&$&)!&$&).&$&*!&$&*.&$&+!&$&+.&$&,!&$&,.&$&-!&$&-.&$'$! A;995:81C!4566;31! 6060 Total Rates 10 30 2020 10 2020/20212021/20222022/20232023/20242024/20252025/202610roading2026/20272027/20282028/2029028/022029/20302029/202020292 2030/20312030/2203030/2 80 rec 0 !,$%$$$!! environ 5050 storm 0 2020 1010 00 0 /0412!98:8984018;:! 70 3 4 5 9 1 2 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282020/2021re2028/2029c2021/20222029/20302022/20232030/20312023/2024en2024/2025viron2025/20262026/20272027/20282028/20292029/20302030/2031 year /2022 /20 !+$%$$$!! other 4040 sewer 60 1010 8 00 41;39/0123! ent 02 2.5 2020/20212021 2022/202 2023/202 2024/202 2025/20262026/20272027/20282 2029/20302020/20212030/2032021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 Curr environ 30 50 00 Total Raothertes !*$%$$$!! Corporate 30 roading 2.5 Total rates Rates increase % 2020/2021Ra2021/2022tes cap2022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 42/23! 40 8080 other 2020 2.0 water Corpor!)$%$$$!!ate Community rec 30 2.5 Rates increase % including growth 7070 80 10 3;0<8:=!>!?;;1601@4! 2.0 Corporate !($%$$$!! 10 20 waste Community 1.5 environ 6060 80 70 00 32A32018;:!>!7284532! 10 2.0 Community !'$%$$$!! 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 1.5 50 storm other 0 50 80 70 60 80,000 1.0 2.5 !&$%$$$!! <84138A1!670::8:=!>! 2020/20212021/20222022/20231.5 2023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/2031 2:B83;:92:107!423B8A24! 4040 70 60 50 sewer 80,000 70,000 Corporate !#$%$$$!! 1.0 A;36;3012!0A18B81824! 30 60,000 Total Rates 0.5100 30 60 50 40 roading80,0002.0 70,000 1.0 !"!!!! Community 90 80 A;995:81C!4566;31! 0.5 2020 50 40 30 70,000 60,000 &$&$.&$&#!50,000&$&#.&$&&!&$&&.&$&'!&$&'.&$&(!&$&(.&$&)!&$&).&$&*!&$&*.&$&+!&$&+.&$&,!&$&,.&$&-!&$&-.&$'$! rec 1.5 0.080 70 0.5 1010 40 30 20 60,000 50,000 40,000 70 0.0 environ 80,000 00 50,000 40,000 30,000 60 60 Debt Limit 2020/2021Net2021/2022 debt302022/2023 to total2023/2024 2024/202revenue202025/20262026/202752027/20282028/202910 2029/20302030/2031 1.0 0.0 other 50 70,000 50 20 40,000 30,000 20,000 2.5 Debt Limit 10 Net debt to total revenue 60,000 40 8080year /2022 0.5 /2029 40 4/2025 Corpor30,000ate 20,000 10,000 10 2 ent water Debt Limit Net30 debt to total revenue 2020/2021 2021 2022/20232023/202420 2025/20262026/2027 2027/20282028 2029/2030 2030/2031 Curr 70 30 50,000 2.0 year /2022 70 /2029 4/2025 20,000 10,000 0 Wa2 ter Waste Community ent Capital Spending 0.0 Roading & 3 4 1 202020/2021 2021/2022 2022/2023 2023/2024 2024/20252020/2021 2025/20262021 2022/2023 2023/2022026/2027420 2025/20262026/2027 2027/20282028 St2029/2030ormwat2030/2031er waste 80 supplie60 s minimisation Sewer Footpaths 40,000 year /2022 Curr 60 /2029 /2022 20/2029 4/2025 10,000 0 2027/202810 2028/2029 2029/2030 2030/2031 2 Council has planned a capital works programme of $566 million over the ent Water Waste Roading & 3 4 1 1.5 2020/2021 2021 2022/20232023/202420 2025/20262026/2027 2027/2028Recreation2028 2029/2030Envir2030/2031onmental Other Community 2021 2022/202 2023/202 2024/2025 2025/2026 2026/2027 2027/2028 2028 2029/2030 2030/203 70 supplies minimisation Stormwater Sewer storm 30,000 Debt Limit 1.5 2.1 2.1 2.1 2.1 2.1Curr 2.1 2.1 2.1 2.1 2.1 &5050 Leisure FootpathsCorporate 10 0 next ten years.Services Activities 0 DebtSuppor Limitt /2022 /2029 Net debt to total revenue 1.2 1.2 1.5 1.7 Wa1.8te r 1.9 Wa2 ste 2 1.9 1.7 1.7 Roading & 3 4 Net debt to total revenue1 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/2031Recreation Environmental Other 2021 2022/202 2023/202 2024/2025 2025/2026 2026/2027 2027/2028 2028 2030/203 60 supplies minimisation Stormwater 4040AllSe projectwer costsFo shownotpaths within80,000 this documentCommunit arey the full estimated projects cost, including inflation.sewer 2029/2030 20,000 1.0 & Leisure Services Activities Corporate Support /2022 /2029 Recreation Environmental Other This is a significant increase on prior LTPs. The2021 majority2022/202 of this2023/202 investment2024/2025 2025/2026is in core2026/2027 infrastructure2027/2028 2028 2029/2030 2030/203 Community 70,000 year /2022 /2029 50 30 4/2025 10,000 & Leisure Services Activities 30Corporate Support 2 Total Rates roading ent Balancing the budget renewals and upgrades, like water and sewer pipes, roads and footpaths, and our landfill, and will 2020/2021 2021 2022/20232023/202420 2025/20262026/2027 2027/2028 2028 2029/2030 2030/2031 0.5 40 2020ensure Council can continue to60,000 maintain and improve our levels of service, based on its Activity Curr 0 Management Plans rec Water Waste Roading & 3 4 1 supplies minimisation Stormwater Sewer Footpaths 30 1010 50,000 /2022 /2029 The financialWa tbalancinger supplies act Councilwa alsote rrecognises how important our community facilities, like the Aigantighe Art Gallery, the 0.0 Recreation Environmental Other Community 2021 2022/202 2023/202 2024/2025 2025/2026 2026/2027 2027/2028 2028 2029/2030 2030/203 250 Recreation environ 20 Theatre0 Royal and South Canterbury40,000 Museum, and Aorangi Stadium, are to supporting community & Leisure Services Activities Corporate Support Water supplieWes need to &ensure Leisure that operational costs – fromwa payingter 0 2020/2021wellbeing.wa2021/2022st This2022/2023e Strategy2023/2024 2024/202enables2025/2026 Council2026/2027 to5 fund2027/2028 the2028/2029 upgrades2029/2030 and2030/2031 development of these facilities Recreation Waste 30,000 other 200the power bill,10 to paying our staff – are covered by over the next ten years, and enhance the lifestyles of our communities. The graph below shows how Debt Limit Net Wadebtter supplie to stotal2.5 revenue& Leisure minimisation water operational revenue, such as rates, fees and charges.waste our Plannedstorm capital expenditure (100%) across our groups of activities. Recreation Waste Environmental 20,000 Corporate & Leisure minimisation Services waste 150This is called a ‘Balanced Budget’. If we can’t achieve this, west haveorm to Planned Capital Work Programme (100%) by Group of Activities Waste year /2022 /2029 sewer 2.0 Environmental 4/2025 10,000 minimisation borrow to coverSt theseormwat costs.er This means that current2 ratepayers are not $ Mill Services ent 2021 Community paying the full share,2020/2021 and future2022/2023 ratepayers2023/202 will420 have 2025/2026to meet2026/202 those7 2027/2028 costs,2028 2029/2030 2030/2031 Curr storm 80 Environmental 100 sewer 0 Water supplies Stormwater Other Activities roading water Services and the interest. We don’tWate believer thisWa is fair,ste prudent, or sustainable. Roading & 3 4 1 1.5 supplies minimisation Stormwater Sewer Footpaths 80 Recreation Sewer sewer 70 /2022 /2029 other Stormwater Other ActivitieTheses everyday operating costs are increasing due to a rangeroading of factors rec & Leisure waste 50 Recreation Environmental Other 2021 2022/202 2023/202 2024/2025 2025/2026 2026/2027 2027/2028 2028 2030/203 including: Community 80 70 Waste 2029/2030 Corporate& Leisure Services Activities Corporat60e Support 80,000 other Other Activitie1.0s Sewer roading minimisation improve • Increasing staffRoading costs & to meet the evolving demands of localrec environ storm 80 70 60 Environmental 0 Footpaths 50 70,000 Sewer Corporate government; Services other 1 1 improve 2 rec additional Roading & environ 50 • Increasing/202 2theCommunit amounty we fund to replace our infrastructure/2029 assets, like other 70 60 sewer Corporate 0.5 Footpaths year 1 40 Stormw60,000ater ent 02 Support roads2 and water2022/2023 networks2023/20242024/202 (also52025/2026 referred2026/202 7to2027/2028 as funding depreciation);2030/203 improve 2020/20 2028 2029/2030 additional Roading & Community Currand environ 60 50 40 Footpaths other 30 Corporate Other50,000 Activities roading Support Debt Limit Net debt to total revenue 0.0 • Increased operating expenses due to inflation, the cost of carbon additional 80 Community other 50 40 30 other Water supplies credits, and higher compliancewa standardster in areas like waterCorpor and sewer.at e 20 Sewe40,000r Support Community rec 70 Recreation 20 Throughout the life of this plan, Council will continue to look for ways to 40 30 Corpor30,000ate & Leisure Corporate 10 improve Debtcontrol Limit expenditure and ensureNetwa debt efficiencyste to totalacross allrevenue our services.Community Roading & environ 60 Waste 30 20 10 Footpaths minimisation Community 20,000 additional storm Community 50 Environmental 20 0 other year /2022 10 /2029 4/2025 Suppor10,000t Services 2 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 ent 2.5Growth and Land Use Changes 2020/2021 2021 2022/20232023/202420 2025/20262026/2027 2027/20282028 2029/2030 2030/2031 40 sewer Curr 10 0 Corporate Stormwater Population and household growth in the Timaru District 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20290 2029/20302030/2031 Water Waste Roading & 3 4 1 30 supplies 0minimisation Stormwater Sewer Footpaths Other Activities 2.0is relatively steady. roading 90% Delivery Assumption /2022 /2029Community 80 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 The plannedRecreation capital Enworkvironment programmeal isOthe anr ambitious work programme.Communit A criticaly element to help2021 2022/202 2023/202 2024/2025 2025/2026 2026/2027 2027/2028 2028 2029/2030 2030/203 20 Sewer We are projecting a 0.7% annual population growth and an increase of & Leisure Services Activities Corporate other rec deliver this programme is the change in our delivery model. The ‘headSuppor start’t project initiative is 1.52,267 households over the next ten years. We have factored the rates 70 10 Corporate a change from the ‘do it all in one year’ as has been past practice. For example, we are awarding contribution of this growth into our forecast rates increases. improve Roading & 80 environ construction work contracts over multiple years and designing projects and awarding construction 60other 0 Footpaths 1.0 work contracts in the previous financial year for immediate start 80in the year allocated. 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 80 70 50 additional other Community other Despite this we recognise that risks outside of Council’s control can impact on our ability to deliver Support Rates other improve 80 70 80 70 600.5 some projects,40 regardless of the size of our capital work programme. For example, this includes the other Council has set a rate Corporincrease limitate otherof 10.5% in 2021/22 improve Water supplies improvavailabilitye waof contractors,te80r disruption to supply70 chains, legislative60 change, resource consent delays 70 60 50and 7% in the following years. additional other Recreation and further30 project investigations that expose unknown issues. To reflect those external risks, it improve 0.0 50 additional & LeisureCommunityimprove 70 60 60 50 40While we don’t plan to reach this limit, and are forecasting that the additionalis assumed20 wathat Councilste will deliver and fund 90% of its planned capital works programme in any Waste% 12-month period and over the 10 year plan period (see Page 22). Council believes it is not fair to improve increase will remain at 4.9 from 2022/23 onwards, it does allow some 60 40 additional minimisation additional 50 80 50 40 30flexibility ifDebt inflation-related Limit costs changeNet acrossdebt theto totallife of revenuethe plan. The rate for morest thanorm it reasonably expects to deliver. Projects planned but not delivered in any one Environmental 10 other 80 year are deferred to50 future years or re-prioritised40 (e.g. where an asset30 like a bridge is going to last additional graph below shows theService totals rate increases and the rate increase limit 70 other 40 30 20 longer or new technology provides a better solution), potentially beyond this LTP period. across the ten years. 0sewer 70 2020/20212021/2022402022/20232023/20242024/202302025/20262026/202752027/20282028/202920 2029/20302030/2031 improve Stormwater The graph below shows how much we expect to spend on replacing60 assets, improving levels of 30 20 10$ Mill improve % Rates service, and meeting additional demand, based on the 90% delivery assumption. As demonstrated 60 Other Activities roading30 20 10 additional 12% 50 20 10 0100 in our Activity Management Plans, our assets are being enhanced over80 the 10-year period, which 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 other 50 additional 90 Sewer enables there levelsc of20 service to be maintained10 at 90% expected delivery.040 10 0 10% 70 80 Corporate ar 025 40 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 10 Capital Expenditure0 Expected Delivery (90%) improve Roading & 30ent ye 0 70 environ 2020/2021602021/20222022/20232023/20242024/2 2025/2026 2026/20272027/20282028/20292029/2030 2030/2031 8% 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031Footpaths $ Mill Curr 025 30 80 60 0 year 20 additional ent 50To meet To improve To replace Community other 80other 2020/20212021/20222022/20232023/20242024/2 2025/2026 2026/20272027/20282028/20292029/2030 2030/2031 50 6% 025 additional demand the level of service existing assets 20 70 Support year Curr other ent To meet 10 To improve To replace 40 70 2020/20212021/20222022/20232023/20242024/2 2025/2026 2026/20272027/2028402028/20292029/2030 2030/2031 improve CorporCurrate additional demand the level of service existing assets 10 60 4% 30 To meet To improve 030To replace improve 60 additional demand the level of service2020/2021existing2021/2022 assets2022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 0 20 additional Community 50 2% 5 20!-$%$$$!! /0123!45667824! 10 50 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/2029028/022029/20302029/202020292 2030/20312030/2203030/2 additional ear ent y 40 0 !,$%$$$!! 2020/20212021/20222022/20232023/20242024/202 2025/2026 2026/20272027/2028 2030/2031 0 10 /0412!98:8984018;:! 2028/20292029/2030 3 4 5 9 1 40 Curr 2 30 year /2022 /20 !+$%$$$!! To meet To improve To replace 8 41;39/0123! ent 02 0 additional demand the level of service existing assets 2020/20212021 2022/202 2023/202 2024/202 2026/20272027/2028 30 2025/2026 2 2029/20302030/203 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 20 Curr !*$%$$$!! 70 Total rates Rates increase % Rates cap 20 42/23! 10 Waste Minimisation !)$%$$$!! Rates increase % including growth 10 3;0<8:=!>!?;;1601@4! 0 70 60 !($%$$$!! 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/2029The2029/2030 average2030/2031 rates increase for 2021/22 is higher than in previous years,W aste MinimisationRoads 70 0 32A32018;:!>!7284532! 60 50and also in the later years of the plan, and this reflectsWaste theMinimisation step-change !'$%$$$!! in our Financial Strategy and Long Term Plan. We recognise that we Roads Storm water 025 60 year !&$%$$$!! <84138A1!670::8:=!>! 50 need80 to fully fund our operating costs if Council is to continue to deliver ent 2021/2022 40 Roads 2020/2021 2022/20232023/20242024/2 2025/2026 2026/20272027/20282028/20292029/2030 2030/2031 2:B83;:92:107!423B8A24! Curr other 80 our services to a high standard, to maintain and renew our existing coreStorm water Sewerage !#$%$$$!! 50 70 To meet To improve To replace otherA;36;3012!0A18B81824! 40 30100infrastructure, and to invest in our community facilities. Storm water However, the emergenceadditionalimpr of demand somethingove likethe C ovidlevel of-19 service has taughtexisting us 70that assets70 the best laid plans can Sewerage Water !"!!!! Waste Minimisation 40 90These60 rates increases also form part of the balancing act. If we were to change in an instant. In the event our capital delivery programme is disrupted, we&$&$.&$&#! will continue&$&#.&$&&! &$&&.&$&'!&$&'.&$&(!&$&(.&$&)!&$&).&$&*!&$&*.&$&+!&$&+.&$&,!&$&,.&$&-!&$&-.&$'$! imprA;995:81C!4566;31!ove 30 20 60 80collect50 less rates it would reduce how much we Secanwerage borrow, rememberingWa ter to maintain existing levelsadditional of service. However, there may be circumstances60 where projects need 30 how much we can borrow is a ratio of how much revenue we collect. This to be deferred or re-prioritised. You can read more on the challenge of uncertainty for delivery Roads 20 1070 50 additional would mean that some of the projects we have planned would need to be of our capital work programme on page 22 and in our LTP Assumptions.50 6040 Water 20 deferred, redesigned or not completed. 17 Storm water 10 0 70,000 40 502022302023202420252026202720282029203020312036204120462051 40 10 40 8080 30 Sewerage 0 20 70,000 water 2022202320242025202630 202720282029203020312036204120462051 7070 60,000 30 0 70,000 20 Water 20 10 waste 20222023202420252026202720282029203020312036204120462051 6060 60,000 20 70 10 50,000 10 0 Waste Minimisation 5050 storm 02020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/203160,000 10 60 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/2031 0 Roads 4040 50,000 sewer 40,000 ar 025 0 70,000 50 50,000 3030 2022ent2023 ye 202420252026202720282029203020312036204120462051 Total Rates Storm water 2020/20212021/20222022/20232023/2024roading2024/2 2025/2026 2026/20272027/20282028/20292029/2030 2030/2031 40,000 Curr 2020 30,000 40 To meet To improve To replace 60,000 40,000 rec Sewerage 1010 additional demand the level of service existing assets 30 30,000 20,000 environ Water 00 50,000 5 2020/202130,0002021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 20 20,000 other 5 2.5 10,000 40,000 10 4 20,000 Corporate 5 10,000 2.0 4 70,000 0 0 Community 30,000 202220232024202520262027202820292030203120362041204632051 10,00080 2 1 e. e. e e. 4 1.5 0 70 3 60,000 2 2021/202 1 e. e. e e. 2022/2023 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 20,000 70 2 2041/2046 Av 60 0 Waste Minimisation 5 80,000 2031/2036 2036/2041Av Av 2046/2051 Av 3 2 1 e. e. e e. 1.0 2021/202 2022/2023 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 50,000 70,000 2 60 50 2031/2036 2036/2041Av Av2041/2046 Av2046/2051 Av 10,000 1 2021/202 2022/202Roads3 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 4 Water Sewer 60,000 Storm Water Roads Waste Minimisation 2 0.5 40 2041/2046 Av 50 2031/2036 2036/2041Av Av 2046/2051 Av 1 40,000 Storm water 0 30 Water Sewer Storm Water 50,000Roads Waste Minimisation 0 0.040 3 2 1 e. e. e e. 1 40,000 20 WaSetewerager Sewer Storm Water Roads Waste Minimisation 0 30,000 2021/202 2022/2023 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 30 10 30,000 2 2041/2046 Av 0 Debt Limit Net debt to total revenue Water 2031/2036 2036/2041Av Av 2046/2051 Av 20 20,000 20,000 5 year /2022 /2029 4/2025 1 10,000 2 ent Water Sewer Storm Water Roads Waste Minimisation 10 2020/2021 2021 2022/20232023/202420 2025/20262026/2027 2027/20282028 2029/2030 2030/2031 10,000 Curr 0 4 Water Waste Roading & 3 4 1 0 supplies minimisation Stormwater Sewe70,000r Footpaths 0 20222023202420252026202720282029203020312036204120462051 /2022 /2029 Recreation Environmental Other 2021 2022/202 2023/202 2024/2025 2025/2026 2026/2027 2027/2028 2028 2030/203 0 Community 2029/2030 & Leisure Services Activities Corporate Support 3 2 1 e 60,000 e. e. e.

2021/202 2022/2023 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 2 2041/2046 Av 50,000 2031/2036 2036/2041Av Av 2046/2051 Av

1 Water supplies Water wateSerwer Storm Water 40,000Roads Waste Minimisation Recreation & Leisure 5 waste 0 Waste 30,000 minimisation 5 storm Environmental 4 Services 5 sewer 20,000 5 Stormwater 4 3 Other Activities roading 4 10,000 80 4 Sewer other 3 rec 70 2 Corporate 5 3 0 improve Roading & environ 60 3 2 1 e. e. e e. 2 Footpaths additional 1 Community other 50 4 2 Support 2021/202 2022/2023 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 2 40 2031/2036 2036/2041Av Av2041/2046 Av2046/2051 Av 1 Corporate 0 30 3 1 Commercial/ Primary Residential Residential/ Industrial/1 Multi-Unit Recreation/ Community 0 Accommodation Community Services 20Water Sewer Storm Water Roads Waste Minimisation Commercial/ Primary Residential Residential/ 2 0 Industrial/ Multi-Unit Recreation/ 10 Accommodation Community Services Commercial/ Primary Residential 0Residential/ 5 Industrial/ Multi-Unit Recreation/ 0 Accommodation CommunityDifferential Services (Current) Differential (Proposed) 2020/20212021/20222022/20231 2023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031

4 Differential (Current) Differential (Proposed) 0 Differential (Current) Differential (Proposed) Commercial/ Primary Residential Residential/ Industrial/ Multi-Unit Recreation/ 3 Accommodation Community Services 80 other 80 2 70 other improve 70 Differential (Current) Differential (Proposed) 60 improve 60 1 50 additional 50 additional 40 0 40 Commercial/ Primary Residential Residential/30 Industrial/ Multi-Unit Recreation/ 30 Accommodation Community Services20 20 510 10 Differential (Current) Differential (Proposed) 0 2020/20214 2021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 0

year 2025 ent 2020/20212021/20222022/20232023/20242024/ 2025/2026 2026/20272027/20282028/20292029/2030 2030/2031 3 Curr To meet To improve To replace additional demand the level of service existing assets 2

1

0 Commercial/ Primary Residential Residential/ Industrial/ Multi-Unit Recreation/ 70Accommodation Community Services Waste Minimisation 60 Roads 50 Differential (Current) Differential (Proposed) Storm water 40 Sewerage 30 Water 20 10

0 70,000 20222023202420252026202720282029203020312036204120462051

60,000

50,000

40,000

30,000

20,000 5

10,000 4

0 3 2 1 e. e. e e.

2021/202 2022/2023 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 2 2031/2036 2036/2041Av Av2041/2046 Av2046/2051 Av

1 Water Sewer Storm Water Roads Waste Minimisation

0

5

4

3

2

1

0 Commercial/ Primary Residential Residential/ Industrial/ Multi-Unit Recreation/ Accommodation Community Services

Differential (Current) Differential (Proposed) What’s happening to your rates?

This document is based on an Your 2021/22 rates bill will change based on five factors: overall increase of 10.5% in the amount of money Council collects in rates. This does 1 2 3 4 not mean every property will get that increase. The Land Value The property The services Where you live of your property category you you receive in the district Some will pay more, and how this has belong to (e.g. water supply, (e.g. Timaru, waste minimisation) Geraldine) others less. changed in the (e.g. residential, latest revaluation primary, commercial)

Changes in Council’s budget and how this is funded 5 (including how the 4 factors listed above impact on this)

So what changes are proposed Other rates for rates? Other rates are also proposed to change under the The biggest proposed change is to the plan. General Rate. • Uniform Annual General Charge (UAGC) – this is a flat charge that all ratepayers pay covering This rate is used to fund a lot of services that benefit a bucket of Council Services that benefit the the community generally such as maintaining parks community. Under the Plan this is proposed to and roading. This is charged based on the land value increase to $863. of your property and adjusted through differentials. • Community Services Works and Services rate The overall General Rate is proposed to increase – this will reduce due to the Footpath funding from $17.7M to $21.1M or by about $4.4M, to cover: change, as detailed on page 24 and on our website. • Increased expenditure on Roading – Impact: • Targeted Rates changes – these are specific rates approx. $1.5M applied to particular services (e.g. Water Supply, • A reduction in what we receive from dividends (i.e. Sewer and Waste Minimisation), and apply where Alpine Energy – previously used to subsidise rates) an individual property gets this service. These – Impact: approx. $1M will increase under the Plan for Water Supply, but reduce for Sewer and Waste Minimisation. • A change in how we pay for footpaths expenditure (see our Revenue and Financing Policy change) – Impact: approx. $500,000 • Other increases to the cost of running Council (e.g. minimum wage increases, new positions, increase in carbon credits) or changes to funding of Council Scan the QR code to go directly to services – Impact: approx. $1.4M the website for more information on rates

18 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 Debt Limit 1.5 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 Net debt to total revenue 1.2 1.2 1.5 1.7 1.8 1.9 2 2 1.9 1.7 1.7

250

200

150

100

50

0 1 1 2 year 1/2022 /2029 ent 02 2020/20 2 2022/20232023/20242024/20252025/20262026/20272027/20282028 2029/20302030/203 Curr Debt Limit Net debt to total revenue

2.5

2.0

1.5

1.0

0.5

0.0

Debt Limit Net debt to total revenue

100 12%

90 10% 80

70 8% 60

50 6%

40 4% 30

20 2% !-$%$$$!! /0123!45667824! 10 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/2029028/022029/20302029/202020292 2030/20312030/2203030/2 0 !,$%$$$!! 0 /0412!98:8984018;:! 3 4 5 9 1 2 year /2022 /20 !+$%$$$!! 8 41;39/0123! ent 02 2020/20212021 2022/202 2023/202 2024/202 2025/20262026/20272027/20282 2029/20302030/203 Curr !*$%$$$!! Total rates Rates increase % Rates cap 42/23! !)$%$$$!! Rates increase % including growth 3;0<8:=!>!?;;1601@4! !($%$$$!!

!'$%$$$!! 32A32018;:!>!7284532!

!&$%$$$!! <84138A1!670::8:=!>! 2:B83;:92:107!423B8A24! !#$%$$$!! A;36;3012!0A18B81824! 100 !"!!!! 90 &$&$.&$&#!&$&#.&$&&!&$&&.&$&'!&$&'.&$&(!&$&(.&$&)!&$&).&$&*!&$&*.&$&+!&$&+.&$&,!&$&,.&$&-!&$&-.&$'$! A;995:81C!4566;31! 80 70 60 50 40 8080 water 30 7070 20 waste 6060 10 50 storm 0 50 2020/20212021/20222022/20232023/20242024/20252025/20262026/20272027/20282028/20292029/20302030/2031 4040 sewer Total Rates 3030 roading 2020 rec 1010 environ 00 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 other 2.5 Corporate 2.0 Community 80 1.5 70

60 80,000 1.0 50 70,000

0.5 40 60,000

30 50,000 0.0 20 40,000

30,000 Debt Limit Net debt to total revenue 10 20,000

year /2022 /2029 4/2025 10,000 2 ent 2020/2021 2021 2022/20232023/202420 2025/20262026/2027 2027/20282028 2029/2030 2030/2031 Curr 0 Water Waste Roading & 3 4 1 supplies minimisation Stormwater Sewer Footpaths /2022 /2029

Recreation Environmental Other Community 2021 2022/202 2023/202 2024/2025 2025/2026 2026/2027 2027/2028 2028 2029/2030 2030/203 & Leisure Services Activities Corporate Support

Water supplies water Recreation & Leisure waste Waste minimisation storm Environmental Services sewer Stormwater

Other Activities roading 80 Sewer other rec 70 Corporate improve Roading & environ 60 Footpaths additional Community other 50 Support Corporate 40 30 Community 20 10 0 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031

80 other 80 70 other improve 70 60 improve 60 50 additional 50 additional 40 40 30 30 20 20 10 10 0 2020/20212021/20222022/20232023/20242024/2022025/20262026/202752027/20282028/20292029/20302030/2031 0

025 year ent 2020/20212021/20222022/20232023/20242024/2 2025/2026 2026/20272027/20282028/20292029/2030 2030/2031 Curr To meet To improve To replace additional demand the level of service existing assets

70 Waste Minimisation 60 Roads 50 Storm water 40 Sewerage 30 Water 20 10

0 70,000 20222023202420252026202720282029203020312036204120462051

60,000

50,000

40,000

30,000

20,000 5

10,000 4

0 3 2 1 e. e. e e.

2021/202 2022/2023 2023/20242024/2025 2025/2026 2026/20272027/2028 2028/2029 2029/20302030/203 2 2031/2036 2036/2041Av Av2041/2046 Av2046/2051 Av

1 Water Sewer Storm Water Roads Waste Minimisation

0

What’s happening to your rates?

What are Differentials and how do they impact? Differentials are used to fairly allocate 29.35% For example, under the 2020 revaluation rural 42.45% Commercial/Industrial properties have generally declined in value, while the overall General Rate to different Residential/Recreation/ /Accommodation residential properties have increased in value. property categories. Council’s policy is to Community Services To reflect the current Differential split, Council needs ensure each broad property category (e.g. to adjust the differentials and is proposing to again do residential) pays about the same overall this for this LTP (see the table). proportion of the General Rate every time a property revaluation occurs. The Council Differential Differential % General believes the current split of the General (Current) (Proposed) rate Pie rate ‘pie’ is fair (see the pie graph). Commercial/ 4.00 4.35 29.35% Industrial/ Every three years, district properties are revalued by Accommodation Quotable Value NZ. Depending on the overall results Primary 0.50 0.67 26.81% of the District revaluation this can affect how much a Residential 2.00 1.93 1.39% property will pay towards the General Rate. Multi-Unit While each individual property will be different, the Residential/ 1.00 1.00 42.45% Recreation/ three yearly revaluation has meant changes in the % % 1.39 26.81 Community overall value of property categories (e.g. residential). Residential Multi-unit Primary Services 5 So how does all this impact your rates? Rates are complex, and every ratepayer is different. Due to the factors listed above, it is difficult to make a meaningful comparison with previous years. Below are some examples of proposed rates that would apply if our Long Term Plan went through unchanged, taking in 4 to account the new property revaluations.

RESIDENTIAL

Geraldine Pleasant Point 3 Land Value (2017) $122,500 $152,500 $182,500 Land Value (2017) $87,500 $107,500 $127,500 Total Rates 2020/21 $2,309 $2,450 $2,590 Total Rates 2020/21 $1,971 $2,024 $2,077 Land Value (2020) $146,400 $192,500 $213,800 Land Value (2020) $119,700 $139,400 $169,100 General Rates (incl. UAGC) $1,252 $1,375 $1,432 General Rates (incl. UAGC) $1,181 $1,234 $1,313 2 Targeted Rates $1,169 $1,237 $1,268 Targeted Rates $960 $961 $962 Total Proposed rates Total Proposed rates $2,421 $2,612 $2,700 $2,141 $2,195 $2,275 2021/22 2021/22 $ change $112.17 $162.17 $109.74 $ change $170.48 $170.67 $197.95 % change 5% 7% 4% % change 9% 8% 10% 1

Temuka Timaru Land Value (2017) $87,500 $107,500 $127,500 Land Value (2017) $117,500 $147,500 $202,500 0 Total Rates 2020/21 $2,178 $2,279 $2,380 Total Rates 2020/21 $2,176 $2,289 $2,496 Commercial/ PrimarLandy Value (2020) Residential$119,700 $139,400Residential/$169,100 Land Value (2020) $152,200 $200,000 $240,900 Industrial/ General Rates (incl. UAGC)Multi-Unit$1,181 $1,234Recreation/$1,313 General Rates (incl. UAGC) $1,268 $1,395 $1,504 Accommodation Targeted Rates $1,149 Community$1,181 Services$1,230 Targeted Rates $1,124 $1,179 $1,226 Total Proposed rates Total Proposed rates $2,330 $2,415 $2,542 $2,392 $2,574 $2,730 2021/22 2021/22 $ change $151.68 $135.39 $162.10 $ change $215.75 $284.77 $233.25 % change 7% 6% 7% % change 10% 12% 9%

Differential (Current) Differential (Proposed)

Proposed rates changes for multi-residential, commercial/ industrial/accommodation and rural are on the following page

19 What’s happening to your rates?

MULTI-RESIDENTIAL COMMERCIAL/INDUSTRIAL/ ACCOMMODATION

Land Value (2017) $152,500 Land Value (2017) $125,000 $212,500 $442,500 Total Rates 2020/21 $2,703 Total Rates 2020/21 $3,177 $4,187 $6,844 Land Value (2020) $199,300 Land Value (2020) $152,300 $239,300 $534,700 General Rates (incl. UAGC) $1,885 General Rates (incl. UAGC) $2,622 $3,627 $7,039 Targeted Rates $1,178 Targeted Rates $1,124 $1,124 $1,564 Total Proposed rates $3,063 Total Proposed rates 2021/22 $3,746 $4,851 $8,603 2021/22 $ change $360.55 $ change $569.30 $663.58 $1,758.66 % change 13% % change 18% 16% 26%

PRIMARY

Timaru Geraldine Land Value (2017) $372,500 $522,500 $992,500 Land Value (2017) $2,022,500 Total Rates 2020/21 $1,576 $1,947 $3,107 Total Rates 2020/21 $7,495 Land Value (2020) $374,200 $537,500 $905,700 Land Value (2020) $1,982,100 General Rates (incl. UAGC) $1,529 $1,820 $2,475 General Rates (incl. UAGC) $4,391 Targeted Rates $430 $618 $1,042 Targeted Rates $2,919 Total Proposed rates Total Proposed rates $1,959 $2,438 $3,517 $7,310 2021/22 2021/22 $ change $383.33 $491.30 $409.23 $ change -$165.00 % change 24% 25% 13% % change -2%

Pleasant Point Rural Land Value (2017) $2,282,500 Land Value (2017) $652,500 $2,022,500 Total Rates 2020/21 $3,765 Total Rates 2020/21 $1,543 $3,744 Land Value (2020) $2,191,200 Land Value (2020) $606,800 $2,191,200 General Rates (incl. UAGC) $4,763 General Rates (incl. UAGC) $1,943 $4,763 Targeted Rates $110 Targeted Rates $30 $110 Total Proposed rates Total Proposed rates $4,878 $1,973 $4,873 2021/22 2021/22 $ change $1,112.70 $ change $430.04 $1,112.70 % change 30% % change 28% 30%

Scan the QR code to go directly to the website for more information on rates

Peter Burt Timaru Ward Councillor 20 Are rates good value for money?

Despite all these changes, A Timaru residential property with a land value of $200,000 will rates are still good value. pay $2,574 in rates under the plan or $49.50 per week.

Consider what this property will pay for rates, compared with other common household expenses**:

$ $33.70 $47 $46.10 74.60 $236 PHONE HOUSEHOLD CLOTHING & TRANSPORT Food & INTERNET ENERGY FOOTWEAR

What do your rates go towards? For this weekly cost, this property pays the following towards the different services provided by Council

1.9% Community Development 1.3% Economic Development 0.6% & Tourism Climate Change/Sustainability 0.9% Public Toilets

Emergency Management 0.9% 1.0% Timaru Airport 1.5% Building Control Cemeteries 0.4% 0.7% Environmental Health 1.9% District Planning 16.7% 0.1% Animal Control Water Supplies 1.4% Aigantighe Art Gallery Aorangi Stadium 0.4% 0.2% Cemeteries 0.9% Emergency Management 0.6% 6.1% District Libraries Climate Change/ Sustainability Community 0.9% Halls and Development 1.3% 4.2% Community Centres Waste Minimisation Economic Development 0.1% Motor Camps & Tourism 1.9%

Public Toilets 0.9%

Timaru Airport 1.0% 6.5% $ Building Control 1.5% Stormwater 9.5% 49.50 Parks and Recreation Environmental Health 0.7% per week District Planning 1.9% Animal Control 0.1%

Aigantighe Art Gallery 1.4% 1.6% South Canterbury Aorangi Stadium 0.2% Museum 11.5% District Libraries 6.1% Sewer 7.3% Swimming Pools Halls and Community Centres 0.9%

Motor Camps 0.1%

Parks and Recreation 9.5% 0.6% Theatre Royal South Canterbury Museum 1.6%

Swimming Pools 7.3%

Theatre Royal 0.6% 22.2% Roading & Footpaths Roading & Footpaths 22.2%

Sewer 11.5%

Stormwater 6.5%

Waste Minimisation 4.2% 21 Water Supplies 16.7% **Source: Figures based on the Statistics NZ Household Economic Survey 2019 – Average weekly household expenditure for Canterbury region The challenge of uncertainty

While our LTP is focused Three Waters Reform on addressing many of the In July 2020, the Government announced In April/May 2021 the Government is expected to make challenges facing Council its three waters reform, a three-year decisions about the reform. Council will then need to programme to change the way drinking decide whether to opt out of the proposed new service and our District, including delivery model. There is still a lot of information to water, sewer and stormwater are delivered, Climate Change, improving come out about what these reforms mean for the to improve public heath, environmental Timaru District before this decision will be made. and economic outcomes. our community facilities and While a lot of uncertainty remains around this reform, At the same time, the Government offered a multi- in the meantime our communities still need good regenerating Timaru CBD, million-dollar stimulus funding package, to maintain quality water, sewer and stormwater services, so we we are also facing other and improve three waters infrastructure across are continuing to plan to maintain, deliver and improve New Zealand. Council signed a Memorandum of these services. Read our Significant Forecasting uncertainties, particularly Understanding (MoU) with the Government and Assumptions for more information. received $6.8M of the stimulus funding. By signing this the Three Waters Reform MOU we agreed to participate in the exploration of For more information visit www.dia.govt. future service delivery options for the three waters nz/three-waters-reform-programme and the lasting impacts of services and to collaborate with agencies involved in Covid-19. the reform.

Project Delivery The proposed capital work programme Mitigation represents a significant increase compared To ensure that 90% of the planned work programme to the 2018-28 Long Term Plan. is delivered every year, TDC has put in place various mitigation strategies that include, but are not limited Delivering the capital work programme is dependent to: on both internal (e.g. resourcing, capacity and planning) and external factors (e.g. construction sector resources, • Close and regular monitoring and reporting of the supply chain, regulatory requirements). work programme internally. Ongoing liaison with the construction sector to Various measures have been implemented internally • ensure resources availability and responsiveness of to gradually increase the internal capacity to manage the market. and deliver this capital work programme. This includes implementation of a Programme Delivery Function, • Resourcing allocation for all large projects with longer planning for large projects, and a consistent dedicated managers overseeing key projects. approach to resourcing. Despite these measures, • Ongoing monitoring and re-prioritisation of projects the proposed programme remains significant and if required. the complexity of some projects and risks of timing slippage cannot be excluded.

Assumption

To recognise these risks, the budget has been prepared on the assumption that 90% of the proposed work programme will be delivered and funded.

Council’s Activity Management Plans include the programme of work that TDC would ideally like to complete to achieve desired levels of service. TDC recognises that there are challenges to the full delivery of this programme so its financial forecasts are based on delivering 90% of the total programme. As shown in the graph on page 17, a large portion of Council’s spend is on improving the levels of service. This enables existing levels of service to be maintained through ongoing re-prioritisation and re-phasing of the capital Scan the QR code to go directly to programme. the website for more information about our Long Term Plan

22 The challenge of uncertainty

Covid-19 Covid-19 has been the undisputed champion of uncertainty for the past year.

A devastating global pandemic, nation-wide and regional lockdowns, border closures and economic disruption. This is likely to continue until the vaccines have been fully rolled out. Even then, Covid still threatens to push us into a global recession, over which we have little control.

However, so far the Timaru District has weathered the storm relatively well thanks to the strength of our primary and manufacturing sectors, and not being reliant on international tourism. We will continue to work closely with Venture Timaru and other economic and community development groups to ensure our community remains resilient in case of any further lockdowns, or a major economic downturn.

Read our Significant Forecasting Assumptions for more information.

“As Councillors we are your representatives.

There’s a diverse range of issues that impact on our district and we need to hear your views on what you think is important. Together let’s make the district the best it can be. Be part of the decision making process for future generations.”

Steve Wills Timaru Ward Councillor

23 Other matters

Business Improvements District (BID) Policy Council is proposing to introduce a favour of the BID to proceed – with consultation being “Business Improvement District (BID) led by the BID entity or proposer. This is a guideline Policy”. only and Council is not bound to approve any BID, nor does the existence of a BID Policy require the local A BID is a form of partnership between Council and an business community to establish a BID. entity that represents a specific business community If Council adopts a BID Policy, and if the local business (geographically defined) to fund and carry out an community should successfully apply to establish a agreed programme that will enhance the business BID, then commercial ratepayers within the BID District district beyond that undertaken directly by Council. would need to pay the agreed Targeted Rate, which A BID programme may fund things such as additional may be apportioned between those ratepayers on a street enhancements, marketing and promotion, or capital value or flat rate basis (or a hybrid between events. those options). Having a BID Policy in place provides a framework for Council is not expecting an application to establish a groups within a certain business area, to apply for a BID BID immediately, i.e. no new Targeted Rate for a BID to receive funding (collected as a Targeted Rate from is proposed for Year 1 of the 2021-31 Long Term Plan. “We’re proposing changes to commercial ratepayers within the relevant BID area) to Subject to a BID application being received, Council carry out this agreed programme. the Rates Discount Policy, may consider the introduction of a BID in future years the Revenue and Financing A proposed BID typically requires 25% initial support of the LTP. Comments on the BID Policy are welcome. for the applicant group to establish a BID entity, then Policy and some of our fees a 25% voter return with 51% of the returned votes in For more detail see thrivingtogether.co.nz and charges – have a read and tell us what you think. Revenue and Financing Policy – Footpath Funding proposal Council is proposing to change how we fund footpaths and this It is important that Council and community aspirations are closely aligned will have an impact on rates across the District. – we need to hear your voice.” As this is a change to our Revenue and Financing Policy we need to consult with our community and get feedback before we confirm this change. Richard Lyon The impact of this change is that the cost for all footpaths will be spread across the Pleasant Point-Temuka Ward Councillor whole District. The resulting increase in rural rates will be matched by an increase in footpath replacement and maintenance in coming years, to lift the quality of these footpaths to match those in larger urban areas across the District.

The proposed changes under the Revenue and Financing Policy have been included in the draft budgets for this LTP and are represented through the ratings examples provided.

For more information on this policy change and the rest of the Revenue and Financing Policy, and to provide feedback see Council’s website or contact Council for a copy of the Consultation Document.

24 21 Other matters Audit Opinion

To the reader:

Independent auditor’s report on Timaru District Council’s consultation document for its proposed 2021-31 Long Term Plan

I am the Auditor General’s appointed auditor for Timaru District Council (the Council). The Local Development and Financial Contributions Government Act 2002 (the Act) requires the Council to prepare a consultation document when developing its Long term plan. Section 93C of the Act sets out the content requirements of the Council is proposing to implement a Development consultation document and requires an audit report on the consultation document. I have done the Contributions Policy (DCP), with work to occur during work for this report using the staff and resources of Audit New Zealand. We completed our report Year 1 of the LTP 2021-31 aligned with the District Plan on 9 April 2021. review. Opinion Consultation will potentially occur alongside the Draft Annual Plan In our opinion: 2022/23, and will require a LTP amendment. In the interim, the Financial • the consultation document provides an effective basis for public participation in the Council’s Contributions Policy provisions in the District Plan will remain. decisions about the proposed content of its 2021-31 Long term plan, because it: The government recently announced a full reform of the Resource – fairly represents the matters proposed for inclusion in the Long term plan; and Management Act. The final shape of future funding mechanisms that – identifies and explains the main issues and choices facing the Council and district, and the may be available to Council are unknown at this time. consequences of those choices; and • the information and assumptions underlying the information in the consultation document are Dropping the Rates Discount Policy reasonable. Council is proposing to repeal the current Rates Uncertainty over three waters reforms Discount Policy. Without modifying our opinion, we draw attention to the disclosure on page 22 outlining the Government’s intention to make three waters reform decisions during 2021. The effect that the Currently, Council provides a discount of 2.5% if rates are paid in full reforms may have on three waters services provided is currently uncertain because no decisions on the first instalment. Council recognises that not all ratepayers are have been made. The consultation document was prepared as if these services will continue to be in a position to pay their rates in full. Council believes it would be more provided by the Council, but future decisions may result in significant changes, which would affect equitable to repeal this policy. Tell us what you think. the information on which the consultation document has been based.

Basis of opinion Changes to fees and charges We carried out our work in accordance with the International Standard on Assurance Engagements While a large portion of our funding comes from rates, (New Zealand) 3000 (Revised): Assurance Engagements Other Than Audits or Reviews of Historical some funding comes from fees and charges for various Financial Information. In meeting the requirements of this standard, we took into account particular services. elements of the Auditor General’s Auditing Standards and the International Standard on Assurance Engagements 3400: The Examination of Prospective Financial Information that were consistent Every year these are reviewed to ensure they still meet the cost with those requirements. of providing the services they help to fund. There’s a range of fee We assessed the evidence the Council has to support the information and disclosures in the increases proposed across our activities. In some cases, fee increases consultation document. To select appropriate procedures, we assessed the risk of material are higher due to a need to ensure these services are not being misstatement and the Council’s systems and processes applying to the preparation of the subsidised unfairly by ratepayers not using the relevant services. consultation document. The most significant changes proposed are for activities like waste We did not evaluate the security and controls over the publication of the consultation document. minimisation, water supply, social housing, service consents for infrastructure, building control, fishing hut leases, district planning and Responsibilities of the Council and auditor cemetery fees. For more detail see Council’s website. The Council is responsible for: • meeting all legal requirements relating to its procedures, decisions, consultation, disclosures, and other actions associated with preparing and publishing the consultation document and Long term plan, whether in printed or electronic form; • having systems and processes in place to provide the supporting information and analysis the Council needs to be able to prepare a consultation document and Long term plan that meet the purposes set out in the Act; and • ensuring that any forecast financial information being presented has been prepared in accordance with generally accepted accounting practice in New Zealand.

We are responsible for reporting on the consultation document, as required by section 93C of the Act. We do not express an opinion on the merits of any policy content of the consultation document.

Independence and quality control We have complied with the Auditor General’s: • independence and other ethical requirements, which incorporate the independence and ethical requirements of Professional and Ethical Standard 1 issued by the New Zealand Auditing and Assurance Standards Board; and • quality control requirements, which incorporate the quality control requirements of Professional and Ethical Standard 3 (Amended) issued by the New Zealand Auditing and Assurance Standards Board.

Other than our work in carrying out all legally required external audits, we have no relationship with or interests in the Council or any of its subsidiaries.

Scan the QR code to go directly to the website for more John Mackey information about our Long Audit New Zealand Term Plan On behalf of the Auditor General, , New Zealand 25 decide Time for your say. This is your chance to give us your thoughts. Tell us what you support or what you don’t support.

Talk to the decision-makers – Long Term Plan Chat How do you your elected representatives Councillors are going to be out and about across the District talking to you about our Plan and the have your say? Have a chat or contact one of your elected key issues. Come on down to one of these events. representatives. Details below: Follow us on Facebook and Instagram to keep up to date with all the LTP news. Nigel Bowen 027 622 1111 Mayor [email protected] TEMUKA Monday, 12 April, 10am-12pm, Temuka Service Centre Steve Wills 027 621 8404 This is important. Deputy Mayor [email protected] Saturday, 24 April 9am-12pm, Temuka Farmers Market We want feedback from as many people in our community as possible, formal and Allan Booth Councillor –Timaru Ward GERALDINE 029 239 3487 informal. Monday, 12 April, 1pm-3pm, Geraldine Service [email protected] Centre Please give us your input through Thursday, 15 April, 6pm-8pm, Geraldine Library whatever channel is easiest for you, here Barbara Gilchrist Councillor –Timaru Ward are some options... 021 334 052 Saturday, 24 April 9am-12pm, Geraldine Farmers Market [email protected]

Visit our website Richard Lyon Councillor Timaru Pleasant Point – Temuka Ward Tuesday, 13 April, 10am-12pm, Timaru Library thrivingtogether.co.nz 027 669 9890 Tuesday, 20 April 1pm-3pm, Strathallan Corner then fill out the Have Your Say form [email protected] Sunday, 25 April 1pm-3pm, Aigantighe Art Gallery Saturday, 1 May 9am-12pm, Timaru Farmers Market Gavin Oliver Councillor – Geraldine Ward Fill out the feedback form Friday, 7 May 6pm-8pm, The Stadium, Aorangi Park 022 371 0679 opposite and send it back to us [email protected] Saturday, 8 May 1-3pm, Caroline Bay (near playground and bike skills park), Timaru Paddy O’Reilly Councillor talk to your elected members Pleasant Point – Temuka Ward PLEASANT POINT or staff at the events we have 027 441 6725 Tuesday, 13 April, 5pm, Pleasant Point Supermarket planned [email protected]

Sally Parker Councillor –Timaru Ward Timeline email your views to 0274 555 237 [email protected] [email protected] Saturday Monday

Stu Piddington Councillor –Timaru Ward 10 April 10 May send us a message on facebook 0274 378 896 Submissions open 5pm Submissions facebook.com/TimaruDC [email protected] close Monday Wednesday OR Get creative... Peter Burt Councillor –Timaru Ward to 027 688 2013 31 May 2 June We invite you to submit your answers in [email protected] LTP Hearings (days as required) any creative form – it could be an essay, a video, a song or even a piece of artwork! Tuesday The only rule here is that your entry must 29 June be able to be delivered to Timaru District Any changes made and LTP adopted by Council Council offices, or emailed to us.

Scan the QR code to go directly to our online submission page

26 

Timaru District Long Term Plan 2021-31 Consultation Document Your details Your submission must include your name, and a postal or email address. If you want Remember your submission will be included in public documents, to speak to Council on your submission, please include a phone number so we can including your contact details (unless you tell us you would prefer contact you. this not to happen).

Postal address:* First name:

Surname:

Organisation (if applicable):

Phone (landline or mobile):

Email address:*

Do you want to speak about your submission at a Council Hearing? If you do not indicate, we will assume you do not wish to speak *we require your email address and/or your physical postal address. Yes No Your views Give us your views below. Attach extra pages if there isn’t enough space.

together together survive Pg 4 create Pg 6 Climate Change – Preparing for the Aigantighe Art Gallery Redevelopment – challenge – How much should Council Do? What’s the best option? Please tick one. Please tick one. Option 1: Construct a new facility on the current site.

Option 1: Do the minimum Option 2: Maintain the current buildings and develop off-site storage Option 2: Do more Option 3: Partial refurbishment of the current buildings and Option 3: Do even more develop off-site storage

Option 4: Construct a new Art Gallery on a site near the Theatre Something else? Tell us why: Royal

Something else? Tell us why:

Continued on the next page... 27 Your views  playtogether Pg 8 Other Feedback Developing Aorangi Park and the Stadium Your thoughts on anything else are welcome. – when should we do this? Please outline below.

Option 1: Undertake the development in 2024-2026 (Year 4-6 of the LTP)

Option 2 Delay the development for 10+ years.

Option 3: Undertake the development in 2023-2025 (Years 3 and 4 of LTP)

Something else? Tell us why:

gathertogether Pg 10 A vibrant Timaru City Hub – What should Council’s role be in the regeneration? How to return this form

Option 1: Facilitate. Council has a Facilitation role in 1 Complete Your details and Your views sections Timaru city centre regeneration 2 Cut form out along the dashed line. Option 2: Enable. Council has an Enabling role in Timaru 3 Return the completed form to the Timaru District Council city centre regeneration main office, or our service centres in Temuka and Geraldine.

Option 3: Transform. Council has a Transformation role in Timaru city centre regeneration Return via FreePost Something else? Tell us why: You can put your form in an envelope and address to:

FreePost Authority Number 95136 LTP 2021-31 Submission Timaru District Council PO Box 522 TIMARU 7940

Privacy Statement All submissions (including name and contact details) will be included in public documents, at Council offices and Libraries/Service Centres and on Council’s website. Personal information will be used for submission administration purposes such as contacting you if you want to speak at the Council hearing. All information is held by Council, and you have the right to access and correct personal information.

28 www.thrivingtogether.co.nz