Long-term Plan 2021-2031 Our Roadmap to Renewal - He Ngākau Aroha - Our City with Heart - Invercargill City Council
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Contents Te rārangi ūpoko Mayor's comment Our plans for infrastructure and finances Page 5 Page 47 Chief Executive's comment Independent Auditors Report Page 6 Page 56 Roadmap to Renewal Who we are Page 7 Page 59 Our City in 2031 What we do Page 10 Page 73 What is in the Long-term Plan? How we pay for it Page 19 Page 135 Our key decisons Our Strategies and Policies Page 21 Page 171 t t t t t Our City with Heart 2021-2031 Long-term Plan Mayor's Comment - 2021/2031 Long-term 33
Mayor's comment Ngā kōrero a te Koromatua Invercargill is growing. Major new investments in the city centre are transforming Invercargill. At the same time the region faces new challenges as a result of Covid-19 and a period of transition for Tiwai Point Aluminium Smelter. Council is pleased to present our roadmap to There are a significant number of building projects renewal which will form the core of our strategy which Council knows are important to the people for the next ten years as we work to build a of Invercargill and Bluff. There’s a lot of work to city with heart. be done to deliver these projects. Council also recognises that in these difficult economic times Through 2020 councillors heard from residents ratepayers want rate increases carefully managed. what is important to you for the future of our city. Over 1000 people shared their views through We listened to what you told us and made some research and engagement on the services they changes to the delivery schedule of key projects. want to receive and the major projects they want We also heard feedback on our proposals to to see delivered. 560 people submitted as part of change the way we rate and have made some the consultation. changes to the targeted rates as a response. People have told us that while they would like more investment in some areas such as roads, they are broadly satisfied with the level of service they are receiving. Iwi have shared that Maori culture needs to be more visible in the City and more done to protect Mayor Tim Shadbolt taonga species from pests in special locations. We need to plan for the impact of climate change and ensure our core infrastructure is fit for the future. t t t t t Our City with Heart 2021-2031 Long-term Plan Mayor's Comment - 2021/2031 Long-term 55
6 Chief Executive's comment Ngā kōrero a te tāhūhū rangapū We are in a time of significant change proposed for local government. Council’s understanding of this is reflected in the choices it has made for this Long-term Plan. Council is committed to delivering on the Three infrastructure works on Don and Esk Sts. It is Waters projects which received stimulus funding really pleasing that we have been able to make from central government: Branxholme pipeline this progress despite the difficult labour market and Stead St Stopbanks. within which the City and Council finds itself. Nevertheless, it has been necessary to delay Since the last Long-term Plan in 2018, the some projects as a result of constraints in the organisation has strengthened, and the contracting sector, which are not likely to ease continuing programme of work to improve until freedom of movement at the border is re- internal processes has been well supported by established. Council. While we haven’t made the progress we wanted to on some projects, the foundation has Council has heard the community regarding the now been laid for success through the Roadmap importance of getting the Museum right and to Renewal. has provided an extra year to reimagine the experience and ensure the best path forward Progress on City Block is clear to see. Our – a new museum or refurbishing the current attention has been on the streetscapes, building. including commencement of the underground
Our city with heart He Ngākau Aroha Roadmap to renewal Council’s vision is to create a city with heart, both in our city centre and through He ara whakaoho collaboration across the community. Supporting the creation of a vibrant city The roadmap to renewal forms the core of our strategy over the next ten years centre has been our primary focus, along as we work to create a city with heart. with reinvigorating the arts and culture we can all enjoy. We now have a plan in place for the museum which we believe provides Our plan addresses five strategic challenges facing the city: Preserve its Character a sustainable pathway forward for the - Renewal of the city centre We will know success when: future. We are investing in the future - Climate change - Invercargill is celebrated for preserving its of our people and our city. - Changing community requirements for water outcomes heritage character. - An increasingly diverse and older population - Ease of access throughout the City is maintained. Waihōpai - Our natural and existing points of difference - The need to maintain core infrastructure, invest for the To leave in good order future, while maintaining financial prudence and balancing are celebrated. Council’s mission over the next the community’s ability to pay. - The building blocks, including water, sanitation and ten years is to leave the city in roading, for a safe, friendly city is provided for all good order for the next members of the community. Community outcomes generation. - Strong, collaborative leadership of the City is demonstrated. One of the translations of Enhance our city the Maori name for our City We will know success when: – Waihōpai – is to leave - Invercargill’s population is over 1.2% of the Embrace Innovation and Change in good order. New Zealand total population. We will know success when: - New residents feel welcomed and embraced by - Invercargill’s culture is embraced through community projects. Invercargill culture. - The development of future industry is encouraged. - Healthy and active residents utilise space, including - Technology is utilised in both existing and new city services. See the Roadmap to green space, throughout the City. - Residents of, as well as visitors to, Invercargill give positive - Invercargill’s economy continues to grow and diversify. Renewal over the page feedback and have great experiences. - Invercargill’s business areas are bustling with people, - Invercargill has the ‘wow factor’ with the right facilities and activities and culture. events to enjoy. t t t t Our City with Heart 2021/2031 Long-term Plan 7
Roadmap to Projects in the Bluff Tourism Renewal Masterplan 2021 - 2022 Bluff Boat Ramp Te Uaki Ara renewal ($1.8 million) City Centre Council will also invest in the Bluff Hill Active Masterplan Recreation Hub Carpark. Streetscape 2021 – 2024 $18.6 million investment of $20.8 million renewal programme. Further funding is likely to be required to complete Stage two. 2021 - 2023 Anderson House ($1.4 million) Southland Museum and Art Gallery 2021 – 2027 $39.4 million investment of a $52.5 million project cost.
Rugby Park renewal 2023 – 2025 $4.9 million investment 2029 - 2031 Additional Pool 2027 - 2030 at Splash Palace Arts and Creativity ($8.2 million) Invercargill 2027 ($14.1 million investment City Centre Water Tower of a $17.6 million project) Masterplan Urban ($4.1 million) Play 2023 – 2026 $4.9 million investment of a $6.5 million project 2024 Surrey Park Council plans to spend $115 million on capital projects to support community wellbeing over Grandstand renewal the next ten years. This is on top of the regular programme of core infrastructure renewals and ($1.5 million) includes all the projects detailed above. The roadmap shows the calendar year the investment is planned to take place and when each project is scheduled for completion. Its important to note that delivery plans may be impacted by constraints in the construction sector. For more information on our projects see www.icc.govt.nz/roadmaptorenewal/projects t t t t Our City with Heart 2021/2031 Long-term Plan 9 9
10 Our city in 2031 Tō tātou taone i 2031 Invercargill is growing and becoming more diverse. Covid-19 has impacted our community and the economy is changing. Central Government policy and regulatory changes will affect our environment, our economy and the way Local Government operates over the next ten years. The heart of the city is being transformed. Significant investments have been made into City Block by Council’s holding company and its partners. HWR Group is investing in a new headquarters on the corner of Esk St and Dee St. The Invercargill Licensing Trust has invested in the new Langlands Hotel on the corner of Don St and Dee St. Council is supporting these investments through additional investment into the streetscapes and urban play. As these developments are completed from 2022 to 2026, the centre of Invercargill will be revitalised.
Our population is growing At 30 June 2020, the estimated population of Invercargill was approximately 57,100 (1,2). As population growth for Invercargill is around 1%(3), the expected population for 2031 is estimated to be around 62,810. The number of households in Invercargill Covid-19 might significantly change the is set to increase, but household sizes previous growth forecasts for Council. will decrease slightly due to our aging Population growth is expected to be population. The critical infrastructure and minimal in the short term as a result of resources that Council provides were Covid-19 limiting the ability of students designed for a city with a population and migrant workers to travel, along larger than we are now, meaning we with continued aging of the population. have plenty of room to grow without However, Council will continue to monitor significant financial impact. change in population growth during the life of the current long term plan to prepare for/ respond to any significant changes realised from the multiple uncertainties identified. " 1. Subnational population estimates (TA, SA2), by age and sex, at 30 June 1996-2020 (2020 boundaries) (stats.govt.nz) 2. Stats NZ Overview of data quality ratings, interim coverage and response rates, and data sources for 2018 census 3. Stats NZ Overview of data quality ratings, interim coverage and response rates, and data sources for 2018 census t t t t Our City with Heart 2021/2031 Long-term Plan 11
12 Our population will continue to become more diverse Our Maori population will grow from 17% to 19%, our Asian population from 6% to 9%, and those aged 65 and older will form 23% of the population in 2031 - up from 17% in 20204. Council will continue to consider the needs of all users of its services and support the visibility of Maori culture in the city. Council will explore new ways of engaging, and ensure a balanced sample in customer research to understand changing needs and expectations. 4. Growth in line with NZ stats estimate of 2% growth in the Southland region (NZ. Stats, population projections)
Covid-19 has impacted our community The impact of COVID-19 is yet to be realised, and there may be changes in Invercargill’s socio-economic patterns over time. The COVID-19 response measures will Council acknowledges the potential have long term impacts on the wellbeing community expectation that Council will of communities, requiring a long term be positioned to distribute grants to fund perspective in response. The situation is community wellbeing related activities. evolving and will continue to be monitored. A Community Wellbeing Fund has been established, and Council has tasked Great The lockdown and potential future South, the regional development agency, impacts of COVID-19 may negatively to focus on resilience and economic impact residents' ability to pay rates. diversification. Council has adopted an additional policy for postponement and remission of rates. Council will focus on efficiency savings. This policy allows ratepayers financially Investment will only be made in activities impacted by COVID-19, to delay payment which can be serviced. Council will continue of up to 1 year's rates. Council staff will to review its work programme and priorities work with affected ratepayers to set up as the level of uncertainty reduces. affordable payment plans. t t t t Our City with Heart 2021/2031 Long-term Plan 13
14 Slower growth and greater economic diversity A recessionary period is expected for the first five years of the LTP and longer-term structural changes to the economy beyond this time. This will lead to higher unemployment and Council also assumes that our tourism lower GDP. The shape of the recession numbers and numbers of international (u - long period betweeen decline and students will continue to increase as the recovery; or v - steep decline, quick global situation changes. recovery) is as yet unknown. Students are an important part of our Volatility in the global economy may affect economy, creating significant demand. The one or more of Invercargill’s key export impact on retail, hospitality and housing industries. This will drive diversification could be significant. Council is working with but will slow growth. There may be a Great South on economic development. delayed effect through the risk of impacted Council expects some impact from lower industries abandoning properties. tourism numbers, however tourism does The relative impact across regions, not account for a major proportion of based on industries impacted most by Invercargill’s GDP so the effect is COVID-19, as well as potential impacts of expected to be relatively minor. proposed Tiwai closure and SIT becoming a The transition for Tiwai Point is expected to subsidiary of Te Pūkenga needs to be better occur within the first five years of the plan. understood by Council in order to reduce Council with Great South and other regional this uncertainty. Significant errors in this stakeholders are working to support area could have a significant impact on employees of business at this time. Council's budgets over the forecast period. Credit - Jeremy Pierce
Building community resilience While no natural disaster is expected to impact the City during the life of the plan, Council has a focus on resilience and continues to support and invest in Emergency Management Southland. Climate change is a process that has been The NIWA report showed that in Southland slowly evolving over at least the last 100 we can generally expect more intense years. The changes experienced through rainfall events, but also longer periods this process will impact on our natural without rain. The level of the sea is environment – biodiversity; loss of habitat; also expected to increase each year by where and how we live; and, what we approximately 10mm, which over the life of produce. our assets can have a significant impact. Our understanding of climate change A planned pathway for the review of our and the science behind it has slowly climate change assumptions and their been building to the stage where there impacts will minimise large impacts upon is collective agreement that we must activities. manage and mitigate the impacts as The impacts on our core infrastructure much as possible. The most up-to-date will vary but we are designing new regional information is from the NIWA infrastructure with climate change in mind Southland Report of 2018. This report sets to ensure our infrastructure is suitable for out a summary of the current weather for future generations. Over the next three Southland, and provides a useful tool as years we will be working with Environment a base to model the mid-range increases Southland to align ouor plans as a region that are being predicted in reports such as and to develop a plan for all other activities. Ministry for the Environment CCPNZ . t t t t Our City with Heart 2021/2031 Long-term Plan 15
16 There will be changes to the services we provide Council is planning for the current structure to deliver the current set of services, with the exception of water and sewerage. We know that there will be changes to average use of life, especially if life cycle legislation with regards to Three Waters assumptions are lower than expected. that will impact on how Council will provide An opt-in or opt-out decision is expected to services. These changes may affect the take place in late 2021 and we will update Council organisational structure but not you then on what direction Council will take change the level of service received by the in line with the consultation processes set customer/ratepayer. out by Central Government. If a new body We will continue to monitor our assets. is formed to manage water it is expected to Assets will remain useful until the end of begin operating in the 2023/2024 financial their average useful life, assuming asset year. We have undertaken our planning for average life expectancy assumptions are the Long-term Plan so that we are ready correct. for both options. We are not changing our renewal and investment plans for three Infrastructure installed in the 1920s waters. We will continue to maintain are nearing the end of their lives and levels of service. We have considered how require renewal within the term of the a change to our assets would affect our Infrastructure Strategy. Council will review ability to raise debt and invest in other the appropriateness of assets at the time projects. of renewal, including, where appropriate, whole of life cycle assessment. This will The community will receive water services support Council to increase knowledge with no interruption no matter what of asset conditions to better predict the decision is made.
Future for Local Government Review On 24 April 2021 the Minister of Local Government announced that she had established a Ministerial Inquiry into the Future for Local Government. The overall purpose of the review is The following are the key steps in the to “identify how our system of local review: democracy needs to evolve over the April 2021: Inquiry begins next 30 years, to improve the well-being of New Zealand communities and the · 30 September 2021: an interim environment, and actively embody the report will be presented to the While the review could recommend Any changes that are made will be treaty partnership.” Minister signalling the probable significant change to what local incorporated in the 2024-34 long-term direction of the review and key next government is and does, there is no plan. The review includes, but is not limited to, steps information available on the likely the following: Unless specifically stated otherwise, · 30 September 2022: Draft report direction for the review at this time. · roles, functions, and partnerships council has prepared the plan on and recommendations to be issued Council considers it unlikely that any the assumption its existing role and · representation and governance; for public consultation and recommendations could take effect functions will continue for the life of the and before 1 July 2024 – particularly plan. · 30 April 2023: Review presents final · funding and financing. report to the Minister and Local for changes to roles or functions. Government New Zealand. Read our full list of assumptions for this Long-term Plan on page 177 t t t t Our City with Heart 2021/2031 Long-term Plan 17
18 Working together for our future Demo nstrated Need munity Outcome Mahi tahi tātou mō tō tātou anamata Com s Whatever the results of Local Government Reform, we know that collaboration will be an increasingly important part of the way Council al ent operates in an ever more connected world. Eco nm our City n As part of our process of for making decisions on our om iro strategic projects, we developed the following principles with heart Env ic which we will continue to be guided by · Invercargill focus with a Southland Consciousness Vision & · Active Listening, honesty with each other Priority and respect Alignment · Shared ownership – share the challenge and solution process · We will be prepared to rethink solutions Liveability · Collaboration – tātou ā tātou (Social & culture) Strategic framework to support our decision making Ach il i t y ievab i nab ility & Susta
What is in the Long-term Plan? He aha te Mahere Tūroa? The Long-term Plan (LTP or 10 Year Plan) sets out how Invercargill City Council will deliver projects, programmes and services over the next 10 years. The LTP provides an opportunity for Council to take a the community for the next 30 years and see how we · Libraries long-term view of our activities, their impact on intend to pay for this. · Aquatic Services the City and community. Who we are · Arts and Culture Meet our Elected Representatives, page 60, and see the · Venue Services It identifies our vision and the outcomes we want for Council, page 61, and Management Structure, page 62. · Public Transport our community; how we will move from where we are Also find out what our Council Controlled Organisations · Public Toilets now to where we want to be; and how we will deal are and what services and activities they provide. · Housing Care with the challenges along the way. It also highlights · Investments key issues the City is facing and the strategies What we do · Corporate Services intended to address these. Council has six Groups of Activities – this section outlines how we plan to manage, deliver and fund How we pay for it Guide on what the Plan contains individual activities. Find out how we plan to pay for our projects, Outlook for Invercargill programmes and services (or activities) by viewing The six groups are: The introduction section includes an introduction to the our Financial Statements and rating policies. • Water City and an overview of the key trends we are seeing Strategies, Plans and Policies and Council’s planned response. • Stormwater See Council strategies, plans and policies which inform • Sewerage the Community of Council’s position on particular Decisions on key issues After a one month submission period and hearings, your • Roading matters, support the decision making of elected feedback helped us make decisions and plans on key • Solid Waste Management members and provide staff with clear direction issues such as the City Centre Masterplan, Urban Play • General Services, which includes: on how decisions are to be implemented. Spaces, Southland Museum and Art Gallery and Rugby · Democratic Process Park. These were laid out in our Roadmap to Renewal · Regulatory Services Consultation document, to build a city with heart. (including Animal Services, Our Plans for Infrastructure and Finance Building Services, Compliance, Take a look at what we are planning to ensure our Environmental Health and infrastructure for roads and transport, water, storm Resource Management) water and sewage, continues to meet the needs of · Parks and Reserves t t t t Our City with Heart 2021/2031 Long-term Plan 19
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