PRE-ELECTION REPORT 2019 - SOUTHLAND DISTRICT COUNCIL
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SOUTHLAND DISTRICT COUNCIL PRE-ELECTION REPORT 2019
From the
CHIEF EXECUTIVE
Greetings and thank you for your interest in standing up
for Southland District.
It’s an exciting time to be a leader in your community.
You have a real opportunity to influence positive change.
Southland District Council has just gone through
its six-yearly Representation Review, and the Local
Government Commission’s determination paves
the way for a new community board structure
which will enable District-wide coverage of
representation at local decision-making level.
What this means is that communities will have
greater ability to chart their own course into
the future, with Southland District Council a
supportive partner in the process.
The community-led development approach
is based on the premise of small council-big
community, with more decision-making being
devolved to communities themselves, rather
than being driven by Council.
2
The new style of community governance will be carried We have commissioned a great deal of research to
out by the communities themselves, rather than for help us understand the likely future makeup of our
them or to them. We see this as a great opportunity communities, including demographic trends, climate
to connect community with Council and Council change and other potential disruptors, and we are
with community. taking stock of our community facilities to help us to
establish minimum levels of service in consultation
As an elected representative you will support, advocate with our communities. The purpose of this is to ensure
for and provide leadership to your community. Your consistency of quality experiences right throughout
work will be shaped by a community board plan that the District, including in our parks, reserves and
is being developed by your current community board playgrounds.
in conjunction with Council’s community
partnership leaders. All this future-focused work is necessary because
we already know of some of the key challenges that
These plans take a strategic, long-term view of your lie ahead.
community’s future needs and will contribute to
Council’s planning and policy framework, helping We have a massive amount of infrastructure that is
Council to tailor the services it provides to meet your reaching the end of its useful life and coming up for
community’s needs. replacement in the next 10 years, and we expect to see
continued increasing costs from higher government
The Stewart Island/Rakiura service sustainability review standards in relation to water and land use. These
is a great example of the sort of strategic thinking issues are discussed later in this report.
promoted within the new governance framework.
It focuses on the affordability and sustainability of The District has limited ability to pay for this within the
Council-delivered activities on the island, with the aim current ratepayer pool, and we will have to have hard
of providing a consistent, sustainable level of service discussions with communities about how and where
to the island for many years to come. This work is well we prioritise spending.
advanced and, once completed, could form the basis
of similar reviews throughout the entire District. I cannot emphasise enough the importance of
communities’ voices being heard during these crucial
Establishing consistent levels of service and providing discussions, which will go a long way towards shaping
these services in the most efficient ways have been our communities in the future.
a particular focus for Council in the past few years.
The reorganisation of our services and assets team in This is a call to arms for people considering standing in
2018/2019 to provide gains in project delivery is just the coming local elections. Your community needs you
one example of Council’s commitment to the cause. now, more than ever. Thank you again for your interest.
STEVE RURU
3
4
SOUTHLAND
DISTRICT AND
ITS CHALLENGES
There are 31 towns, townships, villages and settlements in Southland
District. By population, the biggest is Winton (population 2,211),
followed by Te Anau (1914) and Riverton/Aparima (1431).
There are also more than 160 small rural localities in the District.
Southland District has affordable housing and low unemployment
compared with the national and regional averages. The median
wage in Southland District is also slightly higher than the national
average. However, Southland District has one of New Zealand’s least
diversified economies. This is a key factor in the loss of youth, who
look for high-quality jobs compatible with their qualifications.
Trends in the dairy industry have been a recent challenge for
Southland District’s economy, with low global prices generating
significant financial pressure for dairy farmers. By contrast, the
tourism industry is experiencing significant growth, which presents
both opportunities and challenges for the Southland District.
Council’s biggest challenge remains the widening gap between the
rising cost of providing core services and the small population able
to help fund it.
Southland District Council is having conversations with ratepayers
about this and many other issues relating to delivery of services
and infrastructure.
5
KEY ISSUES
These are some of the biggest issues
Southland District Council faces.
Pages 7 - 13
6
AGEING INFRASTRUCTURE
This is a growing problem for Southland District Council, as it is for local authorities
throughout New Zealand and around the world.
Council manages $1.5 billion of public assets, The bridge issue will need to be addressed in
including roads, footpaths, bridges, water and Council’s next Long Term Plan 2021-2031.
sewage treatment plants, stormwater drains,
water structures, buildings and community In the meantime Council has approved
facilities. A huge amount of it requires unbudgeted expenditure totalling $3 million
maintenance, repair or replacement in the to help resolve some of the shortfall in the
next 10 years. required bridge replacement programme. Of
this, $1.47 million will come from Council and
Between 2018 and 2028 we expect to spend the balance from the NZ Transport Agency.
over $250 million on new or replacement
infrastructure, and over $351 million on Bridges are just one example of the tension
operational costs such as maintenance. that exists for Council when considering
infrastructure maintenance or
Bridges are a topical example of the kind of replacement costs.
infrastructure challenges Council is
experiencing now. The District has a relatively small pool of
ratepayers and there is limited ability to pay
There are more than 850 bridges in the District, for it all. Prioritisation of spending is one
many of them ageing timber structures. They are of the biggest challenges facing Southland
deteriorating rapidly and could pose a serious District Council. It has to be balanced against
safety risk to users if no action was taken. a broad range of factors, not the least of
which are safety concerns and community
Of the 850 bridges, 171 bridges need to be expectations.
replaced or rationalised in the next 12 years
and a further 22 in the eight years beyond that. Serious discussions will need to be had about
Based on the current allocated funding there is how we deal with these issues. They will not
a significant financial deficit to replace all these be easy conversations to have.
bridges within the next 12 years.
7
THREE WATERS REVIEW
In the aftermath of the Havelock North drinking water contamination in 2016, central government launched a review of the regulation and supply of
drinking water, wastewater and stormwater (three waters). The aim is to better support New Zealand’s prosperity, health, safety and environment. In
Southland District, three waters assets and services are owned and delivered by Southland District Council.
The government’s policy proposals have passed through a stakeholder consultation phase and an announcement on the new regulatory environment
is imminent. It is expected that higher standards for treatment of drinking water and wastewater discharges and overflows will be among the changes
announced, and that these will significantly increase the costs for councils seeking resource consents under the new regime.
8
COMMUNITY The Local Government Commission has determined the
following arrangements be in place for the 2019 elections:
GOVERNANCE
1 mayor, elected at large 9 community boards:
Fiordland
12 councillors,
elected in 5 wards: Northern (3 subdivisions:
Parawa-Fairlight, West
Mararoa Waimea Dome, Mid Dome)
Southland District Council is required by law to review its (3 councillors)
Oreti (3 subdivisions:
representation arrangements at least every six years, to Winton Wallacetown
Hokonui, Midlands, Ma-
ensure its governance structure is efficient and effective, (3 councillors)
karewa)
delivers equity of representation and keeps local input and Waiau Aparima
involvement at its centre. Ardlussa
(3 councillors)
Tuatapere Te Waewae
Waihopai Toetoe
The latest review was carried out in 2018. It identified some Wallace Takitimu
(2 councillors)
gaps in representation in certain geographical areas within Oraka Aparima
the District and, as a result, boundaries have been changed to Stewart Island Rakiura
enable District-wide coverage of community boards. (1 councillor) Waihopai Toetoe
Stewart Island/Rakiura
9
COMMUNITY FUTURES
In 30 years the communities we live in will look a lot different
than they do now.
We don’t have a crystal ball but The population projections show
in the past two years we have that all townships will see an
commissioned solid research to increase in people aged over 65,
try to predict what challenges while a number of townships will
our communities will face in the see a decline in those aged under
future, including research by BERL 15 and people aged 15 to 64 years
(Business and Economic of age.
Research Ltd).
An ageing population presents
Analysing this data will help us to challenges for Council as this
have crucial conversations with will have an impact on both the
our communities about future kinds of services required by our
infrastructure, assets and services, communities and the ability to
where they might be provided, to pay for them.
what level, and how we pay
for them. BERL projects that the populations
of many of the District’s
The information gathered is a communities will increase between
building block for our next Long 2013 and 2043.
Term Plan, in 2021.
The largest growth is expected in
BERL’s research projects the Te Anau and Winton, with each
population of Southland District town increasing in population by
will increase by 6,400 between between 400 and 500 people. At
2013 and 2043, from 30,300 to the other end Monowai, Nightcaps,
36,700, but that the number of Riversdale, Tokanui and Otautau are
people aged over 65 years will projected to either maintain their
more than double in that time, 2013 population through to 2043 or
from 4,100 to 8,600. see a small decline.
10Southland District Council is responsible for 1,261 hectares of open spaces,
including parks, reserves and other recreational areas.
These spaces are vital to the wellbeing of the communities around them.
They increase pride in the region and encourage people to live and play here.
Southland District Council has begun a long-term project to improve and
better manage these spaces for the enjoyment of residents and visitors alike.
The work includes researching resident population trends and visitor numbers
to better understand the future needs of people in Southland District, and
to establish consistent levels of service across all Council facilities.
11Council spends more than $30
million a year to maintain the
District’s 5,000km roading
network, about half of which
is funded by the NZ Transport
Agency. It is the most expensive
activity Council manages.
Roading will account for around
$328 million, more than half (59%)
of Southland District Council’s total
operational spending, over the 10
years of the 2018-2028 Long
Term Plan.
(Council’s roading activity includes
bridges and footpaths, as well as
water structures such as wharves
and jetties.)
To ensure that we keep rates
affordable we need to continue
looking for innovative ways to
prioritise spending on the roads
that are the most important to
our communities in terms of their
economic and social needs. This also
means that lower-use roads may not
have the same level of maintenance
as they have seen in the past.
12TOURISM
Southland District is blessed to have many jewels in its tourism crown,
making it an increasingly popular destination for visitors wanting to
experience first hand the natural beauty of our coastal landscape.
The Southern Scenic Route remains a Managing rising visitor numbers
highly marketable starting point for while preserving the integrity and
tourists, who are able to visit a range authenticity of our wonderful places
of stunning and unique destinations is a key challenge for Council. We
including Milford Sound/Piopiotahi, are working in partnership with a
Stewart Island/Rakiura, Curio Bay and wide range of agencies, both locally
the Catlins, as well as venturing inland and nationally, to ensure adequate
for a different offering of southern infrastructure and systems are in place
experiences. to cope with the rising visitor numbers
without placing unfair demands on our
Visitor numbers and spending are residents and ratepayers.
trending up in Southland District.
Nearly a million people flock to the
A 2018 report based on monthly tiny hub at Milford Sound/Piopiotahi
regional tourism estimates showed every year. The number is expected to
that guest nights were up 7.3% to reach 1.2 million by 2023. The Milford
785,009 in the year to November Opportunities Project is an example of
2017, and the number of Airbnb non- Council’s involvement in a multi-agency
commercial accommodation was up partnership designed to respond to
64.7% to 420 properties. this influx.
International visitor spend in the Council has managed almost
District was up 10.5% to $180 million $6 million in successful applications
for 2017, while domestic visitor spend to the government’s Tourism
was up 8.4% to $136 million. The total Infrastructure Fund and Provincial
spend was up 9.6% to $316 million for Growth Fund for tourism-related
the year. infrastructure and strategic community
projects in Stewart Island/Rakiura,
Te Anau, Lumsden and the Southern
Scenic Route.
13SHARED SERVICES
Southland District Council continues to work The new agency (SRDA) was the result of the
with other councils in Southland and Clutha Southland Regional Development Strategy
District Council to make efficiencies and (SoRDS), which was initiated by the Southland
cost savings on behalf of ratepayers through Mayoral Forum and launched in 2015 with
shared service arrangements. the primary aim of increasing Southland’s
population by 10,000 people by 2025.
Emergency Management Southland,
which manages region-wide civil defence There have been more than 50 inter-council
preparedness and emergencies, is an collaborative projects in the past 19 years,
example of an effective shared service. among them WasteNet Southland, Road
Safety Southland, the Southland Regional
Venture Southland was another high-profile Heritage Committee, some environmental
shared service, until it was absorbed into health services and the charter of
the new Southland Regional Development understanding with Ngāi Tahu.
Agency structure in 2019.
14COUNCIL’S FINANCIAL REPORT
The following financial statements cover the past three years, the current year and the next three years. Pages 16 - 24
They show how Council is managing its finances in comparison with the Financial Strategy adopted as
part of the Long Term Plan 2018-2028.
The financial information brings together figures previously published in our Long Term Plan 2018-2028, Annual Plans and Annual
Reports as well as updated financials, based on the latest forecast information. While this is not an audited report, much of the
information contained in it has been audited. The 2016/2017 and 2017/2018 financial information was audited in the respective
Annual Reports. 2018/2019 is based on Council’s forecast financial position for the year. The 2020/2021, 2021/2022 and 2022/2023
financial and major projects information comes from the Long Term Plan 2018-2028. The current year is based on the 2019/2020
Annual Plan, which has not been audited.
We are happy to answer any questions you may have in relation to the financial projections.
15Financial Tables
2016/2017 and 2017/2018 numbers are from Council’s audited Annual Reports.
2018/2019 numbers are forecast results for the year ended 30 June 2019.
2019/2020 numbers are from Council’s 2019/2020 Annual Plan.
2020/2021, 2021/2022, 2022/2023 numbers are from the Long Term Plan 2018-2028 and have not been updated.
Balance Sheet
The Balance Sheet shows the value of assets owned by Council. It also shows how Council has funded the acquisition of those assets. Council can fund its assets either by
borrowing or from equity Council has built up over the years. Council’s main asset is its property, plant and equipment, for example, roads, water and wastewater treatment plants.
Balance Sheet
Actual Actual Estimate Annual Plan Forecast Forecast Forecast
2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023
($000) ($000) ($000) ($000) ($000) ($000) ($000)
TOTAL EQUITY 1,484,611 1,537,706 1,564,228 1,588,686 1,596,452 1,626,863 1,660,621
Current assets
Cash and cash equivalents 9,773 10,885 15,372 (3,173) 1,951 1,961 -
Current financial assets 10,271 7,840 779 314 334 334 334
Other current assets 9,556 8,553 7,278 4,718 7,532 7,592 7,880
29,600 27,278 23,429 1,859 9,817 9,887 8,214
Non-current assets
Property, plant and equipment 1,450,334 1,505,886 1,538,590 1,582,338 1,591,380 1,621,675 1,656,999
Non-current financial assets 4 3 825 607 4 4 4
Other non-current assets 15,905 15,700 13,199 12,863 13,998 14,146 14,964
1,466,243 1,521,589 1,552,614 1,595,808 1,605,382 1,635,825 1,671,967
16Balance Sheet
Actual Actual Estimate Annual Plan Forecast Forecast Forecast
2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023
($000) ($000) ($000) ($000) ($000) ($000) ($000)
TOTAL ASSETS 1,495,843 1,548,867 1,576,043 1,597,667 1,615,199 1,645,712 1,680,181
Current Liabilities
Borrowings - - - - 155 168 315
Other current liabilities 11,148 11,098 11,757 8,930 11,028 11,285 11,391
11,148 11,098 11,757 8,930 11,183 11,453 11,706
Non-current liabilities
Borrowings - - - - 7,497 7,329 7,787
Other non-current liabilities 84 63 58 51 67 67 67
84 63 58 51 7,564 7,396 7,854
TOTAL LIABILITIES 11,232 11,161 11,815 8,981 18,747 18,849 19,560
NET ASSETS 1,484,611 1,537,706 1,564,228 1,588,686 1,596,452 1,626,863 1,660,621
17Funding Impact Statement
The Funding Impact Statement shows how Council intends to fund its activities, both operational and capital, in the future. Funds are applied to either operating expenditure
covering the ongoing costs required for Council to operate, for example, electricity, insurance and staff costs, or to capital expenditure on major assets that will last for a long
period of time, for example, water treatment plants and roads.
Funding Impact Statement
Actual Actual Estimate Annual Plan Forecast Forecast Forecast
2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023
($000) ($000) ($000) ($000) ($000) ($000) ($000)
Sources of operating funding
General rates, uniform annual general charges, rates penalties 14,233 14,817 16,623 17,571 18,010 18,208 18,610
Targeted rates 29,354 30,466 30,153 30,840 31,913 32,474 33,481
Subsidies and grants for operating purposes 6,649 7,152 8,090 6,103 6,135 6,281 6,369
Fees and charges, and targeted rates for water supply 3,533 3,859 3,706 3,734 3,847 3,967 4,016
Interest and dividends from investments 532 604 370 68 73 75 77
Local authorities fuel tax, fines, infringements fees and other receipts¹ 8,512 8,644 6,072 5,187 4,488 4,251 4,769
Total operating funding 62,813 65,542 65,014 63,503 64,466 65,256 67,322
Applications of operating funding
Payments to staff and suppliers 44,858 46,741 48,199 48,133 46,903 47,677 49,369
Finance cost 22 30 22 22 304 299 306
Other operating funding applications 4,020 4,475 4,096 5,252 4,228 4,278 4,339
Total applications of operating funding 48,900 51,246 52,317 53,407 51,435 52,254 54,014
Surplus (deficit) of operating funding 13,913 14,296 12,697 10,096 13,031 13,002 13,308
Sources of capital funding
Subsidies and grants for capital purposes 7,014 12,726 9,398 10,806 7,827 7,641 8,436
Development and financial contributions 121 28 16 368 46 - -
Increase (decrease) in debt - - - - (150) (155) 605
Gross proceeds from sale of assets 216 395 168 123 84 85 153
Lump sum contributions - - - - - - -
Total sources of capital funding 7,351 13,149 9,582 11,297 7,807 7,571 9,194
18Funding Impact Statement
Actual Actual Estimate Annual Plan Forecast Forecast Forecast
2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023
($000) ($000) ($000) ($000) ($000) ($000) ($000)
Applications of capital funding
Capital expenditure
- to meet additional demand 138 1,031 962 4,988 79 - -
- to improve the level of service 3,981 10,593 6,664 12,967 3,719 5,446 2,952
- to replace existing assets 13,668 16,968 19,369 19,736 15,067 15,317 21,334
Increase (decrease) in reserves 3,253 7,460 (1,443) (1,130) 1,901 2 1,112
Increase (decrease) in investments 224 (8,607) (3,273) (15,168) 72 (192) (2,896)
Total applications of capital funding 21,264 27,445 22,279 21,393 20,838 20,573 22,502
Surplus (deficit) of capital funding (13,913) (14,296) (12,697) (10,096) (13,031) (13,002) (13,308)
¹ Includes all other operating funding from sources not identified above
Financial Strategy
Council’s Financial Strategy balances a requirement to maintain infrastructure to acceptable standards while recognising the burden that rate increases place on ratepayers.
Council wants to give certainty to ratepayers about future rate movements and does this by imposing a maximum rate increase cap, of the Local Government Cost Index plus 2%.
Council aims to keep rates well below this cap, by carefully managing costs, the services we provide and by always looking for more efficient ways to deliver our services. Council
will also look for other sources of funding, including maximising our returns from forestry.
It is important that Council maintains a healthy balance sheet with low to modest levels of debt until we have a clearer picture of how we might best meet the long-term
infrastructure needs of our communities. In the past there has not been a need to use external debt. In coming years Council is expecting to borrow externally to fund a number of
significant capital projects. Council has set a limit on debt of 100 percent of revenue, which it believes is conservative and will provide the ability to fund any unforeseen events,
such as a natural disaster or emergency.
19Compliance with the Financial Strategy
Rates as a % of revenue
Year Limit Rates Compliance
2016/2017 67% 60% Yes
2017/2018 67% 57% Yes
2018/2019 70% 64% Yes
*Rates increases differ to what is published in the relevant Annual Plans and Long Term Plans due to actual rates collected being used for all years.
*2018/2019 revenue is based on estimated financial statements.
Rates Increase %
Year CPI LGCI Limit Rates Increase Compliance
2016/2017 1.40% 1.50% 3.50% 3.03% Yes
2017/2018 1.80% 1.80% 3.80% 3.80% Yes
2018/2019 1.80% 2.00% 4.00% 3.98% Yes
*Rates increases are limited to LGCI +2.0% in accordance with the Long Term Plan 2015-2025 and 2018-2028.
*Rates increases differ to what is published in the relevant Annual Plans and Long Term Plans due to actual rates collected being used for all years.
*CPI and LGCI rates are as per the BERL Forecasts of Price Level Change Adjustors - 2017 update published in September 2017. This document was used in compilation of the
2018-2028 LTP.
Borrowings Limit
Year Total Revenue Total Borrowings Borrowing Limit Compliance
($000) ($000) ($000)
2016/2017 72,129 - 72,129 Yes
2017/2018 79,706 - 79,706 Yes
2018/2019 72,942 - 72,942 Yes
*Borrowings for all years are limited to 100% of Council’s total revenue in accordance with the Long Term Plan 2015-2025 and 2018-2028.
*2018/2019 revenue and borrowings are based on estimated financial statements.
20Accounting Method
When preparing its financial information Council applies Generally Accepted Accounting Practice (GAAP). One of the key principles of GAAP is to record assets at a fair value. Fair
value is either an estimation of market value of assets where it exists, for example, forestry assets, or the cost in current dollar terms to replace certain assets where there is no
readily available market value, for example, roads. Some lesser value assets are valued at historical cost. For more information refer to Council’s accounting policies on pages 307 –
317 of Council’s Long Term Plan 2018-2028.
Major Projects
The table below shows the major projects scheduled for the current year and the three financial years following elections. Although the projects identified from 2021-2023 are
based on Council’s Long Term Plan 2018-28, additional notes have been added to the project narration where Council staff are aware of potential changes. Some have yet to be
formally approved by Council. For the purpose of this report major projects include all planned projects over $200,000 in any single year. The table shows each project’s annual
cost for the four years.
Project 2019/2020 2020/2021 2021/2022 2022/2023
($000) ($000) ($000) ($000)
Council Buildings/Property
COUNCIL OFFICES AND DEPOTS BUILDING UPGRADE 218 5,250
To refurbish and upgrade the Invercargill SDC Office Building.
TE ANAU LIBRARY 483
Upgrade to library potentially incorporating the Te Anau office. This project is
expected to be moved beyond 2021/2022 in the 2021-2031 Long Term Plan.
Council Facilities
STEWART ISLAND/RAKIURA - GOLDEN BAY WHARF 234
Initial funds to upgrade the coastal infrastructure at Golden Bay and the link to
Halfmoon Bay. This project will be subject to obtaining additional external (TIF)
funding.
STEWART ISLAND/RAKIURA - ULVA ISLAND JETTY 260
Initial funds to upgrade the coastal infrastructure at Ulva Island. This project will be
subject to obtaining additional external (TIF) funding.
21Project 2019/2020 2020/2021 2021/2022 2022/2023
($000) ($000) ($000) ($000)
District Support
IT EQUIPMENT RENEWAL 467
Replacement servers and other hardware to update the IT environment.
CORE SYSTEMS REVIEW 557 557
Review dated applications against future requirements for Council.
PHONE SYSTEM UPGRADE 241
Replacing the current phone system with a “Telephony as a Service” system as well
as a call centre solution.
Parks and Reserves
DISTRICT RESERVES 1,003 502
Capital development relating to the open spaces strategy. Detail of program yet
to be developed.
Public Conveniences
RIVERTON TOILETS 342
Princess Street Toilet Facilities Upgrade.
Stormwater
WINTON - RETICULATION REPLACEMENT 810
Year 2 of reticulation replacement in Great North Road and De Joux Road.
Water Supply
EASTERN BUSH - WATER SUPPLY UPGRADE 250
Upgrades to the water treatment plant to meet water drinking standards. Work on
this project has been delayed to ensure that it meets emerging drinking water stds.
Approx. $1.3m is expected to be carried forward to 2020/2021.
MANAPOURI – UPGRADE RE TURBIDITY 359 524
Initial upgrade of Manapouri water treatment plant to comply with Drinking Water
Standards.
22Project 2019/2020 2020/2021 2021/2022 2022/2023
($000) ($000) ($000) ($000)
OTAUTAU - REPLACEMENT OF MAINS 475
Year 1 of 2 for a planned replacement of watermains in the main street. Future
costs are forecast to be $475,000.
RIVERTON – ADDITIONAL UV DISINFECTION 256
Additional treatment of water post Havelock North and ensure continued
compliance with Drinking Water Standards. An additional $256,000 is also expected to
be incurred in 2020/2021.
TE ANAU – WATER MAIN RENEWAL 509
Year 1 of 2 for a planned replacement of watermains in Quintin Drive, Homer Street
and Mokoroa Street. Future costs are forecast to be $500,000.
TE ANAU – WATER LATERALS 1,068
Renewal of laterals ahead of time and switchboards/monitoring.
WINTON - REPLACEMENT OF RISING MAINS 600
Planned replacement of watermains at Brandon Street and part of the Winton-
Dipton Highway.
Wastewater
TE ANAU SEWERAGE SCHEME UPGRADE 12,820
Year 1 of construction to upgrade the capacity of the Te Anau Sewerage Scheme
using a sub-surface drip irrigation method for disposal to land. Due to Councils
decision making process and new consent requirements, part of the project has
been moved to 2020/21. This is expected to total $8.6million.
TOKANUI – TREATMENT UPGRADE 200
Initial funds for any treatment upgrade pending outcome of current resource
consent application. Further costs are anticipated to be incurred in future years,
however the extent of these costs are currently unknown.
23Project 2019/2020 2020/2021 2021/2022 2022/2023
($000) ($000) ($000) ($000)
RIVERSDALE - TREATMENT UPGRADE STAGE 2 300 1,718
Proposed land purchase for construction of rapid infiltration basins for upgrade as
required by the current resource consent. Due to delays, project costs of $385,000 are
also expected to be incurred in 2020/21, these have been previously budgeted for.
RIVERTON – DESLUDGING 305
Desludging of the sewerage treatment pond at Riverton Rocks.
LUMSDEN - DESLUDGING 253
Desludging of the sewerage treatment pond at Lumsden.
Airport
TE ANAU AIRPORT MANAPOURI 326
Main runway and apron resealing.
This table is not a full list of Council’s projects. A full list can be found on pages 330 – 345 of Council’s Long Term Plan 2018-2028.
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