SHAPE YOUR CITY Hamilton City Council Pre-election Report 2019
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SHAPE YOUR CITY Hamilton City Council Pre-election Report 2019
Hamilton City Council Pre-election Report 2019 CONTENTS Purpose of this report 1 Introduction from our Chief Executive 2 Our Hamilton – our story 3 The challenges facing our city 5 Council – what it’s all about 21 Major projects coming up in the next three years 23 Council finances – financial strategy / where rates go 25 2019 Elections - what you need to know 31 - Stand 34 - Vote 35
Hamilton City Council Pre-election Report 2019
HELP SHAPE
OUR CITY
The next local government elections take place on Saturday 12 October.
Elections mean you vote for the Mayor and Councillors who best represent you and what you want for our city. These people
will make decisions on your city – on your neighbourhood – on your behalf.
Elections enable you to share your voice and help shape our city.
The purpose of this report Audit of information
This report overviews the key challenges
facing our Council and city. It highlights
While the Pre-election Report has not
been audited, most of the financial
STAND
some key issues and takes a close look information in it has been reviewed by Friday 19 July – Nominations open
at our finances and how we fund our independent auditors either as part of Friday 16 August – Nominations close
projects, services and facilities. previous Annual Reports or the 10-Year
Plan 2018-2028.
Whether you’re looking to stand for
Council, or are simply voting, this report Information from the recent financial
is an important read. It provides key
facts you need to know before standing
year (2018/19) will be audited and
available when the Annual Report
VOTE
(and before voting). 2018/19 is published. Friday 20 September – Postal voting opens
Saturday 12 October – Election day
Why it’s been prepared
It’s been prepared because it’s
important. We want to make sure you
understand what’s planned for our city
Where to find out more...
and the challenges we face. Financial Strategy
myhcc.nz/financialstrategy
We want both voters and candidates to
be well informed. We’re looking forward Annual Plan
to hearing new ideas and seeing where myhcc.nz/annualplan201920
Find
candidates stand on the key issues
outlined here. We are hoping this Annual Report
booklet will help everyone make myhcc.nz/annualreport201718
better decisions.
This report is a legislative requirement
out 10-Year Plan
myhcc.nz/10yearplan201828
more
of the Local Government Act 2002. By
law, each council must prepare one. Governance Statement
As required by law, this is a report myhcc.nz/governance
from the Chief Executive. It has been
Infrastructure Strategy
prepared independently of our Mayor
myhcc.nz/infrastructure201828
and Councillors.
1
Hamilton City Council Pre-election Report 2019
FROM OUR
CHIEF EXECUTIVE
It’s an exciting time to lead the team at Hamilton City Council and to live
and work in Hamilton, Kirikiriroa. The city is buzzing and I’m proud to be
part of this community and to tell people, “I’m from Hamilton”.
When a new Council is elected in Your city, and those who vote for you,
October, the Mayor and Councillors deserve nothing less.
will be charged with guiding the
development of one of the fastest- While there may be change around our
growing cities in New Zealand. Each Council table come October, our job
week, 40 new people move here. Our at Hamilton City Council – to improve
city must be able to cater for those the wellbeing of all Hamiltonians –
new people, while also looking after our won’t change. We want to Embrace
existing residents and ratepayers. We Growth, build a Great River City and be
have no choice. Best in Business. It will continue to be
challenging, but we’re up for it.
Under the direction of our Mayor and
Councillors, our team will deliver more One of our biggest challenges is
than $2B worth of new work over the an immediate one. We simply must
next decade. We’ll be creating and increase wider community engagement
developing more transport networks, in the business of Council and in the
building vital infrastructure for new running of our city. It can start with the
neighbourhoods and delivering services elections. Your vote is an opportunity
and facilities that impact on every to share your voice and shape your city
single person in Hamilton. – not just until the next election but for
many years ahead.
Your vote
It won’t be easy. We’ll need to be
innovative and find ways to build Hamilton has an exciting future.
counts!
partnerships and leverage technology. This is your chance to influence and
Our city leaders will need to make be part of it.
decisions which support Hamilton’s
growth while protecting the qualities
that make our city so liveable. Richard Briggs
Chief Executive
It’s a big responsibility and those
considering standing for Hamilton
City Council should read this report
carefully. You need to understand the
complexities of the job, and do as much
research as you can. You should have
a clear position on key issues so voters
know what you stand for. You should
be well informed and base your views
on fact.
2
Hamilton City Council Pre-election Report 2019
HAMILTON OUR PAST The Borough of Hamilton was established on
27 October 1877 with a population of 1245 and
KIRIKIRIROA
an area of 752 hectares, through the combining
Hamilton’s earliest settlers of the East and West settlements. On
included Maaori from the Tainui 13 December 1945, Hamilton became a
waka, who called the area Kirikiriroa
city with 20,000 citizens
The gateway to the central meaning long strip of gravel,
and this remains the Maaori
North Island, Hamilton, name for the city
originally named Kirikiriroa There are five Tainui hapuu
(sub-tribes) that continue to
by Maaori, is New Zealand’s hold mana whenua (traditional)
largest inland city. The mighty The area has a history of connections to the land
Waikato River flows for 16 700-800 years and waterways within
of Maaori occupation and Kirikiriroa/Hamilton
kilometres through the city
settlement, highlighted
with the eastern and western by paa sites, traditional
suburbs on either side. gardens and agricultural
features along the
In 1867 the road
was opened to Auckland
Waikato River and a regular coach service
began, followed by
railway from Auckland
Formal European in 1877
settlement
began on 24 August
In the 1860s, the New Zealand
1864, when Captain
Wars and the NZ Settlement Act
William Steele disembarked enabled land to be taken from
from the gunboat Rangiriri and established the Maaori by the Crown;
first redoubt near what is now Memorial Park a total of 1.2M hectares
The city’s south was confiscated in the Waikato
end as seen region and provided the basis
from Hamilton for subsequent European
East c. 1908 settlement in Hamilton
EMBRACING GROWTH
Our population
is expected to
increase from 1440
169,300 homes
(June 2018) were consented
in 2018, an increase
to 187,600 of 28% on 2017
WE’RE in 2028.
That’s an average
of nearly 40 new
and the highest number
of new home consents
approved since digital
WE’RE
BOOMING residents every week! records began in the 1990s BUILDING
The Peacocke development
Rototuna in the city’s southwest
has the capacity for
3750 homes
within the next WE’RE
10 years WELCOMING
WE’RE
The Council’s 2018-28
10-Year Plan includes a
INVESTING record $2B
to enable and support growth,
improve transport and look after
the things we already have
03
Hamilton City Council Pre-election Report 2019
A GREAT RIVER CITY
WE’RE
WE’RE HAPPY
84% of residents rate
YOUTHFUL their quality of life positively (2018), and a
third of our community believe their quality of life
Hamilton’s median age is 32, has increased over the last 12 months. This change
the lowest of all cities in New Zealand is the highest of the eight major cities surveyed*
WE’RE WE’RE
A DESTINATION
Approximately 23% of current residents were
PROUD Victoria
on the
born overseas. Tertiary institutions The University
of Waikato, Wintec and Te Waananga o Aotearoa
75% of residents River
enrol more than 40,000 students each year, think their city is a great place to live*
from around New Zealand and the world
WE’RE WE’RE
DIVERSE PLAYFUL
The city has more than 1000 hectares of
Hamilton’s residents represent more than
open space with 145 parks and gardens,
160 different ethnic groups 85 playgrounds and 63 sports areas
BEST IN BUSINESS
WE’RE WE’RE
WE’RE IN THE ACTION
Along with Auckland and Tauranga, Hamilton
WORKING
Hamilton’s economy supports
CONTRIBUTING sits in the Golden Triangle, a powerful region 15,027 businesses
Hamilton’s GDP is $8.08B, containing half the (up from 14,424 in 2016) and
approximately 3.4% country’s population, 92,735 employees,
of New Zealand’s total. generating half the (up from 87,600 in June 2016)
Hamilton’s GDP is growing at 3.9%, country’s GDP
greater than New Zealand’s growth and accounting for two thirds of the freight.
of 3% (to September 2018)
Casabella
Lane
WE’RE WE’RE
PARTNERING APPEALING
Hamilton’s community is working Waikato is New Zealand’s fifth
together to deliver projects such as the biggest tourism economy,
$73M Waikato Regional Theatre contributing $1.571B annually,
with Hamilton the region’s tourism hub
*myhcc.nz/qualityoflife2018
Hamilton City Council Pre-election Report 2019 OUR CHALLENGES It doesn’t matter when elections are held. Cities always face challenges and Hamilton is no different. Challenges can be positive. They prompt change and demand a fresh way of thinking. They can become great opportunities for long-term good. This section outlines five key challenges facing our city we should all be thinking about. There are more, and always will be. But these are the challenges our aspiring Elected Members in particular should be thinking about, talking about and considering when they talk to people in our city during the election period. 5
Hamilton City Council Pre-election Report 2019
CHALLENGE #1:
OUR IDENTITY
Let’s talk about Hamilton. When we were proclaimed a ‘city’ in 1945, our
purpose was clear.
Our job was to be a farming service centre for our surrounding heartland. A trip into Hamilton meant a chance to shop at big
chain stores, go to the movies and use services not available in smaller Waikato towns.
For people living here, our farming ties were never far away and the farming sector was innovating quickly. In the city, change
was still reasonably slow. Hamilton remained a conservative and traditional place with public discussion about Council business
dominated by older, white men.
There were very few women or Maaori involved in making decisions for the city – either in the public or private sector. Young
people weren’t encouraged to share their views.
Features of the city so important to us now still weren’t on the radar for many people. The Hamilton Gardens didn’t exist and
instead was variously used as a rifle range, sand quarry, a go-cart track and the city’s main rubbish dump.
In short, Hamilton was a fundamentally different place.
6
Hamilton City Council Pre-election Report 2019
We’ve changed conferences and business events. A brash, innovative and bold smart city
Hamilton was the most-booked which has a big focus on innovation?
But, look at us now. destination on Bookabach last year,
beating out traditional heavy-hitters like A city that embraces its rural roots while
Hamilton is young – super young.
Wanaka and Queenstown. stamping its own mark on the world?
Our median age is 32, the lowest of
all New Zealand cities. Given all that, it’s not surprising Or, a residential hub linking to
We’re incredibly diverse. The people Hamilton is growing, and fast. In the Auckland’s employment and
of Hamilton represent more than 160 space of just three generations, our economic opportunities?
ethnic groups, with nearly a quarter of population has grown more than eight
times over. We surpassed Dunedin Most importantly, what changes do
all residents born overseas.
as the country’s fourth-largest city we – including Hamilton City Council –
Hamiltonians are involved in a huge years ago (in 2006) and today close to need to make to get there?
range of jobs, professions and 170,000 people call Hamilton home.
The choices made by you in October’s
activities. We’re no longer ‘just’ a
election, and the decisions made by
farming service centre – far from it.
But what’s next? Hamilton’s Mayor and Councillors over
Hamilton’s economy supports 15,027
the next few years, will play a very
businesses and 92,735 employees – Hamilton already has rapid growth,
large role in determining the identity of
that’s a lot of jobs. amazing technology, changing economic
Hamilton for many years to come.
drivers and a more diverse population.
Plus, we have lots of students! The
University of Waikato, Wintec and Te Let’s be clear on what we want. And
In our city, we now have much stronger
Waananga o Aotearoa enrol more than then let’s make the decisions we need
focus on things like environmental
40,000 students each year. Most live to get it right.
issues, inter-generational equity
here, bringing a welcome dimension and affordability. *myhcc.nz/qualityoflife2018
to our city.
In many ways, our city now has the best
opportunity ever to make the right calls
Our quality of life
to determine our future. WHAT’S YOUR
Do people still like living here?
Overwhelmingly, yes! The 2018 Quality This is the time when we can really POSITION?
of Life survey* shows 75% of people decide who we are and who we want to
• What’s your vision for Hamilton?
think Hamilton is a great place to be. Hamilton has everything it needs
live. There’s lots they love, including to be one of the best places in New • What are the five most important
our green spaces, our people and our Zealand and perhaps the world to live, things our city should focus on
strong sense of ‘community’. work and raise families. over the next 30-50 years?
Economically, things are looking good. Yes, there are challenges ahead. • To create the Hamilton you want,
Auckland, Tauranga and Hamilton form But our city is also awash with what must Council be doing
the ‘Golden Triangle’ of New Zealand,
opportunities. differently?
which contains half of the country’s
population and generates half the If we make the right decisions, we • All councils must make choices on
country’s Gross Domestic Product have the time (and the information) what (and what not) to fund. What
(GDP). The city’s GDP is growing to avoid issues we are seeing other are your priorities?
at 3.9% per year (more than New cities struggling with, like major traffic
Zealand’s GDP growth of 3%). congestion, poor public transport and
Plus, more people are coming to inappropriate land use.
visit! We have a vibrant hospitality
and tourism sector and a reputation So, what’s it going to be Hamilton?
for great food (and great coffee). The What should Hamilton’s identity be in
Mighty Waikato is now the fifth-largest the years to come?
region in New Zealand by visitor spend,
A city which embraces growth while
putting Hamilton at the centre of a
retaining the sense of community
growing tourism sector.
we’re known for?
We are also the fourth-largest
destination in NZ for hosting
7Hamilton City Council Pre-election Report 2019
The facts
HAMILTON IS KIRIKIRIROA, HAMILTON
NEW THE CITY’S CITY HAS
ZEALAND’S MAAORI NAME, 3.3%
LARGEST MEANS OF NZ’S
INLAND CITY POPULATION
“LONG
STRETCH
OF GRAVEL”
OUR EVENT FACILITIES ATTRACT MORE THAN
1200 DIFFERENT EVENTS EACH YEAR
AND WELCOME AROUND HALF A MILLION
PEOPLE EACH YEAR
THE CITY HAS MORE NEW ZEALAND’S
THAN 1000 HECTARES LONGEST RIVER,
OF OPEN SPACE WITH THE WAIKATO,
145 PARKS AND FLOWS FOR 16
GARDENS, 85 KILOMETRES
PLAYGROUNDS AND THROUGH THE CITY
63 SPORTS AREAS
8Hamilton City Council Pre-election Report 2019 CHALLENGE #2: MANAGING GROWTH Whether we like it or not, Hamilton is growing fast. Along with Tauranga, Auckland and Queenstown, we’re growing faster than all other parts of New Zealand. It’s no surprise people want to live here. We’re still a relatively low-cost place to do business and (while prices are rising) housing is still more affordable than other centres. We’ve got a skilled workforce, a growing IT sector and plenty of smart young people keen to challenge the status quo (that’s good!). 9
Hamilton City Council Pre-election Report 2019
A growing population Council has already made some big determine what kind of city we’ll have
decisions around growth. We’re full for years to come.
More people are heading our way. steam ahead on the new Peacocke
Hamilton’s population will increase to
nearly 190,000 people by 2028. That’s
growth cell in the south that will house
up to 9000 people within the next 10 WHAT’S YOUR
an average of nearly 40 new residents
every week.
years. It won’t be enough, but it’s a
huge start.
POSITION?
• Growth is here – like it or not –
We need to cater for a growing city. It’s so we need to prioritise what we
up to us to ensure we have the right Partnerships
fund. What compromises are you
things in place. prepared to make? What might you
Funding growth is a massive challenge
which impacts on everyone in be willing to see dropped from
But ‘growth’ – especially how we fund
Hamilton. We can’t ignore growth or our budget?
growth – is difficult and complex.
Managing the growth that is happening try to stifle it. But we can’t fund growth
• By partnering with other
now, and is inevitable in the future, is alone – ratepayers just can’t afford it.
organisations (both public and
one of the biggest challenges we face. We’re already working with partners
private), we can lessen the
We need to plan not just for the next 10 including iwi, property developers, other
financial burden growth will
years – but 20, 50 and even 100 years councils, private partners and central
impose on Hamilton ratepayers.
into the future. That’s our job. government to look at new ways to help
What partners should we be
pay for what we need.
working with and in what capacity?
Infrastructure We need to make sure our city – and
• What role should Hamilton
the wider region – benefits from the
A huge part of that planning is around City Council have (if any) in
investments we make. Council is already
infrastructure... roads, water, stormwater affordable housing?
working in partnership with its local
and wastewater networks. No city can government partners, iwi and Crown • Do you understand what the
function without them and infrastructure agencies on important growth related Hamilton to Auckland Corridor
consumes by far the biggest part of our initiatives. These include the recently Plan is and why it’s important?
budget. We need to renew and maintain completed Hamilton to Auckland Corridor
the infrastructure we already have. But to Plan and more detailed projects like the
cater for more people and more houses, Hamilton - Waikato Metropolitan Spatial
we’ll need to build new infrastructure as Plan. Find out more about them at
well. All up, we’ve got $1.7B budgeted hamilton.govt.nz.
for infrastructure through the 2018-28
10-Year Plan. We’re also partnering with developers
to reduce the overall cost of
Growth
is
It’s community facilities and services – infrastructure. And we’re looking at
parks, pools, green spaces, community how we can reduce time and cost for
halls, libraries, visitor attractions, developers and builders by improving
stadiums, event centres – which help
create our Hamilton lifestyle. We’ve
our own processes. Do we need to cut
red tape? Yes, and we already are.
here!
allowed $302M for this through
Growth is inevitable and we need
to 2028.
to plan now for a Hamilton which, in
We need to change the way we think just a few decades, may look
about housing. We need to go up – not completely different.
just out. Going ‘out’ means greater land
How do you want growth to be
requirements, which can be expensive
managed and what should our
and is not necessarily what younger
priorities be? And what should we,
people want. We need more inner-
as a community and as a Council,
city living, duplex, townhouse and
be doing to get there?
apartment higher-density living. We
need to think hard about the Council’s The answers to these questions will
role in making houses more affordable. be crucial. They will define us and
10Hamilton City Council Pre-election Report 2019
The facts
IN THE 10 YEARS HAMILTON NEEDS
TO 2028 HAMILTON ENOUGH LAND FOR
EXPECTS TO AN EXTRA 12,500
WELCOME ANOTHER HOMES BY 2028 AND
21,000 PEOPLE 31,900 BY 2038
HIGHER-DENSITY LIVING IS ON THE RISE IN HAMILTON.
IN 2018, 60% OF THE OVERALL CONSENT NUMBERS (866 HOMES)
WERE HIGH-DENSITY HOMES (APARTMENTS, TOWNHOUSES,
DUPLEX ETC); 40% WERE STAND-ALONE HOUSES (570)
PEACOCKE IS PEACOCKE IS THE
SUPPORTED CITY’S BIGGEST
BY $290.4M OF GROWTH PROJECT,
GOVERNMENT CREATING A WHOLE NEW
FUNDING THROUGH NEIGHBOURHOOD IN THE
THE HOUSING CITY’S SOUTH WHICH WILL
INFRASTRUCTURE BE HOME FOR MORE THAN
FUND. 20,000 HAMILTONIANS
11Hamilton City Council Pre-election Report 2019
CHALLENGE #3:
DOING THINGS
DIFFERENTLY
We already do a lot of things well. But we’ll need to do some things
differently in the future.
We need to think differently about the role of Council in the city’s future. We need to think differently about the relationships we
have with our community and our stakeholders, the activities we undertake, the way we fund and finance them, and the organi-
sation Council needs to be to provide the greatest value for money to our community. We shouldn’t be afraid of challenging the
status quo. We have the opportunity to reimagine the role of local government and improve the wellbeing of Hamiltonians – and
we should. Come on, Hamilton! Let’s think outside the square.
Financially, we have already signalled big changes. In our last (2018-2028) 10-Year Plan, we updated our Financial Strategy.
You can see a full copy of that strategy at hamilton.govt.nz. You need to get familiar with the strategy because it underpins all
decisions we make.
We had to make changes. Our old financial model wasn’t sustainable because we were borrowing to pay for everyday costs.
That just doesn’t make sense. Even though our rates are cheaper than many other cities, keeping rates affordable is still a big
issue, and will be something our new Council will need to grapple with very quickly.
Under our Financial Strategy (and based on existing budgets), we’ll be able to ‘balance the books’ from 2022/23, meaning we
will be living within our everyday means.
12Hamilton City Council Pre-election Report 2019
To pay for everything our city needs,
we plan to increase rates by 3.8% per
private partners, academia, social
sector services, iwi, other councils and WHAT’S YOUR
year through to 2028 (against average
inflation of 2.4% per year). Continuing
our most important partner of all – the
people of Hamilton.
POSITION?
to increase rates above inflation is
But let’s not just assume we can just • To reduce rates or our borrowing
financially unsustainable for ratepayers.
put rates up to pay for all the things we levels, we would have to cut
We have already baked in $94.5m of
need – we can’t. Affordability is already projects and/or services. What
efficiency savings into the 10-Year Plan.
a big issue for some people in our city. should we not build and what
To achieve a truly sustainable model of
local government we need to do much services should we not provide?
We need to look at innovative ways
more than that. we can save money while maintaining • Are you comfortable with
value to our community. annual rate increases of 3.8%
External funding through to 2028? If not, what
We’ll also need to work more closely do you propose?
Maangai Maaori – (the
with a bigger range of partners. voice of Maaori) • If there is a better way of
We’re already working with central
managing our finances, what is it?
government to make sure we’re at the By 2038, the population of
forefront of new planning, funding and Hamilton will be 30% Maaori. • Are you comfortable with our
financing tools. Because of our growth, Iwi are a critical partner for the
debt-to-revenue ratio?
and our economic importance to New city and the overall wellbeing
Zealand, Hamilton has already secured of our city hinges on a strong • Who do you think we need to be
around $290M of government funding relationship with Maaori. We need working closely with?
through the Housing Infrastructure to encourage and support Maaori
in having a stronger voice.
Fund (HIF), comprising a $180M
interest-free loan and $110M from Most importantly, we need
the NZ Transport Agency. This will to listen to that voice and to
save our city more than $65M in work collaboratively with iwi
interest payments over 10 years. The
HIF loan enabled us to kick-start the
and maata waka (all other
Maaori who live in Hamilton)
collaboratively. Only by working
We need
to be
development at Peacocke.
together, will we realise the
We’re working with partners,
city’s full potential.
government and donors to deliver
jointly funded or subsidised projects
like the Hamilton Gardens development,
We have already taken some
bold steps forward in making
sure the voice of Maaori is better
bold!
the Waikato Regional Theatre and
destination playgrounds. heard, better understood and
better considered. In October
These partnerships help our city and 2018, the Council appointed five
the wider Waikato region – and that’s Maangai Maaori (the voice of
important. To do the very best for Maaori) representatives to four
ratepayers, we need to be bold and key Council committees. The
sometimes put council boundaries aside. Maangai Maaori model is unique
Boundaries are not important; it’s the because all five Maangai Maaori
wellbeing of people that should dictate representatives have full voting
what decisions are made. That’s why rights on those committees.
projects like the three-waters sub-regional
Maangai Maaori representatives
study, and the Mass Transit study we are
are selected independently
involved in, are so important.
(by Maaori, for Maaori) and
There are great organisations in approved by Council. Already,
Hamilton and beyond we can partner they have made a huge
with for the good of our city. The days difference in the way our Council
of ‘going it alone’ are over. Meeting our makes decisions about things
growth challenges will force us to work that affect all of us.
in different ways with local industry,
13Hamilton City Council Pre-election Report 2019
The facts
ALONG WITH AUCKLAND AND
TAURANGA, HAMILTON SITS IN
THE GOLDEN TRIANGLE,
A POWERFUL REGION CONTAINING
HALF THE COUNTRY’S
POPULATION, GENERATING WE HAVE
HALF THE COUNTRY’S GDP AND 59,887
ACCOUNTING FOR TWO THIRDS
OF THE FREIGHT RATEPAYERS
IN THE 2018-28 10-YEAR PLAN, WE PLAN TO SPEND
$3B ON EVERYDAY COSTS – FOR ACTIVITIES SUCH AS
REPAIRING ROADS, OPERATING LIBRARIES,
MAINTAINING PARKS AND COLLECTING RUBBISH
HAMILTON CITY COUNCIL HAMILTON’S THREE
HAS THE 24TH LOWEST WATERS, TRANSPORT AND
RATES IN NEW ZEALAND, PARKS AND OPEN SPACES
OUT OF THE 67 ASSETS ARE VALUED AT
COUNCILS $3,042,936,000
14Hamilton City Council Pre-election Report 2019 CHALLENGE #4: BEING SMART We should be identifying and embracing change for the good of our city. We know our city, and technology available to us, is changing rapidly. That presents challenges and opportunities. Smart Hamilton All over the world, local authorities are seeking to develop ‘smart cities’. Being a ‘Smart City’ means continually looking at how we can work smarter – no matter how well we’re doing. It means challenging the status quo and encouraging innovation that generates positive change. It means taking a collective approach and being smarter right across our Council services from transportation and animal control services, to visitor attraction and major event delivery. We want that for Hamilton, but we’re going a step further. We’re working to build a ‘smart society’ within our city and across the region. Smart societies: • improve the liveability and experience of a city or place • increase the availability of good data for decision-making • optimise resources • creatively solve collective challenges. In smart cities, technology has a central role. We need to think hard about what technologies we want to adopt, how and when. Given Hamilton’s growth, leveraging technology will be important. 15
Hamilton City Council Pre-election Report 2019
Transport Our environment
Waste minimisation
We need to be smarter about transport Hamilton must do its part to combat
and plan for issues like the use of rail climate change and to protect and When our current kerbside
and the mass movement of people. enhance the city’s environment. Some rubbish and recycling service
We’re one of New Zealand’s fastest people want us to do more; some people was introduced in 2002,
growing cities and already 50,000 want us to do less. Hamilton was leading the way
people commute into Hamilton each in New Zealand. Over the years,
day. That will grow by 40% over the next There are a number of things we are Hamilton has been overtaken
30 years. What does that mean? doing to look after our environment. by many other councils. The
approach taken with the new
We need to make sure future We have:
service will position Hamilton
development doesn’t hinder our future • Introduced (in partnership with the as a leader again.
transport options, meaning we need to Waikato Regional Council) a one
protect our transport corridors. year trial for free buses for people Our 2018-2024 Waste
18 and under on weekends Management and Minimisation
We need better cycling and walking Plan (Waste Plan) includes four
• Actively promoted e-bikes,
infrastructure so people and families targets for the next six years as
car-sharing and public scooters
can leave their cars at home, and still well as 33 actions.
move safely and efficiently around the • Funded a bike plan for the city
city. We need smart planning and a • Doubled the footpath repair and
The four targets are:
more balanced approach to meet the replacement budget
city’s future transport needs. We need • Put in place procurement principles 10% reduction in the per
to consider issues of sustainability – to guide us on what goods and capita amount of rubbish
and also think about climate change. services we buy on behalf of our to landfill
Most importantly, any decisions about city and prioritise suppliers
transport need to contribute to the 10% increase in the per
who minimise packaging, recycle
Council’s ‘Vision Zero’ goal for road capita amount of material
and reuse
safety, to eliminate deaths and serious diverted from landfill
injuries on our roads by 2028. • Replaced 16,000 streetlights with
new energy efficient LED lanterns 25% decrease in the per
As always, there are challenges with • Developed an energy management capita amount of kerbside
funding. At Hamilton City Council, we rubbish to landfill
programme which has resulted in
already spend millions of dollars each year
millions of kilowatt hours of energy
on roads and other transport initiatives. 50% increase in the per
saved since 2001
Someone has to pay for it – who? capita amount of kerbside
• Developed a draft biodiversity recycling
The questions are complex but one strategy that aims to increase the
thing is clear. level of indigenous vegetation and There’s more, and you can find
restore the region’s biodiversity. it at fightthelandfill.co.nz.
If we are to avoid some of the
congestion and other issues
already plaguing other high-growth
centres around New Zealand, we
need to change the way we move
around Hamilton.
We need to look more closely at public
transport, cycling and walking to keep
our city moving the way it needs to.
We need to understand and embrace
technology and be clear on what
opportunities it can offer our growing city.
16Hamilton City Council Pre-election Report 2019
WHAT’S YOUR POSITION?
• What sort of commitment should our city have to walking, cycling and technologies like electric scooters? If we spend
more in these areas, what part of our transport budget do we reduce – and why?
• What new technologies should the city adopt and what should we avoid?
• What’s the biggest technology opportunity Hamilton is missing and how can we make it happen?
• What position should our Council have on climate change? And specifically, what further actions should we be taking?
The facts
HAMILTON’S ECONOMY IN 2018 HAMILTON’S EMPLOYMENT
GREW 3.6% (3,226 JOBS),
SUPPORTS 15,027 WHICH IS THE HIGHEST GROWTH
BUSINESSES (UP FROM SINCE 2007 (4.5%)
14,424 IN 2016) AND 92,735
EMPLOYEES (UP FROM
87,600 IN JUNE 2016)
WAIKATO HAS THE FASTEST
GROWING TECH INDUSTRY
IN NEW ZEALAND
THE NUMBER OF MOTOR THE TRANSPORT NETWORK
VEHICLES OWNED BY WILL HAVE TO ACCOMMODATE
AN ESTIMATED 130,000
HAMILTON RESIDENTS IS ADDITIONAL DAILY JOURNEYS
PROJECTED TO GROW TO WORK OR TO DROP
BY 66% BY 2045 CHILDREN AT SCHOOL BY 2045
17Hamilton City Council Pre-election Report 2019
CHALLENGE #5:
INVOLVING YOU
At Council, our purpose is simple – to improve the wellbeing of
Hamiltonians. It’s why we come to work every day and it’s why most
candidates stand for elected office.
Building partnerships is critical. Alone, we can’t address the challenges outlined in this booklet – including the big challenge
posed to our city by growth.
More than anything else, for our city to really deliver what its people want, we need to build meaningful partnerships
with Hamiltonians.
The people of our city need to be at the centre of everything we can do. We need to talk with people, capture their thoughts,
feedback, and questions, and action their great ideas.
We need to use that information to help shape plans for our city and ensure our Mayor and Councillors make the best
decisions possible.
18Hamilton City Council Pre-election Report 2019
Voter turnout What now?
WHAT’S YOUR
But we’re facing a battle. In the 2016
Local Government Elections, only 33.6%
The challenge is clear. We need
to ensure Hamilton City Council is
POSITION?
of all eligible voters in Hamilton voted. relevant to our community. We need to • What can we do to encourage
That means only one third of those effectively engage our community in more people to vote? How much
eligible to vote even had a say on who issues that matter to people. would you be prepared to spend to
runs their city. have this happen?
It’s an exciting and important time
Hamilton voter turnout was the lowest for the city. The decisions our Mayor • What ideas do you have to
of all New Zealand metropolitan and Councillors make will matter – increase participation in Council?
centres, and the fourth lowest of all and matter for a long time. If we get Have you costed those ideas and
councils. It was lower than the turnout it wrong now, our city will suffer the will ratepayers be happy to spend
nationally (42%) and lower than other consequences for a long time. that money?
cities like Tauranga, Christchurch, • In August 2018, our Council
Dunedin, Palmerston North and Nelson. Hamilton City Council has a huge
opportunity (and challenge) ahead. decided to retain the two-ward
structure with 12 Councillors
We’ve got some work We need to create ways of talking with voted in across two wards – East
to do, Hamilton. people that are accessible and inclusive and West. Do you support this
and make a difference. system? If not, what do you
And let’s face it. Councils across the propose – and why?
board don’t have a great reputation. We need to better reflect what the
people of our city want, in both our • What can we do to encourage
Across New Zealand, a 2017 Local
Government New Zealand survey projects, our planning documents and candidates to stand in the
showed that, overall, public satisfaction what and how we deliver our work. Hamilton City Council election?
in local government’s performance was
We (both staff and Elected Members)
only 17%.
need to genuinely consider community
Have your say
In general, councils weren’t rated feedback in our decision-making Our Elected Members make decisions
well on: processes and report back on decisions all the time and we want to make sure
that have been made, and why. our community’s views are captured to
1. providing good value for rates
dollars spent inform these decisions. Throughout the
But it’s also up to you. The fact you’re
year there’s always a lot of things from
2. being trusted to make good reading this booklet suggests you care
right across the city we want to talk to
spending decisions about Hamilton and the life you can
you about. To stay in the know, make
build here.
3. managing finances well sure you follow us on social media and
Now, more than ever, we need you to keep an eye on our website - hamilton.
4. having councillors displaying govt.nz/haveyoursay
be involved in helping shape our city.
sound and effective leadership
5. listening to the needs of people. So, tell us, very specifically, what do
we need to do?
In Hamilton, community confidence in
Council is dropping. Only 26% of people
have confidence our Council will make
decisions in their best interests.
And the residents’ perception that they
have large (or some) influence over
the decisions the Council makes
We
has dropped from 45% to 30%.
need
you!
That’s disappointing (to say the least).
19Hamilton City Council Pre-election Report 2019
The facts
IN 2018/19, WE OPENED 20 NEARLY 4000 RESPONSES
FORMAL CONSULTATIONS WERE SUBMITTED BY
WITH OUR COMMUNITY, THE COMMUNITY
ON ISSUES SUCH DURING FORMAL
AS CENTRAL CITY CONSULTATIONS IN
SAFETY, DEVELOPMENT 2018/19
CONTRIBUTIONS, THE DESIGN
OF ROTOTUNA VILLAGE, AND
DRIVING SPEEDS
WE RECEIVED AN UNPRECEDENTED NUMBER OF RESPONSES
DURING CONSULTATION ON THE 2018-28 10-YEAR PLAN,
WITH MORE THAN 2100 WRITTEN SUBMISSIONS AND CLOSE
TO 300 VERBAL PRESENTATIONS TO THE COUNCIL
IN THE 12 MONTHS AN AVERAGE OF 28,000
TO 30 JUNE, PEOPLE ENGAGE (LIKE,
OUR FACEBOOK POSTS SHARE, COMMENT, CLICK,
REACHED MORE THAN 3.7 MESSAGE) WITH US ON
MILLION PEOPLE FACEBOOK EVERY MONTH
20Hamilton City Council Pre-election Report 2019 COUNCIL – WHAT IT’S ALL ABOUT Councils are made up of two parts: • Governance (Mayor and Councillors) • Organisation (Chief Executive and staff) In Hamilton ‘governance’ comprises 13 Elected Members (the Mayor plus 12 Councillors). The Mayor and Councillors empoy the Chief Executive who has overall responsibility for day-to-day operations. The Council employs around 1000 staff in a vast variety of roles, from animal control officers to water experts, planners and more. The Council looks after a huge number of services and facilities. They include roads, footpaths, drainage and street lighting. We make sure your drinking water is clean and your rubbish and recycling is picked up. We’re responsible for community facilities like libraries, swimming pools and sports grounds. We have to manage natural hazards and prepare for civil defence emergencies. (And there’s more. If you haven’t already, check us out at hamilton.govt.nz). While central government makes laws, Councils make by-laws. These are rules that apply only to our city. For example, by-laws define where people can and can’t drink alcohol and what speeds you can drive around the city. Formal decisions are made at Council meetings or at Council committee meetings. Staff provide information, advice and recommendations at those meetings but only Elected Members can make the final decisions on major issues. 21
Hamilton City Council Pre-election Report 2019
Our Committees are: Our planning cycle
Finance Committee
Growth and Infrastructure Committee
Every three years, Council adopts a
10-Year Plan that sets out the priorities,
budget and levels of service for the
10-
Community, Services, and
Environment Committee
next decade. You can see a copy at
myhcc.nz/10yearplan201828. Every
candidate standing for Hamilton City
Year
Regulatory and Hearings Committee
Audit and Risk Committee
Council should be familiar with our
10-Year Plan. plan!
Any short-term changes to the
CEO Review Committee plans and budget are laid out in the
subsequent Annual Plans.
Independent Hearings
Commissioners’ Panel
YEAR ONE
10-YEAR
ANNUAL PLAN ANNUAL
REPORT REPORT
Our
PLANNING
CYCLE
YEAR THREE YEAR TWO
ANNUAL ANNUAL
PLAN PLAN
ANNUAL
REPORT
22Hamilton City Council Pre-election Report 2019
MAJOR
PROJECTS
Over the next three years, we plan to continue improving essential
services, putting in place the infrastructure a growing city needs and
investing in community spaces that bring people together and contribute
to a thriving city. Here’s a snapshot of just some of the projects we
have planned...
(Please note some of these projects are funded over more than three years. For full detail see our 10-Year Plan at
hamilton.govt.nz/10yearplan).
TRANSPORT
Te Awa South river bike trail
$4M
2019/20
Rotokauri rail platform Footpaths and street Bridge resilience and
Hamilton Ring Road safety improvements
and park and ride seating
$28M $13M $15M $10M
2019/20 to 2020/21 2019/20 to 2020/21 2019/20 to 2021/22
2019/20 to 2021/22
Gordonton Rd improvements Intersection safety upgrades
$9M $4M
2019/20 to 2021/22 2019/20 to 2021/22
Peacocke bridge Peacocke transport
North City Rd upgrade
and connecting roads infrastructure
$74M $70M $7M
2019/20 to 2021/22
2019/20 to 2021/22 2019/20 to 2021/22
Road resurfacing Street lighting replacements
$17M $4M
2019/20 to 2021/22 2019/20 to 2021/22
23Hamilton City Council Pre-election Report 2019
COMMUNITY
Hamilton Gardens development
$9M
2019/20 to 2021/22
Waikato Regional Playground development Rototuna
Sports park drainage
Theatre programme community hub
$25M* $4M $3M $20M
2019/20 to 2020/21 2019/20 to 2021/22
2019/20 to 2020/21 2019/20 to 2021/22
Peacocke neighbourhood parks and natural spaces Rototuna sports park
$2M $3M
2019/20 to 2021/22 2019/20
Parks toilets and Zoo and Waiwhakareke
Peacocke sports park Hare Puke sports park
changing room upgrades Entrance Precinct
$8M $5M $2M $5.7M
2020/21 to 2021/22 2019/20 to 2020/21
2019/20 to 2021/22 2019/20 to 2020/21
THREE WATERS
water, wastewater and stormwater
Water treatment plant upgrades
$31M
2019/20 to 2021/22
Wastewater treatment plant Wastewater network Ruakura reservoir and
upgrades capacity upgrades major pipes
$24M $39M $13M
2019/20 to 2021/22 2019/20 to 2021/22 2019/20 to 2020/21
Water network improvements Erosion control programme
$12M $16M
2019/20 to 2021/22 2019/20 to 2021/22
Peacocke 3 waters Rototuna 3 waters Rotokauri 3 waters
infrastructure infrastructure infrastructure
$81M $14M $8M
2019/20 to 2021/22 2019/20 to 2021/22 2019/20 to 2021/22
WASTE
New rubbish and recycling programme
$18M
2019/20 to 2021/22
*We are contributing funding through partnership with community organisations. We will not own the theatre.
24Hamilton City Council Pre-election Report 2019
COUNCIL’S
FINANCES
Where does the money Where do rates go?
come from? RATES
It takes around $275M to run our great
We spend half of our rates funding
on our core services of water supply, PAY FOR
river city each year. stormwater, wastewater and transport,
with the rest of it going towards MANY
Just over half of our funding comes from
rates. The rest comes from:
providing Hamilton with what makes us
such a great river city.
SERVICES
• fees when people use council
services like registering a dog, or
paying for a building consent
• money from developers to help
cover the costs of any additional
infrastructure that may be needed
because of their development 31.1% 18.9% 16.3%
• government – in the form of grants
and subsidies from the likes of the
NZ Transport Agency
• loans and reserves – an
emergency fund to cover
unexpected costs.
14.6% 8.6% 5.0% 4.0% 1.5%
FINANCIAL • Service levels and assets are
maintained.
STRATEGY • Surpluses are generated to
repay debt.
Our Financial Strategy outlines our • Investment in community,
overall approach to managing the infrastructure and growth
Council’s finances and provides initiatives is supported.
guidance when we make spending
• Investments are funded from debt.
decisions. The strategy is reviewed
every three years during the process of
developing the Council’s 10-Year Plan. The following information shows how
we performed against our Financial
The current strategy aims to enable us Strategy limits in the three years
to respond sustainably to growth in a before the 2019 Council election plus
way that is cost-effective for existing forecasts until 2027/28. The 2018/19
ratepayers. The guiding principles are: results are estimated.
• Everyday expenses are funded
from everyday revenues.
25Hamilton City Council Pre-election Report 2019
RATES
Our Financial Strategy requires the revenue we earn through rates to be no more than 0.627% of the total capital value of all
rateable properties in the city.
Rates as a percentage of Hamilton’s capital value
0.8%
Rates income/Rateable capital value
0.7% Key
0.6%
Quantified limit
0.5% on rates income
0.4% Actual rates
income
0.3%
Estimated rates
income*
0.2%
Proposed rates
0.1% income1
0.0%
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
The Council sets average rates increases to existing ratepayers when developing the 10-Year Plan and Annual Plans. These
form the limits that we report against.
Rates increases
10%
Key
8%
Average rates increase
Quantified limit
on rates increase
6%
Actual rates
increase
4%
Estimated rates
increase*
2%
Proposed rates
increase1
0%
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
* Estimate to 30 June 2019, unaudited
1
Unaudited
26Hamilton City Council Pre-election Report 2019
DEBT
To keep debt to manageable levels, the Financial Strategy includes a cap on net debt-to-revenue. This is now 230%, meaning we
can borrow up to $2.30 for every $1 collected in revenue. Before 2018/19, the ratio was 200%. Our lenders will let us borrow up
to a net debt-to-revenue ratio of 250%, which creates a buffer for unforeseen events.
Net debt to revenue
250%
Key
200%
Actual
Debt to revenue
150%
Estimate to
30 June 2019*
100% Forecast ^
Limit
50%
0%
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
The graph below shows net debt (the total amount of external debt less cash and term deposits). Debt includes loans from
banks and the Local Government Funding Agency as well as a $180M interest-free loan from the Government’s Housing
Infrastructure Fund.
Net debt
$800M
$700M Key
$600M
Actual
$500M
Net debt
Estimate to
$400M 30 June 2019 *
$300M Forecast ^
$200M
$100M
$0M
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
* Unaudited
^ 2019/20 Annual Plan, unaudited
27Hamilton City Council Pre-election Report 2019
BALANCING THE BOOKS
This measure tracks progress towards our goal of paying for the everyday costs of running the city from everyday revenues
(rates, fees and user charges) rather than borrowing to make up the difference. We call this balancing the books.
The way we calculate this measure changed when we reviewed the Financial Strategy in 2018 (revenue received for capital
projects, such as NZ Transport Agency capital subsidies, and a portion of development contirbutions revenue are now
excluded). The graph below represents the balancing the books results under the 2018-28 Financial Strategy measure.
Everyday costs and everyday revenues (balancing the books)
$50M
$40M Key
$30M Actual
Surplus/Deficit
$20M Estimate to
30 June 2019 *
$10M
Forecast ^
$0M
-$10M
-$20
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
INVESTMENTS
We currently hold investments in five companies. The principal reason for holding these investment is to achieve efficiencies
and community outcomes rather than for a financial return on investment. The table below shows how our investments
performed against targets in the three years before the 2019 Council election.
Sharehold-
Entity ing/control Principal reason for Targeted 2016/17 2017/18 2018/19
% investment return Actual Actual Estimate
Waikato Regional Airport Ltd 50.00 Economic development Nil Nil $138,888 $125,000
Waikato Innovation Growth Ltd 100.00 Economic development Nil Nil Nil Nil
Waikato Local Authority Shared
19.60 Efficient government Nil Nil Nil Nil
Services Ltd
NZ Local Government Funding $100,000 per
8.30 Borrowing $103,935 $103,748 $95,911
Agency Ltd annum
Civic Financial Services Ltd 1.80 Risk management Nil Nil Nil Nil
Vibrant Hamilton Trust 100.00 Community funding Nil Nil Nil Nil
Hamilton Properties Ltd1 100.00 Economic development Nil Nil Nil N/A
Innovation Waikato Ltd1 100.00 Economic development Nil Nil Nil N/A
Waikato Innovation Park Ltd1 19.81 Economic development Nil Nil $208,240 N/A
* Unaudited
^ 2019/20 Annual Plan, unaudited
1
No target set for 2018/19 as these entities were sold or disestablished during 2017/18
28Hamilton City Council Pre-election Report 2019
COUNCIL’S FINANCIAL POSITION
The Council’s forecast net worth for 2019/20 is $4.1B. This is calculated as the difference between our total assets (items of
economic value owned or controlled by the Council) and total liabilities (amounts owed to lenders and suppliers). The Council’s
overall equity position is forecast to have improved by $575.8M since 2016/17.
Statement of financial position
As at 30 June
Annual Report1 Estimate*2 Annual Plan2 2018-28 10-Year Plan1
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
$000 $000 $000 $000 $000 $000 $000
ASSETS
Current assets
Financial assets 120,971 121,412 69,535 64,800 66,110 66,360 66,860
Other current assets 3,796 1,833 1,830 1,872 1,915 1,958 2,003
Total current assets 124,767 123,245 71,365 66,672 68,025 68,318 68,863
Non-current assets
Financial assets 35,747 17,751 14,478 18,383 16,678 16,878 16,878
Other non-current assets 3,886,176 3,959,015 4,340,794 4,684,518 5,023,085 5,331,841 5,547,085
Total non-current assets 3,921,923 3,976,766 4,355,272 4,702,901 5,039,763 5,348,719 5,563,963
Total assets 4,046,690 4,100,011 4,426,637 4,769,573 5,107,788 5,417,037 5,632,826
LIABILITIES
Current liabilities
Borrowings 113,620 83,607 42,500 42,800 78,300 37,199 62,640
Other current liabilities 39,792 44,379 44,635 43,535 43,414 43,723 43,664
Total current liabilities 153,412 127,986 87,135 86,335 121,714 80,922 106,304
Non-current liabilities
Borrowings 316,712 332,513 384,576 538,103 660,816 753,519 759,088
Other non-current liabilities 46,506 50,422 44,538 39,215 34,940 30,489 26,882
Total non-current liabilities 363,218 382,935 429,114 577,318 695,756 784,008 785,970
Total liabilities 516,630 510,921 516,249 663,653 817,470 864,930 892,274
Net assets 3,530,060 3,589,090 3,910,388 4,105,920 4,290,318 4,552,107 4,740,552
EQUITY
Equity 3,530,060 3,589,090 3,910,388 4,105,920 4,290,318 4,552,107 4,740,552
Total equity 3,530,060 3,589,090 3,910,388 4,105,920 4,290,318 4,552,107 4,740,552
* Estimate based on 30 June 2019 forecast position
1
Audited
2
Unaudited
29Hamilton City Council Pre-election Report 2019
HOW COUNCIL’S SPENDING IS FUNDED
Whole of Council funding impact statement
As at 30 June
Annual Report1 Estimate*2 Annual 2018-28 10-Year Plan1
Plan2
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
$000 $000 $000 $000 $000 $000 $000
Sources of operating funding
General rates, uniform annual general
26,534 42,204 90,691 140,314 192,794 205,073 217,960
charges, rates penalties
Targeted rates^ 127,162 119,152 89,974 51,343 10,499 10,814 11,144
Subsidies and grants for operating
5,803 5,048 7,229 6,907 6,991 7,277 7,697
purposes
Fees and charges 39,611 42,588 43,516 42,108 42,784 44,742 46,264
Interest and dividends from investments 2,228 3,657 4,473 1,754 1,754 1,754 1,754
Local authorities fuel tax, fines,
5,554 3,530 2,715 2,581 2,458 2,482 2,510
infringement fees and other receipts
Total operating funding 206,892 216,179 238,598 245,007 257,280 272,142 287,329
Application of operating funding
Payments to staff and suppliers 142,367 155,644 167,870 173,457 179,924 174,471 179,358
Finance costs 20,114 20,006 19,553 23,702 29,762 32,028 32,818
Other operating funding applications 634 189 - - - - -
Total applications of operating
163,115 175,839 187,423 197,159 209,686 206,499 212,176
funding
Surplus/(deficit) of operating funding 43,777 40,340 51,174 47,848 47,594 65,643 75,153
Sources of capital funding
Subsidies and grants for capital
8,682 17,070 31,275 69,690 41,541 51,464 50,552
expenditure
Development and financial contributions 15,797 25,835 22,749 25,387 29,909 32,270 32,754
Increase/(decrease) in debt 65,098 (14,511) 26,960 176,038 108,736 62,616 39,773
Gross proceeds from sale of assets 6,522 655 20,925 2,125 - - -
Lump sum contributions - - - - - - -
Other dedicated capital funding 4,813 - - - - - -
Total sources of capital funding 100,912 29,049 101,909 273,240 180,186 146,350 123,079
Applications of capital funding
Capital expenditure
- to meet additional demand 36,341 44,068 72,050 225,275 146,888 132,548 107,585
- to improve the level of service 16,721 14,798 20,561 35,956 29,493 26,692 31,817
- to replace existing assets 33,019 43,256 46,735 62,373 52,531 54,211 61,302
Increase/(decrease) in reserves 2,531 (10,266) (1,222) (2,516) (1,132) (1,458) (2,472)
Increase/(decrease) in investments 56,077 (22,467) 14,960 - - - -
Total applications of capital funding 144,689 69,389 153,084 321,088 227,780 211,993 198,232
Surplus/(deficit) of capital funding (43,777) (40,340) (51,174) (47,848) (47,594) (65,643) (75,153)
Funding balance - - - - - - -
* Estimate based on year to date 30 June 2019 forecast
1
Audited
2
Unaudited
Changes in disclosure
^ Targeted rates includes an adjustment to transition from a land to capital value rating basis with the final adjustment to be
completed 2019/20
30Hamilton City Council Pre-election Report 2019
Stand! Vote!
2019
ELECTIONS –
WHAT YOU
NEED TO KNOW
31Hamilton City Council Pre-election Report 2019
KEY DATES
Start of three-month official applicable period for
Friday 12 July 2019
recording election expenses
Friday 19 July 2019 (12 noon) Candidate nominations open
Candidate nominations close
Friday 16 August 2019 (12 noon)
Preliminary election role closes
Friday 20 September - Wednesday 25 September 2019 Delivery of voting documents
Friday 20 September 2019 Postal voting period opens
Saturday 12 October 2019 at noon Election day and progressive results
Sunday 13 October 2019 Preliminary results
Thursday 17 October - Wednesday 23 October 2019 Declaration of results
Check
these
out!
32Hamilton City Council Pre-election Report 2019
ENROL!
Before you can vote, you need to enrol!
Do you tick these boxes? To enrol:
• complete an enrolment form at any
I’ll be 18 years or older on
NZ Post Shop
Enrol
Election Day (12 October).
• call 0800 ENROLL (0800 36 76 56)
I’m a New Zealand citizen • visit elections.org.nz.
or permanent resident.
today!
Enrolled after Friday 16 August:
I’ve lived in New Zealand • you’ll need to complete a special
for at least one year vote at the Hamilton City Council
continuously at some point. Elections Office, Level 1, Municipal
Building, Garden Place
I live or own property in • call 0800 922 822.
Hamilton City.
Then you’re eligible to
enrol and vote!
Own property but live outside of
Hamilton? Have your say by registering
as a ratepayer elector at elections.org.nz.
33You can also read
