Long-term Plan 2021-2031 Our Roadmap to Renewal - He Ngākau Aroha - Our City with Heart - Invercargill City Council
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2021-2031
Our Roadmap to Renewal
Long-term Plan
t
He Ngākau Aroha - Our City with Heart
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
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Our City with Heart 2021-2031 Long-term Plan
Mayor's Comment - 2021/2031 Long-term
33
4
Our City
with Heart
He Ngākau
Aroha
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.
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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.
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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
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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
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Our City with Heart 2021/2031 Long-term Plan 1112
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.
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Our City with Heart 2021/2031 Long-term Plan 1314
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 PierceBuilding 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 .
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Our City with Heart 2021/2031 Long-term Plan 1516
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
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Our City with Heart 2021/2031 Long-term Plan 1718
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 & SustaWhat 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
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Our City with Heart 2021/2031 Long-term Plan 1920
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