Having worked with the community to develop community outcomes, Council now has to make decisions about how it will contribute to achieving those outcomes.
The following framework has been adopted to determine Council's priorities and future direction:
- Vision - a clear statement on what Council aspires to achieve
- Values - the foundation for policies and actions
- Strategy - a future scenario to help set priorities for Council action
Council's Vision for the district is: 'Strong Community - Strong Future'.
Council holds and promotes the following values:
|
Ngakau-
tapatahi me te Pononga |
Integrity
and Honesty |
|
Manakuratanga |
Leadership |
|
Mahorahora me
nga Herenga |
Openness and
Accountability |
|
Tokeke me te
Ture o te Tika |
Fairness
and Equity |
|
Whakatutukitanga Whakawaiatanga |
Achievements Orientated |
|
Tikanga
Tutohungatanga |
Relationships |
|
Tumanako Manawareka |
Satisfying
Expectations |
The community has identified the outcomes it wants for the future and in response Council has established a number of strategic priorities.
What are the most important projects that Council needs to focus on for at least the next three years? What projects will take this district forward and give the best return for the ratepayer's dollar?
Council has considered these issues and has developed the following future scenario to help set priorities for Council action.
There are four distinctive focus areas to the strategy:
Economic Growth
Priorities for Council action
- Opotiki Harbour Development
- Providing visitor and business investment information and support
- Supporting local and regional business growth and workforce development
- Promotion of activities to increase visitors, including historic precinct development
Quality of Life
Priorities for Council action
- Provision of infrastructure e.g. roads, water, stormwater, waste management
- Increasing the quality of parks and recreation facilities
- Advocacy with and on behalf of Opotiki communities to central government
- Upgrading library services
- Walkways and cycleway enhancements
- Support initiatives for development in the Coast Ward.
Strong Community Spirit
Priorities for Council action
- Tri-annual community awards and day
- Promotion and support for community events
Environmental
Quality
Priorities for Council action
- District Plan review and implementation
- Creation of the Town Centre as an historic precinct
- Maintenance and enhancement of parks and reserves
- Partnership with community groups and Environment BOP to undertake environmental restoration projects
Strategic Projects
Council will ensure an integrated view is taken on decisions about the allocation and management of resources. Council will seek connections between projects and partnerships with other agencies to maximise value for money from its activities.
This section lists strategic projects or projects with long term impacts.
Council has considered a range of strategic projects for inclusion in the Community Plan and will undertake those listed below during the next 10 years. Some of these are also considered to be 'significant activities' as defined by Council's significance policy.
Some strategic projects have ongoing operational costs that will impact on rates. The information on each project therefore provides details of capital expenditure (Capex) and operating expenditure (Opex).
Strategic Projects ($000)
|
09/10 |
10/11 |
11/12 |
12/13 |
13/14 |
14/15 |
15/16 |
16/17 |
17/18 |
18/19 |
||
|
Sports & Events Centre |
Capex |
|
|
|
9184 |
||||||
|
Memorial Park Pavilion |
Capex |
|
535 | ||||||||
|
Library Upgrade |
Capex |
400 |
|
||||||||
|
Coast Initiatives |
Opex |
30 |
31 |
32 |
33 |
34 |
34 |
35 |
37 |
37 |
38 |
|
Opotiki Sewerage Upgrade |
Capex |
490 |
81 |
485 |
72 |
282 |
|
|
|
|
|
|
Walkways |
Capex |
|
26 | 80 | 27 | 28 | 29 | 29 | 30 | 31 | 31 |
This table above does not include the Harbour Development Project. When Council has gained resource consents required for the project and funding has been secured the project will cost some $42.75 million spread over 2010/11 to 2013/14 financial years. Current details on this project can be found within the economic development group of activites in part two of the LTCCP.
Development Contributions
Policy
Since 2004 new development (e.g.
houses; subdivisions) have been paying a contribution towards the
total capital cost of new recreation facilities and the sealing of
the district roading network. It is proposed that this continue at
similar levels whereby each 'unit of development' (e.g. new house)
will pay $2038 plus GST towards new recreation facilities and $837
plus GST towards the district roading network. Payment of
development contributions may be made by the developers or by
building or land use consent applicants.
With new development comes increasing demand and pressures on Council infrastructure. Around 750 new houses (or housing equivalents) are expected over the next ten years. This equates to 21% growth and, therefore, new development is being asked to contribute 21% of the estimated costs of the planned recreation facilities and roading improvements throughout the district. The remainder of the costs will either come from rates or external grants.
|
Facility |
Estimated Total Cost |
Total Development |
|
Ohiwa Loop Rd Toilet |
$70 000 |
$14 500 |
|
Waiotahi Drifts Playground & Toilet |
$100 000 |
$21 000 |
|
Events Centre |
$5 830 000 |
$1 224 300 |
|
Waioeka Domain Pavilion |
$470 000 |
$98 500 |
|
Maraetai Bay |
$80 000 |
$16 800 |
Rating Differentials - effect on rates
Council's general rate is based on differentials on area of rating unit. Units between 25 and 100 ha pay 1.15 times the rate of units less than 25 ha. Units over 100 ha pay 1.2 times the rate of units less than 25 ha. These differential rating factors have reduced from 2005/06 when the differentials were 1.2 times for rating units 25 to 100 ha and 1.25 times for rating units over 100 ha.
To address the variation in rates it is Councils intention to continue to phase out the differentials over time.
Tourism and
Promotions Rate
The
Promotions and Development rate has been levied by Council for
approximately eight years. The purpose of the rate is to provide
funding towards visitor promotion and it is levied on properties
where the land use is commercial or industrial and also on
properties where there is a permitted activity relating to
recreation, entertainment and visitor accommodation. A recent
review has found additional properties could meet the rates
criteria. Some properties operate small businesses such as farm
stay or bed and breakfast as an ancillary activity.
Levels of
service
The standard of service Council
provides is dictated by the operating budget it has to work with.
In striving to reduce the cost of our rates we sometimes reduce the
level or standard of service. The Council constantly struggles with
the questions "How much is enough?" and "Is what we want what we
can afford?" Compared to other local authorities, council achieves
a very low rate for service and focuses on activities that provide
maximum benefit to the wider community as well as support for
smaller sector groups.
The current and planned future levels of service provided by council are detailed in the activity plans that follow. Major changes in the level of service include the appointment of an event support officer to assist community event organisers with the valuable work they provide. Also supporting the events sector will be the development of a Community Events Centre which will provide an appropriate venue for a variety of events, sports and community recreation and activities. An upgrade and extension of the Visitor Information Office is planned to improve the presentation of our district to the visitor and the seal extension programme will continue to see the districts rural roads improved at a steady rate.
Financial
Implications
All strategic projects and
significant proposals and the levels of service have been factored
into the various activities later in this document. There are a mix
of funding sources ranging from external grants for much of the
harbour development and event centre, loan for the Te Kaha RRC,
rates for the operating expenditure projects and depreciation is
the main funding source for the public toilet and seal extension
programmes. Development contribution also assists in the funding of
the Event Centre, various public toilets and the seal extension
programme.
Given these funding sources there is little initial impact on rates. Over time the operating costs and debt repayment will undoubtedly effect rates but this will not be dramatic as the rating increases over the term of this plan are only marginally ahead of predicted inflation.
