TŌ TĀTOU ROHE ME TE ANGA WHAKAMUA OUR DISTRICT OUR DIRECTION

Transcription

1 TŌ TĀTOU ROHE ME TE ANGA WHAKAMUA OUR DISTRICT OUR DIRECTION

2 Our District 28

3 Our District We are a region of firsts locally, nationally and globally. The Gisborne District (which is also a region) covers a land area of 8,265 square kilometres located in the north-eastern corner of the North Island. This is approximately 5% of New Zealand s total land area. The estimated population of the district is 47,900 (1), which equates to 1% of New Zealand s total population. Gisborne has the lowest ratio of population to land area of all North Island regions. Three quarters of the population lives in Gisborne City, which had an estimated population of 36,100 in Other settlements are small, with the largest population being in Tolaga Bay (840), followed by Ruatoria (840), Te Karaka (550) and Tokomaru Bay (410) (2). Gisborne has the highest proportion of Māori of all regions, with 49% identifying as Māori in the 2013 census; compared to 16% nationally. Around 6,240 Gisborne district residents reported being able to hold a conversation in te reo Māori (almost 16% of the district s population four times the national percentage). From the southern boundary of the district, the iwi of Te Tairāwhiti are Ngāi Tāmanuhiri, Rongowhakaata, Te Aitanga-ā-Māhaki, and Ngāti Porou. Ngāti Porou has the highest number of iwi affiliation among Gisborne Māori, with just over 12,000 people in the district identifying with that iwi. Pacific people make up 4% of the local population, with 2% identified as Asian in the 2013 Census. It is also important to note that the region has a high population of those aged under 15 years (24.6%) when compared to all of New Zealand (20.4%). Gisborne has the second highest total fertility rate in New Zealand (2.4 births per woman) (3). renowned. The city's facilities include a library, theatre and museum. Our region has been developing its infrastructure over the years to match the growth. Gisborne Airport recorded 156,146 passenger movements mainly between Gisborne, Auckland and Wellington. The airport is owned by Council and operated by the Eastland Group by lease agreement. Port Gisborne can handle vessels of up to 190m in length and a draught of up to 10.5m. The export wharf has a modern fleet of cargo-handling equipment, a bulk handling installation and cold storage facilities. For manufacturing and food processing, we provide an efficient, reliable supply of quality water. Gisborne is well served with a high-capacity network of electric power lines and sub-stations covering the entire region. Virtually the whole of the urban area, including the industrial estate, is reticulated with natural gas. Real estate prices present good opportunities. Commercial and industrial space is available at extremely moderate rates compared with those in other areas. We have a very capable local building industry. Agriculture has been the most important industry in the Gisborne District since earliest settlement. However, agriculture has diversified over the years and now forestry, viticulture, horticulture and industries such as food processing are becoming increasingly important. Gisborne-based enterprises have shown innovation and excellence in a variety of areas including cheese, beer, wine, cider, meat, popcorn, truffles, hosiery, surfboard production, cashmere fibre production, honey, organic farming and oil extraction for perfume and health products from the native Manuka tree. 29 The district scores highly on the social deprivation index. Income levels are below national medians, with a median household weekly income of $1,400 in 2017 for both Hawkes Bay and Gisborne combined, compared to $1,578 nationally (4). This highlights rates affordability as a particular concern and focus for Council. The district s population is forecast to grow by almost 1,500 persons (3%); from 47,900 in 2018 to 49,390 in By 2043 the forecasted population is 52,065; a growth of 4,170 persons (8.7%) over 25 years. The way we interact with each other and the world is shaped by our bi-cultural heritage, landscape, location and way of life. We are committed to preserving and growing the unique attributes of the people of Tairāwhiti. Our arts, heritage, language achievements and celebrations are locally, nationally and internationally 1 Statistics New Zealand Subnational Population Estimates for Regional Authorities, as at 30 June Statistics New Zealand Subnational Population Estimates for Area Units, at 30 June Calculated using live births over a three-year period centred on the 2013 census year 4 Statistics New Zealand, Household income by region, household type and source of household income

4 Our Strategic Direction Strategic framework Council's strategic framework features the components that inspires and directs our work and how we do things. Council is also focused on strong management and excellent organisational performance to deliver its strategic priorities and community outcomes. This is included in the framework highlighting its importance to our success. Vision In 2014 Council refreshed its vision and values to better reflect what we value and aspire to achieve. Our vision and values reflect a fresh approach to the way we work. Tairāwhiti First! First to see the light Strategic Priorities Council has developed strategic priorities aligned to our vision and community outcomes. These sharpen our focus to where we can be most effective. 1. Resilience the ability to prepare for and bounce back from adversity 2. Prosperous Tairāwhiti fostering economic growth and community well-being 3. Environmental Stewardship caring for our natural resources 4. Mana Tairāwhiti enhancing and enjoying our unique region 5. Inclusive decision-making involve and engage people in decision-making processes First choice for people and lifestyle First choice for enterprise and innovation 30 First place for the environment, culture and heritage Tairāwhiti is a region of firsts. We are the first city in the world to see the rising sun, the first landing place of early navigators from Kiwa to Cook. Our vision is for Tairāwhiti to be a place where people want to be and are proud to live. A place that is home to productive and innovative businesses. A place where we care for our environment as an integral part of our lifestyle. A place rich in history, that celebrates and keeps alive its culture and traditions. Community Outcomes Our three Community Outcomes reflect our vision. They also keep us focused on what is important. Tairāwhiti Tangata (our people) Gisborne s greatest asset is its people. We are a cohesive, connected, culturally rich and creative community. Tairāwhiti Taonga (our environment, culture and economy) Our rich coastline, fertile soils, warm climate and abundant freshwater are key to our community s well-being and prosperity. We celebrate our dual heritage and collaborate for a healthy future. Tairāwhiti Wawata (our aspirations realised) Gisborne is a district where we achieve our aspirations. We are a district that leads and advocates for itself. Citizens are actively involved in community life and Council engages the community in its decision making.

5 Our Financial Strategy Financial Strategy The 2017/18 financial year was guided by the Financial Strategy set out as year 3 in the Long Term Plan. The over-arching aim of the Financial Strategy was to be financially sustainable. To Council this meant that we fund our activities in ways that the community can afford now and in the future. Over the past three years we kept rate rises at 2% or less. This meant that for some projects we used reserves (savings) instead of rating or borrowing to pay for them. It is no longer sustainable to continuing to use reserves to pay for the critical infrastructure improvements required. This year we reviewed the Financial Strategy as part of the Long Term Plan. The overarching aim of the new Financial Strategy is to meet our critical infrastructure needs in a way that is affordable for our community. Here we are reporting on our Financial Strategy for 2017/18 through the six key directions: 3. Have an emphasis on "user pays and beneficiaries" We will maintain our philosophy of targeting those that benefit from or exacerbate activities. But we will also consider increasing the use of district-wide funding to spread the cost of infrastructure for small communities. How we are doing? Council reviews its fees and charges every year. Every 2-3 years we also review our rating policies. These are the Revenue and Financing Policy and the various remissions policies. 4. Increase other income (not from rates) Such as government and grant funding, applying for subsidies and increasing earnings and dividends from our commercial investments. 1. Minimise and smooth rates increases Total rates increases will be no more than 2% overall for the first three years of the LTP and no higher than 3% until Rates will make up less than 70% of Council s total income. Council met its Financial Strategy by keeping rates increases at 2% overall for the first three years. Rates excluding water metered rates, make up 58% of total income. We have set ambitious targets for our commercial operations to increase non rate-payer revenue. Council maintains a number of investments in Council Controlled Trading Organisations. Its largest is Gisborne Holdings Limited (GHL). Phased transfers of our commercial assets to GHL has taken place as part of a strategy to maximise their commercial opportunities. Council owns 100% of GHL and any profits are returned to Council by way of dividends and subvention payments. Council total funding from other than rates sources was 42%; improved over last year s performance (2016/17 40%) Minimise debt levels External debt will be kept below $55m and total debt including internal loans will be kept below $80m. Council external debt is below $44m and total debt is below $80m. Council has operated within its fiscal envelope. 5. Maintain (and in some instances decrease) existing services, activities and infrastructure We re working smarter with your money. We ll deliver the essential services and activities to standards that meet your needs and we re investing in technology to work more efficiently. Our 30 year infrastructure strategy outlines what the demand on our roads, pipes and services are likely be so we can continue to provide these at appropriate levels. This includes the potential impact from climate change and projected growth. We are also working on using smart technology and open data to improve processes and outcomes for our customers.

6 Our Financial Strategy 6. Assist in improving the district's ability to pay Economic agencies will be supported to assist in growing the district s economy. Key stakeholders and others will be helped to improve the productivity of Māori land. Infrastructure to support and attract businesses into our district will be provided. How we are doing? Co-funded with Eastland Community Trust, we established a regional economic development agency - Activate Tairāwhiti. We ve collaborated with Activate to develop He Huarahi hei Whai Oranga, the Tairāwhiti Economic Action Plan. Activate is working with business, iwi and government agencies to drive several initiatives in an effort to get our economy booming. Activate Tairawhiti has been closely involved in a number of key projects to implement the Economic Action Plan: 32 establishing a joint venture with Wood Engineering Technology Ltd (WET) at the former Prime sawmill that will turn lower-grade logs into high-value structural lumber and could create 120 direct jobs over the long term initiating a programme to drive the growth of tourism opportunities in Tairawhiti establishing the Tairawhiti Business Hub at The Works building to act as a one-stop-shop for business support services. The Hub offers hot desking, state of the art digital connectivity, meeting rooms and other facilities for start-up and out of town businesses needing a base creation of a regional strategy to provide young people with a pipeline into employment.