DRAFT 2021-31 Long Term Plan Consultation Document
Our Region
Greater Wellington stretches from coast to coast, with the rural beauty of Wairarapa down to the bustling city
of Wellington. From our parks, water ways and coastline to farmlands, forests and all the spaces in between –
we’re a unique region with our own set of chal enges and exciting opportunities.
Every day, in hundreds of ways, we work hard to protect and enhance this precious place we call home and
right now we have some big decisions to make to secure our region’s future. This affects all of us and we’d
love for you to be involved.
What does 2031 look like?
This is an important moment in time for everyone. There’s so much we can, and must, plan and prepare for in
our region – and that’s exactly what this document is al about.
We’re excited about the opportunities for sure, but we’re also realistic about the challenges we’re up against.
Right now we’re dealing with a global pandemic and doing all we can to recover and come out of it stronger.
In 2019, we declared a climate emergency, determined to meet the threat of climate change head on. Our
population’s growing and so is the pressure on public transport. All of this means that we have more things to
pay for, with less revenue coming in. So we’ll need to put rates up over the next few years.
There’s plenty to consider, but we have a choice about how our region looks in 2031 and this Long Term Plan
looks at all the big issues and how we can tackle them. As a starting point we’ve agreed on four strategic
priorities, or guiding lights, to focus on:
Responding to the climate emergency. Urgent action is needed now and we’re setting a big, bold
target to be carbon neutral by 2030 and climate positive by 2035
Improving outcomes for mana whenua and Māori. We are strengthening our commitment to
working closely with mana whenua to achieve the best outcomes for Māori and the region, across
everything we do
Adapting and responding to the impacts of COVID-19. We plan to lead the way in supporting our
region through the COVID-19 recovery, transitioning along the way to a sustainable, low carbon
economy
Aligning with Government direction. The Government’s setting some big environmental goals.
Some are still evolving, and several align with what we’re doing already. We plan to be in the best
position to respond well.
There’s hard work ahead but we’re constantly working towards our Vision:
An extraordinary region – thriving environment, connected communities,
resilient future
Your story
This is where we need your help. This affects all of us, our whānau, our friends and our future. Your views can
directly influence the decisions we make because we should make them together.
There are three big topics we specifically need your thoughts on:
1. Pushing the go button on electrifying our bus and rail network
2. Ramping up our restoration of regional parks to fight climate change
3. Taking joint action to super charge our region
Long or short, detailed or general, however you’d like to respond we’d love to hear from you.
(See page XX on how to send us your feedback).
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(Insert letter from GW resident)
Leading regional development to 2031
Our 2021-2031 Long Term Plan gives us a clear picture of what we need to do to achieve our goals for the
next 10 years. From protecting and restoring our freshwater quality and indigenous biodiversity, to
safeguarding communities from flooding and running an efficient, low carbon public transport network, we
have a lot to do and a plan to achieve it.
We’ll take a leading role in regional climate action and regional recovery following COVID-19, but to make the
biggest impacts we’l partner closely with mana whenua, central government and territorial authorities across
the region. We’l be stronger together to deliver on our vision for 2031 – to be an extraordinary region with a
thriving environment, connected communities and a resilient future. Through this consultation we want to hear
from you, so please share your thoughts on what the year 2031 should look like for the Wellington region.
Daran Ponter
Chair
Big challenges and opportunities need bold decisions
Greater Wellington Region is a special place and we’re facing some serious challenges as we plan for the
future. COVID-19 brought a lot of uncertainty and amongst other things it has meant we will lose revenue from
public transport services. There’s a fast-moving tide of Government sponsored change coming our way and
we’re determined to be in the best position to deliver it, working closely with mana whenua to improve
outcomes for Māori and the region. All of this adds pressure to our services, but our long-term planning will
ensure we continue to protect and strengthen this precious region of ours.
In 2020/21 we opted to keep rates low in order to reduce the financial impact on our communities. However
this does mean we now need to catch up to ensure we can meet all of our obligations. We’ve carefully
considered the affordability of rates, financial risks and investment towards our activities. In the first year rates
will increase by approximately $1.25 per week for the residential ratepayer. It is a difficult time to increase
rates, but unfortunately we have very few options left to limit rates increases while also meeting all of our
obligations and ensuring we are effectively providing for the region’s future. The options we do have are
outlined in this document, and I encourage you to have your say.
Greg Campbell
Chief Executive
What you need to know
There are a lot of things to consider and urgent decisions to make to ensure we protect and develop our
region in the right way – which is why this is a fairly chunky document! We want you to have a clear picture of
all the key details.
While our region is precious, so is your time, so we’ve put the big topics for feedback right up front:
Fast tracking bus and rail electrification
Restoring our regional parks
Joint action to super charge our region
You’ll find all the information to help you make a call on the best way we can actively tackle these urgent
areas.
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Next you’l find the detail on our Long Term Plan. It covers the nitty gritty on finances, rates, infrastructure,
environment and flood protection, Metlink public transport, regional strategy and partnerships, water supply,
COVID-19 recovery and more. You’ll see two questions in there we’d also love your feedback on.
As part of this package, you’ll also find (insert names of additional documents)
How to find your way around
There’s a lot of information so we’ve colour coded the pages to make it easier.
(Insert colour coding)
Consultation – have your say
There are three big topics we’d real y like your thoughts on. Two are focused on the need for urgent action to
tackle climate change. The third is about the best way to support joint action to boost regional growth and
development.
Options for action
We have carefully explored options for each topic. Each scenario looks at a
hard and early approach, as well
as a
slow and steady one. It’s always a balancing act and there are pros and cons for each approach – but
it’s time to make a decision together. You’l see what our preferred options are, but we want to hear what you
think.
Climate change – Our biggest challenge
Climate change is seriously affecting our region and the world, and we need to take urgent action in the areas
we control and influence. Globally we need to drastically reduce emissions to limit global temperature rise to
1.5 degrees Celsius, in order to minimise impacts to our region such as sea level rise, floods, droughts and
biodiversity loss.
We know our communities look to us to take action on environmental issues. But we also know we need to
have our house in order before we can provide guidance or direction to others. Over the past several years
our carbon footprint has been increasing year on year. This is not headed in the right direction. So we need to
take urgent action to reduce our carbon footprint.
In 2019 we declared a climate emergency and set a goal of being carbon neutral by 2030. By 2035 we intend
to be climate positive, which means our forests will remove carbon from the atmosphere at a faster rate than
our organisation emits. The options below relate to how we will achieve these goals.
1. Pushing the go button on electrifying our bus and rail network
We’re a large region with a growing population, so public transport’s super important to us.
Where are we now?
Greater Wellington manages public transport through Metlink, our commercial entity
Emissions from buses currently make up 70% of Metlink’s carbon footprint, or 35% of Greater
Wellington’s carbon footprint
We have an ambitious goal to be carbon neutral by 2030 – reducing public transport
emissions through decarbonisation is one of the best ways to make that happen quickly
What can we do?
Alternative, renewable energy’s come a long way and we now have the chance to change the source
of energy that powers our buses and trains – while still maintaining reliability of our services. We can
ditch the diesel and embrace electricity.
Electrification of our buses is the number one thing we can do to reduce our carbon
emissions – and that’s not all. An electrical y powered network is better for our health and
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wellbeing as we move around our region. It will also improve the overall resilience of our
networks to external shocks like fuel shortages and local price rises
Sustainably powered public transport is more appealing, so if we improve frequency with
more cost-effective services, we’l have less people driving cars – and that means an even
bigger reduction in emissions
Go hard and early or go slow and steady?
Both of the scenarios we’ve investigated include the electrification of our bus fleet and both wil
achieve our goals, but one will do it a lot faster.
Electric all the way or Keep some diesel burning
Option 1: Electric all the way
(Our preferred option)
All existing buses (except those needed for stand-by, emergencies or occasional high-volume
service) are replaced with, or converted to, battery electric power when the contracts with the
bus service providers are renewed in 2027 and 2030
New buses to address capacity increases would also be electric
Moving to electric-powered trains and associated infrastructure in Wairarapa and Manawatu
over the next 10 years
This option will have the biggest impact on our carbon emissions and therefore reduce our
contribution to climate change
Cost: $1.1b over 10 years (these are total costs, so do not include Government contributions, these
costs are indicative only until the business case is complete)
We’re in the middle of a business case process on the future of rail services and converting to entirely
electric-powered trains and associated infrastructure in Wairarapa and Manawatu. When that’s
complete, we can make a final call, but if it stacks up, it’ll make sense to make that move.
Rates Impact: $183m over 10 years as large capital projects are debt financed over 20-30 years
Debt Impact: $152m.1
Option 2: Keep some diesel burning
As with Option 1, diesel buses will be converted or replaced by electric buses
New trains introduced in 2025 for passenger rail in Wairarapa and Manawatu will use a
combination of diesel fuel and electric power from overhead lines where they exist
This option means we will need to rely more heavily on carbon offsets to meet our carbon
neutral goals, it is a slower option and therefore we will not be acting with the urgency
required to tackle climate change
Cost: $800m over 10 years (these are total costs, so do not include Government contributions, these
costs are indicative only until the business case is complete)
Rates Impact: $150m over 10 years as large capital projects are debt financed over 20-30 years
Debt Impact: $120m over 10 years
2. Ramping up our restoration of regional parks to fight climate change
We’re lucky to have so many stunning regional parks, but we think we could be doing more with them
in our battle against climate change.
Where are we now?
Grazing in regional parks has historically been used as a land management tool to help
reduce weeds, unwanted plant growth and mitigate fire risk – but it has an impact on our
carbon footprint. In 2018/19 grazing made up 20% of our carbon footprint
1 This is based on assumptions we have made regarding Crown funding, but these figures are indicative only.
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What can we do?
Our Parks Network Plan 2020-30 looks at a new direction for managing our parks, including
phasing out grazing and restoring the land back to its natural state. Parks are a great tool in
combating climate change as reforestation and restoration of land helps capture carbon from
the atmosphere
Restoring our regional parks supports biodiversity enhancement and freshwater quality,
reduces erosion and the effects of extreme weather events. It also provides better
recreational experiences
Areas retired for grazing would be restored in a phased, sustainable way and mostly back to
native forest
Go hard and early or go slow and steady
The reality is restoration takes a long time. It needs good planning, in collaboration with the
community, to help figure out which areas are restored and where we keep land for recreation
and other things
Sometimes we’ll need to source plants from seed and in other cases we may need to restore
the habitat itself
Just how much we can achieve and how quickly, will depend on how much we choose to
invest to reach our climate goals
We want to take an ambitious approach because planting forests is a super effective way to
reduce our carbon footprint and help offset our other activities where we can’t reduce our
footprint
Sow the seeds now or beat about the bush?
Option 1: Sow the seeds now
(our preferred option)
Remove livestock from 1,350 hectares in regional parks and actively restore the land to its natural
state over 10 years
By 2031 grazing would be significantly reduced, with low levels of livestock in some parks
It’s a big ask, but it wil mean all conversions will happen in a careful, well-planned and phased way
It will reduce our carbon footprint, move towards a climate positive future and deliver on our goals in
the Parks Network Plan
It will also limit other environmental impacts that come from grazing on park land
Rates impact: The first three years is funded from the Low Carbon Acceleration Fund2 (LCAF), reducing the
rates impact significantly to an average of $672k per annum. Years 4-10 have a rate impact average of $3.3m
per annum.
A total rates impact of $25.4m over a 10 year period
Debt Impact: Up to $2m per annum for years 1-3 only
Option 2: Beat about the bush
Less land converted from grazing to land restoration and at a slower rate
Remove livestock from 1,115 hectares in regional parks and actively restore the land to its natural
state over 15 years
Conversions would be phased and completed by 2035
Rates impact: The rates impact for the first three years is the same as the preferred option. Years 4-10 have
a rate impact average of $2.2m per annum. A total rates impact of $17.6m over a 10 year period
Debt Impact: Up to $2m per annum for years 1-3 only
2 Council established a Low Carbon Acceleration Fund in 2020. This is funded through borrowing, using our carbon credits as leverage
for the loan. At some stage in the future we will look to sell an allocation of carbon credits to help repay the debt for the Low Carbon
Acceleration Fund and reduce the impact on rates
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3. Taking joint action to super charge our region
Our region’s facing a number of challenges ahead with housing and urban development, economic
development, transport and resilience. Many of these challenges cross local council boundaries so to really
make an impact, we need to work together with Government, mana whenua and aligned territorial authorities.
Where we are now
The Greater Wellington Regional Council, along with the territorial authorities in the region and
Horowhenua District Council, mana whenua and central government have agreed to establish the
Wellington Regional Leadership Joint Committee (Joint Committee)
They’ll set direction and monitor activities across regional plans that support the Wellington Regional
Growth Framework, and help regional economic development and recovery
It’s the first time we’ve had so many big players around the table making joint decisions about the
future of our region, rather than focusing solely on local growth
The Joint Committee will mean the previous roles and responsibilities of the Wellington Regional
Strategy Committee (WRS) will be transferred to the Joint Committee
They’ll be making massive decisions and will need support to have all the information they need, then
make things happen
What can we do?
We believe the Joint Committee wil have most success if it’s properly supported, so along with the
other territorial authorities we’re proposing a joint secretariat is established
A secretariat is a group of professionals who give support and advice. They bring together all the
relevant information, administer projects, manage the work programme and make sure things get
done, not just talked about
The secretariat will support the Joint Committee to ensure the right decisions are made about our
biggest regional challenges
Go hard and early or go slow and steady?
To be effective, a secretariat must be properly funded. If it’s not, decisions and actions risk being less
coordinated, putting a strain on the Joint Committee’s ability to succeed. There is very little capacity to
lead this work from existing resources
We have one shot at this and it’s important to get it right
Serious support or So-so support
Option 1: Serious Support
(our preferred option)
Greater Wellington Regional Council funds the Joint Committee secretariat on behalf of the region
This means the Join Committee will:
-
Hit the ground running
-
Have a supported, committed infrastructure
-
Create employment
-
Increase the speed of economic recover from COVID-19
Rates Impact: The rates impact would be $200k per annum.
The total cost of this option is
$600k per annum, however, $400k per annum of rated funds would be
reallocated to the secretariat from our economic development activity.
Debt Impact: Nil
Option 2: So-so support
There would not be enough funds for a dedicated secretariat to support the Joint Committee
We would still fund the secretariat, but at a reduced capacity using existing funds from WRS
The reality is underfunding would limit the success of the Joint Committee and affect our region’s
future because:
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-
The Joint Committee would risk being unable to manage and maintain its role. It could lose
credibility and membership commitment
-
Individual councils would need to fund support and that would mean ratepayers would still have to
pay
-
Underfunding would create a domino effect, impacting other areas by putting more stress on
existing finances and staff to research issues, develop papers and action decisions
Rates Impact: The rates impact for this option is nil. We would still use the $400k as per option 1 to support
the Joint Committee approach.
Debt Impact: Nil
Ensuring our region’s in the best shape for 2031 and beyond
There’s a lot of detail here, but it’s worth the read because it clarifies the chal enges we face and what we plan
to do about them so we’re ready for the best future possible.
We’ve been careful to balance the need for action to secure the region’s future with what’s affordable.
Specifical y we’ve considered:
-
Affordability of rates
-
Financial risk
-
Investment in the right activities
Based on that, the average rates increase for years 1-3 will be $18m per annum and an average rate increase
of $21m per annum over the next 10 years.
Our 2021/22 rates will be 12.64%. This equates to approximately an average increase per week of $1.25 (incl.
GST) for the residential ratepayer, $4.78 (excl. GST) for the business ratepayer and $1.83 (excl. GST) for the
rural ratepayer region-wide.
Your individual rate demand may differ from the figures above as they are an average across the whole
region. Each area within the region has a different set of inputs on which your rates are calculated. W hat this
means is that your rates bil is likely to differ from that of your neighbour’s and your neighbouring areas.
We know any rates increase has an impact on households, so we’ve worked hard to keep increases to a
minimum level that still allows us to act decisively to protect the region’s future.
For more financial information:
-
See pages XX to XX in this document on The Financial Story
-
See pages XX of the accompanying supporting document for more financial information
Plans and priorities to get things done
To make sure we’re always improving the social, economic, environmental and cultural wel -being of our
communities, we have four activity groups planning and managing the things we need to achieve:
Environment and Flood Protection
This is about integrated catchment management, protecting and restoring our freshwater quality and coasts,
supporting the indigenous biodiversity and ecosystem health, putting in place native based answers to climate
change and protecting everyone from major flooding events.
Metlink Public Transport
One of the great things about our region is the way we connect, but we know we can always improve. This
group puts everything into making public transport accessible and efficient with low carbon emissions.
Regional Strategy and Partnerships
This group leads strategy and planning to ensure our region continues to be a great place to live. This
includes spatial planning, economic development and region-wide recovery from COVID-19. We also have a
lead role in climate change policy and in planning and building strong partnerships with mana whenua.
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Water Supply
Water is a fundamental need for our communities, so we’ll continue supplying clean, safe water as wel as
educating people on the part they can play to make supply sustainable. Respecting the environment and
tackling climate change are part of everything we do.
To help these groups make things happen, for the right reasons and in the best interests of our people and
planet, we developed four strategic priorities to guide what we do:
•
Responding to the climate emergency
Our climate is changing and urgent action is needed now. We’re front footing this and have set a goal
to be carbon neutral by 2030 and to be climate positive by 2035. We’re focused on making our region
resilient, with the infrastructure to protect and support us.
•
Improving outcomes for mana whenua and Māori
We’l korero with mana whenua and Māori in al the decisions that need to be made, incorporating Te
Ao Māori and mātauranga Māori protocols. We’ve created a
Māori Outcomes Framework to show
how we’l work with mana whenua so people and environment are at the centre of everything we do.
•
Adapting and responding to the impacts of COVID-19
COVID-19 hit everyone hard. We’l lead the support effort for our region through a recovery plan,
transitioning to a sustainable and low carbon economy along the way.
Aligning with central government direction
Central government’s setting some big goals. Several align with what we’re doing already such as
freshwater reforms and high quality public transport. Some are still evolving, like the reform of the
Resource Management Act. We’l take action as they progress, but we plan to be in the best position
to respond well.
What changes are we expecting across our region?
These are the watch outs we keep a close eye on, to turn into opportunities. COVID-19 had an impact on
everything, so we’ve had to be even smarter about how we plan and respond. Read more about our planning
assumptions in (insert title of assumptions section from SI doc)
Population growth
Ageing, more diverse demographic
Legislative change
Rapid technological change
Ongoing economic uncertainty
Improved outcomes for mana whenua and Māori
Changing climate and increasing natural hazards
Our financial story – what we consider and how we fund it
Balancing the budget can be tricky because there’s a lot to consider and some things we just can’t predict –
like COVID-19. What we always come back to though, is what we can do to deliver a high level of service at a
price people can afford.
The key questions that shape our financial strategy:
Who can afford it?
We look to balance rates affordability with growth and modernisation of our public transport infrastructure and
service level across all of our activities, maintenance of existing assets and alignment to national legislative
requirements and standards.
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What about the risks?
Our net debt to revenue won’t exceed LGFA’s benchmarks throughout the 10 year period. We manage risks
for unplanned events with commercial insurance and self-insurance through recovery reserves and cash
deposits.
What do we choose to invest in?
We support sustainable growth. We balance affordability and delivering critical assets, improving resilience
and modernising our infrastructure through carbon neutrality. Growth brings increased costs and this is paid
for through rates, external revenue, loans and the balance comes from reserves.
What will rates look like?
We’ve made considered, informed decisions about what to fund so we can be sure rates rises remain stable
over a period of time, while maintaining sustainable, affordable public transport, environment and flood
protection programmes.
Our Long Term Plan is a balance to remain fiscally responsible, while focusing on COVID-19 recovery efforts
and service delivery.
Rates 2021-31
Pre-COVID-19 lockdowns, we were facing significant cost increases to deliver existing, quality services. In the
2020/21 Annual Plan we’ve had to make some adjustments and rely on our financial reserves as we
responded to the unprecedented situation arising from COVID-19 to provide us enough funding to deliver
quality services to our community, while easing the financial burden to our ratepayers. The significant use of
reserves, reduction in the public transport fare revenue and increases in the cost pressures has meant that
our 2021/22 rates will be 12.64%. This equates to approximately an average increase per week of $1.25 (incl.
GST) for the residential ratepayer, $4.78 (excl. GST) for the business ratepayer and $1.83 (excl. GST) for the
rural ratepayer region-wide.
The average rates increase for years 1-3 will be $21m per annum
The average rates increase over the 10 year period will be $18m per annum
All councils must set a limit on rates and increases over the 10 years of a Long Term Plan. Our policy is that
rate increases won’t exceed the average increase over the 10 year period and the regional rates per average
capital value will be limited to an increase of $100 per annum.
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How do we fund the future?
There are six main sources of income to fund our future plans:
-
General rates
-
Targeted rates
-
Water levy
-
External revenue
-
Grants and subsidies
-
Investment income
This graph shows that actual operating expenditure (black line) is less than the total amount we collect in
revenue. This is because we put funds in reserves future capital work programmes and self-insurance and
emergency reserves.
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Where does the money go?
By far the largest proportion of our expenditure is on providing public transport. This graph shows the split of
expenditure across activities.
What does the capital expenditure look like?
Our capital expenditure programme is carefully set to factor in deliverability of programmes. Over the 10 years
of the plan there are large, priority infrastructure investments planned, achieving approved, increased levels of
service and maintaining and renewing capital programmes. Most of these are in public transport, flood
protection and water supply activities.
There is significant capital expenditure projected in years 1-4 and year 6 of the Long Term Plan, to be
financed through external borrowings.
This graph shows our proposed capital expenditure and borrowings profile.
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How much debt can we handle?
We use debt to fund projects so future ratepayers pay for their share of the assets they’l benefit from.
In our Long Term Plan debt funding is used for:
Capital expenditure
Working capital, due to timing differences between cash inflows and outflows
Other investment activity, such as shares in the Local Government Funding Agency
Some operating expenditure such as one-off projects and expenditure providing longer term benefits
Loss of public transport fare revenue. Debt has been used to fund the fare revenue shortage for the
first three years of the Plan
These ratios will be used to limit the level of debt we acquire:
Net external debt will not exceed more than 2.8-3 times our operating income throughout the 10 year
plan
Financing costs will not be more than 30% of total rate and levy income
This graph shows our net debt to total revenue ratio is forecast to be well below the benchmark limits.
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The nuts and bolts of infrastructure
These are the big ticket items that keep us safe, moving and thriving. Our Infrastructure Strategy looks at how
we manage infrastructure over the next 30 years. It defines the challenges, our approach, options and
implications.
The strategy is informed and delivered by these asset management plans:
Water Supply
Public Transport
Flood Protection
Regional Parks
Environmental Science
Harbours
So many things impact our infrastructure like a growing population, climate action, legislative reforms and
more recently, COVID-19. On top of these impacts we must ensure all aspects of infrastructure are financially
sustainable. The key challenge’s we’re planning for are:
Achieving carbon neutrality
Improving resilience
Managing critical infrastructure
Affordability
This table shows the issues and some of the projects we’ll use to address the chal enges.
Issues and options
Most Likely Scenario
Achieving Carbon Neutral Adopt a lifecycle approach to capital carbon
2030
emissions
Belmont (Waitangirua) recreational facilities
Electrification of trains and bus fleet
Reduce emissions from treatment and supply
of drinking water.
Asset renewals as a
Deliver major Floodplain Management Plans
critical enabler of
projects
resilience and
adaptation.
QEP Coastal Erosion Plan
Water supply resilience projects
Delivering a high quality,
Mode Shift - via capacity, frequency, and
reliable public transport
customer experience
network
Rail station asset improvements
Meeting future demands
Delivering Wellington Regional Growth
Framework
Let’s Get Wellington Moving
RiverLink
Water Supply assets to support growth
This table demonstrates the issues and some of the projects we will use to
address the issues.
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Our activities
As mentioned earlier our four key activity groups are:
Environment and Flood Protection
-
Resource Management, Biodiversity Management, Land Management, Pest Management, Flood
Protection and Control Works, Regional Parks, Harbour Management
Metlink Public Transport
-
Strategy and Customer, Operations and Commercial Partnerships, Assets and Infrastructure
Regional Strategy and Partnerships
-
Regional Spatial Planning, Regional Economic Development, Climate Change, Emergency
Management, Democratic Services, Regional Mana Whenua Partnerships, Regional Transport
Planning and Programmes
Water Supply
We fund the groups through a mixture of rates, borrowing, revenue generation, central government funding,
and investment dividends. Our Revenue and Financing Policy outlines the ways we finance everything. We’ve
made minor changes to the policy to include climate change as a general rate funded activity; however, it’s
not a material change to the policy so we won’t be consulting on this amendment.
Check out the Supporting Information Document to learn more about what’s driving rates in each of
these activity group areas.
Other things you need to know
COVID-19 Recovery Plan
The Wellington Regional Growth Framework
Three Waters Reform
Let’s Get Wellington Moving
COVID-19 recovery plan
COVID-19 has hit us all pretty hard, and the knock on effects will be felt for years to come. We are looking at
smart ways to support the region, the environment and each other.
We’ve focused on strengthening our people and organisational capabilities against economic impacts. We’re
committed to keeping people employed and investing in infrastructure to maintain regional stability and
resilience, efficiently delivering key services across the region.
See pages XX of the supporting document for more information
The Wellington Regional Growth Framework
(WRGF)
This is our regional spatial plan that provides clear future direction for growth and investment which will
support housing, transport and other infrastructure needs. The WRGF identifies how the region could
accommodate an additional 200,000 people and an additional 100,000 jobs in the next 30 years.
See pages XX of the supporting document for more information. If you would like to comment on the draft
Framework, please visi
t https://wrgf.co.nz
Three Waters Reform
Central and local governments are developing a policy framework for guiding the reform process and
it’s expected that policy decisions will be made in April/May 2021. We’re unable to include that
consultation here because it is not ready
We have agreed to work together across central and local government to identify approaches that
consider the following design features
We’re exploring water service delivery entities that are:
o Of significant scale to enable benefits from aggregation to be achieved over the medium to
long term
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o Asset owning entities, with balance sheet separation to support improved access to capital,
alternative funding instruments and improved balance sheet strength
o Structured as statutory entities, with competency-based boards
You should be aware:
o Delivery of drinking water will continue to be a priority
o Water entities will be publicly owned, with a preference for collective council ownership and
protections against privatisation
o There will be an opportunity for you to have your say on new entities in the future
Our communities need safe drinking water. This is reflected in our financial and infrastructure strategies as
well as the Water Supply activity section of the Supporting Information document. We’l continue to deliver and
invest in this activity, until otherwise directed by central government. You’l find more information on the Three
Waters Reform her
e: www.dia.govt.nz/three-waters-reform-programme
Let’s Get Wellington Moving (LGWM)
This is all about developing a world-class transport system to support Wellington’s growth, making it easier
and safer for people to get around. It’s a joint initiative between ourselves, Wellington City Council and Waka
Kotahi NZ Transport Agency.
The current funding set aside for LGWM is as follows:
In years 1-3 funding for the feasibility phase of the project is $45m, this is a $31.9m rates impact over
the 10 years.
In years 4-10 funding for the implementation phase of the project is $295.2m, this is a $99.5m rates
impact over the 10 years.
See pages XX of the supporting document for more information about what our focus areas are for the years
ahead. You can also find out m
ore at www.lgwm.nz.
Tell us your story
How to share your feedback and ideas
Imagining our future is both exciting and serious. We live together in a very special part of the country and it’s
right we should make the big decisions on our region together.
There are the three important topics we’d value your feedback on, plus two questions highlighted in the Long
Term Plan. Short or detailed, written or in person, we’d love to hear what’s important to you and why.
Our public consultation is open for a month commencing
1 April, 2021 How to share your feedback
Submission form
If you’d like to use the submission in this document, you can pop it in the post (free postage) Or download it
here
Online
Go t
o www.xxxxxxxx and follow the instructions
Email
Write us an email and send to
[email address]
By post (make sure they get to us before the closing date)
Write us a letter!
Post to:
LTP Submission
Greater Wellington Regional Council
P O Box 11646
Cuba Street, Te Aro
15
Wellington 6011
Drop off
Drop your feedback into a GW office
(insert details)
In person
You’ll have an opportunity to speak at the council hearings on May 2021. Tick the box on your submission
form if you’d like to attend the hearing and speak to your submission. We’l contact you about the dates and
process.
Need to know more?
If you’re not sure about anything or would like more information, or a hard copy of this document please
contact us and we’l help straight away.
P 04 384 5708
E [email address]
Thanks for your time and your interest. We’re looking forward to your feedback.
________________________________________________________________________
Submission form
________________________________________________________________________
Audit review
________________________________________________________________________
Your councillors
(Insert details)
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