Long-Term Plan 2024-2034 by Selwyn District Council

Long-Term Plan 2024-2034

Your Future Selwyn Long-Term Plan 2024 - 2034 | 1

From the Mayor 5 What Is The Long-Term Plan? 7 Progress So Far 8 Setting The Scene 10 The Bigger Picture 11

Our Cultural Connection This design responds to stylistic elements that accentuate the beauty of Selwyn District’s landscape and cultural legacy. We were able to seamlessly integrate inspirations from the present, the land and the community. Upon dissecting the design, emphasis falls on the prominent inclusion of the mangōpare and the tāniko, both symbolising elements deeply entrenched in the region’s essence.

2 | Selwyn District Council |

Elements derived from the present, land and community intricately intertwine, forming a visually compelling narrative that mirrors the cultural heritage of the Selwyn District.

Contents

Our Vision 12 Climate Change 14 Water Governance 15 Māori Involvement In Council Decision Making 16 What You Told Us Our Response To Your Submissions

18 20

Big Decision 1 Big Decision 2a Big Decision 2b Big Decision 3

22 24 26 28

Additional Decisions Sheffield Memorial Pool Economic Development Enhancing Digital Solutions

30 31 32 33

Other Important Projects 34 Strengthened Partnerships 34 Providing Safe Drinking Water 34 Compulsory Organics Kerbside Collection 35 Exploring New Public Transport Services 36 Maintenance And Renewals Funding 36 Rolleston Transport Improvements 36 Lincoln Town Centre Upgrades 37 Walking And Cycling Improvements 37 Infrastructure Development Contributions 38 Strategic Investment Strategy 38 Fees And Charges 39 Council’s Rolleston Office Improvements 39

Planning Further Community Facilities

Across The District

10 Year Funding Overview

Rates 43 Understanding Your Rates 43 Average Annual Rates Increase   43 Rating Examples 44 Where Do Your Rates Go? 46 Community Outcomes & Significant Activities 47 Social 49 Economic 50 Environmental 51 Cultural 52 Our Significant Activities In Detail Performance Measure Disclosures

71 73

Community Facilities And Services 75 Library And Service Centres 76 Community Centres, Halls & Recreation/Sports Centres 78 Swimming Pools 80 Property And Buildings 82 Community And Economic Development 84 Te Pou Mataaho 86 Community Strategy And Policy 88 Parks & Open Spaces 90 Local Decision-Making 119 Emergency Management 121 Planning Ahead 122 Environmental And Regulatory Services 129 Building 130 Strategy And Policy 132

Regulatory 134 Resource Consents 136 The Provision Of Roads And Footpaths 154 Transportation 155 5 Waters Services Resource Recovery And Waste Finance And Support Services

169 201 213

Financial Information 224 Financial Strategy 224 Rates 226 Borrowing 227 Conclusion 229 Appendix 230 Forecast Network Infrastructure Capex 230 Financial Prudence Benchmarks 233 Prospective Financial Statements 236 Statement Of Accounting Policies 249 Significant Forecasting Assumptions 262 Funding Impact Statements 274 Rating Information 276 Total Rates 277 Funding Impact Statement – Rating 278 Rating Example Summary 286

Sports Fields And Reserves Policy

336

Council Controlled Organisations 337 Corde Ltd 338 Orion New Zealand Ltd 339 Selwyn District Charitable Trust 340 Central Plains Water Trust 341 Transwaste Canterbury Limited 341 Local Government New Zealand 342 Policies 344 Significance And Engagement Policy 345 Financial Policy 358 Development Contributions Policy 392 Rates Remission Policy 459 Climate Change Policy 468 Rating Of Māori Freehold Land Policy 472 Māori Contribution To The Council's Decision Making Processes Policy 476 Treasury Risk Management Policy 479 Infrastructure Strategy

481

Independent Auditor's Report

592

Council Information

594

Fees And Charges 302 Environmental And Regulatory Services 303 Corridor Management 319 Pines Resource Recovery Park Charges 321 Burial Fees & Charges 323 Water Services Fees And Charges 325 Schedule Of Development Contributions 327 Community Services And Facilities 329 Library Services And Programmes 333 Community Centres And Halls 334 Venues And Events Charges 334

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From the Mayor Without all this input, we couldn’t reflect our district's joint aspirations. This is a plan that we have made together.

4 | Selwyn District Council |

Waikirikiri Selwyn is a special place with a bright future. Helping to plan and influence that future is a huge responsibility that our council takes very seriously.

We are increasing our investment in roading renewals, looking into ways to provide low-nitrate water, and will implement a long-term strategy to support our economy.

This plan was put together considering our changing economic situation. Inflation is driving up costs for households and even higher for councils across the country just to keep delivering and maintaining what we already have.

Along with this, we also made savings to ensure our borrowing remains below our limits, giving us headroom should it be required for an unexpected event in future years. We know an Alpine Fault earthquake is overdue, and staying prepared for any emergency continues to be a focus for our Council and community.

You told us that in addition to looking after our current situation, you would also like to consider future generations' needs. We have worked hard on this plan to balance affordability, meet current needs, and allow for future opportunities. We asked you to contribute your thoughts on our draft plans, and we were pleased to have 800 people engage early and then have another 1500 people and organisations submit through April. Based on your feedback, we agreed to spend about 82% of our total capital programme on our essential water and transport infrastructure. We also agreed to improve access to public transport, build new community facilities in Leeston and Darfield, and upgrade Lincoln Town Centre.

This plan results from hard work from a wide range of people, so thank you to everyone involved in this process. Thank you to our staff who worked hard on putting together this plan over many months, all the submitters who wrote and spoke to us, and our councillors who listened, spoke up for issues and held thoughtful discussions in making the decisions that shape this plan. Without all this input, we couldn’t reflect our district's joint aspirations. This is a plan that we have made together.

Sam Broughton Mayor of Selwyn

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6 | Selwyn District Council |

What is the Long-Term Plan and how does it fit in with other plans? The Long-Term Plan is our 10-year budget. It sets out our work programme for the coming 10 years, including any major new projects or changes to services planned during this period, along with details on funding and rates. The community has an opportunity to provide feedback and make submissions. Annual Plans – The Long-Term Plan is set every three years. For each year in between, the Council produces an annual work programme and budget, including consulting on any proposed changes from what was signalled in the Long-Term Plan. The District Plan is like a rule book, which sets policies and rules for what people can do on their land and how it can be developed to sustainably manage the natural and physical resources of Waikirikiri Selwyn. We are in the process of introducing a new District Plan. Decisions on public submissions were notified in September 2023. The majority of the plan is now operative as the Partially Operative District Plan with a small number of appeals going through the Environment Court. Where sections are being appealed, the previous plan rules remain in place.

Selwyn 2031, the District Development Strategy, was adopted in 2014 and has helped guide the Council’s decision-making as the district grows and develops. We have started a review of this plan and expect to consult on our new Future Selwyn strategy later this year, which aims to set the overall goals of where we want to get to for the next 30-50 years. New directions and developments arising from these strategies are implemented through our Long-Term and Annual Plans. Area Plans and Structure Plans – Area Plans such as the Malvern Area Plan, Structure Plans and even Town Centre Plans, make specific spatial plans for large areas to implement the District Development Strategy and help shape our Long-Term Plan investments, by describing how areas will develop and specific major projects needed.

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Te ahuka whakamua ā mohoa nei Progress so far In our previous Long-Term Plan (2021-2031) we consulted with the community on a number of significant new projects. Here’s an update on how some of the key projects have progressed:

8 | Selwyn District Council | Progress so Far

Kakaha Park We completed stage 1 of Kakaha Park in Prebbleton, with three fullsize and one half-size lit playing fields, walking and cycling paths, and a dog park, and are working on plans for stage 2.

New full-size artificial New Hororātā hockey turf and Community Centre football turf The Council agreed to keep working Full-sized artificial hockey and football turfs were installed at Foster Park in 2022. The $4.3 million turfs project saw international quality artificial turfs built, which provide yearround space for two of Waikirikiri Selwyn’s most popular and fastest growing sports and make the district an attraction for clubs and tournaments. The turfs have been popular for additional sports and casual use.

with the community to finalise its preference on an option in relation to the existing hall or development on a new site. After further discussions with the community, in 2022 the Council agreed to transfer the Hororātā Community Hall and surrounding endowment land to the Hororātā Community Trust, along with a grant of $1 million to support the trust in building the new community hub. Work is currently in progress to advance this decision.

Heritage strategy and funding We developed a Heritage Strategy with input from Selwyn heritage groups, mana whenua, and others such as Heritage New Zealand. The Selwyn Strategic Heritage Plan 2023-2027 was adopted in 2023 with actions already happening. The Council also established a $50,000 community history fund for history groups to seek funding for priority actions to preserve and promote our heritage.

Rolleston Town Centre The youth and the reserve areas of the town centre have been finished with a skate area, playground and open park spaces. The first commercial areas have also opened and the remainder of the town centre plan is being worked through as further commercial developments are completed.

Recreation developments We have completed the upgrade to Darfield Pool, and the Selwyn Aquatic Centre extension. We've also begun work on the Lincoln sports park extension behind Lincoln Event Centre. The first stage of consultation has been completed on the District Park with a huge uptake of positive interest from the community in sharing their dreams for the park.

Whata Rau Leeston Library and Community Centre

Work has been ongoing around the location and possible designs for the building for Whata Rau, the new Library and Community Centre we agreed with you for Leeston and the wider development of Leeston Park. With the costs for these potential options becoming clearer, we brought this back for your guidance as part of this Long-Term Plan and you can read more about the decision on page 24 of this plan.

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Te whakatakoto i te tūāpapa Setting the scene People love moving to Waikirikiri Selwyn. The latest Census figures show the district’s population has grown from 60,561 in 2018 to 78,144 in 2023, marking an impressive 29% increase. This makes us the fastest growing district in New Zealand as more and more people hear that Waikirikiri Selwyn is a great place to live, work and raise a family. New arrivals to the district are, on average, younger than the current population and are looking for modern, affordable housing, with good amenities and services nearby. This has fueled demand for new infrastructure. Both the Government and the Council have responded by investing in services and facilities such as schools, parks, recreation facilities, water and wastewater systems, community and health facilities. Our economy has also been expanding. Unemployment remains low, and new businesses continue to open here, more quickly than the national average. We’re expecting this growth to continue, though not quite as quickly, with the district expected to have almost 110,000 people by 2034. You told us you’d like to see good planning to make Waikirikiri Selwyn self-sustainable, a place people can live at all stages of life without needing to 10 | Selwyn District Council | Setting the Scene

go anywhere else, and where land is used effectively to protect green spaces while allowing housing and good infrastructure and amenities. This Long-Term Plan supports our 30 year District Development Strategy plan with some of the actions we’re taking in the next 10 years to help achieve that vision.

Average resident’s age*

92%*

Of residents think its a great place to live*

Populations

2024

2034

(estimated)

Rolleston

31,400

39,600

Lincoln

10,400

14,000

Prebbleton

5,500

6,700

Darfield

3,400

4,500

Leeston

2,600

3,100

West Melton

2,900

4,000

Other Townships

6,600

8,500

Rural

23,700

29,300

86,000+

Ngāi Te Ruahikihiki Members

30,000

Projected population 2034 (estimated)*

Age distribution

As part of this good planning we also reviewed where we were investing and how we can ensure we are delivering the best value for our community. Through this, we made $45 million of savings in our capital expenditure plans to ensure our borrowing remains below our limits and we have flexibility to respond to any unexpected events in future years.

District population 2024 (estimated)*

109,000+

District households 2024 (estimated)*

29,900+

Projected households 2034 (estimated)*

38,600+

2024

2034

(estimated)

0 – 14 years

20%

19%

15 – 39 years

33%

31%

40 – 64 years

33%

32%

65 years +

13%

18%

*Source: Infometrics and Stats NZ.

Te tirohaka whānui The bigger picture While this is a plan for Waikirikiri Selwyn, we are also thinking about how things can work well with the areas around us. We work closely with other councils and Government agencies to advocate for our district and make sure we are all working together for the wider good of the region.

Greater Christchurch includes Christchurch city, and nearby areas within the Waikirikiri Selwyn and Waimakariri districts, from Rolleston in the south to Rangiora in the north. During 2023 the Partnership consulted on the Greater Christchurch Spatial Plan and the Greater Christchurch Transport Plan preparing for our future growth. The partners also joined with the Minister of Housing and Minister of Local Government to form the Urban Growth Partnership for Greater Christchurch – the Whakawhanake Kāinga Komiti, which produced the Mass Rapid Transit Indicative Business Case. All the partners, including Selwyn District Council have endorsed this plan and are working on a more detailed business case for the design of the corridor and stations along the route.

What you said you like most about Selwyn

Lifestyle

What you said you want for Selwyn Planned growth, including proactive infrastructure Consider building up, not out in urban areas

This Long-Term Plan includes how we can help realise these plans to support our district and help address the priorities you identified. To help this, we are planning for the future as part of The Greater Christchurch Partnership, which includes:

Our Mayor and Chief Executive are part of the Canterbury Mayoral forum, where the Mayors and Chief Executives of Canterbury’s 10 Territorial Authorities and the chair of the Canterbury Regional Council (Environment Canterbury), meet to work together on issues that affect the whole province. We are also part of Greater Christchurch – the second largest urban centre in this country – home to 10% of New Zealand’s population and predicted to reach 640,000 people by 2048. Long-Term Plan 2024 - 2034 | 11

Tō mātou kiteka Our Vision Our role as a local authority is legislated by the Local Government Act 2002. This legislation sets out the expectations local authorities must adhere to. One of the main purposes of local authorities, under these laws, is to promote the well-being of our residents and communities now and for the future.

Community Well-being There are four aspects of community well-being that we must consider in our policy making, service delivery, and decision-making - the social, economic, environmental and cultural well-being of the community. In this plan, we set out a series of Community Outcomes that describe what we aim to achieve in order to promote the social, economic, environmental and cultural well-being of the community. They represent the Council’s overall vision for Waikirikiri Selwyn, and guide the shape of Council’s work programmes and funding allocations, provide a long-term focus, and demonstrate accountability to the community.

12 | Selwyn District Council | Setting the Scene

These well-beings are: Social Involves individuals, their families, whānau, hapu, iwi, and a range of communities being able to set goals and achieve them, such as education, health, the strength of community networks, financial and personal security, equity of opportunity, and rights and freedoms.

Economic Looks at whether the economy can generate the employment and wealth necessary to provide many of the requirements that make for social well-being, such as health, financial security, and equity of opportunity.

Environmental Considers whether the natural environment can sustainably support the activities that constitute healthy community life, such as air quality, fresh water, uncontaminated land, and control of pollution.

Cultural Looks at the shared beliefs, values, customs, behaviours and identities reflected through language, stories, visual and performing arts, ceremonies and heritage that make up our communities.

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More information?

www.selwyn.govt.nz/climatechange

Climate change Climate change is one of the most pressing issues faced by people worldwide. It is internationally accepted that the climate is changing due to the increase in greenhouse gases in the atmosphere – with changes observed at a global and regional level. You have told us this is a key area where you’d like to see us take action.

The decisions in this Long-Term Plan will have effects long beyond the life span of the plan, so it’s important we consider climate change effects and actively respond to the risks and opportunities. We were one of the earliest signatories to the New Zealand Local Government Leaders’ Climate Change Declaration 2017, committing to develop and implement plans to reduce greenhouse gas emissions, to engage with takata whenua, and to support resilience within our local communities. 14 | Selwyn District Council | Setting the Scene

We set our own Climate Change Policy in 2020 to make climate change mitigation and adaptation a core part of our planning and decision making. We also helped prepare the Canterbury Climate Change Risk Assessment (2022), mapping how climate change might affect the whole region and we analysed the likely impacts to Waikirikiri Selwyn. This showed we are likely to see an increase in the number and extent of severe weather events with increased winter rainfall and more hot days in summer. This could heighten the risk of flooding in certain areas and prolong drought conditions and periods of high fire risk across the district. Sea level rise will continue to impact our coastal communities and Te Waihora Lake Ellesmere and saltwater may intrude further into our rivers, soils and groundwater. We also measure and report our annual carbon footprint, which shows the trends for the Council’s carbon emissions and areas for us to act.

This Long-Term Plan considers areas where we can take actions to reduce our carbon emissions. These initiatives are being drawn together into an Emissions Reduction Plan for the Council, including looking at areas the Council can act to reduce our carbon footprint through upgrades to the Pines Wastewater Treatment Plant, working with our Council Controlled Organisations and major contracted service providers, and setting performance requirements when designing new Council facilities. We work with other agencies to improve the efficiency and health of homes, businesses and infrastructure, improve access to public transport, to raise awareness of climate change impacts and to support adaptation to our changing climate, through areas such as our Emergency Management planning, and through the District Plan, which maps natural hazards and includes additional rules to protect properties.

Water governance and management reforms The Government has indicated that it intends to repeal the Water Services Entities Act 2022, which proposed to move governance and management of drinking water, wastewater and stormwater services from councils to regional entities.

You have told us strongly in the past, and through our most recent feedback, that water is extremely important to you. In response to this, over a number of years, the Council has invested heavily in water services and Waikirikiri Selwyn has some of the best performing water infrastructure in the country. We have also prepared for the future of water services in Waikirikiri Selwyn through our new One Water Strategy, laying out the goals and objectives for managing the water services. This One Water Strategy is intended to guide the Council, other water infrastructure providers, developers and interested community members. It describes the shared strategic intentions of Te Taumutu Rūnanga, Te Ngāi Tūāhuriri Rūnanga and the Council for water over the next 50 years.

This plan proposes to continue that strong investment in ensuring Waikirikiri Selwyn has some of the best water services in the country. However, some of the details are unknown as we await further information from the Government on legislation to replace the Water Services Entities Act 2022 and support for councils in the delivery of water services through this Long-Term Plan period. Any proposed changes in this space will be considered through future Annual or Long-Term Plans.

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Te whai wāhi a te Māori ki ā te Kaunihera whakatau Māori involvement in Council decision making As part of its strategic objective, the Council recognises its obligation to the provisions of the Local Government Act 2002 to establish, maintain and provide opportunity for Māori to participate in decision making and to fostering the development of Māori capacity to contribute to decision making.

The territorial area governed by Selwyn District Council sits within the takiwā (territory) of Ngāi Te Ruahikihiki and Ngāi Tūāhuriri. The two hapū (sub tribes) jointly hold mana whenua status in the takiwā. Two legal entities act on behalf of the hapū, Te Taumutu Rūnanga and Te Ngāi Tūāhuriri Rūnanga, respectively. In late 2022, Council signed a formal relationship agreement with Te Taumutu Rūnanga. Relationship discussions have commenced with Te Ngāi Tūāhuriri Rūnanga.

16 | Selwyn District Council | Māori Involvement in Decision Making

Operational arrangements Mana whenua representation In October 2023, Council resolved to approve appointment of two (2) mana whenua representatives at all Full Council meetings, with speaking but not voting rights, and, speaking and voting rights of the same at Council Committees. Council also confirmed the representatives would be selected by Te Taumutu Rūnanga and Te Ngāi Tūāhuriri Rūnanga respectively. This representation enables mana whenua involvement in Council decision-making, and assists Council in meeting its obligations under Section 81 of the Local Government Act 2002.

Strategic Partnerships In November 2022, Council signed a Relationship Agreement with Te Taumutu Rūnanga. The formal agreement sets out the relationship between both parties and how they work together. Quarterly meetings, early involvement in strategic discussions and project development, and the alignment of focus on improving the well-being of the people, environment, economy, health and education, are features of this developing relationship. There are planned quarterly meetings with Te Ngāi Tūāhuriri Rūnanga to work through how we collaborate and how Selwyn District Council undersand what is important to Te Ngāi Tūāhuriri Rūnanga into the future.

Service Agreements Mahaanui Kurataiao is a resource and environmental management and advisory consultancy established by the six local papatipu rūnaka. It has been specially established for the purpose of engaging with local government. Council holds are service level agreement with Mahaanui Kurataiao. The agreement includes advice, facilitation and consultation on resource management issues, consents and advice on policy and democratic processes. Through its service level agreements with Te Taumutu Rūnanga and Te Ngāi Tūāhuriri Rūnanga, Mahaanui Kurataiao has the mandate to work on behalf of the two rūnaka, with Council.

Te Pou Mataaho Council’s iwi Māori partnerships and capability team, Te Pou Mataaho, is responsible for providing policy and advice, facilitation, cultural leadership, and practical support across Council on how it enacts Te Tiriti o Waitangi and its principles. This guidance works to assist the Council in its work practices, strategies, and aspirations. The team was established to deliver Te Rautaki Tikaka Rua Bicultural, to champion the relationship between Council, mana whenua and iwi Māori and to develop the cultural understanding, confidence and competence within Council. Te Pou Mataaho lead work identified in the Council’s Te Ruataki Tikaka Rua Bicultural Strategy, and develop the cultural understanding, awareness, competence and confidence of Council staff in Te ao Māori.

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Tā koutou i kī mai ai What you told us Consultation on the Long-Term Plan 2024-34 was undertaken in accordance with the provisions of the Local Government Act 2002.

Preliminary community engagement To set the direction for this Long-Term Plan, we asked our community in 2023 about what they would like to see as the priorities. We used focus groups; surveys undertaken online, over the phone and in-person; and a first-of-itskind interactive scavenger hunt to reach people. There were more than 350,000 views of this early engagement material and almost 800 people shared their views – the largest number ever for this early engagement in preparing a Long-Term Plan for Waikirikiri Selwyn. This information was combined with other feedback our community had given us to guide the areas that were most important to people. The respondents were from across the district and from different community groups and ages.

This included 33% of respondents who live rurally, and 25% who identified with ethnicities other than New Zealand European including 9% Māori, 7% Asian, and 5% Middle Eastern, African or Latin American. Our community overwhelmingly highlighted the importance of a ‘sustainable Selwyn’, where the district is self-sufficient with services and facilities that cater to people at all stages of life and the environment is cared for. Key areas that were highlighted were: • strong planning to enable smart growth – being proactive for growth to protect our unique environment and lifestyle, and connect communities

People also told us they were happy to pay a little more in rates, as long as it was clear it was going into achieving their priorities. This feedback was hugely important in developing the draft Long-Term Plan, with the proposals focused around making sure we were investing in the essentials for connecting communities, protecting our environment and lifestyle, and planning proactively for growth. A summary of the early engagement findings is available at www.selwyn.govt.nz/ltp.

What you said you like most about Selwyn

• a wider spread of infrastructure and services • protection of water sources • access to green spaces

Lifestyle

Rural environment

What you said you want for Selwyn Planned growth, including proactive infrastructure

18 | Selwyn District Council | What You Told Us

Proximity to family and work

Consider building up, not out in urban areas

Public consultation The consultation document was open for public consultation from 2 April until 2 May 2024.

Digital Digital advertising across platforms such as Google Ads, YouTube, iHeart Radio, Rova, Spotify, TVNZ and 3Now was promoted to a targeted audience and seen over 1,835,000 times.

The hearings and deliberations were livestreamed on Council’s YouTube channel. Copies of the submissions on the draft Long-Term Plan 2024-34 can be seen at selwyn.govt.nz/ltp.

Printed publications

Submissions: 1,509

The Consultation document and summary fliers were available at Council Libraries and Service Centres and Council facilities.

Online engagement platform visits: We also promoted the consultation through owned 15,231 and paid media with advertising and editorial. This included:

Our consultation activities included:

Online • Online consultation through the Your Say Selwyn online engagement tool. The site saw more than 15,231 visitors, representing 23% of the community – our highest yet on a Long-Term Plan. • Direct emails to our registered Your Say Selwyn members. • An online drop-in session with Mayor Sam Broughton, Councillor Sophie McInnes and Chief Executive Sharon Mason that was run during the evening and livestreamed via Facebook and YouTube. This session was attended by 82 people.

Social Media Organic and paid posts on Council’s Facebook, Instagram and LinkedIn pages with an average reach of 5,301 people per post, while our paid Facebook posts made 757,183 impressions (the number of times an advertisement is seen).

2 April Public consultation opens

• Council Call • The Selwyn Times

2 April – 2 May

• Malvern News

Submission period

• Elllesmere Echo • Canterbury Farming We hosted 14 drop-in sessions at local events and venues. These were attended by 229 people who stopped to ask questions and learn more about the consultation. Councillors also attended a range of publicly organised community meetings.

Hearings and deliberations Public hearings were held on 10, 13, 14 and 15 May 2024, with 136 submitters presenting their feedback in person to Council. The Council then deliberated on the submissions from 22-24 May 2024. All submissions – both written and oral, were considered by Councillors, along with comments and reports from Council staff.

10 – 15 May Submission hearings

22 – 24 May Council considers submissions

3 July Long-Term Plan adopted and rates set

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He kōrero whakahoki ki kā tāpaetaka Our response to your submissions

20 | Selwyn District Council | Our Response to Your Submissions

Ā mātou whakatauka nui Our big decisions When making our final decisions on the 10-year work programme, we considered all submissions, along with technical reports from staff, and based our decisions on achieving the best outcomes for Waikirikiri Selwyn and its people.

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Whakatauka nui 1 Big decision 1 Public transport What you told us

What was proposed Build three new Park and Ride facilities at Lincoln and Rolleston, and upgrade public transport infrastructure, but only if Council receives co-funding from NZTA Waka Kotahi.

Option 3: Delay building the new Park and Ride facilities and upgrading public transport infrastructure until the next Long-Term Plan, when funding options might be more clear

Your submissions Slightly more submitters preferred that we build the Park and Ride facilities and upgrade our infrastructure, with or without NZTA Waka Kotahi co-funding.

The Lincoln Park N Ride and the District-wide Bus Stop Improvements programmes have been submitted to NZTA for consideration for inclusion in the 2024-27 NLTP. If NZTA co-funding is not received for these projects, both programmes will not proceed during 2024-27. Residents who wish to take Route 80 bus in Lincoln will have difficulty finding parking along the busy Gerald St, which will have construction work due to Lincoln Town Centre redevelopment. This will in turn reduce bus ridership and increase road traffic volume, negatively affect travel time, safety and environmental sustainability. Without additional bus stop improvements, people who have a choice may choose to travel by car, and bus users who do not have a choice may have to give up travel under adverse conditions,

resulting in loss of accessibility and wellbeing.

22 | Selwyn District Council | Our Response to Your Submissions

Option 2: Build three new Park and Ride facilities and upgrade public transport infrastructure, without NZTA Waka Kotahi co-funding

43.5%

46.1%

Option 1 (our budgeted option): Build three new Park and Ride facilities and upgrade public transport infrastructure, but only if Council receives co-funding from NZTA Waka Kotahi

10.3%

Our decision We agreed to build three new Park and Ride facilities and upgrade public transport infrastructure, but only if Council receives co-funding from NZTA Waka Kotahi.

3 Park and Rides Project Cost: Years 1–3: $4.2 million Years 4–10: $11.6 million

Estimated Impact on Rates: Years 1–3: $3.37 Years 4–10: $8.53

Funding: Rates: 32-35% NZTA Waka Kotahi: 51% Development contributions: 14-17%

Estimated Impact on Rates: Years 1–10: $2.92

Funding: Rates: 49% NZTA Waka Kotahi: 51%

Public Transport Bus Stop Improvements Project Cost: Years 1–10: $2 million

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Whakatauka nui 2a Big decision 2a Whata Rau (Leeston)

What was proposed Build Whata Rau as agreed in our 2021-31 Long-Term Plan using the concept plan that was designed around the community’s needs, and that can be adjusted as the project progresses. The facility would include a library, Council service centre, and community centre with meeting rooms.

What you told us Option 4: Build Whata Rau using a standard design that can easily be repeated, that retains design elements already planned to meet needs identified and gives further consideration to enhancing multi- use spaces.

Your submissions Almost half of submitters preferred that Council does not build Whata Rau. Their preference was to repair the existing Leeston Library and Service Centre building so that it could be used for a limited time instead.

45.5% 21.6% 9.7%

Option 3: Build Whata Rau as agreed in our 2021-31 Long-Term Plan, but with additional sports courts and/or bigger community meeting spaces

23.2%

Option 1: Do not build Whata Rau. Carry out necessary repairs to the existing Leeston Library and Service Centre building so that it can continue to be used for a limited time instead. Option 2 (our budgeted option): Build Whata Rau as agreed in our 2021-31 Long-Term Plan using the concept plan that was designed around the community’s needs, and that can be adjusted as the project progresses. The facility would include a library, Council service centre, and community centre with meeting rooms

Our decision

2a We agreed to proceed with building Whata Rau, setting aside a budget of $16 million. We also agreed to revisit the design brief to develop the multi-use aspect of the building more and to increase community involvement through the formation of a community reference group to be involved with the project. We also agreed to investigate the option proposed by the Leeston Rugby Football Club to explore if there are any cost savings/benefits associated with building on this site.

Project Cost: Years 1–10: $16.01 million

Estimated Impact on Rates: Years 1-10 Library, General Rate: $19.46 Years 1-10 Community Centre, Targeted Rate: $11.50

Funding: Rates: 80.5% Development contributions: 19.5%*

*Development contributions are collected as developments get underway. This means funds are not always available when a project starts. In the beginning, a project will be loan funded and when development contributions are paid to Council, they are used to help pay back the loan. Impact on rates for options 2, 3 and 4 take into account development contributions. Development contributions do not apply to option 1.

Long-Term Plan 2024 - 2034 | 25

Whakatauka nui 2b Big decision 2b Leeston Park improvements

What was proposed

What you told us

Carry out landscape improvements to extend the playing fields; replace and upgrade the playground equipment, footpaths, toilet block, lighting and irrigation; and seal the carpark.

12.6% Option 3: Carry out the upgrades detailed in the Leeston Park Master Plan over 15 years, including new pathways, carparks, toilets, park furniture, sports field lighting and irrigation, trees and plants, playground extension and upgrades, and park extension and signage

Your submissions Most submitters supported Council’s proposal for Leeston Park.

36.1%

51.3%

Option 1: Do nothing. Use the existing park facilities and remove or replace old and unsafe items in the park Option 2 (our budgeted option): Carry out landscape improvements to extend the playing fields; replace and upgrade the playground equipment, footpaths, toilet block, lighting and irrigation; and seal the carpark

Our decision

2b Carry out landscape improvements to extend the playing fields; replace and upgrade the playground equipment, footpaths, toilet block, lighting and irrigation; and seal the carpark.

Project Cost: Years 1–10: $3.4 million

Estimated Impact on Rates: Years 1-10: $8.24

Funding: Rates: 71.4% Development contributions: 28.6%*

*Development contributions are collected as developments get underway. This means funds are not always available when a project starts. In the beginning, a project will be loan funded and when development contributions are paid to Council, they are used to help pay back the loan. Impact on rates for options 2 and 3 take into account development contributions. Development contributions do not apply to option 1. 26 | Selwyn District Council | Our Response to Your Submissions

Long-Term Plan 2024 - 2034 | 27

Whakatauka nui 3 Big decision 3 Malvern Recreation and Sports Facility

What was proposed

What you told us

Build a community recreation and sports facility at Darfield that includes two indoor courts.

Option 3 (our budgeted option): Build a community recreation and sports facility at Darfield that includes two indoor courts

Your submissions More submitters preferred that Council build a sports facility (62.8%), with a larger group (34.4%) preferring a facility with two courts and a smaller group (28.4%) supporting a one court facility.

37.2%

34.4%

28.4%

Option 1: Do not build a community recreation and sports facility at Darfield Option 2: Build a community recreation and sports facility at Darfield that includes one indoor court

Our decision Build a community recreation and sports facility at Darfield that includes two indoor courts. The project starts in budget years 2026/2027 – due for completion 2029/2030.

Project Cost: Year 3-6: $12.22 million

Estimated Impact on Rates (per year): $18.27

Funding: Rates: 57% Development contributions: 43%*

*Development contributions are collected as developments get underway. This means funds are not always available when a project starts. In the beginning, a project will be loan funded and when development contributions are paid to Council, they are used to help pay back the loan. Impact on rates for options 2 and 3 take into account development contributions. Development contributions do not apply to option 1. 28 | Selwyn District Council | Our Response to Your Submissions

Long-Term Plan 2024 - 2034 | 29

He whakatau anō Additional Decisions In this section you can find information on other decisions we sought guidance on from the Waikirikiri Selwyn community.

30 | Selwyn District Council | Additional Decisions

Sheffield Memorial Pool What was proposed Close Sheffield Memorial Pool.

No, I do not support the closure of Sheffield Memorial Pool

39%

61%

Yes, I support the closure of Sheffield Memorial Pool

Your submissions Most submitters supported Council’s proposal.

Our decision We agreed to keep the pool open for the 2024-2025 swim season, and during that time, begin targeted consultation with the community about the potential divestment of the facility to a community-run legal entity. If no arrangement can be agreed with the community by 30 June 2025, Council will proceed with permanent closure/demolition of the pool.

Long-Term Plan 2024 - 2034 | 31

Economic Development What was proposed Council plays a more active role in the district’s economic development, through the continued development and implementation of an Economic Development Strategy.

No, I do not support the Council playing a more active role in the district’s economic development

38%

62%

Yes, I support the Council playing a more active role in the district’s economic development

Your submissions The majority of submitters agreed with Council’s proposal.

Our decision We agreed to continue with the development of the Economic Development Strategy, with $9m budgeted across the 10 years of the plan and to explore the cost and timing for Dark Sky Accreditation for Arthur’s Pass and Castle Hill as part of this work.

32 | Selwyn District Council | Additional Decisions

Enhancing customer experience through digital solutions What was proposed

No, I do not support the Council investigating and implementing improved digital technology solutions

35.6%

64.4%

Yes, I support the Council investigating and implementing improved digital technology solutions

Council should investigate and implement improved digital technology solutions.

Your submissions Most submitters supported Council’s proposal.

Our decision We agreed to proceed with the programme, developing a roadmap for improving the way that people are able to engage with us through digital solutions.

Long-Term Plan 2024 - 2034 | 33

He Kaupapa Hirahira anō Other important projects This section covers projects and matters that are important for our community.

Strategic Relationships Strengthened partnership with mana whenua The Council confirmed that we will continue to give effect to our Treaty-based future by continuing to strengthen relationships with mana whenua to provide outcomes that benefit our whole community. Funding of $300,000 per year through the Partnership and Participation Fund has been allocated for this.

Providing safe drinking water This Long-Term Plan, Council agreed to the following:

Chlorination Continue chlorinating our water supplies and not apply for further chlorine exemptions due to the impact on our ability to deliver safe water and the significant cost to upgrade our infrastructure. At this stage we will not be exploring chlorination stations.

Centralised low nitrate water source Investigate the feasibility of centralising some of our water sources on the plains to one low nitrate water location to improve source water quality and operational efficiency, with $5.3 million budgeted for this work over 10 years of this plan.

Fluoridation Not upgrade our supplies for fluoridation unless directed by the Director General of Health. If this happens the costs and timing will be included in the relevant annual or Long-Term Plans. 34 | Selwyn District Council | Other Important Projects

Resource recovery and waste management

Compulsory organics kerbside collection From 1 January 2027, homes in Darfield, Leeston, Lincoln, Prebbleton, Rolleston and West Melton will be required to have an organics kerbside collection bin – people will no longer be able to opt out of the service. This is a requirement through changes to the Waste Management Act 2008. The cost of this service is expected to be $190 per home, per year. Council will provide more information to affected people closer to the time that the bins become compulsory. Those who already have the bin will not face additional costs.

Long-Term Plan 2024 - 2034 | 35

Exploring new public transport services You told us that expanded, and more frequent public transport services are important to you. To address this, we will investigate the cost and process for delivering public transport services in Waikirikiri Selwyn, in addition to the Metro bus services Environment Canterbury provides. This will include how we link our wider district townships together. Typically, regional councils provide public transport services, and local councils provide public transport infrastructure (such as bus stops and shelters, and Park and Ride facilities). In conjunction with Environment Canterbury, we will be investigating how our planned infrastructure will need to coordinate with any increased public transport services through a combined business case process we will be contributing to.

36 | Selwyn District Council | Other Important Projects

Maintenance and renewals funding

NZTA Waka Kotahi Rolleston transport improvements

In this Long-Term Plan, we are focusing on maintaining our existing infrastructure to support growth. As part of this, we are increasing the funding required for our roading maintenance and renewal projects during years one, two and three of the Long-Term Plan.

We have budgeted $19 million to carry out local arterial roading upgrades that are needed to coordinate with the improvements NZTA Waka Kotahi is planning for Rolleston.

A budget of $82.3 million across these three years is needed to do this work. This is a $27.1 million increase on the amount that was budgeted in the previous three years. The increase has been driven by a combination of regulatory changes, aging infrastructure, previous under-budgeting, inflation, and growth. The amount we would be responsible for funding will depend on the level of co-funding available from NZTA Waka Kotahi. An additional $3 million per year has also been budgeted to account for emergency works that might be needed due to climate change and extreme weather events; catching up on road renewals; and other maintenance and minor improvements needs.

The transport agency is planning substantial upgrades along State Highway 1, including a roundabout at the Walkers/Dunns Crossing Road intersection, and a traffic and walking/ cycling flyover across the highway and the rail line to connect Rolleston township with the industrial area. In collaboration with NZTA Waka Kotahi, we are working to improve connectivity, access, and safety for Rolleston for these main links relating to the highway.

Lincoln Town Centre upgrades From 2024-2033, we will progressively upgrade Lincoln’s Gerald Street, from the Springs Road intersection to James Street, costing $46 million. This work will include new car parks, cycle lanes and streetlights; reconstructed roading and footpaths to address longstanding maintenance issues; and undergrounding overhead lines. The upgrades form part of the Lincoln Town Centre Master Plan, which was adopted in 2016. The upgrades will help ensure the town can meet the needs of its growing population and create a more attractive town centre that encourages development and supports better walking and cycling links. Improving walking and cycling access will allow more people to use these transport options, which is an important part of reducing climate impacts.

Rural walking and cycling improvements You have told us that connecting Waikirikiri Selwyn towns and supporting our outdoor character and environment are key issues for you. There has been a long-standing ambition to develop a cycle trail through our district that connects Arthur’s Pass to the east coast, and significant interest in a new cycle trail around Te Waihora Lake Ellesmere connecting to the existing Little River Rail Trail. These would support our community outcomes and provide tourism opportunities.   Feasibility studies are currently underway for both trails, including funding options other than rates, which would include government, business and/ or community group funding. We will know more when these studies have been completed. Council’s intended first priority would be to complete the section across the Plains to include Malvern townships like Darfield that could connect to our existing cycle networks.

Long-Term Plan 2024 - 2034 | 37

Property and Assets

Community Infrastructure Development Contributions We will be implementing a new development contribution to provide for community facilities needed to service new developments, including public toilets, sports halls, aquatic facilities, libraries, cemeteries and community centres.

Strategic Investment Strategy We are preparing a new investment strategy that will set out a plan for how the Council manages its investments, divestments and assets. The strategy will look at alternative options for generating income outside of rates, along with regular assessment to ensure it is achieving and continuing to seek innovative ways to generate new income and reduce debt.

38 | Selwyn District Council | Other Important Projects

Fees and charges We will be introducing a small increase in the fees and charges for Land Information Memorandums and property information requests, and separate charging for applications relating to non-residential properties. This is to align with other district council fees for Land Information Memorandums and property information requests. The increases will ensure the cost of these services is covered by the user and bring in a small amount of additional revenue. The cost increases are: Residential Land Information Memorandums increase from $250 to $300 Property information requests increase from $10 to $35 Non-residential Land Information Memorandums $450 Property information requests $70 There were also proposed changes to other council fees and charges which were decided as part of this process and details on this can be found in the Fees and Charges section.

Council’s Rolleston Office improvements

Planning further community facilities

We will be carrying out upgrades to the entranceway of the Council Chambers, adding more office and meeting room space, and upgrading the car parking (including adding EV charging) at our Rolleston offices to make the building better for you, prepare for growth, and lower our carbon emissions. We have budgeted $3.7 million over two years for this work.

This Long-Term Plan, we will be doing further planning on three new or upgraded facilities for the district: • A new Prebbleton community facility • A new community facility for South-West Rolleston • Redevelopment of the Rolleston Community Centre We will be carrying out further investigations and consultation to confirm the scope and costs of these facilities over the next three years, with a plan to build them between 2026-2033. The community will have a chance to have a say on the facilities in future annual plan or Long-Term Plan processes. We will also develop a Facilities Decision-Making framework and associated tools to encourage external investment in community facilities and increase strategic focus of Council funding. These tools might include seed funding for external party investment, land-lease options, re-purposing underutilised Council facilities, partnering with government agencies or public-private partnerships.

Long-Term Plan 2024 - 2034 | 39

Puta noa i te takiwā Across the district Here's a flavour of how the decisions mentioned so far in this document cover the district. We have many more projects planned for all corners of Waikirikiri Selwyn that you can read about in our Infrastructure Strategy at www.selwyn.govt.nz/ltp.

1 3

40 | Selwyn District Council | Other Important Projects

Big Decisions 1

New Park and Ride facilities and upgrades to bus stops across Waikirikiri Selwyn

Sheffield Memorial Pool (2024 - 2025)

Waihora Whata Rau

Economic development (2024 - 2033)

Malvern Recreation and Sports Facility

Enhancing customer experience through digital solutions (2024 - 2034)

Other important decisions 4

Strengthen mana whenua partnership (2024 - 2034)

Prepare and implement Strategic Investment Strategy (2024 - 2034)

Investigate low nitrate water source (2024 - 2034)

Exploring new public transport services (2024 - 2034)

Upgrades to improve access and experience using Council's Rolleston Offices (2024 - 2026)

Increased funding for road maintenance and renewals (2024 - 2034)

Develop policy for deciding on new community facilities (2027 - 2034)

Lincoln Town Centre upgrades (2024 - 2033)

NZTA Waka Kotahi Rolleston transport improvements (2024 - 2034)

Rural walking and cycling improvements (2024 - 2033)

Collect new Development Contributions to pay for Community Infrastructure (2024 - 2034)

District-wide

Additional decisions

1 8

Long-Term Plan 2024 - 2034 | 41

Tirohaka whānui i kā tahua pūtea i ia kahuru tau 10 Year funding overview Area of Spend

% Funded from Rates % Funded from Other

Capital Spend $m

Operating Spend $m

220

574

Democracy

Development and Growth

50%

0.08

Solid Waste Management

280

30%

70%

0.09

Transportation

586

302

44%

56%

0.19

5 Water Services

572

248

21%

79%

0.33

Community Facilities and Services

42 | Selwyn District Council | 10 Year Funding Overview

73%

27%

100%

Rates Spend per $1

0.29

0.03

Tāke Kaunihera Rates Understanding your rates If you're a Waikirikiri Selwyn ratepayer, you're one of the owners of 33,486 properties who contribute through their rates to funding the huge range of activities, services and facilities that the Council provides for your community. We expect rate increases will average around 8.5% over the next 10 years, although for individual ratepayers the actual change may be smaller or greater, depending on their location and the services provided.* The average increase for the 2024/25 year (starting 1 July 2024) is 14.9%. This is within the limit set by the Council that the average rate increase

should not exceed 16% in any one year over the next decade.

generations, so we use borrowing to ensure inter-generational equity.

One of the main components of rates increases across the country is the increasing cost of operating and maintaining facilities and services. The total rates paid by property owners is made up of a number of different types of rates including general rates and targeted rates. The average rates increases forecast for these different types of rates are summarised on this page.

This is achieved by spreading the costs of an asset over 20 to 25 years. In this way it is paid for by the generations that benefit from it. It would be unfair if today’s generation paid the full cost of building assets that last for a considerable period, and in many cases, it would not be possible to fund such investments from operational income alone.

Your rates contribution is made up of a combination of general rate, and targeted rates. Other sources of funding for the Council include fees and charges, commercial investment returns, development contributions, subsidies and grants. Many of the assets the Council provides for the community are designed to last for many decades – community centres and facilities, roading networks and underground infrastructure, for example. These assets benefit both current and future

Average annual rates increase to existing ratepayers* 2024/25

2025/26

2026/27

2027/28

2028/29

2029/30

2030/31

2031/32

2032/33

2033/34

14.9%

14.2%

13.3%

13.0%

7.3%

6.1%

4.0%

4.1%

3.6%

*Average increase over 10 years is 8.5%. Long-Term Plan 2024 - 2034 | 43

P2. Rating examples The tables below show the changes to annual rates for a sample of typical properties for the 2024/25 year compared with 2023/24. It also shows the forecast annual changes for the 2025/26 and 2026/27 years, plus the average annual percentage change over the coming 10 years. These are changes for typical properties and the changes for individual properties will vary. For more examples of properties across different parts of the district, see ‘Rating information’ section of this document, on page 276. Capital Value

2023/24

2024/25

2025/26

2026/27

10 Year Average

Residential with sewerage

550,000

3,328

3,841

15.4%

4,379

14.0%

4,939

12.8%

8.5%

Residential without sewerage

550,000

2,718

3,139

15.5%

3,572

13.8%

4,011

12.3%

8.5%

Lifestyle without water or sewerage

840,000

1,964

2,294

16.8%

2,630

14.6%

3,002

14.2%

9.0%

Residential with sewerage

847,000

3,570

4,134

15.8%

4,723

14.2%

5,341

13.1%

8.6%

Residential without sewerage

847,000

2,960

3,432

15.9%

3,916

14.1%

4,413

12.7%

8.6%

Residential with sewerage

1,100,000

3,777

4,384

16.1%

5,015

14.4%

5,684

13.3%

8.6%

Residential without sewerage

1,100,000

3,167

3,682

16.3%

4,208

14.3%

4,756

13.0%

8.7%

Capital Value

2023/24

2024/25

2025/26

2026/27

10 Year Average

Rural with water races and with 3.5 water units

11,300,000

15,161

17,857

17.8%

20,564

15.2%

23,634

14.9%

9.4%

Rural without water races or water units

4,255,000

5,047

5,964

18.2%

6,876

15.3%

7,922

15.2%

9.2%

Rural without water races and with 11 water units

4,470,000

7,481

9,038

20.8%

10,781

19.3%

12,824

18.9%

11.7%

Capital Value

2023/24

2024/25

2025/26

2026/27

10 Year Average

4,590,000

5,702

6,649

16.6%

7,755

16.6%

9,003

16.1%

9.4%

Residential

Rural

Commercial

Commercial with low water consumption

44 | Selwyn District Council | 10 Year Funding Overview

General rates

Targeted rates

The general rate funds Council services and facilities that benefit the whole district. It includes a Uniform Annual General Charge component, which is not related to property value.

Targeted rates are used where a Council service or facility provides a benefit to a particular group of people or location. Targeted rates can be district-wide (e.g. Canterbury Museum) or localised (e.g. Community Board). Some of the key services and facilities provided through targeted rates (where applicable) include:

To the right is a rough guide to how your general rates dollar is used for the community good:

Water Supply

$370.00

Water Races

$54.00

Transportation

43%

Swimming Pools

Libraries

$258.00

(Plus a volume-based rate)

Planning & Resource Management

15%

Economic Development

Stormwater

$152.00

(Plus additional charges where service provided)

Parks, Reserves & Playgrounds

Public Toilets

Land Drainage

$27.00

Community Centres

Community Development

Emergency Management

Refuse Uniform Charge

$31.00

(For all properties on a refuse collection route)

Swimming Pools

Cemeteries

Recreation Reserve

$184.00

Wastewater Network

Administering the 6% Building Act Council Property

5% 4%

Health Alcohol Licencing & Regulation

(Plus additional charges where service provided)

$702.00

Canterbury Museum

$38.00

(Where provided)

Recycling Bin

$90.00

Malvern Community Board

$25.00

(For all properties in the Malvern Ward)

$201.00

$48-$193.00

(Based on proximity to Aquatic Facilities)

Environment Canterbury rates The decisions in this document affect your Selwyn District Council rates. We also act as an agent for the collection of Environment Canterbury rates for Selwyn ratepayers. Environment Canterbury rates are set separately by the Regional Council. For information about Environment Canterbury’s Long-Term Plan visit www.ecan.govt.nz.

Long-Term Plan 2024 - 2034 | 45

Ka whakapaua ki hea ō tāke kaunihera? Where do your rates go?

Getting clean

Your waste water safely flushed away.

Lifestyle & learning

Enjoy a great read from our libraries – your place for reading, arts, culture and lifelong learning.

46 | Selwyn District Council | Rates

Take a morning walk

Use our footpaths or explore the scenic walkways.

Fitness & wellbeing

Work up a sweat at our sports centres.

Catch a bus

Wait at the bus shelter.

Put the bins out

We provide waste collection and recycling services.

Cycle home

We provide a safe, efficient roading network.

Safe homes

Live comfortably in a home that’s been signed-off by our building team.

A good night’s sleep

The District Plan helps keep neighbourhoods quiet.

Kā Hua ā-Hapori me kā Mahi Nui

Community Outcomes and Significant Activities

Long-Term Plan 2024 - 2034 | 47

Community Outcomes describe what we as a council aim to achieve so that we support the environmental, social, economic and cultural well-being of Waikirikiri Selwyn. These outcomes represent our vision for the district and guide us in our plans and services. Our Community Outcomes underpin what the Council does and why we do it. Our Community Outcomes are shown in the table starting on page 54: • The top-level statements in italics describe what we want for Waikirikiri Selwyn. These are the overall vision. • The first column (key community outcomes) are statements that describe what we are seeking to achieve for our community in order to meet the corresponding vision. • The second column (Council’s role) describes the role council will play, in achieving the key community outcomes. This role could be leading the work; being an integrator; shaping activities; providing services or infrastructure; promoting and advocating; and enabling. • Column three identifies the significant Council activity that delivers Council’s role for each Community Outcome. • The fourth column (relevant supporting document) shows the plans and strategies that support Council’s role. • The last column (assistance will be sought from) identifies the organisations that Council works with to help achieve the Community Outcomes. This Long-Term Plan 2024-34 includes information about how each group of significant activities will help us achieve these outcomes.

48 | Selwyn District Council | Community Outcomes & Significant Activities

Kā Putaka ā-Hapori - Pāpori Community Outcomes - Social Waikirikiri Selwyn is a resilient district and a great place to live, work, and play; where our takata people support each other, enjoy spending time together and feel a sense of he honoka connection.

He honoka Connected community • We have good health, social, and community facilities that are accessible to all residents of Waikirikiri Selwyn • We have access to a range of community services and activities that support well-being • We have access to housing which suits the changing needs of the diverse demographics within Waikirikiri Selwyn • We have affordable ways to easily connect with the facilities, services, and communities within and outside of Waikirikiri Selwyn

Active and educated community • We have access to good quality information and a range of lifelong learning opportunities • Everyone who lives in and outside Waikirikiri Selwyn can enjoy our environment • We have access to resources to help our takata people increase their bi-cultural competency and cultural knowledge • We can participate in community life • We can play and be physically active

• We have cohesive communities that support volunteering and build capacity

Strong neighbourhoods • We are safe at home and in the community • We are ready for emergency events and disasters • We can effectively respond to, and recover from, emergency and disaster events Long-Term Plan 2024 - 2034 | 49

Kā Putaka ā-Hapori - Ohaoha Community Outcomes - Economic Waikirikri Selwyn is a prosperous diverse economy that employs and empowers our takata people and invests in our towns and communities.

A district of opportunity • Local businesses support each other

Quality and innovative infrastructure

• There are employment opportunities for our takata people

• Our infrastructure is adaptive and resilient

• Innovation and investment are fostered

• Our transport system is effective and accessible with a range of choices

• There is a strong diverse economy, supported by a sustainable rural sector • Waikirikiri Selwyn is a key regional freight and logistics hub supported by an efficient freight network

50 | Selwyn District Council | Community Outcomes & Significant Activities

Kā Putaka ā-Hapori - Taiao

Community Outcomes - Environmental Waikirikiri Selwyn’s whenua land, wai water, and kanorau koiora biodiversity are protected and enhanced. Our towns are cleaner and greener, and we address climate change.

A clean taiao environment • We live within our air, soil, water, and kanorau koiora biodiversity limits • Healthy wai water, wetlands, and waterways

Productive and diverse land • Important land, landscapes, and features are valued • Our biodiversity, including indigenous kanorau koiora flora and fauna, is thriving

• We utilise smart and toitū sustainable practices • Te Waihora Ellesmere being restored

Liveable low carbon towns • Growth that consolidates and intensifies towns • A town network supported through their strong interconnections

Long-Term Plan 2024 - 2034 | 51

Kā Putaka ā-Hapori - Ahurea Community Outcomes - Cultural Waikirikiri Selwyn is a collection of connected multicultural and diverse communities. We have mana upholding partnerships which allows our takata people to thrive, and everyone has a place to call home.

A district that values its culture and heritage • Waikirikiri Selwyn celebrates its arts and culture; our traditions are carried with us • Local and cultural history and heritage are preserved, shared, and promoted • Our wāhi taoka places of tribal significance, wāhi tapu site of special association, and tapatapa place names are protected

Inclusive communities • Each town’s unique identity as well as the rural identity, are promoted • Active, responsive, and respectful partnerships with mana whenua and takata whenua • The identity of mana whenua communities is protected

52 | Selwyn District Council | Community Outcomes & Significant Activities

These outcomes represent our vision for the district and guide us in our plans and services.

Long-Term Plan 2024 - 2034 | 53

Key community outcomes

Significant Council activity

Council's Role

Relevant supporting document

Assistance will be sought from

Environmental: Waikirikiri Selwyn’s whenua land, wai water and kanorau koiora biodiversity are protected and enhanced. Our towns are cleaner and greener, and we address climate change. A clean taiao (environment)

Community Leader Build a strong foundation of cultural competence and understanding of our environment Shaper Develop policies and strategies that protect the environment

We will live within our air, soil, water, and kanorau koiora biodiversity limits

Service provider Provide services that collect and recover or dispose of waste materials in a manner that maximises the recovery of, and the efficient use of resources while minimising any potential harm to people and to the environment Service provider Provide services that allow the effective and affordable collection, processing and marketing or beneficial use of diverted materials, in a manner that prioritises the ongoing circularity of resource use Infrastructure Provider Build infrastructure that minimises potential harm to people and the environment Promoter and Advocate Advocate to other relevant organisations to improve our air, soil, water, and biodiversity

54 | Selwyn District Council | Community Outcomes & Significant Activities

• Te Taumutu Rūnanga • Solid Waste Management • Environmental and Regulatory Services • 5 Waters Services

• Selwyn Waste Management and Minimisation Plan

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Environment Canterbury

• Future Selwyn / Selwyn 2031 and Area Plans

• Ministry for the Environment

• Selwyn District Plan

• Department of Conservation

• Transportation

• One Water Strategy

• Community Services and Facilities

• Te Rautaki Tikaka Rua Bicultural Strategy

• Ministry of Health • Contract Partners • Waste Minz • Community Groups

Key community outcomes

Healthy wai water, wetlands, and waterways

Council's Role Community Leader Build a strong foundation of cultural competence and understanding of our environment

• 5 Waters Services

Shaper Develop policies and strategies that protect the environment

• Environmental and Regulatory Services

Infrastructure Provider Provide water and sewerage systems that meet relevant standards, as well as minimise its negative effects

• Community Services and Facilities

Community leader Lead in developing and delivering smart and sustainable practices

We utilise smart and toitū sustainable practices

Significant Council activity

Shaper Develop policies and strategies that promote sustainability Service provider Providing opportunities for reusing and recycling in a manner that prioritises the ongoing circularity of resource use

• Environmental and Regulatory Services • Community Services and Facilities • Transportation • 5 Waters Services

Community leader Build a strong foundation of cultural competence and understanding of our environment

• Environmental and Regulatory Services

Shaper Have policies and strategies that aim to improve Te Waihora

Assistance will be sought from • Te Taumutu Rūnanga

• One Water Strategy • Selwyn District Plan • Future Selwyn / Selwyn 2031 and Area Plans

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Environment Canterbury • Ministry for the Environment

• Solid Waste Management

Infrastructure provider Deliver services (rubbish, transport, water, and community) that are based on smart technologies

Te Waihora Ellesmere Integrator Bring together stakeholders to create being restored connections and co-design solutions for Te Waihora

Relevant supporting document

• SDC Climate Change Policy (C101)

• Te Taumutu Rūnanga

• Selwyn District Plan

• Te Ngāi Tūāhuriri Rūnanga

• Future Selwyn / Selwyn 2031 and Area Plans

• Te Rūnanga o Ngāi Tahu

• Finance and Support Services

• 5 Waters Services • Community Services and Facilities

• Te Taumutu Rūnanga • Selwyn District Plan • One Water Strategy

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu

Long-Term Plan 2024 - 2034 | 55

Key community outcomes

Significant Council activity

Council's Role

Relevant supporting document

Assistance will be sought from

Liveable low carbon towns

Growth that consolidates and intensifies towns

A town network supported through their strong inter-connections

Community Leader Lead in articulating a future for the district Shaper Develop strategies and policies that provides a strategic approach to managing growth

• Environmental and Regulatory Services • Transportation

Infrastructure Provider Provide infrastructure that supports the strategic approach

• 5 Waters Services

Community Leader Lead in articulating a future for the district

• Environmental and Regulatory Services

Shaper Develop strategies and policies that provides a strategic approach to managing growth Infrastructure Provider Provide infrastructure that supports the strategic approach

• Transportation • 5 Waters Services

• Selwyn District Plan • Future Selwyn / Selwyn 2031 and Area Plans

• Te Taumutu Rūnanga • Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu

Protect productive and diverse land • Te Taumutu Rūnanga

Important land, landscapes, and features are valued

Shaper Develop strategies and plans that recognise, protect, and enhances the natural environment alongside a strategic approach to development

• Environmental and Regulatory Services

Enabler Provide funding for the community and landowners to improve environmental protection, including biodiversity and pest control

• Community Services and Facilities

• Selwyn District Plan • Future Selwyn | Selwyn 2031 and Area Plans • Te Rautaki Tikaka Rua Bicultural Strategy

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Environment Canterbury • Ministry for the Environment • Department of Conservation • Rural Stakeholders

56 | Selwyn District Council | Community Outcomes & Significant Activities

Key community outcomes

Significant Council activity

Council's Role

Relevant supporting document

Assistance will be sought from

Liveable low carbon towns • Te Taumutu Rūnanga Integrator Facilitate partnerships with the community and create connections between key players Our biodiversity, including indigenous kanorau koiora flora and fauna, is thriving

Shaper Develop strategies and policies that identify, protect, and improve biodiversity (including indigenous biodiversity) in the district Enabler Provide community funding for the community and landowners to improve environmental protection, including biodiversity and pest control

• Environmental and Regulatory Services • 5 Waters Services • Community Services and Facilities

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Selwyn District Plan • Te Rautaki Tikaka Rua Bicultural Strategy

• Environment Canterbury • Ministry for the Environment • Department of Conservation • Te Ara Kākāriki Greenway Canterbury Trust • Summit Road Trust • Rural Stakeholders

Social: Waikirikiri Selwyn is a resilient district and a great place to live, work, and play; where our takata people support each other, enjoy spending time together and feel a sense of he honoka connection. He honoka Connected community • Selwyn Play, Active Recreation, and Sport – Places and Spaces Plan • Accessibility Charter

Integrator Bring stakeholders together to ensure the community has access to a range of facilities We have good health, social, and community facilities that are accessible to all residents of Waikirikiri Selwyn

Shaper Develop strategies and policies that provides a strategic approach to managing supporting facilities Infrastructure provider Provide recreational, open space and community facilities to enable opportunities for Selwyn residents to enjoy healthy, active lifestyles Promoter and advocate Represents the district to providers and funders to advocate for our community needs

• Community Services and Facilities • Environmental and Regulatory Services

• Aquatic Facilities Strategy • Community Centres, Halls, and Libraries Network Plan • Te Paepae Selwyn Ageing Strategy

• Te Taumutu Rūnanga • Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Environment Canterbury • Ministry of Health • Ministry of Education • School Boards • Canterbury District Health Board • Sport Canterbury

• Piki Amokura Selwyn Youth Strategy

• Selwyn Sports Trust

• Selwyn District Plan

• Local recreation and sports clubs

• Future Selwyn / Selwyn 2031 and Area Plans

• Health sector

• Local Community Groups Long-Term Plan 2024 - 2034 | 57

Key community outcomes

Council's Role

Significant Council activity

Relevant supporting document

Assistance will be sought from • Te Taumutu Rūnanga

Community leader Be the voice for our community nationally, articulating a vison for the future of the District

• Te Ngāi Tūāhuriri Rūnanga • Selwyn Play, Active Recreation, and Sport – Places and Spaces Plan

Integrator Bring agencies and community groups together to ensure the community has access to a range of services and foster community capability

We have access to a range of community Service provider Provide services that will benefit the services and activities community with a particular focus on services that that support wellothers are not willing or able to provide being Promoter and advocate Represent the district to ensure appropriate health and social services are accessible to Selwyn residents

• Community Services and Facilities

• Accessibility Charter • Te Paepae (Selwyn Ageing Strategy) • Piki Amokura (Selwyn Youth Strategy)

Enabler Provides community grants and subsidies to encourage positive activities in the district that might not otherwise occur

• Te Rūnanga o Ngāi Tahu • Canterbury District Health Board • Health and social service providers • Ministry of Social Development • Work and Income • Oranga Tamariki • Ministry of Youth Development • Philanthropic Funders • Te Taumutu Rūnanga • Te Ngāi Tūāhuriri Rūnanga

We have access to housing which suits the changing needs of the diverse demographics within Waikirikiri Selwyn

Integrator Bring stakeholders together to ensure the community has access to a range of housing typologies (including social housing) Shaper Enable residential development that accommodates different stages of life, as well as different types of households

• Te Rūnanga o Ngāi Tahu • Environmental and Regulatory Services

• Selwyn District Plan

• Environment Canterbury

• Future Selwyn / Selwyn 2031 and Area Plans

• Kainga Ora • Ministry of Housing and Urban Development • Developers • Community Housing Providers

58 | Selwyn District Council | Community Outcomes & Significant Activities

Key community outcomes

Council's Role

Significant Council activity

Relevant supporting document

Assistance will be sought from

• Te Taumutu Rūnanga

We have affordable ways to easily connect with the facilities, services, and communities within and outside of Waikirikiri Selwyn

• Future Selwyn / Selwyn 2031 and Area Plans

Shaper Develop strategies and policies that provide a strategic approach to town planning Infrastructure provider Maintain, operate, and upgrade the transportation network and work with key stakeholders and the community to create connections and reduce fatal and injury causing crashes Promoter and advocate Work at the national, regional, and sub-regional levels to advocate for the transport needs (including Public Transport) of the district

• Transportation • Environmental and Regulatory Services

• Selwyn Road Safety Strategy • Selwyn Safety Management System • Selwyn Walking and Cycling Strategy

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Environment Canterbury • NZ Transport Agency Waka Kotahi • NZ Police • Accident Compensation Corporation • Age Concern

• Te Taumutu Rūnanga • Te Ngāi Tūāhuriri Rūnanga We have cohesive communities that support volunteering and build capacity.

Promoter and advocate Encourage and support volunteers and volunteering. Enabler Provide community grants and subsidies for community activities in the District that support volunteering

• Te Rūnanga o Ngāi Tahu • Community Services and Facilities

• Play, Active Recreation, and Sport (PARS) Strategy

• Environment Canterbury • Volunteering Canterbury • Neighbourhood Support Canterbury • Safer Canterbury • Community Groups

Long-Term Plan 2024 - 2034 | 59

Key community outcomes

Significant Council activity

Council's Role

Relevant supporting document

Assistance will be sought from

Strong neighbourhoods • Te Taumutu Rūnanga • Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu

Integrator Bring people together within the community to create connections between key players Shaper Develop strategies and plans that incorporate neighbourhood and building safety (e.g., Crime Prevention through Environmental Design) and provide places for people to feel safe throughout their life

We are safe at home and in the community Service provider We encourage neighbourhood support and other community groups to operate within the district Infrastructure provider Maintain, operate, and upgrade the public spaces and the transportation network and work with key stakeholders and the community to create connections and improve safety

• Community Services and Facilities • Environmental and Regulatory Services • Transportation

• Te Paepae (Selwyn Ageing Strategy) • Piki Amokura (Selwyn Youth Strategy) • SDC Graffiti Removal Policy (G201) • SDC Crime Prevention through Environmental Design Policy (C602)

• Environment Canterbury • Ministry of Business, Innovation and Employment • Waka Kotahi NZ Transport Agency • NZ Police • Accident Compensation Corporation • Age Concern • Community Watch • Neighbourhood Support Canterbury • Safer Canterbury

• 5 Water Services

We are ready for emergency events and disasters

Shaper Develop strategies and plans that incorporate disaster preparedness and emergency management (e.g., flooding, and fire risk) Service provider Establish and maintain a Civil Defence Emergency organisation, including a network of volunteers and stakeholders

60 | Selwyn District Council | Community Outcomes & Significant Activities

• Community Services and Facilities • Environmental and Regulatory Services • Transportation • Solid Waste Management • Local decisionmaking

• Selwyn District Plan • Future Selwyn / Selwyn 2031 and Area Plans • Canterbury Civil Defence Emergency Management Group Plan • Selwyn District Council Local Emergency Management Arrangements

• Te Taumutu Rūnanga • Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Canterbury Civil Defence Emergency Group • Emergency Services • Community groups

Key community outcomes

Significant Council activity

Council's Role

• Community Services and Facilities We can effectively respond to, and recover from, emergency and disaster events

Service provider Support community involvement and personal/household responsibility in emergency management. We help build the capacity of our communities to respond to emergency events (e.g., volunteering, and training)

• 5 Water Services • Transportation • Solid Waste Management • Local decisionmaking

Relevant supporting document

• Canterbury Civil Defence Emergency Management Group Plan • Selwyn District Council Local Emergency Management Arrangements

Assistance will be sought from

• Te Taumutu Rūnanga • Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Canterbury Civil Defence Emergency Group • Emergency Services • Community groups

Active and educated community

Integrator Bring people together within the community to facilitate discussions, creating connections, codesigning solutions for improving lifelong learning opportunities

• Te Taumutu Rūnanga

Service provider Provide lifelong literacy learning opportunities through its Libraries

• Te Rūnanga o Ngāi Tahu

We have access to good quality Infrastructure provider Provide places (e.g., libraries, information and a community centres) for people to be throughout the range of lifelong various stages of life. Family friendly district learning opportunities Promoter and advocate Champion improvements to educational and learning opportunities within the District Enabler Provide community grants and subsidies to encourage learning

• Te Ngāi Tūāhuriri Rūnanga

• Community Services and Facilities

• Ministry of Education • Selwyn District Council Libraries Strategic Plan

• Local schools • Tertiary education providers including Lincoln University • Community Groups • Regional Skills Leadership Group

Long-Term Plan 2024 - 2034 | 61

Key community outcomes

Council's Role

Significant Council activity

Relevant supporting document

Assistance will be sought from

• Selwyn District Council Economic Development Strategy

• Te Taumutu Rūnanga

• Open Spaces and Places Strategy

Everyone who lives in and outside of the district can enjoy our environment

We have access to resources to help our takata people increase their bi-cultural competency and cultural knowledge

Shaper Develop strategies and plans that incorporate access to the natural environment Infrastructure provider Provide places (e.g., reserves and parks) for people to be throughout the various stages of life Promoter and advocate Promote and support Selwyn as a business, tourism, and lifestyle destination

Service provider Provide library services and community events provide access to resources that expose our takata people to our district’s rich cultural heritage and history.

62 | Selwyn District Council | Community Outcomes & Significant Activities

• Community Services and Facilities • Environmental and Regulatory Services

• Community Services and Facilities

• Ōtautahi Christchurch Waitaha Canterbury Destination Management Plan • District Plan

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Department of Conservation • Ministry of Business, Innovation and Employment

• Future Selwyn / Selwyn 2031 and Area Plans

• Ministry of Social Development

• Strategic Heritage Plan 2023-27

• Chamber of Commerce

• PARS Strategy (Play, Active Recreation and Sport)

• ChristchurchNZ

• NZ Trade and Enterprise

• Te Taumutu Rūnanga • Selwyn District Council Libraries Strategic Plan

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu

Key community outcomes

We can participate in community life

Council's Role

Service provider Provide or commission other services that will benefit the community (e.g., large scale events like CultureFest, SWELL, Teddy Bears Picnic, group fitness) Promoter and advocate Promote and support Selwyn as a tourism, and lifestyle destination (e.g., Selwyn from the Land and Taste Selwyn)

Significant Council activity

• Community Services and Facilities

Enabler Provide community grants and subsidies to encourage community life

Integrator Partner with sport and recreation clubs and bodies to create connections between key players and facilitate discussions between stakeholders

We can play and be physically active

Service provider Facilitate and provide opportunities for Selwyn residents to enjoy healthy, active lifestyles including provision of recreational, open space and community facilities. Infrastructure provider Provide places (e.g., reserves, playgrounds, sports fields, turfs, swimming pools, and parks) for people to be active in Enabler Provide community grants and subsidies to encourage sports groups and teams for physical activity

• Community services and facilities • Transportation

Relevant supporting document

Assistance will be sought from

• PARS Strategy (Play, Active Recreation and Sport)

• Te Taumutu Rūnanga

• Te Paepae (Selwyn Ageing Strategy)

• Te Rūnanga o Ngāi Tahu

• Piki Amokura (Selwyn Youth Strategy)

• Te Ngāi Tūāhuriri Rūnanga • Community Watch • Neighbourhood Support Canterbury

• Community Sponsorship Strategy

• Sports and recreation groups

• SDC Play Policy (C204)

• Community Groups

• PARS Strategy (Play, Active Recreation and Sport)

• Te Taumutu Rūnanga

• SDC Play Policy (C204)

• Te Rūnanga o Ngāi Tahu

• Aquatic Facilities Strategy

• Sport Canterbury

• Open Spaces and Places Plan

• NZ Police

• Community Centres and Halls Strategic Plan

• Accident Compensation Corporation

• Selwyn Walking and Cycling Strategy

• Te Ngāi Tūāhuriri Rūnanga

• Sport NZ • Safer Canterbury

• Sports and recreation groups • Community Groups Long-Term Plan 2024 - 2034 | 63

Key community outcomes

Significant Council activity

Council's Role

Relevant supporting document

Assistance will be sought from

Economic: Waikirikri Selwyn is a prosperous diverse economy that employs and empowers our takata people and invests in our towns and communities. A district of opportunity • Te Taumutu Rūnanga

Integrator Support local businesses and the education sector to ensure training matches local business needs Local businesses support each other

Promote and advocate Support and champion our local businesses and supply networks Enabler Use its purchasing power to intentionally deliver social, cultural, and environmental benefits alongside economic benefits.

• Community Services and Facilities • Finance and support services

• Selwyn District Council Economic Development Strategy • Canterbury Regional Economic Development Strategy • Ōtautahi Christchurch Waitaha Canterbury Destination Management Plan

• Selwyn District Council Economic Development Strategy

There are employment opportunities for our takata people

Shaper Develop strategies and policies that provides a strategic approach to economic opportunities Promote and advocate Promote and support the district as a business, tourism, and lifestyle destination, as well as the district’s strong existing agricultural and other land-based sectors

• Community Services and Facilities • Environmental and Regulatory Services • Finance and Support Services

• Canterbury Regional Economic Development Strategy • Ōtautahi Christchurch Waitaha Canterbury Destination Management Plan • Selwyn District Plan • Future Selwyn / Selwyn 2031 and Area Plans

64 | Selwyn District Council | Community Outcomes & Significant Activities

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • NZ Trade and Enterprise • ChristchurchNZ • Lincoln University • Education sector • Local businesses • Canterbury Regional Economic Development Agencies

Key community outcomes

Innovation and investment are fostered

There is a strong diverse economy, supported by a sustainable rural sector

The district is a key regional freight and logistics hub supported by an efficient freight network

Council's Role

Shaper Develop strategies and policies that include a ‘business friendly’ approach Promote and advocate Showcase and celebrate successful innovation and achievements by Selwyn businesses.

Significant Council activity

• Community Services and Facilities • Environmental and Regulatory Services

Relevant supporting document • Selwyn District Council Economic Development Strategy • Ōtautahi Christchurch Waitaha Canterbury Destination Management Plan

• Finance and Support Services

• Selwyn District Plan

• Community Services and Facilities

• Selwyn District Council Economic Development Strategy

Integrator Facilitate discussions, connecting key players, to support the economy

• Environmental and Regulatory Services

Promote and advocate Promote and support Selwyn as a business, tourism, and lifestyle destination

• 5 Water Services

• Ōtautahi Christchurch Waitaha Canterbury Destination Management Plan

Community leader Articulate a vison for the future of the District that includes our offering as an excellent place to do business

Infrastructure provider Provide a well-maintained, operated, and affordable land transport system. Promoter and advocate Champion improvements to state highways (NZ Transport Agency) and public transport services (ECan).

• Transportation

• Environmental and Regulatory Services • Transportation

Assistance will be sought from

• Future Selwyn / Selwyn 2031 and Area Plans

• Selwyn Road Safety Strategy (includes Selwyn Safety Management System)

• NZ Transport Agency Waka Kotahi

• Selwyn District Plan

• KiwiRail

• Future Selwyn / Selwyn 2031 and Area Plans

• Central Government

• Environment Canterbury

Long-Term Plan 2024 - 2034 | 65

Key community outcomes

Significant Council activity

Council's Role

Relevant supporting document

Assistance will be sought from

Quality innovative infrastructure

• 5 Waters Services

Our infrastructure is adaptive and resilient

Infrastructure provider Provide a well-maintained, operated, and affordable infrastructure Promoter and advocate Champion improvements to energy and telecommunications networks

• Solid Waste Management • Transportation

• Waka Kotahi NZ Transport Agency

• Environmental and Regulatory Services • Community Services and Facilities

Our transport system is effective and accessible with a range of choices

Infrastructure provider Provide a well-maintained, operated, and affordable land transport system.

• Transportation

Promoter and advocate Promote walking and cycling as a safe, viable mode of transport and recreation.

• Environmental and Regulatory Services

Promoter and advocate Advocate for improvements to state highways (NZ Transport Agency) and public transport services (ECan).

• Community Services and Facilities

66 | Selwyn District Council | Community Outcomes & Significant Activities

• Selwyn Road Safety Strategy (includes Selwyn Safety Management System) • Selwyn Walking and Cycling Strategy • Selwyn District Plan • Future Selwyn / Selwyn 2031 and Area Plans

• NZ Transport Agency Waka Kotahi Central Government

Key community outcomes

Council's Role

Significant Council activity

Relevant supporting document

Assistance will be sought from

Cultural: Waikirikri Selwyn is a collection of connected multicultural and diverse communities. We have mana upholding partnerships which allows our takata people to thrive, and everyone has a place to call home A district that values its culture and heritage

• Te Taumutu Rūnanga • Te Ngāi Tūāhuriri Rūnanga

Integrator Partner with community to create connections between key players and facilitate discussions between stakeholders (e.g., we facilitate public art displays in Te Ara Ātea) Service provider Provide information about cultural and learning opportunities through our network of Waikirikiri Selwyn celebrates its arts and Libraries, as well as public art opportunities culture; our traditions Infrastructure provider Provide places (e.g., libraries, are carried with us community halls) where arts and cultural activities are carried out at all ages and stages (e.g., theatre, dance, arts, and crafts)

Enabler Fund and support to local arts and cultural organisations and arts cultural and heritage activities and events. We support the Canterbury Museum Trust

• Te Rūnanga o Ngāi Tahu

• Community Services and Facilities • Environmental and Regulatory Services

• Strategic Heritage Plan 2023-27 • Selwyn District Council Libraries Strategic Plan • Selwyn District Plan • Art in Public Places Policy (C214)

• National library networks and organisations • Local galleries • Community arts, heritage, historical and cultural groups • Local artists • Creative NZ • Canterbury Museum Trust Board • Ministry of Culture and Heritage

Long-Term Plan 2024 - 2034 | 67

Key community outcomes

Council's Role

Significant Council activity

Relevant supporting document

Assistance will be sought from

• Te Taumutu Rūnanga • Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Canterbury libraries Shaper Protect sites, buildings, and significant trees with cultural or heritage values Service provider Provide information, cultural and learning opportunities through its network of Libraries Infrastructure provider Provide places (e.g., libraries, community halls and facilities) for local history to be preserved, shared, and promoted

Local and cultural history and heritage are preserved, shared, Promoter and advocate Recognise and promote and promoted. the role of community in contributing to identifying, exploring, sharing, and promoting our local history at the national and local level; e.g. through Canterbury Museum Enabler Provide community grants and subsidies to encourage recognition of community history

• Community Services and Facilities • Environmental and Regulatory Services

• Strategic Heritage Plan 2023-27

• National library networks and organisations Schools Community groups

• Selwyn District Council Community Development Strategy

• Local galleries Community arts, heritage, historical and cultural groups

• Selwyn District Council Libraries Strategic Plan

• Local artists

• Selwyn District Plan

• Creative NZ • Canterbury Museum Trust Board • Department of Conservation • Pouhere Taonga (Heritage NZ) • Ministry of Culture and Heritage

68 | Selwyn District Council | Community Outcomes & Significant Activities

Key community outcomes

Our wāhi taonga places of tribal significance, wāhi tapu sites of special association, and tapatapa place names are protected

Significant Council activity

Council's Role

Relevant supporting document

Assistance will be sought from

• Te Taumutu Rūnanga Shaper Protect sites, buildings, and significant trees with cultural or heritage values

• Environmental and Regulatory Services

• Selwyn District Plan • Te Rautaki Tikaka Rua Bicultural Strategy

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Environment Canterbury

Inclusive communities

• Te Taumutu Rūnanga

Each town’s unique identity, as well as the rural identity, are promoted

Shaper Develop strategies and policies that recognise each town and its role Promoter and advocate Support the District’s strong existing agricultural and other land-based sectors

• Environmental and Regulatory Services • Community Services and Facilities

• Selwyn District Plan • Future Selwyn / Selwyn 2031 and Area Plans • Ōtautahi Christchurch Waitaha Canterbury Destination Management Plan

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu • Environment Canterbury • Ministry for the Environment • Department of Conservation • Rural Stakeholders, • Zone Committees

Long-Term Plan 2024 - 2034 | 69

Key community outcomes

Council's Role

Community leader Build a strong foundation of cultural competence and confidence Active, responsive, and respectful partnerships with mana whenua and takata whenua

The identity of mana whenua communities is promoted

Integrator Work with Te Taumutu Rūnanga and Te Ngāi Tūāhuriri Rūnanga as mana whenua to reflect their aspirations for success and well-being as one way to ensure that our commitments to the Treaty of Waitangi are fulfilled. Promoter and advocate Promote and normalise Te Reo Māori and bi-cultural practices throughout SDC operations.

Shaper Develop strategies and policies that recognise each town and its role

70 | Selwyn District Council | Community Outcomes & Significant Activities

Significant Council activity

• Community Services and Facilities • Finance and support services • 5 Water Services

Relevant supporting document

Assistance will be sought from

• Te Rautaki Tikaka Rua Bicultural Strategy

• Te Taumutu Rūnanga

• Relationship Agreement between Te Taumutu Rūnanga and Selwyn District Council (Nov 2022)

• Te Ngāi Tūāhuriri Rūnanga • Te Rūnanga o Ngāi Tahu

• Community Services and Facilities

• Te Taumutu Rūnanga

• 5 Water Services

• Te Rūnanga o Ngāi Tahu

• Te Ngāi Tūāhuriri Rūnanga

Our significant activities in detail Our Long-Term Plan provides information on each of our groups of significant activities. The activities relate to one or more of our Community Outcomes and seek to support the well-being of Waikirikiri Selwyn. This section covers what each activity does and what is planned for the future. This includes:

• Details about any possible negative effects the activity may have, and what Council will do to address those effects. • A funding impact statement showing how the group of activities will be paid for across the next 10 years. Our seven groups of Council activities are: 1. Community Facilities and Services 2. Local Decision-Making 3. Environmental and Regulatory Services 4. The Provision of Roads and Footpaths

• An overview of the activities that are part of the group, along with the main long-term issues relating to the activity.

5. Resource Recovery and Waste

• Identification of the Community Outcomes the activity contributes to.

7. Finance and Support Services

6. 5 Waters

• Details of how Council manages issues affecting the activity. • Projects and programmes Council plans to do between 2024 and 2034. • Performance measures that show the level of service Council is aiming to provide for the group activities during the next three years. Long-Term Plan 2024 - 2034 | 71

About our funding impact statements The funding impact statements are a forecast based on a series of estimates and assumptions. They provide an indication of how the Council intends to fund its activities. In practice, actual income and expenditure is likely to be different from what is forecasted. Significant variances will be explained in future annual report and annual plan documents. The funding impact statements are a prescribed form required by Section 5 of Schedule 10 of the Local Government Act 2002. The statements do not include non-cash income and expenditure items such as vested asset revenue (income that represents the value of assets transferred to the Council by subdividers) and depreciation (expenditure that represents the estimated value of assets used up in any one year).

Alternatively, Council can use its investments to meet a shortfall. Investments include the use of general working capital (cash) balances, or the use of reserves that have been set aside for that activity. The use of reserves typically happens when funds have been collected for a specific purpose, for example development or reserve contributions. The overall statement balances to nil as all differences between cash income and cash expenditure need to be funded by a combination of borrowing, investments, and reserves.

The statement provides information on estimated income sources, including general rates, targeted rates, fees and charges, subsidies, interest, dividends and development contributions. The income sources are split between those that fund operating items (day-to-day costs) and those that are specific to capital items (new and replacement assets). Where income funds both types of costs, it is treated as operating income. Similarly, expenditure is split between operating and capital items. The statement shows how the difference between income sources and expenditure will be met. This is through the use of borrowing, reserves or investments. For example, where operating and capital expenditure items exceed all income sources, the Council may borrow funds to meet the shortfall. This would typically occur during the development of a large capital project.

72 | Selwyn District Council | Community Outcomes & Significant Activities

Significant Activities performance measure disclosures Output class selection Local authorities such as Selwyn District Council must identify groups of activities (outputs) within their Long-Term Plans. Some groups of activities are mandatory but in addition to these Selwyn District Council also chooses to report on several other categories which reflect its operational structure. These being Community Services and Facilities, Environmental and Regulatory, Local Decision-Making, Resource Recovery and Waste Management, and Finance and Support Services. Some groups were renamed during the development of the 2024/34 Long-Term Plan so as to be better understood by the community.

Performance measure selection Each group of activity is adopted through the Long-Term Plan with a suite of measures and targets, aligned to deliver on our community outcomes, that best reflect the service characteristics to be provided judgments about which are informed by PBE FRS 48 guidance. Under the Local Government Act 2002 we are mandated to provide standard performance measures so that the public may compare the level of service provided in relation to the following group of activities: water supply, sewerage and the treatment and disposal of sewage, stormwater, flood protection, and control works and the provision of roads and footpath.

DIA guidance has been followed in measuring performance against all mandatory performance measures.

a. water supply:

For non- mandatory measures not set by the Department of Internal Affairs, measures for the 2024/24 Long-Term Plan have been added, amended, and removed after considering Clause 4, Schedule 10 Local Government Act 2002 which has a focus on what would enable the public to assess the level of service for the major aspects of the identified groups of activity.

c. stormwater drainage:

The performance measures from the 2021/31 Long-Term Plan underwent a review for the 2024/34 Long-Term Plan which resulted in a number of amendments, additions and deletions to non-mandatory measures. The non-mandatory performance measures selected cover quantitative and qualitative measurement of progress which cover the period of the operative Long-Term Plan to provide an appropriate, meaningful, comparative, and consistent mix of non-financial performance measures to present service performance information on what Council wishes to achieve over the operative period of its Long-Term Plan.

Measurement Current levels of performance are based on data currently available. Mandatory measures and targets are set by the Department of Internal Affairs covering:

b. sewerage and the treatment and disposal of sewage:

d. flood protection and control works: e. the provision of roads and footpaths. For measures and targets not set by the Department of Internal Affairs, these have been developed for the 2024/34 Long-Term Plan by considering Clause 4, Schedule 10 Local Government Act 2002 which has a focus on what would enable the public to assess the level of service for the major aspects of the identified groups of activity. Selwyn District Council undertakes surveys as a method of measuring its performance against its set targets for some of it’s performance measures. Since the last Long-Term Plan, there have been changes to the frequency and type of surveys undertaken to gather qualitative information, for example, Selwyn District Council no longer undertakes a residents' survey but uses other specific and targeted surveys for the Council’s services (such as the Customer Experience Survey for community services and facilities). The response rate and margin of error is determined by the characteristics that best meet the measurement of the service delivered and may include a selection of, for example, quantity, quality, Long-Term Plan 2024 - 2034 | 73

responsiveness, compliance/meeting a standard, resident/user satisfaction, effectiveness, efficiency.

Customer Experience Surveys for Community Facilities Given the number of community facilities within the district, Selwyn District Council undertakes specific surveys for groups of facilities (libraries, pools, Selwyn Sports Centre, community centres and halls) and within each survey, respondents are asked to select a specific facility to give feedback on e.g. in the libraries survey they could select one of these libraries - Te Ara Ātea, Darfield Library, Lincoln Library, Leeston Library, Edge Connector Vehicle).

While the surveys might relate to specific facilities, the surveys themselves include the opportunity for those surveyed to provide feedback on other facilities within the district should they choose. This allows Selwyn District Council to also identify any issues with performance or level of service with particular facilities. Results from specific surveys are collected individually and then assessed to provide an overall score.

Some data is specific to a facility or activity type and some data informs an aggregated target, for example, a target for the number of participants at Council-run community events is aggregated across all facility types as the focus is on the level of participation in activity rather than on the particular facility where that activity took place. The facilities where a specific survey is undertaken range from large and well-attended facilities (such as the Selwyn Aquatic Centre) to smaller facilities attended less frequency or with less use (such as the Southbridge Pool). This range allows Selwyn District Council to have a survey sample size of at least 800 responses which provides data across its facilities.

74 | Selwyn District Council | Community Outcomes & Significant Activities

Kā Whare me kā Ratoka ā-Hapori

Community Facilities and Services

Long-Term Plan 2024 - 2034 | 75

Library and Service Centres Levels of service: Our Council provides public library, arts, heritage, and lifelong learning services for information, leisure, and cultural enjoyment. Our libraries also provide access to Council services and Central Government Heartland services.

What we deliver: We currently welcome around 9,000 walk-in visitors per week across four locations (Te Ara Ātea, and the Lincoln, Darfield, and Leeston Libraries and Service Centres) and through outreach (via the Edge Connector Vehicle).

Services offered include but are not limited to; physical collection lending; lifelong learning programmes and workshops; work and study space; bookable rooms; Wi-Fi and computer access; digital technology support including digital literacy; information enquiries; heritage, arts, and community exhibitions; Council payments and services, and Heartlands Central Government services. In addition to these physical services, we offer digital access to services such as our digital library via the Selwyn Libraries website including electronic resources; Kā Kōrero o Waikirikiri Selwyn Stories digital heritage repository; and the Selwyn Libraries and Township Trails apps.

These services provide opportunities for people to enhance their well-being by through lifelong learning, opportunities for participation in arts, culture and heritage and to strengthen social connection.

In addition to the primary Community Outcomes Libraries and Service Centres contribute to, we also seek to achieve the following Community Outcomes: • Liveable low carbon towns: A town network supported through strong interconnections • He honoka Connected community: We have affordable ways to easily connect with the facilities, services, and communities within and outside of Waikirikiri Selwyn • Strong neighbourhoods: We are safe at home and in the community.

• Active and educated community: We have access to good quality information and a range of lifelong learning opportunities

• He honoka Connected community: We have access to a range of community services and activities that support well-being

• Active and educated community: We have access to resources to help our takata people increase their bicultural competency and cultural knowledge

• He honoka Connected community: We have cohesive communities that support volunteering and build capacity

• Active and educated community: We can participate in community life

• Strong neighbourhoods: We are ready for emergency events and disasters

• Active and educated community: We can play and be physically active

• Strong neighbourhoods: We can effectively respond to, and recover from, emergency and disaster events

• Quality innovative infrastructure: Our infrastructure is adaptive and resilient

• A clean taiao environment: We live within our air, soil, water, and kanorau koiora biodiversity limits

• A district that values its culture and heritage: Waikirikiri Selwyn celebrates its arts and culture; our traditions are carried with us • A district that values its culture and heritage: Local and cultural history and heritage are preserved, shared and promoted • A district that values its culture and heritage: Our wāhi taoka places of tribal significance, wāhi tapu site of special association, and tapatapa place names are protected

• A clean taiao environment: We utilise smart and toitū sustainable practices

• Inclusive communities: Each town’s unique identity as well as the rural identity are promoted • Inclusive communities: Active, responsive, and respectful partnerships with mana whenua and takata whenua • Inclusive communities: The identity of mana whenua communities is protected

Long-Term Plan 2024 - 2034 | 77

Community Centres, Halls and Recreation/ Sports Centres Levels of service: Our Council provides and maintains a range of versatile community venues and facilities for people to connect, celebrate, and enjoy activities together. These venues also enable Civil Defence activities to take place.

A variety of groups use Council’s community facilities for different activities. This helps build strong connections in our communities and enhance well-being. These groups include: • sports, group fitness and recreation

What we deliver:

• family functions

The Selwyn Sports Centre, a multi-sports facility in Rolleston, provides an indoor sports venue catering for large scale use. It has eight courts marked out for nine different ball sports, a 240-metre walking track, an interactive Lu Uno wall (the first of its kind in New Zealand), and several multi-purpose rooms for hire.

• community groups and service providers

Council also staff community centres in Rolleston, Lincoln, and West Melton to operate those centres, which act as the hub facility for a cluster of nearby local and special purpose community centres and halls. This cluster approach will, over time, deliver a diverse network of fit-for-purpose facilities for communities to use. Hub centres manage their own day-to-day operating activities including activating facilities, marketing and promotion, bookings and use, programmes and activities, and managing building compliance.

• corporate/business meetings and staff training • schools and after school/school holiday providers • cultural groups • religious groups, particularly churches • youth organisations including the integrated youth hub • arts and crafts groups for activities/exhibitions/ performances, and • heritage groups In addition, Council uses the facilities for Emergency Management and Civil Defence activities, staff training, and community outreach activities in rural halls (facilitated by the Council’s Edge Connector Vehicle).

The Community Outcomes that this activity primarily contributes to: • He honoka Connected community: We have good health, social, and community facilities that are accessible to all residents of Waikirikiri Selwyn • He honoka Connected community: We have access to a range of community services and activities that support well-being • He honoka Connected community: We have cohesive communities that support volunteering and build capacity • Strong neighbourhoods: We are safe at home and in the community

• Strong neighbourhoods: We are ready for emergency events and disasters • Strong neighbourhoods: We can effectively respond to, and recover from, emergency and disaster events • Active and educated community: We have access to good quality information and a range of lifelong learning opportunities • Active and educated community: We can participate in community life • Active and educated community: We can play and be physically active

• Quality innovative infrastructure: Our infrastructure is adaptive and resilient

• A clean taiao environment: We live within our air, soil, water, and kanorau koiora biodiversity limits

• A district that values its arts and culture; our traditions are carried with us: Waikirikiri Selwyn celebrates its arts and culture; our traditions are carried with us • A district that values its culture and heritage: Local and cultural history and heritage are preserved, shared and promoted

• A clean taiao environment: We utilise smart and toitū sustainable practices

In addition to the primary Community Outcomes Community Centres, Halls, and Recreation/Sports Centres contribute to, we also seek to achieve the following Community Outcomes: • Liveable low carbon towns: A town network supported through strong interconnections • He honoka Connected community: We have affordable ways to easily connect with the facilities, services, and communities within and outside of Waikirikiri Selwyn Long-Term Plan 2024 - 2034 | 79

Swimming Pools Levels of service:

What we deliver:

Our Council provides safe, accessible and attractive indoor and outdoor pools, hydrotherapy and spa pools, and learn to swim and aqua fitness programmes that allow our communities to enjoy physical fitness, leisure, and safety around water.

The Selwyn Aquatic Centre is a multi-purpose indoor facility that operates year-round for our community and visitors. Uncovered sub-district and community pools operate during the summer period which provide leisure swimming opportunities. The Darfield, Southbridge and Sheffield pools are staffed, while pools at Leeston and Killinchy are community run but are supported by Council staff to ensure an acceptable operating standard. The pools provide opportunities for people to improve their well-being through recreational swimming, social interaction, and participation in physical fitness, aquatic sports and competitive activities. They also offer fun whānau and community activities, and aid physical recovery and rehabilitation. Part of our pool services include Learn to Swim programmes that enable people to learn skills to stay safe in the water, as well as aquatic fitness programmes. In addition to the pools we provide or staff, Council also supports a network of 14 school pools that are open to the community outside of school hours by providing a small annual grant to assist with operating costs.

• Active and educated community: We have access to good quality information and a range of lifelong learning opportunities

• He honoka Connected community: We have access to a range of community services and activities that support well-being

• Active and educated community: We can participate in community life

• Strong neighbourhoods: We are safe at home and in the community

• Active and educated community: We can play and be physically active

• Quality innovative infrastructure: Our infrastructure is adaptive and resilient

• A clean taiao environment: We live within our air, soil, water, and kanorau koiora biodiversity limits

• Inclusive communities: Each town’s unique identity as well as the rural identity are promoted

• A clean taiao environment: We utilise smart and toitū sustainable practices

• Inclusive communities: Active, responsive, and respectful partnerships with mana whenua and takata whenua

In addition to the primary Community Outcomes Swimming Pools contribute to, we also seek to achieve the following Community Outcomes: • Liveable low carbon towns: A town network supported through strong interconnections • Liveable low carbon towns: Growth that consolidates and intensifies towns • He honoka Connected community: We have affordable ways to easily connect with the facilities, services, and communities within and outside of Waikirikiri Selwyn

Long-Term Plan 2024 - 2034 | 81

Property and Buildings Levels of service:

What we deliver:

Our Council provides accessible buildings that allow for the delivery of services for our customers and community. We also provide buildings to meet the accommodation needs of Council staff, and sustainably manage a small rental housing portfolio, and heritage buildings and sites.

Council manages the Waikirikiri Selwyn Headquarters in Rolleston, along with 15 strategic properties including the buildings from which Council’s customer, library, arts, heritage, and lifelong learning services are delivered, as well as 13 heritage buildings. These properties contribute to the well-being of the community by supporting the delivery of services, providing a central location for the community to access advice and information, supporting delivery of maintenance and contracting services for Waikirikiri Selwyn, and helping to maintain and preserve its heritage and culture. Council also manages 15 rental houses, many of which have been acquired as part of strategic land purchases that enable future development. There is some economic return on these properties.

• Active and educated community: We have access to good quality information and a range of lifelong learning opportunities

• He honoka Connected community: We have access to a range of community services and activities that support well-being

• Active and educated community: We have access to resources to help our takata people increase their bi-cultural competency and cultural knowledge

• Strong neighbourhoods: We can effectively respond to, and recover from, emergency and disaster events

• Active and educated community: We can participate in community

• Quality innovative infrastructure: Our infrastructure is adaptive and resilient

• A clean taiao environment: We utilise smart and toitū sustainable practices

• A district that values its arts and culture; our traditions are carried with us: Waikirkiri Selwyn celebrates its arts and culture; our traditions are carried with us • A district that values its culture and heritage: Local and cultural history and heritage are preserved, shared and promoted

In addition to the primary Community Outcomes Property and Buildings contribute to, we also seek to achieve the following outcomes: • Liveable low carbon towns: A town network supported through strong interconnections • A district that values its culture and heritage: Our wāhi taoka places of tribal significance, wāhi tapu sites of special association, and tapatapa place names are protected • He honoka Connected community: We have access to housing which suits the changing needs of the diverse demographics within Waikirikiri Selwyn Long-Term Plan 2024 - 2034 | 83

Community and Economic Development Levels of service: Our Council delivers community and economic development strategies and services for a prosperous and inclusive Waikirikiri Selwyn where our people and places thrive and are sustained for generations to come.

What we deliver Council, through the Community and Economic Development team, provides and facilitates opportunities and events that: • support economic development to enable a diverse economy which promotes local; fosters innovation; attracts investment; and creates employment opportunities for our people • increase the capability of the community sector and volunteers to deliver communityled initiatives to build connected, inclusive communities and strong neighbourhoods where people can thrive • support tourism initiatives to encourage people to visit and enjoy what Waikirikiri Selwyn offers, and boost the visitor economy • support place-making including the Rolleston Town Centre as it develops and the Selwyn Integrated Youth Hub trial.

As part of this activity, we provide significant funding for community-led events and activities that build connected and vibrant communities. We also deliver events and support community-led ones which support the wider community including groups that traditionally face additional barriers to participation. During this Long-Term Plan, Council will develop and implement economic and community strategies for economic development, youth, older people, community well-being, and arts.

The Community Outcomes that this activity primarily contributes to: • He honoka Connected community: We have cohesive communities that support volunteering and build capacity • He honoka Connected community: We have access to a range of community services and activities that support well-being • He honoka Connected community: We have cohesive communities that support volunteering and build capacity

• Strong neighbourhoods: We are safe at home and in the community • Active and educated community: Everyone who lives in and outside Waikirikiri Selwyn can enjoy our environment • Active and educated community: We can participate in community life

• A district of opportunity: Local businesses support each other

• A district of opportunity: There are employment opportunities for our takata people

• A district of opportunity: Innovation and investment are fostered

• A district of opportunity: There is a strong diverse economy, supported by a sustainable rural sector

• A clean taiao environment: We utilise smart and toitū sustainable practices

• A district that values its culture and heritage: Waikirikiri Selwyn celebrates its and arts and culture; our traditions are carried with us • A district that values its culture and heritage: Local and cultural history and heritage are preserved, shared, and promoted

• Protect productive and diverse land: Important land, landscapes and features are valued

In addition to the primary Community and Economic Development contribute to, we also seek to achieve the following outcomes: • Active and educated community: We have access to resources to help our takata people increase their bi-cultural competency and cultural knowledge • Active and educated community: Everyone who lives in and outside of Waikirikiri Selwyn can enjoy our environment Long-Term Plan 2024 - 2034 | 85

Te Pou Mataaho Levels of service:

What we deliver

Council is provided with services, information and support that improves Council’s understanding and commitment to Te Tiriti o Waitangi so it can deliver its commitment to upholding Te Tiriti in its work practices, strategies, and aspirations.

Te Pou Mataaho, Council’s iwi Māori partnerships and capability team, is responsible for providing policy and strategic advice, facilitation, cultural leadership and practical support across Council on how it enacts Te Tiriti o Waitangi and its principles. The team assist Council’s relationships with Te Taumutu Rūnanga, Te Ngāi Tūāhuriri Rūnanga, and Ngāi Tahu, and champion relationships and engagement with mana whenua and takata whenua. The team lead work identified in the Council’s Te Rautaki Tikaka Rua Bicultural Strategy and its four pou: Kā Honoka Our relationships, He Takata Our people, Kā Mahi Our systems, and He Huarahi Hou a new way. This work includes developing the cultural understanding, awareness, competence and confidence of Council staff in tikanga and te reo Māori.

The Community Outcomes that this activity primarily contributes to: • He honoka Connected community: We have good health, social, and community, facilities that are accessible to all residents of Waikirikiri Selwyn • He honoka Connected community: We have access to a range of community services and activities that support well-being • Active and educated community: We have access to resources to help our takata people increase their bi-cultural competency and cultural knowledge

• A district of opportunity: There are employment opportunities for our takata people

• Active and educated community: We can participate in community life • Active and educated community: Everyone who lives in and outside of Waikirikiri Selwyn can enjoy our environment • Active and educated community: We have access to good quality information and a range of lifelong learning

• A district of opportunity: Innovation and investment are fostered

• A clean taiao environment: Healthy wai water, wetlands, and waterways

• Protect productive and diverse land: Important land, landscapes, and features are valued

• A clean taiao environment: Te Waihora Ellesmere being restored

• Protect productive and diverse land: Our biodiversity, including indigenous kanorau koiora flora and fauna, is thriving

• A district that values its culture and heritage: Waikirikiri Selwyn celebrates its arts and culture; our traditions are carried with us

• Inclusive communities: Active, responsive, and respectful partnerships with mana whenua and takata whenua

• A district that values its culture and heritage: Local and cultural history and heritage are preserved, shared, and promoted.

• Inclusive communities: The identity of mana whenua communities is promoted

• Inclusive communities: Each town’s unique identity, as well as the rural identity, are promoted

In addition to the primary Community Outcomes Te Pou Mataaho contribute to, we also seek to achieve the following outcomes: • A district that values its culture and heritage: Our wāhi taoka places of tribal significance, wāhi tapu sites of special association, and tapatapa place names are protected • Liveable low carbon towns: A town network supported through their strong interconnections Long-Term Plan 2024 - 2034 | 87

Community Strategy and Policy Levels of service: The Council is provided with evidence-based strategic and policy advice so it can make decisions that deliver beneficial social, cultural, economic, and environmental outcomes for the community.

What we deliver Our Community Strategy and Policy activity provides Council with community-facing policy advice, research, strategies, and plans that align with the Council’s overarching Future Selwyn Strategy.

We support the wider Community Facilities and Services activity with research, community/customer feedback analysis, operational planning, performance monitoring, reporting and service reviews as well as fostering an across-Council approach. This includes leading the activity’s input to Council plans and strategies, and providing technical leadership on research. Our Community Strategy and Policy builds expert knowledge about Waikirikiri Selwyn’s diverse communities, empowers community voices through community engagement, and conducts the annual Customer Experience Surveys which inform continuous improvement, planning, and reporting functions across Council.

In addition to the primary Community Outcomes Community Strategy and Policy contributes to, we also seek to achieve the following outcomes: • Liveable low carbon towns: Growth that consolidates and intensifies towns • Liveable low carbon towns: A town network supported through strong interconnections • He honoka Connected Community: We have access to housing which suits the changing needs of the diverse demographics within Waikirikiri Selwyn

• He honoka Connected community: We have affordable ways to easily connect with the facilities, services, and communities within and outside of Waikirikiri Selwyn • A district of opportunity: Waikirikiri Selwyn is a key regional freight and logistics hub supported by an efficient freight network • A district that values its culture and heritage: Our wāhi taoka places of tribal significance, wāhi tapu site of special association, and tapatapa place names are protected

The Community Outcomes that this activity primarily contributes to: • Honoko Connected community: We have good health, social, and community facilities that are accessible to all residents of Waikirikiri Selwyn • Honoko Connected community: We have access to a range of community services and activities that support well-being • Strong neighbourhoods: We are safe at home and in the community • Strong neighbourhoods: We are ready for emergency events and disasters

• Strong neighbourhoods: We can effectively respond to, and recover from, emergency and disaster events • Active and educated community: We can play and be physically active • Active and educated community: Everyone who lives in and outside Waikirikiri Selwyn can enjoy our environment • Active and educated community: We can participate in community life

• A district of opportunity: Local businesses support each other

• A district of opportunity: There is a strong diverse economy, supported by a sustainable rural sector

• A district of opportunity: Innovation and investment are fostered

• Quality innovative infrastructure: Our infrastructure is adaptive and resilient

• A district of opportunity: There are employment opportunities for our takata people

• Quality innovative infrastructure: Our transport system is effective and accessible with a range of choices

• A clean taiao environment: Te Waihora Ellesmere being restored

• A clean taiao environment: Healthy wai water, wetlands, and waterways

• A clean taiao environment: We live within our air, soil, water, and biodiversity limits

• Protect productive and diverse land: Important land, landscapes, and features are valued

• A clean taiao environment: We utilise smart and toitū sustainable practices

• Protect productive and diverse land: Our biodiversity including indigenous kanorau koiora flora and fauna, is thriving

• Inclusive communities: Each town’s unique identity as well as the rural identity are promoted • Inclusive communities: The identity of mana whenua communities is protected • Inclusive communities: Active, responsive, and respectful partnerships with mana whenua and takata whenua

Long-Term Plan 2024 - 2034 | 89

Parks and Open Spaces Levels of service: Our Council provides well-maintained open spaces and places for people to relax, enjoy passive and active recreation, participate in sports activities, and connect with the natural environment. We also provide public amenities to benefit the well-being of residents and visitors.

What we deliver: We are responsible for providing, planning and maintaining more than 1,320 hectares of public open space across Waikirikiri Selwyn district. This network of open space includes 590 township reserves covering more than 148 hectares; 32 sports and recreation reserves (262 hectares); 14 naturebased recreation reserves (119 hectares); and 24 conservation areas (243 hectares). As part of our Parks and Open Spaces, Council provides: • 106 playgrounds • 35 public toilet facilities across Waikirikiri Selwyn townships, main tourist routes, and visitor destinations

• 19 cemeteries that offer pleasant spaces for people to remember whānau and friends, cater for the community’s interment needs, and support the preservation of local history and historic features • 54 forestry sites measuring 119.8 hectares for forestry production plus McHughs Forest Park (40 hectares) for recreation, and • 25 operational gravel reserves (Council is in the process of gradually withdrawing from direct involvement in this activity). Our reserves contribute significantly to the well-being of people in our townships and rural areas. They offer opportunities for active outdoor recreation; community focal points or gathering places where people can meet and connect; places for quiet contemplation, walking and sitting; access to nature, biodiversity preservation and enhancement; preservation of historic sites and features; and places to hold events and attract visitors. These spaces play an important role in supporting an enhanced image of Waikirikiri Selwyn that is a pleasant place to live and visit.

The Community Outcomes that this activity primarily contributes to: • Active and educated community: We can play and be physically active

• He honoka Connected community: We have good health, social, and community facilities that are accessible to all residents of Waikirikiri Selwyn

• Active and educated community: Everyone who lives in and outside Waikirikiri Selwyn can enjoy our environment

• He honoka Connected community: We have access to a range of community services and activities that support well-being

• Active and educated community: We can participate in community life

• Strong neighbourhoods: We are safe at home and in the community • Active and educated community: We have access to good quality information and a range of lifelong learning opportunities

• A district of opportunity: There is a strong diverse economy, supported by a sustainable rural sector

• Quality innovative infrastructure: Our infrastructure is adaptive and resilient

• A clean taiao environment: We live within our air, soil, water, and biodiversity limits

• Protect productive and diverse land: Important land, landscapes, and features are valued

• A clean taiao environment: Healthy wai water, wetlands, and waterways

• Protect productive and diverse land: Our biodiversity including indigenous raonga o te Taiao flora and fauna, is thriving

• A clean taiao environment: We utilise smart and toitū sustainable practices • A district that values its culture and heritage: Waikirikiri Selwyn celebrates its arts and culture; our traditions are carried with us • A district that values its culture and heritage: Local and cultural history and heritage are preserved, shared and promoted

In addition to the primary Community Outcomes Parks and Open Spaces contributes to, we also seek to achieve the following outcomes: • Liveable low carbon towns: Growth that consolidates and intensifies towns

• Liveable low carbon towns: A town network supported through strong interconnections • A district that values its culture and heritage: Our wāhi taoka places of tribal significance, wāhi tapu site of special association, and tapatapa place names are protected

Long-Term Plan 2024 - 2034 | 91

Planning ahead Challenge

How we plan to respond • Future Selwyn Plan (under development) will provide strategic direction on growth patterns and includes a Blue-Green Plan to guide provision of open space. • Continue to invest in community facilities to meet population needs with facilities planned for Prebbleton, Leeston (Whata Rau), Darfield and Rolleston. • Develop or update strategic plans to help decision making for future investment including Aquatics Facility Strategy and Indoor Courts Strategy. • Carry out further planning and implement approved programmes identified in the Play, Active Recreation and Sports Places and Places Plan. • Development of a Facilities Decision-Making Policy and associated tools to provide guidance for new facility applications, encourage external investment and optimise investment decisions.

Selwyn has one of the highest population growth rates in New Zealand, with associated high resource needs and demand to provide new or expanded facilities.

• Develop additional space and facilities for outdoor sports and recreation at Prebbleton, Rolleston, Lincoln, Kirwee, Leeston, Broadfield, West Melton and Southbridge. • Commence development of stage 1 of the 'District Park' to provide more spaces for a variety of sport, active recreation, amenity and community activities. • Acquire and develop neighbourhood and passive reserves in townships as they grow and ensure adequate open space is provided to meet the needs of high-density development. • Introduce a new funding mechanism with a Community Infrastructure development contribution to support growth projects. • Promote community-led and neighbourhood delivery of initiatives and events. • Ensure Council buildings that support customer services have adequate space to accommodate staff and deliver services effectively. • Actively seek out collaboration and partnership opportunities (including sponsorship). • Ensure opportunities for new residents to participate and socially connect.

92 | Selwyn District Council | Community Outcomes & Significant Activities

Challenge

How we plan to respond • Develop a network of reserves that balances sports, active recreation and informal recreation needs. • Acquire and develop land with potential for both active recreation and biodiversity protection purposes. • Focus resources on activating community spaces so they are well used by all sectors of the community and build flexibility into future provision plans to ensure facilities can be easily adapted.

Changes to the population will increase diversity, particular age-cohorts and increase populations living in urban towns requiring different responses.

• Provide for re-purposing of facilities for alternative uses in response to changing community demands including Rolleston Community Centre as a space for arts, youth and community activities. • Actively monitor recreation demand trends to ensure facilities and services are flexible, appropriate, and well managed, and planning is timely and appropriate. • Implement accessibility audit recommendations to improve accessibility to facilities and spaces. • Deliver diverse initiatives and events (catering for a range of ages and needs). • Implement actions from current and planned strategies including the Te Rautaki Tikaka Rua Bi-cultural Strategy, Te Paepae – Ageing Positively Strategy, Piki Amokura – Youth Strategy • Promote community-led and neighbourhood delivery of initiatives and events (including community grants, capacity building, social connection).

• Review the Community Centres, Halls and Libraries Network Plan to provide direction on future facility requirements with a focus on creating a modern, fit-for-purpose and well-used network that can be managed in a sustainable and efficient way. Keeping facilities up to date, serviceable and making sure they are well-used and valued by communities.

• Review the facilities network to identify opportunities for alternative operating and ownership models or retirement of facilities over time. • Ensure facilities and buildings are well maintained and compliance requirements are achieved. • Implement planned asset renewal programmes for facilities. • Refocus the network of halls, community/sports centres, libraries, and pools to improve access and service quality and promote use through programming and activation. • Continue to provide library services and programmes for literacy (including digital literacy) and lifelong learning opportunities

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Challenge

How we plan to respond • Implement more sophisticated management systems to optimise maintenance and renewal decision making. • Undertake facility building surveys to gain a comprehensive understanding of renewal and upgrade requirements.

More facilities and ageing assets will require increased renewal expenditure

• Ensure capital investment decision-making includes whole of life costs and maintain asset data to ensure annual funding impact is appropriately forecast and managed. • Improved management of assets vested from subdivision activity via controls at planning phase and adherence to relevant policies and Engineering Code of Practice. • Consider non-replacement of assets where they are no longer required.

• Assess and monitor risks and put suitable controls in place including routine inspection, maintenance and upgrades of facilities and ensure compliance requirements are met. Making sure residents can use facilities and spaces safely and risks are managed

• Replace or upgrade facilities identified as earthquake prone. • Inspect and maintain street and park trees. • Remove or decommission assets that are unsafe for use by the public when repair or renewal is not cost effective. • Continue health and safety remediation of gravel pits.

New Zealand’s biodiversity is in a fragile state and there is a need to take action to preserve and enhance it.

• Take opportunities to preserve important ecosystems via land acquisition in subdivisions and along waterways. • Provide additional budgets to implement indigenous plant restoration programmes on Council land. • Implement specific actions identified in the Biodiversity Strategy. • Continue the programme to protect and enhance Tārerekautuku Yarrs Lagoon alongside project partners.

94 | Selwyn District Council | Community Outcomes & Significant Activities

Challenge

How we plan to respond • Take guidance from the Climate Change Policy adopted by Council. • Build climate change scenarios into planning/policy reviews to focus on reducing risks and developing resilience. • Consider specific risks identified and likely impact on individual facilities/assets (using criticality to determine priority for assessment) as identified for Community Facilities, Developed Open Spaces and Natural Open Spaces as recorded in the Impact of Climate Cycles and Trends on Council Assets (Aqualinc 2023).

Impact of climate change

• Provide budgets in the first 3 years of the Long-Term Plan for survey, planning and investigation works to better understand impacts. • Provide provisional budgets to enable some climate adaptation measures to be implemented from years 4-10. • Incorporate work programmes including urban greening (more planting to increase tree canopy and reduce heat), sustainable planting, water conservation, pest management budgets for various sites. • Planning and designing any new community facilities and public spaces to be climate-resilient e.g. location selection, landscaping and building material selection, floor levels. • Management withdrawal of assets in flood prone areas with possible future abandonment or alternative use of sites. • Taking guidance from Council’s Organisational Emissions Reduction Plan. • Undertaking surveys and audits of buildings to develop a programme for energy efficiency improvements in years 1-3. • Providing budgets primarily in years 4-10 to carry out energy efficiency improvement and carbon reduction works on existing facilities, buildings and open spaces (e.g. solar panel installation, lighting conversion, heating system conversion, insulation improvements).

Meeting carbon emission reduction targets

• New building and extensions to be built to principles of Green Star or equivalent low carbon specification. Buildings to consider “whole life costs” and environmental impacts by including measures such as: rainwater harvesting; installation of solar panels to achieve net zero energy costs; construction to minimise carbon emissions and embodied carbon, waste generation and the use of harmful chemicals and materials in the manufacturing process. • Converting sports lighting to more efficient systems. • Reducing material entering the waste stream by installing recycling stations on some reserves, recycling/re-using assets when at end of life, using organic green waste for composting rather than to landfill. • Introduce requirements/incentives in maintenance contracts to promote use of low emission machinery/vehicles and practices for maintenance activities.

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Challenge The COVID-19 pandemic has affected social and economic wellbeing across the globe. Emerging challenge has been the inflationary environment and cost of living challenges, as well as uncertain international tourism and travel numbers to Waikirikiri Selwyn, and international financial markets. Economic challenges including constrained workforce availability (as Waikirikiri Selwyn’s proportion of residents aged 65+ continues to increase and youth retention remains stagnant), small amount of visitor accommodation, lower business productivity than the national average, and a high proportion of self-employed/small scale businesses with 10 or less employees.

How we plan to respond

• Focus financial programmes on essential services and projects.

• Investment in economic development activities that promote worker retention, skills development, automation, and talent attraction, and support business network connections. • Investment in economic development that encourages accommodation business growth so that Waikirikiri Selwyn becomes an even more attractive destination for events, conferences and other tourism activities. • Development of a youth strategy and aging strategy to set the direction for meeting young and older resident needs. • Investment in economic development activities that will attract sustainable business growth, new investment, and job creation.

• Develop and implement the Economic Development Strategy 2024-2034. Sustain the increase in number and types of businesses based locally.

• Foster the business networks and opportunities for engagement. • Support ‘buy local’ campaigns. • Work with central governmental agencies to advocate for access to resources and opportunities by local businesses.

96 | Selwyn District Council | Community Outcomes & Significant Activities

Challenge

Changing visitor numbers and preferences (initially domestic) will affect demand

Digital technology usage (including web-based video and live streaming) has increased to an alltime high raising customer expectations and changing customer preferences.

Unplanned business growth could place greater pressure on existing local infrastructure and services, and negatively affect the overall quality of life in Waikirikiri Selwyn.

How we plan to respond

• Promote Waikirikiri Selwyn through the ‘From the Land’ website, significant events and campaigns, and by supporting local tourism businesses. • Monitoring visitor impacts on public facilities including toilets, rubbish, camping grounds

• Develop and enhance online bookings and payment systems and look for opportunities for remote monitoring and access of some facilities. • Keep abreast of trends (including self-service and digital technologies) and trial and implement as opportunities present.

• Continue with the creation of an Economic Development Strategy and priority actions that support sustainable, intentional economic development that benefits Waikirikiri Selwyn.

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What we are planning for our Community Facilities and Services Project

Year

Cost and funding

Whata Rau (Leeston Library and Community Centre): Whata Rau (the name gifted by Te Taumutu Rūnanga) is planned to be a hub for the Ellesmere community and includes a library as well as community gathering and meeting spaces. It forms part of the broader Waihora Whata Rau project that involves redevelopment of Leeston Park (which is adjacent to the proposed site for this facility). As part of our consultation on the 2021-31 Long-Term Plan, there was overriding support for a new facility at Leeston. Council agreed to build the new combined centre, with construction to start in 2023/24. This decision recognised Ellesmere’s need for a fit-for-purpose facility now and into the future as the area grows. It also recognised that the current library and service centre building is earthquake prone, and in poor condition. Since then, increased construction costs and inflation have pushed up the cost of building, along with land remediation issues which has resulted in the timing and the budget for the project being revised. A concept plan including cultural design elements and a flexible proposed layout has been prepared. The mix of uses and spaces in the facility needs to reflect both the local and network requirements as well as creating a point of difference. To achieve this a focus on culture and heritage is proposed including connection to the cultural narrative, Waihora Whata Rau. Council has agreed to proceed with building the facility. To assist this, we will form and work with a community reference group to guide the project.

98 | Selwyn District Council | Community Outcomes & Significant Activities

2024-2027

$16 million (note, this cost includes $1.5 million already incurred on design, land purchases and associated works) Development contributions: $3.1 million Borrowing funded from Community Centres Rate and the Libraries Rate: $12.9 million

Project

Waihora Whata Rau – Leeston Park Development: A master plan has been prepared outlining a 15-year programme for improving Leeston Park and the facilities located on it. This work complements the Whata Rau community facility that is to be built on the park. During the next 10 years, landscape and improvement works is planned to be carried out, including extending the sports fields, replacing and upgrading play equipment, footpaths, toilet block, lighting and irrigation as well as sealing the car park.

Year

Cost and funding

2024-2033

$3.4 million Reserve rates: $2.4 million Development contributions: $960,000

2024-2033

$16 million Development contributions: $11.7 million Reserves rate: $4.3 million

Recreation reserves development: Council plans to increase capacity and upgrade facilities at several recreation reserves in to meet demand for sport and recreation space as communities grow over the next 10 years. Development projects include Foster Park 2024-26 ($3.2 million), West Melton Domain including carparks 2024-26 ($1.5 million), Kirwee Reserve 2024-29 ($1.2 million), Broadfield Reserve from 2024-29 ($1.7 million), Lincoln Domain extension from 2025-28 ($4.5 million), Hororātā Domain upgrade works from 2025-33 ($1 million), Southbridge Park including irrigation from 2026-30 ($1.5 million), Weedons Domain 2027-28 ($300,000), Darfield Domain including irrigation 202833 ($1.1 million).

Long-Term Plan 2024 - 2034 | 99

Project

Kakaha Park in Prebbleton: Council will continue developing the second stage of Kakaha Park (9 hectares) to meet demand for sports and recreation activities. Stage 2 works include further grassed areas and sports fields (unlit), irrigation, a maintenance zone, fencing, bridges, planting, street furniture, and cycle and walking paths. Also included is the naturalising and planting of the upper reaches of Dawson’s Creek and the existing water race.

Year

2024-2027

$5.9 million Development contributions: $5.1 million Reserves rate: $770,000

2024-2033

$25.9 million Development contributions: $22.5 million Borrowing funded from the Reserves rate: $3.4 million

2026-2027

$5.3 million Development contributions: $2.4 million Reserves rate: $300,000 General rate: $2.6 million

District Park development: Council has purchased land on the eastern edge of Rolleston for a large-scale park (100 hectares) to cater for district-wide recreation and community activities that may not be available in more urban open spaces. Planning for the park is underway, with stage 1 (35 hectares) programmed to start in 2025-26. Subject to plan confirmations, possible developments for stage 1 of the development include natural open space areas, community gardens and fruit trees, formal style gardens, tracks and trails, natural play areas, dog-friendly areas, multi-use hard courts, and open grass areas for sports and events.

Rolleston Town Centre development: Continue to develop public spaces alongside commercial development in the Rolleston Town Centre. This work includes construction of a public square that will be a busy focal point for the town as well as further work to complete the surrounding reserve greenspace.

100 | Selwyn District Council | Community Outcomes & Significant Activities

Cost and funding

Project

New neighbourhood reserve developments: As townships grow additional neighbourhood reserves, greenspaces and linkages are needed to create quality living environments. It is expected that almost 26 hectares of additional reserve land will be vested in Council over this 10-year period. Council will develop the new reserves where improvements to the vested land has not been undertaken by developers.

Biodiversity and nature-based recreation: In completing the Play, Active Recreation and Sports Places and Spaces Plan in 2023 there was demand identified to provide more space for active recreation in natural environments alongside biodiversity enhancement. It is planned to acquire some suitable land for this purpose that would ideally provide connections to other existing open space areas with $4 million set aside for this in 2030-31. It is planned to implement indigenous planting programmes on Council land (2024-33), continue with restoration of Tārerekautuku Yarrs Lagoon with project partners (2024-27) and continue natural area development projects at the Brookside Irwell site (2026-27) and Coes Ford wetland (2025-28).

Sheffield Memorial Pool: The Sheffield Memorial Pool is at the end of its serviceable life, and it is not used as much as other staffed community pools. Significant upgrades, estimated to be at least $1 million, would be needed to keep the pool operating. We will continue to operate the pool for the 2024-25 year, and during this time will carrying out targeted consultation with the community around the potential divestment of the facility to a community-run legal entity. If no arrangement with the community can be made by 30 June 2025, Council will close the facility.

Year

2024-2033

2024-2025

Cost and funding

$7 million Development contributions: $7 million

Land purchase $4 million Development contributions: $3.6 million Reserves rate: $400,000 Biodiversity enhancement $1.2 million Reserves rate: $1 million General rate: $200,000

$435,000 Swimming Pool rate: $435,000

Council is focusing on improving the swimming pool network that can provide alternatives to Sheffield Pool, with major refurbishments completed at the nearby Darfield Pool in late 2023. Our Infrastructure Strategy proposes to build a new aquatics facility in Malvern in 2034/35 to service the wider community.

Long-Term Plan 2024 - 2034 | 101

Project

Year

Cost and funding

Prebbleton Community Centre: A new community centre for Prebbleton has been considered in earlier Long-Term Plans and was previously signalled for construction in 2025/26. A needs assessment study was undertaken in 2023 which concluded that there was demand for a facility to service the community, and that it should provide a mix of social, community gathering and recreation spaces. The study further concluded that the facility needed to be located so it was easily accessed by the community. As there are uncertainties about the best site for the facility and the activities that it will cater for, further planning and community consultation is needed. To enable time for the necessary planning to happen, the project has been programmed for 2026 to 2028.

2026 - 2028

$8 million Development contributions: $4.1 million Borrowing funded from the Community Centres rate: $3.9 million

2026 - 2029

$8.5 million Development contributions: $1.5 million Borrowing funded from the Community Centres rate: $7 million

2030 - 2032

$6.1 million Development contributions: $3.7 million Borrowing funded from the Community Centres rate: $2.4 million

Rolleston Community Centre redevelopment: Council has delayed any major work on this facility while it gained a better understanding of the impacts of other new facilities recently provided in Rolleston, such as the Selwyn Sports Centre and Te Ara Ātea. From 2024/25 a minor budget has been allocated for non-structural changes to the Rolleston Community Centre. This would allow the facility spaces to be repurposed to meet current community demand and enable the facility to be operational for the next three years with a focus as an Arts, Community, and Youth centre. A detailed needs analysis and business case will be prepared to confirm the scope of activities and the works needed to structurally repurpose the facility. When work begins, Council proposes to upgrade the seismic strength of the building, and this is included in the budget.

New South-West Rolleston Community Facility: The Community Centres, Halls and Libraries Network Plan completed in 2021 indicated the potential need for a new community centre to meet demand from growth in the rapidly expanding residential area in south-west Rolleston. Rolleston is forecast to have a population of more than 38,000 people by 2033, and existing facilities are expected to reach capacity during the next 10 years. Given this likelihood, a new facility for south-west Rolleston has been identified in the Long-Term Plan for 2030 to 2032. This project will be subject to further work to confirm the scope, location and cost.

102 | Selwyn District Council | Community Outcomes & Significant Activities

Project Malvern Recreation and Sports Facility: Council is planning to build a new recreation and sports facility at Darfield to meet increasing demand for indoor courts in the Malvern area. A needs assessment for the area was completed in 2023, which showed demand for indoor courts has increased rapidly in recent years due to population growth and an increasing number of people playing basketball. Planning work also indicated that there are already not enough courts for existing needs.

Year

2026 - 2029

$11.3 million Development contributions: $4.8 million Borrowing funded from the Community Centres rate: $6.5 million

2024 - 2033

$9 million General rates: $9 million

2024 - 2033

$400,000 over 10 years

There is currently no full-size indoor court in Malvern. It is therefore planned to construct an indoor court facility at Darfield that would meet projected demand for the next 20 years. The facility would feature two indoor courts and be built alongside existing and future facilities in the area to create a central hub for Malvern. Economic Development Strategy: Council will be playing a more active role in Waikirikiri Selwyn economic development so that continued development is intentional, sustainable, and strategic. This will be achieved through the implementation of an Economic Development Strategy that will provide an integrated approach to economic development by and for Selwyn. As part of this, the Council will develop priority actions for our work. Included in this programme, the Council will explore the cost and timing for Dark Sky Accreditation for Arthur’s Pass and Castle Hill.

Cost and funding

In previous years, Waikirikiri Selwyn competitive advantages have attracted considerable investment and job creation. As other districts work to bring new opportunities to their communities, we need to ensure Waikirikiri Selwyn can sustain its previous good performance.

Piki Amokura Youth Strategy: Piki Amokura is a strategy to ensure Waikirikiri Selwyn is a great place to live through all stages of life including rakatahi youth. The strategy sets out the Council’s commitment to rakatahi youth in Waikirikiri Selwyn and assures community that rakatahi needs are being considered by Council.

Long-Term Plan 2024 - 2034 | 103

Project

Te Paepae Aging Positively Strategy: Te Paepae is a strategy to ensure Waikirikiri Selwyn is a great place to live through all stages of life including people who are 65+. The strategy sets out the Council’s commitment to an age-friendly district that recognises the unique needs and potential of older people.

Year

Cost and funding

2024-2033

$400,000 over 10 years

2024 - 2033

$10.27 million While there is a total of $13.1 million of Community Grants funding over the 10-year plan, $2.83 million is accounted for in other budgets across Council, and therefore has not been included in this total.

Community grants: Council recognises the important role community organisations and individuals play in helping to promote the social, economic, cultural and environmental well-being of Waikirikiri Selwyn residents, and provides funding to support well-being outcomes. The Council’s community funding programme is intended to help: • build upon and support community-led initiatives which create positive change in the community, enhance the community’s ability to meet its own needs, enhance well-being, and/or develop community leadership • support the work of property owners and community organisations in delivering environmental, biodiversity, and heritage outcomes for Waikirikiri Selwyn • support individual and team representation at local, regional, national and international sport/cultural/community competitions and events, support the development of individuals actively engaged in community service, or support individuals with special needs to participate in community life.

104 | Selwyn District Council | Community Outcomes & Significant Activities

What significant negative impact this activity might have Possible negative effect

Carbon emissions from grounds maintenance activities as this activity has a heavy reliance on petrochemical driven plant and machinery.

Council's response • Promote the shift to lower emission plant and machinery via contract negotiations and incentives. • Consider alternative maintenance methodologies/regimes that reduce use frequency of machinery.

• Installation of recycling stations at high use sites. Refuse entering the waste stream from maintenance activities and use of reserves and facilities.

• Composting of green waste where practical. • Re-use and recycling of assets or components when at end of life and being removed.

• Complying with resource consent conditions.

Effects of quarrying and clean-fill operations including noise and vibration from machinery, wind-blown particulate emissions, contamination of soil and water, impact on landform, increased heavy vehicle use and public safety risks.

• Independent monitoring and reporting on quarrying and clean-fill operations. • Preparing and implementing Quarry Management Plans and Rehabilitation Plans. • Following industry best practice guidelines and complying with all legislative requirements.

Long-Term Plan 2024 - 2034 | 105

How we measure performance Objective

To provide recreational open space to give opportunities for residents to enjoy healthy, active lifestyles as well as enhancing Waikirikiri Selwyn’s landscape, environmental and ecological values

Current service

Planned service 2024-27

Indicative service 2027-34

There are sufficient reserves provided to meet the organised recreation needs of the district

The quality of recreation reserves meets users service expectations

The quality of camping facilities meets residents’ and visitors’ service expectations

106 | Selwyn District Council | Community Outcomes & Significant Activities

Related primary community outcome

Performance measure

Social

Hectares of sports park per 1000 population is above the national median No measured through Yardstick reports

3.1ha

≥2.5ha

Social

Customer satisfaction with sports grounds No as measured by an annual survey of users

85%

≥80%

Social

Visitor satisfaction with the standard of campgrounds provided as No measured by intercept surveys conducted over the camping season

Not currently measured

≥80%

Mandatory? Current Yes/No performance

202425

202526

202627

202734

Objective

To provide township reserves and streetscapes to enhance the landscape character of Waikirikiri Selwyn and unique identity of township environments, and provide places for recreation activities and social contact

Current service

Planned service 2024-27

Indicative service 2027-34

Township reserves are located within easy walking distance for township residents

There are sufficient playgrounds available to meets the needs of communities

Related primary community outcome

Performance measure

Mandatory? Current Yes/No performance

202425

Social

Percentage of townships where all residents are services by a reserve within 500m

84%

≥80%

Social

The number of playgrounds per 1000 children is above the national median for playground provision as measured through the Yardstick benchmark survey

5.9

202526

202627

202734

Long-Term Plan 2024 - 2034 | 107

Objective

To provide community facilities and services to enable connected, active, educated, inclusive communities and strong neighbourhoods, and to support the well-being of communities and residents

Current service

Planned service 2024-27

Indicative service 2027-34

Community facilities (community and recreation centres, halls, libraries, and pools), and the services delivered by Council at these facilities meet customer expectations

Community facilities and services enhance the well-being of residents and communities

108 | Selwyn District Council | Community Outcomes & Significant Activities

Related primary community outcome

Performance measure

Social

The percentage of customer satisfaction with community No facilities and services (measured from surveys)

Target: ≤90% Delivered: 98%

Social

The percentage of people reporting positive wellbeing benefits No from community facilities and services (measured from surveys)

New measure Target: ≤90% ≥90% Delivered: 97%

Mandatory? Current Yes/No performance

2024- 2025 25 -26

≥90%

2026- 202727 34

Objective To provide community venues for social, cultural, creative, recreational and educational activity (and corporate and private use) to support connected, active, educated, inclusive communities and strong neighbourhoods

Current service

Planned service 2024-27

Related Indicative primary service community 2027-34 outcome

Community centres and halls provide venues for a range of difference activities and events and are accessible to, and well used by, the community

Social

Performance measure

Number of visits at the key community/ recreation centres (Selwyn Sports Centre, Rolleston Community Centre, Lincoln Events Centre, West Melton Community and Recreation Centre)

Mandatory? Current Yes/No performance

Target: ≤350,000 Delivered: 458,574

2024-25

2025-26

2026-27

2027-34

≥500,000

Long-Term Plan 2024 - 2034 | 109

Objective

Current service

Planned service

2024-27

Indicative service

2027-34

To provide opportunities for residents to: Opportunities are provided for • participate in participation in Council-run lifelong learning, community activities* that arts, culture, and deliver community outcomes. heritage • be physically *’activities’ refers to things like active and play events, programmes, classes, • learn skills to group fitness, workshops, stay safe in the forums, etc. water • celebrate Waikirikiri Selwyn’s unique identity • participate in community life • be safe at home and in the community The purpose is to enable connected, inclusive, active, and educated communities where Libraries continue to expand and enhance the district’s digital and physical collections, and residents thrive, support each other, residents use these and other library services enjoy spending time together and feel a sense of belonging

110 | Selwyn District Council | Community Outcomes & Significant Activities

Related primary community outcome

Performance measure

Mandatory? Current Yes/No performance

Social

Number of participants at Council-run community activities (e.g. events, programmes, classes, group fitness, workshops, etc.)

Delivered: 127,000

Social

The percentage of participant satisfaction with Councilrun community activities (measured from surveys)

New measure ≥90%

Social

Number of physical visits at libraries/service centres (Te Ara No Ātea, Darfield, Leeston and Lincoln)

Target: 280,000 Delivered: 422,963

Social

Number of visits to Waikirikiri No Selwyn’s digital library

New ≥320,000 measurement

Social

Number of the libraries’ physical items No issues and digital resources issued/used

New ≥350,000 measurement

202425

≥127,000

≥320,000

202526

202627

202733

Objective

To provide opportunities for residents to: • participate in lifelong learning, arts, culture, and heritage • be physically active and play • learn skills to stay safe in the water • celebrate Waikirikiri Selwyn’s unique identity • participate in community life • be safe at home and in the community The purpose is to enable connected, inclusive, active, and educated communities where residents thrive, support each other, enjoy spending time together and feel a sense of belonging

Current service

Planned service

2024-27

Indicative service

2027-34

Related primary community outcome

Performance measure

Social

Number of visits at the Selwyn Aquatic Centre, No Darfield and Southbridge Pools increases year on year

New measurement ≥500,000 Delivered: 479,706

Social

Number of swims per capita of Waikirikiri Selwyn population per No year recorded at Selwyn Aquatic Centre, Darfield and Southbridge Pools

Target: ≥4.5 Delivered: 4.78

≥4.5

Social

Number of participants in Learn to Swim programmes

Target: 8,000 Delivered: 12,905

≥12,000

Social

New Zealand Recreation Association Pool Safe accreditation No is achieved for Selwyn Aquatic Centre, Darfield and Southbridge Pools

Target: 100% Delivered: 100% achieved accreditation

Accreditation achieved

There is increased use of the district’s pools which enables people to play, be physically active, and stay safe in water

Swimming programmes enable people to learn skills to stay safe in the water

Pools are well managed and achieve Pool Safe standards

Mandatory? Current Yes/No performance

202425

202526

202627

More than the previous year

202734 Overall increase year on year in the number of visits

Long-Term Plan 2024 - 2034 | 111

Objective

To provide and/facilitate opportunities to build the capability of the community sector and volunteers to deliver community-led initiatives to build connected, inclusive communities and strong neighbourhoods where people can thrive

Current service

Planned service

2024-27

Indicative service

2027-34

Related primary community outcome

Performance measure

Mandatory? Current Yes/No performance

202425

Social

Number of participants at capacity building initiatives (e.g. workshops, forums, etc.)

Target: ≥500 Delivered: 1,045

≥500

Social

The percentage of participant satisfaction with capacity No building initiatives (measured from participant feedback)

Target: ≥90% Delivered: 97%

>90%

Capacity building initiatives to build the capacity of the community sector and volunteers to deliver community-led activities that benefit the community

112 | Selwyn District Council | Community Outcomes & Significant Activities

202526

202627

202734

Objective

To provide and/facilitate opportunities and events that support economic development to enable a diverse economy which promotes local, fosters innovation, attracts investment, and creates employment opportunities for our people

Current service

Planned service 2024-27

Indicative service 2027-34

Related primary community outcome

Performance measure

Economic

Number of participants at initiatives for local businesses No (e.g. networking events, workshops etc.)

Target: >500 Delivered: 1,045

≥400

Economic

The percentage of participant satisfaction at initiatives for local businesses No (e.g. networking events, workshops etc.) (measured from surveys)

Target: >90% Delivered: 97%

≥90%

Number of people attending Selwyn Awards event

New measure ≥600

Initiatives to support local businesses are delivered and meet user expectation

Local business and community excellence is celebrated and promoted

Actions from the Economic Development Strategy are progressed in line with the strategy’s measures and timeframes

Economic

Mandatory? Current Yes/No performance

Economic Development Strategy actions No are delivered and achieve the measures and timeframes

2024- 2025- 202626 27 25

202734

New measure Actions achieved

Long-Term Plan 2024 - 2034 | 113

Objective

To deliver Te Rautaki Tikaka Rua Bicultural Strategy to give effect to our Treaty partnerships and obligations and build a foundation that enables Waikirikiri Selwyn to value its culture and heritage To deliver Te Paepae Aging Positively Strategy and Piki Amokura Youth Strategy to build connected, inclusive, active, and educated communities where people are safe in their homes and community and there are a range of community services, facilities, and activities that support wellbeing

Current service

Planned service 2024-27

Indicative service 2027-34

Actions from Te Rautaki Tikaka Rua Bicultural Strategy are progressed in line with the strategy’s measures and timeframes

Actions from Te Paepae Aging Positively Strategy are progressed in line with the strategy’s measures and timeframes

Actions from Piki Amokura Youth Strategy are progressed in line with the strategy’s measures and timeframes

114 | Selwyn District Council | Community Outcomes & Significant Activities

Related primary community outcome

Performance measure

Social

Te Rautaki Tikaka Rua Bicultural Strategy actions No are delivered and achieve the measures and timeframes

New measure Actions achieved

Social

Te Paepae Aging Positively Strategy actions No are delivered and achieve the measures and timeframes

New measure

Social

Piki Amokura Youth Strategy actions are delivered and achieve the measures and timeframes

New measure Actions achieved

Mandatory? Current Yes/No performance

2024- 2025- 202626 27 25

Actions achieved

202734

Objective

To provide public toilets to promote a healthy living environment for Waikirikiri Selwyn residents and provide economic benefits in supporting local businesses and visitor destinations

Current service

Planned service 2024-27

Indicative service 2027-34

The number and location of public toilets is sufficient to meet the needs of local communities and visitors

Facilities are cleaned, inspected and maintained to a serviceable standard

Related primary community outcome

Performance measure

Mandatory? Current Yes/No performance

202425

Social

The provision level for the number of public toilets per 1,000 residents is above the national median measured through Yardstick benchmark survey

0.82

≥0.8

Social

Number of ‘faulty compliance failures’ per annum identified by independent audit

≤6

202526

202627

202734

Long-Term Plan 2024 - 2034 | 115

Objective

To provide a network of cemeteries to meet the Waikirikiri Selwyn’s burial and remembrance needs

Current service

Planned service 2024-27

Indicative service 2027-34

The quality of cemeteries meets residents’ service expectations

Cemetery operations are carried out in a respectful, accurate and efficient manner

116 | Selwyn District Council | Community Outcomes & Significant Activities

Related primary community outcome

Performance measure

Social

The level of satisfaction with cemetery maintenance No and services as recorded in an annual survey of funeral directors

75%

≥70%

Social

Number of complaints received per annum related to cemetery service

≤10

Mandatory? Current Yes/No performance

202425

202526

202627

202734

≤5

What our Community Facilities and Services cost and how it is paid for 2023/24 2024/25 2025/26 Annual LTP LTP Plan $'000 $'000 $'000

2026/27 LTP $'000

2027/28 LTP $'000

General rates

14,308

19,675

18,579

19,734

Targeted rates

17,159

20,786

24,091

Subsidies and grants for operating purposes

318

Fees and charges

8,304

Internal charges and overheads recovered

2028/29 2029/30 LTP LTP $'000 $'000

2030/31 LTP $'000

2031/32 LTP $'000

2032/33 2033/34 LTP LTP $'000 $'000

21,851

22,391

21,993

23,772

23,229

25,323

24,193

27,450

30,857

34,290

37,413

40,128

43,005

46,064

49,332

101

103

105

107

110

112

114

116

9,595

9,895

10,030

10,284

10,527

10,978

11,352

11,330

11,573

11,853

1,573

Other operating funding

168

Total operating funding (A)

41,598

50,374

52,664

57,315

63,095

67,313

70,491

75,362

77,676

83,074

85,494

28,680

38,195

37,338

38,553

38,927

39,653

40,393

41,139

42,464

44,158

43,983

Finance costs

184

2,874

3,305

3,906

4,547

4,916

5,273

5,351

4,995

4,355

3,376

Internal charges applied

8,633

11,650

11,787

12,066

11,975

12,210

12,588

12,669

12,951

13,138

13,230

1,101

104

106

108

110

113

115

117

119

122

Total application of operating funding (B)

37,581

53,820

52,534

54,631

55,557

56,889

58,367

59,274

60,527

61,770

60,711

Surplus / (defecit) of operating funding (A-B)

4,017

(3,446)

130

2,684

7,538

10,424

12,124

16,088

17,149

21,304

24,783

Sources of operating funding

Application of operating funding Payments to staff and suppliers

Other operating funding applications

Long-Term Plan 2024 - 2034 | 117

2023/24 2024/25 2025/26 Annual LTP LTP Plan $'000 $'000 $'000

2026/27 LTP $'000

2027/28 LTP $'000

2028/29 2029/30 LTP LTP $'000 $'000

2030/31 LTP $'000

2031/32 LTP $'000

2032/33 2033/34 LTP LTP $'000 $'000

Sources of capital funding Subsidies for capital expenditure

Development and financial contributions

1,142

9,558

9,814

10,023

9,676

9,894

10,094

10,303

10,292

10,510

10,789

Increase / (decrease) in debt

23,318

10,540

19,354

22,333

9,573

6,904

(2,486)

(7,069)

(9,695)

(15,182)

(23,414)

Gross sales proceeds from sale of assets

2,585

1,286

514

618

536

699

559

571

770

593

605

Total sources of capital funding (C)

27,045

21,384

29,682

32,974

19,785

17,497

8,167

3,805

1,367

(4,079)

(12,020)

Capital – growth

17,096

9,965

13,554

18,215

13,573

9,733

7,773

9,672

8,747

5,934

5,295

Capital – level of service

7,300

5,387

6,516

9,133

9,006

11,814

7,493

3,457

4,995

3,593

2,318

Capital – renewals

8,870

4,482

8,957

8,193

3,563

5,509

3,751

5,515

3,487

6,411

3,863

Increase / (decrease) in reserves

(1,109)

(1,896)

785

117

1,181

865

1,274

1,249

1,287

Increase / (decrease) of investments

(1,095)

Total applications of capital funding (D)

31,062

17,938

29,812

35,658

27,323

27,921

20,291

19,893

18,516

17,225

12,763

Surplus / (deficit) of capital funding (C-D)

(4,017)

3,446

(130)

(2,684)

(7,538)

(10,424)

(12,124)

(16,088)

(17,149)

(21,304)

(24,783)

Applications of capital funding

Funding balance (A-B) + (C-D)

118 | Selwyn District Council | Community Outcomes & Significant Activities

Te Whakatau ā-Rohe Local Decision-Making

Long-Term Plan 2024 - 2034 | 119

The Community Outcomes that this activity primarily contributes to:

A clean taiao environment: We utilise smart and toitū sustainable practices Active and educated community: We can participate in community life Inclusive communities: Each town’s unique identity as well as the rural identity are promoted

Social • We are ready for emergency events and disasters

Inclusive communities: The identity of mana whenua communities is protected Inclusive communities: Active, responsive, and respectful partnerships with mana whenua and takata whenua

• We can effectively respond to, and recover from, emergency and disaster events

He honoka Connected community: We have cohesive communities that support volunteering and build capacity

For many of our Community Outcomes, Council plays an advocacy role with government departments and other organisations. The Council will ensure that it takes every practical opportunity to undertake this role to achieve our Community Outcomes, whether is it through formal meetings, submissions, or informal gatherings at elected member or staff level to the appropriate organisations. In addition to the primary Community Outcomes our Local Decision-Making contributes to, we also seek to achieve the following outcomes:

Protect productive and diverse land: Important land, landscapes, and features are valued A district of opportunity: Local businesses support each other

Levels of service: Our Local Decision-Making provides effective and efficient representation for our communities in a fair and equitable way. We also work to deliver Civil Defence and Emergency Management functions in Waikirikiri Selwyn, which is guided by four key principles: Reduction, Readiness, Response and Recovery.

What we deliver: We provide local decision-making and emergency management services for the Waikirikiri Selwyn community.

Local Decision-Making The Council’s Local Decision-Making activity operates in an open, collaborative manner, with established arrangements that foster community involvement and support local people to participate in the decision-making process. There are two representative positions available for Ngāi Te Ruahikihiki ki Taumutu and Ngāi Tūāhuriri which include speaking rights during all Council hui meeting, and full voting rights on all Council committees. The Council currently has a number of committees and sub-committees (but no standing committees) to assist with producing fast and effective decisions for the community. This includes the Community Services and Facilities, Finance and Performance, Planning and Climate Change, and Transport and Infrastructure committees, as well as the Audit and Risk, Springs and Ellesmere Discretionary Funds, Rolleston Discretionary Funds, and Selwyn Youth Council sub-committees. Additionally, the Council has a Community Board for the Malvern Ward. This allows the ward to provide Council with ‘grass roots’ information on the activities in its area and issues that need to be resolved. The Local Decision-Making activity includes Councillors’ and Community Board Members’ remuneration and the cost of providing elected members with professional advice and support,

120 | Selwyn District Council | Local Decision-Making

as well as the cost of organising elections every three years. The activity also covers grants made by the Council and a levy imposed by the Canterbury Museum.

• Building and maintaining relationships with partner agencies such as Ngāi Tahu, Fire and Emergency NZ and NZ Police, as well as local welfare groups.

Our activities provide good, clear relationships between elected members and management; enable collaboration; support effective engagement with our communities to understand their desires and aspirations for Waikirikiri Selwyn; and provide communities with opportunities to make their voices heard.

• Providing a 24/7 Civil Defence and Emergency Management response when natural or manmade events happen.

Emergency Management

• Providing recovery support through our Recovery Manager in the aftermath of local emergencies.

Under the Civil Defence Emergency Management Act 2002, we are responsible for Civil Defence and Emergency Management in our area. As part of this work, Waikirikiri Selwyn belongs to the Canterbury Civil Defence and Emergency Management Group. Our responsibilities include:

• Being responsible for Selwyn’s Community Response Teams, the Selwyn Emergency Support Team, Selwyn Response Team, and Selwyn Emergency Operations Centre staff.

• Working across the Council and with wider organisations to identify risks, communicate these hazards with our communities, and (where possible) reduce the risk of these hazards. • Encouraging and enabling partnerships to deliver community education. • Writing, reviewing and updating response plans such as pandemic response, flood, tsunami, fuel, wild fire and welfare plans. • Enabling Civil Defence and Emergency Management training of Council staff and community volunteers. • Enabling and encouraging community resilience through the delivery of public education presentations and meetings. Long-Term Plan 2024 - 2034 | 121

Planning ahead Challenge Waikirikiri Selwyn has one of the fastest growing populations in New Zealand. As the community grows, our representation arrangements need to ensure continued effective and fair representation.

Ensuring effective mana whenua representation in local decisionmaking.

Attracting skilled technical advisors to provide expert advice to elected members, staff and the communities they represent.

How we plan to respond

• Conduct Representation Reviews as required under the Local Electoral Act 2001 as frequently as necessary to ensure fair and effective representation. This might be more frequent than the minimum legislated amount (ie. at least once every six years).

• Council has two representative positions available for Ngāi Te Ruahikihiki ki Taumutu and Ngāi Tūāhuriri which include speaking rights during all Council hui, meeting, and full voting rights on all Council committees. • Continue to uphold mana whenua representation on Council.

• Continue actively marketing Waikirikiri Selwyn as an attractive place to live and work, to ensure the employment of skilled staff and procurment of technical advisory services

122 | Selwyn District Council | Local Decision-Making

Challenge

Climate change causing increasingly more frequent and severe weather events/ emergencies that require emergency responses.

Complex legislative framework and changing government regulations affecting local decision-making. For example, 3 waters regulation.

Enabling effective public participation in community consultations and decisionmaking.

How we plan to respond • Continue educating the community about emergency preparedness through public education presentations and meetings. • Promote emergency management database, Selwyn Gets Ready to encourage increased community up-take. • Write, review and update response plans. • Continue providing Civil Defence and Emergency Management training to Council staff and community volunteers.

• Stay up-to-date on developing government directions, and formulate appropriate responses. • Enable community consultation where appropriate to enable community voices to be heard in decisions that affect them. • Advocate on behalf of our communities with government and other agencies.

• Explore and utilise new and emerging tools and communications channels to promote consultations with communities. • Utilise spaces, channels and tools used by our communities to reach them where they live, play and connect.

What we are planning for Local Decision-Making Representation Review: Consult with the community on our representation arrangements to ensure effective and fair representation across Waikirikiri Selwyn. Council’s last Representation Review was carried out in 2021. Since then, Selwyn’s population has grown 13%, creating an uneven ratio of population to councillor. Our next Representation Review will be undertaken in 2024/25. Long-Term Plan 2024 - 2034 | 123

What significant negative impact this activity might have Possible negative effect

Lack of volunteer base or adequate resourcing could put effective emergency response at risk.

Responding to an emergency can potentially have negative shortterm effects on the environment.

Consultation fatigue that impacts public participation in Council’s consultations.

Failure to engage effectively on issues that affect communities, resulting in resistance to local decisions and directions.

Council’s response • We actively recruit and train volunteers in partnership with other agencies. • We are part of Canterbury 10 which enables us to access trained staff from across the region if needed. • Our community is informed through education, development of community response plans and communication through our website and social media sites.

• We will mitigate environmental impacts where possible through ongoing planning and preparation through consideration of the 4Rs – Reduction, Readiness, Response, Recovery.

• Utilise engagement tools and channels that allow affected communities to be engaged, without overloading lessimpacted/interested communities. • Manage community consultation strategically to reduce duplication and over-engagement.

• Carry out robust consultation with impacted and interested communities, including clear information about the issues at hand. • Ensure communities have a number of options to engage with consultation information and to provide their feedback. • Report back to communities on decisions made, and how community feedback contributed to the decisions.

124 | Selwyn District Council | Local Decision-Making

How we measure performance Objective

Current service

Planned service 2024-27

Indicative service 2024-27

We enable preparedness, community led decision-making and foster resilience in our communities during an emergency or natural disaster.

Related primary Performance community measure outcome

Social

To provide confidence in the Council and residents’ opportunity to participate in decision-making The Council works on behalf of the community to ensure that community views Social are presented, their needs are understood, and services planned to meet their needs.

Mandatory? Current Yes/No performance

2024 -25

2025 -26

2026 -27

2027 -34

Increase on baseline

Increase on year before

Increase on baseline by 5%

Overall increase

The number of households within Waikirikiri Selwyn No who sign up to the Selwyn Gets Ready platform.

New measure

Baseline 2024/25

Increase in the number of members of the public who take opportunities to participate and engage Council’s Annual Plan/ Long-Term Plan process.

New measure

a) >5% increase on the previous year b) >5% increase on previous year

Long-Term Plan 2024 - 2034 | 125

What our Local Decision-Making costs and how it is paid for 2023/24 2024/25 2025/26 Annual LTP LTP Plan $'000 $'000 $'000

2026/27 LTP $'000

2027/28 LTP $'000

2028/29 2029/30 LTP LTP $'000 $'000

2030/31 LTP $'000

2031/32 LTP $'000

2032/33 2033/34 LTP LTP $'000 $'000

Sources of operating funding General rates

2,595

3,405

3,679

3,741

3,702

3,853

3,952

4,003

4,087

4,155

4,206

Targeted rates

1,177

1,305

1,398

1,499

1,597

1,702

1,780

1,855

1,934

2,013

2,092

Subsidies and grants for operating purposes

Fees and charges

Internal charges and overheads recovered

541

Other operating funding

Total operating funding (A)

4,318

4,746

5,077

5,240

5,299

5,555

5,732

5,858

6,021

6,168

6,298

4,748

3,788

4,118

4,229

3,174

3,420

3,605

3,809

4,030

4,272

4,537

Internal charges applied

1,437

1,523

1,518

1,553

1,522

1,553

1,610

1,611

1,650

1,671

1,676

Other operating funding applications

261

218

224

228

233

238

243

248

253

258

262

Total application of operating funding (B)

6,446

5,547

5,910

6,089

5,021

5,296

5,539

5,747

6,011

6,283

6,568

Surplus / (defecit) of operating funding (A-B)

(2,128)

(801)

(833)

(849)

278

259

193

111

(115)

(270)

Application of operating funding Payments to staff and suppliers Finance costs

126 | Selwyn District Council | Local Decision-Making

2023/24 2024/25 2025/26 Annual LTP LTP Plan $'000 $'000 $'000

2026/27 LTP $'000

2027/28 LTP $'000

2028/29 2029/30 LTP LTP $'000 $'000

2030/31 LTP $'000

2031/32 LTP $'000

2032/33 2033/34 LTP LTP $'000 $'000

Sources of capital funding Subsidies for capital expenditure

Development and financial contributions

Increase / (decrease) in debt

801

833

849

(278)

(259)

(193)

(111)

(10)

115

270

Gross sales proceeds from sale of assets

Total sources of capital funding (C)

801

833

849

(278)

(259)

(193)

(111)

(10)

115

270

Capital – growth

Capital – level of service

Capital – renewals

Increase / (decrease) in reserves

Increase / (decrease) of investments

(2,128)

Total applications of capital funding (D)

(2,128)

Surplus / (deficit) of capital funding (C-D)

2,128

801

833

849

(278)

(259)

(193)

(111)

(10)

115

270

Applications of capital funding

Funding balance (A-B) + (C-D)

Long-Term Plan 2024 - 2034 | 127

128 | Selwyn District Council | Environmental and Regulatory Services

Kā Ratoka ā-Taiao me kā Ratoka ā-Waeture Environmental and Regulatory Services

Long-Term Plan 2024 - 2034 | 129

Building Levels of service:

What we deliver:

We support compliant building work in Waikirikiri Selwyn as the community’s Building Consent Authority.

We are responsible for issuing building consents and inspecting building work that has been granted a building consent in Waikirikiri Selwyn. This includes issuing notices to fix (for noncomplying building work), code compliance certificates and compliance schedules; and granting exemptions, waivers and modifications. As the Building Consent Authority, we provide information and advice on building-related matters to the public, and assist with the project management of significant building projects.

The Community Outcomes that this activity primarily contributes to:

• He honoka Connected community: We have access to housing which suits the changing needs of the diverse demographics within Waikirikiri Selwyn

• Strong neighbourhoods: We are ready for emergency events and disasters

• Strong neighbourhoods: We are safe at home and in the community

• A district of opportunity: Innovation and investment are fostered

• Quality innovative infrastructure: Our infrastructure is adaptive and resilient

• A clean taiao environment: We utilise smart and toitū sustainable practices

• Liveable low carbon towns: Growth that consolidates and intensifies towns

• Inclusive communities: Each town’s unique identity, as well as the rural identity, are promoted

Long-Term Plan 2024 - 2034 | 131

Strategy and Policy Levels of service:

What we deliver:

We strategically guide the long-term planning and development of Waikirikiri Selwyn.

The Council is responsible for the long-term growth and spatial planning of Waikirikiri Selwyn. This includes developing the District Plan and Council Plan Changes; implementing National Policy Statement directions; processing Private Plan Changes; and building stakeholder relationships that support Waikirikiri Selwyn’s biodiversity. We also provide planning advice about biodiversity, strategic open space, strategic transport, sustainability and climate change; prepare strategic transport, climate change and sustainability documents; and provide urban design advice to resource consents, policy, and strategic planning programmes.

The Community Outcomes that this activity primarily contributes to: • He honoka Connected community: We have good health, social, and community facilities that are accessible to all residents of Waikirikiri Selwyn • He honoka Connected community: We have access to housing which suits the changing needs of the diverse demographics within Waikirikiri Selwyn • He honoka Connected community: We have affordable ways to easily connect with the facilities, services, and communities within and outside of Waikirikiri Selwyn

• Strong neighbourhoods: We are safe at home and in the community • Strong neighbourhoods: We are ready for emergency events and disasters • Active and educated community: Everyone who lives in and outside of Waikirikiri Selwyn can enjoy our environment

• A district of opportunity: There are employment opportunities for our takata people

• Quality innovative infrastructure: Our infrastructure is adaptive and resilient

• A district of opportunity: Innovation and investment are fostered

• Quality innovative infrastructure: Our transport system is effective and accessible with a range of choices

• A district of opportunity: There is a strong diverse economy, supported by a sustainable rural sector • A district of opportunity: Waikirikiri Selwyn is a key regional freight and logistics hub supported by an efficient freight network • A clean taiao environment: We live within out air, soil, water, and kanorau koiora biodiversity limits

• Liveable low carbon towns: Growth that consolidates and intensifies towns

• A clean taiao environment: Healthy wai water, wetlands, and waterways

• Liveable low carbon towns: A town network supported through their strong interconnections

• A clean taiao environment: We utilise smart and toitū sustainable practices

• Protect productive and diverse land: Important land, landscapes, and features are valued

• A clean taiao environment: Te Waihora Ellesmere being restored

• Protect productive and diverse land: Our biodiversity, including indigenous kanorau koiora flora and fauna, is thriving

• A district that values its culture and heritage: Our wāhi taoka places of tribal significance, wāhi tapu sites of special association, and tapatapa place names are protected • Inclusive communities: Each town’s unique identity, as well as the rural identity, are promoted Long-Term Plan 2024 - 2034 | 133

Regulatory Levels of service: Selwyn District Council regulates activities in our community to protect and promote health and well-being.

What we deliver: Our regulatory group activities protect the community from a variety of risks and enhance the quality of the built and natural environment. This includes animal control; alcohol licensing; environmental health; and compliance, monitoring and enforcement.

Animal control Council is responsible for keeping the records of all known dogs aged three-months and older in Waikirikiri Selwyn. We administer and enforce the Dog Control Act 1996, and the Dog Control Bylaw 2012; respond to stock animal complaints; and patrol Waikirikiri Selwyn (including parks and reserves) to ensure compliance with the Act and Bylaw.

Alcohol licensing We process alcohol applications; conduct licensee interviews and premise inspections; report on all License and Managers Certificate applications; and conduct hearings (when required). All licensing decisions are made by an appointed District Licensing Committee.

Environmental health We issue a range of licenses for food, hair dressing, amusement devices, mobile shops, and offensive trades; respond to complaints about infectious and notifiable diseases; conduct proactive and reactive investigations to protect and improve public health; investigate complaints about all types of licensed businesses; carry out periodic verifications of food businesses; and conduct yearly inspections of licensed businesses.

Compliance, monitoring and enforcement Our Compliance, Monitoring and Enforcement activities include carrying out planned monitoring and assessment of peoples’ compliance with resource consent conditions; investigating potential breaches of Disitrct Plan rules and resource consent conditions; and investigating complaints related to bylaws, parking, litter, and licenses. Where deemed necessary, an enforcement approach is taken to address non-compliance.

Parking Council responds to complaints about parked vehicle offences; educates the community on parking safety matters; issues parking infringements; and manages the towing and disposal of vehicles.

The Community Outcomes that this activity primarily contributes to:

• He honoka Connected community: We have good health, social, and community facilities that are accessible to all residents of Waikirikiri Selwyn

• Active and educated community: Everyone who lives in and outside of Waikirikiri Selwyn can enjoy our environment

• Strong neighbourhoods: We are safe at home and in the community

• A district of opportunity: There is a strong diverse economy, supported by a sustainable rural sector

• A clean taiao environment: We utilise smart and toitū sustainable practices

• A clean taiao environment: Healthy wai water, wetlands, and waterways

• Inclusive communities: Each town’s unique identity, as well as the rural identity, are promoted

Long-Term Plan 2024 - 2034 | 135

Resource Consents Levels of service:

What we deliver:

Council processes resource consent applications and the related approvals.

We process a range of resource consent applications and related approvals under the Resource Management Act 1991 including land use consents, subdivisions consents, certificates of existing use, certificates of compliance, outline Plan of Works, and survey plan and subdivision completion certificates. Through our resource consents activity, we also assess proposals against the Development Contributions Policy.

The Community Outcomes that this activity primarily contributes to:

• He honoka Connected community: We have good health, social, and community facilities that are accessible to all residents of Waikirikiri Selwyn

• A district of opportunity: Innovation and investment are fostered

• Active and educated community: Everyone who lives in and outside of Waikirikiri Selwyn can enjoy our environment

• Quality innovative infrastructure: Our infrastructure is adaptive and resilient

• A district of opportunity: There is a strong diverse economy, supported by a sustainable rural sector

• A clean taiao environment: We live within out air, soil, water, and kanorau koiora biodiversity limits

• Liveable low carbon towns: Growth that consolidates and intensifies towns

• A clean taiao environment: Healthy wai water, wetlands, and waterways

• Liveable low carbon towns: A town network supported through their strong interconnections

• A clean taiao environment: We utilise smart and toitū sustainable practices

• Protect productive and diverse land: Our biodiversity, including indigenous kanorau koiora flora and fauna, is thriving

Long-Term Plan 2024 - 2034 | 137

Planning ahead Challenge

How we plan to respond

Potential for Building Act reforms.

• Potential Building Act reform is being considered by the Government. We await details as to what this will involve. We will adjust to any legislative changes.

Confirmed Resource Management Act reforms.

• Central Government has confirmed it will be reforming resource management legislation in 2024. The details of these reforms are still to be confirmed. We will make the necessary adjustments as more information becomes available and the reform bills are passed into law.

Our software tools are aging and are not efficient or equipped to provide modern customer interfaces our community expects. This includes documenting processes for Territorial Authority functions to ensure staff have the necessary supporting information to do their jobs and we meet review expectations.

• We are looking at smarter software to enable our Building Consent Authority and Territorial Authority to perform its functions while providing our customers with better ways of interacting with us.

Maintaining our Building Consent Authority accreditation is becoming more detailed.

• We continue to engage with International Accreditation New Zealand and Ministry of Business, Innovation and Employment to ensure we maintain our accreditation.

Climate change and sustainability are becoming more important to more of our community, and there may be potential legislative changes requiring councils to do more in this space.

• Begin developing plans to assist in providing the direction and actions needed to ensure effective responses to climate change.

138 | Selwyn District Council | Environmental and Regulatory Services

Challenge

How we plan to respond • Continue working with the Greater Christchurch Partnership for a cross-government/agency response to future population needs and aspirations, particularly with the implementation of the Partnership’s Spatial Plan.

Selwyn is expected to continue experiencing high population growth pressures.

24 appeals have been received on the Proposed District Plan. Some uncertainty exists around how much staff time, and consultant cost would be needed to resolve these appeals.

• Finish developing the Future Selwyn Strategy which will provide an overarching strategic aspiration for the Waikirikiri Selwyn. Future Selwyn Strategy will ensure an aligned and collaborative approach to decisionmaking and funding decisions. • Work through the District Plan Changes, which may include financial contributions, responses to National Policy Statements and climate change mitigation/adaptation responses.

• Establish processes to manage workload.

Long-Term Plan 2024 - 2034 | 139

What we are planning for our Environmental and Regulatory Services Project

Year

Cost and funding

2024-2034

$1.5 million General rates: 100%

2024-2027

$1.45 million General rates: 100%

Greater Christchurch Partnership: The Partnership provides visible and collaborative leadership planning for the Greater Christchurch area to meet the needs of current and future generations across territorial authorities. The focus of the Partnership will be to support the implementation of the joint work programme including tools that could be used to give effect to the Spatial Plan and joint work programme; implementation of the Joint Housing Action Plan; support and enablement of kāika nohoaka on Māori land; completion of the Greater Christchurch Transport Plan; unlocking Priority Development areas through coordinated action and investment; and developing a Blue/Green Network Strategy and Economic Development Plan.

District Plan Review: The Council fulfilled its obligation to review the District Plan within the required ten-year period. Decisions were issued on 19 August 2023. This process has received appeals, with these anticipated to be worked through until the 2026/27 period.

140 | Selwyn District Council | Environmental and Regulatory Services

Project

Year

Cost and funding

2024 – 2034

$1.25 million General rates: 100%

Selwyn Climate Change Adaptation Plan: While an element of infrastructure planning will consider the potential effects of climate change on their planning and implementation, Selwyn does not have a Climate Change Adaptation Plan. The development of this Plan will assist in providing the direction and actions needed to ensure effective responses to climate change. Ongoing funding will go towards the review and update of the Plan, as well as assisting the implementation of Plan action points.

2024-2034

$350,000 General rates: 100%

Future Selwyn Strategy: This Strategy will provide an overarching strategic aspiration and direction for Selwyn. The Strategy will provide direction for the development of more detailed work programmes, and will ensure an aligned and collaborative approach to decision-making and funding decisions. It is expected the strategy will be a ‘living’ document that will undergo periodic review and amendment to reflect the changing environment.

2024-2034

$700,000 General rates: 100%

Council Plan Changes: There are a range of changes to the Waikirikiri Selwyn Plan that Council need and can make. These include (but are not limited to): • a response to the NPS-IB, NPS-HPL, and NPS-UD • financial contributions • proactive Heritage listing • omnibus changes to improve Plan functionality • review on how the Plan enables renewable energy generation • climate change mitigation and adaption responses

Long-Term Plan 2024 - 2034 | 141

Project

Year

Cost and funding

Future Selwyn – Spatial Planning: Given the immense amount of growth that has occurred in Selwyn, the existing suite of spatial plans (Area Plans, Town Structure Plans etc.) have become out-of-date. This work programme will develop a new set of plans for Selwyn in alignment with the strategic directions set out in the Future Selwyn Strategy. Spatial Plans will also help to inform decision-making and funding decisions.

2024-2034

$790,000 General rates: 100%

Selwyn Biodiversity Strategy – work plan development: The Selwyn Biodiversity Strategy (nearing completion by mid-2024) includes a proposed action of the creation of a Biodiversity Work Plan on a three-yearly cycle to coincide with future Long-Term Plan processes. Funding is required to facilitate the involvement of mana whenua and other experts to inform the work plan.

2024-2034

$180,000 General rates: 100%

142 | Selwyn District Council | Environmental and Regulatory Services

What significant negative impact this activity might have Possible negative effect

Council's response

BCA Accreditation not achieved/maintained.

• Ensure staff are following BCA policies and procedures, and continual audit reviews are taking place at regular intervals.

Loss of institutional knowledge.

• Document existing processes in an online training manual. • Adequate resourcing and monitoring of time frames.

Failure to meet statutory time frames for Building and Resource consents.

Claims against Council relating to building work or Resource Management functions.

• Ensuring sufficient skilled staff are employed, and work is outsourced to contractors to respond to variable workloads. • Employment of sufficiently skilled and well-trained staff coupled with consistent application of knowledge. • Professional and public liability insurance in place. • Ensure staff are trained and procedures are in place to follow.

Providing incorrect advice or incorrect assessment of an application.

• Conduct regular audits to check on quality and identify any potential issues as early as possible.

Inability to contract additional resources to cover peak workloads.

• Ensure reliance is not placed solely on one supplier and continue to monitor the market for options.

Inability to develop smart solutions to improve business efficiency due to ICT staffing constraints.

• Early engagement with Digital Services Manager to agree on path forward and timeframes. Long-Term Plan 2024 - 2034 | 143

How we measure performance Objective

Current service

Planned service 2024-27

Related primary community outcome

Performance measure

Mandatory? Current Yes/No performance

2024 -25

Environmental

The District Plan is compliant with all legislative requirements

100%

Environmental

Plan Changes have had a decision within 2 years of notification

80-90%

100%

Environmental

For the Strategy to be No implemented by 2025

Achieved

Environmental

For all areas of Selwyn to have (where relevant) an Area Plan, Spatial Plan, Town Structure Plan by 2026

New measure

Under Achieved development

2025 -26

2026 -27

Strategy and Policy

To provide for the sustainable management of natural and physical resources of Waikirikiri Selwyn

Develop an up-to-date strategic direction for Selwyn which includes spatial representations of the strategic directions

Process private plan changes, complete a District Plan Review and carry out Council Plan Changes/Variations

Future Selwyn Strategy Selwyn 2031 (District Development Strategy)

Future Selwyn Area Plans/ Spatial Plans

144 | Selwyn District Council | Environmental and Regulatory Services

2027 -34

Objective

Current service

Planned service 2024-27

Council biodiversity staff build relationships and work with land owners and other agencies to protect important biodiversity areas including covenant sites To protect areas of important indigenous growth and habitats of indigenous biodiversity to ensure that there is no net loss of indigenous biodiversity and other indigenous values are maintained and enhanced

Selwyn Biodiversity Strategy is adopted and a biodiversity working group is established to guide the development of an annual biodiversity work programme

District Plan provisions that restrict the clearance of indigenous vegetation, and allows for the scheduling of Significant Natural Areas. A district-wide biodiversity monitoring programme is in place that captures changes in vegetation and habitats

Related primary community outcome

Performance measure

Environmental

Help facilitate or fund 50 projects per year that contribute towards the No protection and restoration of indigenous biodiversity

100%

Environmental

Annual hui of the Biodiversity Working Group and the preparation of an associated work programme

New measure

Under Achieved development

Environmental

A yearly programme of on-the-ground and aerial biodiversity monitoring is carried out to help ensure compliance with the National Policy Statement – Indigenous Biodiversity and the RMA

New measure 80%

Mandatory? Current Yes/No performance

2024 -25

2025 -26

2026 -27

2027 -34

Achieved

90%

100%

Under development

Long-Term Plan 2024 - 2034 | 145

Objective

The restoration and enhancement of the natural environment

To ensure Council is addressing climate change mitigation and adaptation risks and opportunities

Current service

Planned service 2024-27

Related primary community outcome

Performance measure

Mandatory? Current Yes/No performance

2024 -25

Environmental

Carry out or facilitate 1km of riparian margin planting each year

100%

Environmental

Carry out of facilitate 5ha of indigenous planting each year

100%

Environmental

Emissions Reduction Plan which includes GHG targets for 2030, 2033, 2036 and 2040 are adopted FY24/25

New measure Achieved

N/A

Environmental

Agree emission reduction measures and see a reducing trend in the annual Council GHG Inventories, which assesses ISO 140641:2018 Category 1-4 emissions

New measure Achieved

Achieved

Environmental

Adaptation Plan developed FY26/27

New measure N/A

N/A

Use of the Natural Environment Fund to go towards riparian planting, other plantings, fencing and pest control

Key climate change action milestones are completed on time

146 | Selwyn District Council | Environmental and Regulatory Services

2025 -26

2026 -27

2027 -34

Achieved

Objective

Related primary community outcome

Performance measure

Environmental

Proportion of Resource Consents issued within statutory No requirements: Non-notified Limited notified Publicly notified

93%

100%

Environmental

Percentage of Environment Court appeals settled or found in the Council’s favour

100%

70%

Environmental

Proportion of building consents issued within statutory timeframes

60%

100%

Code of compliance certificates are issues in accordance with Environmental statutory timeframes

Proportion of code of compliance certificates issued within statutory timeframes

96%

100%

Carry out audit inspections of all residential pools in Waikirikiri Environmental Selwyn within a 3-year cycle

Proportional of all residential pools inspected within required timeframe

100%

Audit a representative sample of commercial building warrant of fitness’s in Waikirikiri Selwyn

Proportion of all current BWOFs No audited annually

13%

10%

Current service

Planned service 2024-27

Mandatory? Current Yes/No performance

2024 -25

2025 -26

2026 -27

2027 -34

15%

20%

Resource Consents and Compliance

To administer the District Plan effectively and efficiently by making timely and quality decisions on Resource Consents

Resource Consents are processed in accordance with statutory requirements

Building Building consents are processed in accordance with statutory requirements

To support compliant building work through the efficient and effective administration of the Building Act 2004

Environmental

Objective

Current service

Planned service 2024-27

Related primary community outcome

Performance measure

Mandatory? Yes/No

Current performance

2024 -25

Social

Registration of all known dogs by 30 June each year

100%

All urgent callouts Social initiated within 2 hours

Percentage of urgent callouts attended to within 2 hours

100%

Percentage of non-urgent callouts attended to within 72 hours

100%

Social

Verbal and written food complaints, enquiries and suspected and confirmed food poisoning incidents will be responded to promptly and within the same day including contacting the complainant or enquirer

100%

Social

Complaints only in writing will be actioned within 3 working days (subject to human risk level)

100%

Regulatory - Animal Control To register all known dogs

To investigate all complaints in regard to dog control in a timely manner

Registration of all known dogs

All urgent callouts attended within 4 hours

All non-urgent All non-urgent callouts callouts attended to attended to within 72 within 72 hours hours

Social

Regulatory – Environmental Health | Food Complaints

To ensure all registered premises are operated in a manner that minimises any adverse effects on public health

All verbal and written food complaints, enquiries and suspected and confirmed food poisoning responded to within timeframes

148 | Selwyn District Council | Environmental and Regulatory Services

2025 -26

2026 -27

2027 -34

Objective

Current service

Planned service 2024-27

Mandatory? Current Yes/No performance

2024 -25

Social

All registered premises to be inspected and assessed at least once annually between the months of 1 July and 31 January

100%

All verbal and written complaints, enquiries and Social nuisance complaints are responded to within timeframes

All enquiries and complaints are prioritised and responded to within 24 hours

100%

All notified disease is actioned on the day of receipt

Each notified disease is actioned on the day of receipt from Canterbury District Health Board (Community and Public Health). The No initial procedure involves telephone contact with each individual case and if he or she is not available a standard notification letter is sent on the same day

100%

All registered premises are certified and assessed in accordance with statutory requirements

To ensure all registered premises are operated in a manner that minimises any adverse effects on public health

Related primary Performance community measure outcome

Social

2025 -26

2026 -27

2027 -34

Long-Term Plan 2024 - 2034 | 149

Objective

Current service

Planned service 2024-27

Related primary Performance community measure outcome

Mandatory? Current Yes/No performance

2024 -25

All public swimming pools in Waikirikiri Selwyn are inspected Social and assessed annually

All public swimming pools in Waikirikiri Selwyn will be inspected and assessed on an annual No basis. These assessments will take place during the months of October – January or prior to opening

100%

All public shows and events within Waikirikiri Selwyn are visited on the day of the event

All public events (open to the general public) which have associated licences (Food, Alcohol, Amusement Devices) shall be visited on the day(s) of the event for the purposes of food safety, public health and sanitation

100%

To ensure all registered premises are operated in a manner that minimises any adverse effects on public health

Social

150 | Selwyn District Council | Environmental and Regulatory Services

2025 -26

2026 -27

2027 -34

Objective

Current service

Planned service 2024-27

Related primary community outcome

Performance measure

Mandatory? Yes/No

Current performance

2024 -25

Social

Proportion of Special Licences issued within 15 working days of receipt of reports filed by the Police and the Medical Officer of Health

100%

Social

Proportion of all other uncontested licences issued within 20 working days of the closing day of submissions

100%

Environmental

Monitoring of resource consent conditions are completed within 1 calendar month of the monitoring report being issued

92.6%

85%

Environmental

All complaints are recorded and investigated to conclusion

New measure 100%

2025 -26

2026 -27

2027 -34

Regulatory - Environmental Health | Alcohol Licensing

To ensure all licence applications are processed efficiently in accordance with legislative requirements

Licences are processed by a contractor employed by the Council, efficiently in accordance with statutory requirements

Regulatory - Environmental Health | Monitoring, Compliance and Enforcement

To monitor activities granted a resource consent to maintain compliance

Monitoring of each consent conducted in a timely manner to maintain compliance

Receive complaints and prioritise and respond accordingly

Long-Term Plan 2024 - 2034 | 151

What Environmental and Regulatory Services cost and how it is paid for 2023/24 2024/25 2025/26 Annual LTP LTP Plan $'000 $'000 $'000

2026/27 LTP $'000

2027/28 LTP $'000

2028/29 2029/30 LTP LTP $'000 $'000

2030/31 LTP $'000

2031/32 LTP $'000

2032/33 2033/34 LTP LTP $'000 $'000

Sources of operating funding General rates

11,183

15,230

15,461

15,350

15,360

14,644

14,739

15,071

15,021

14,979

15,319

Targeted rates

Subsidies and grants for operating purposes

255

Fees and charges

11,278

12,359

12,718

13,080

13,568

15,379

15,743

16,106

16,352

16,725

17,095

Internal charges and overheads recovered

1,229

Other operating funding

Total operating funding (A)

23,945

27,614

28,205

28,456

28,955

30,050

30,510

31,205

31,402

31,733

32,444

18,653

22,148

20,733

20,814

21,464

22,405

22,586

23,274

23,279

23,506

24,195

5,810

7,461

7,436

7,608

7,457

7,610

7,887

7,895

8,086

8,189

8,211

Total application of operating funding (B)

24,469

29,622

28,180

28,431

28,930

30,023

30,481

31,176

31,371

31,700

32,410

Surplus / (defecit) of operating funding (A-B)

(524)

(2,008)

Application of operating funding Payments to staff and suppliers Finance costs Internal charges applied Other operating funding applications

152 | Selwyn District Council | Environmental and Regulatory Services

2023/24 2024/25 2025/26 Annual LTP LTP Plan $'000 $'000 $'000

2026/27 LTP $'000

2027/28 LTP $'000

2028/29 2029/30 LTP LTP $'000 $'000

2030/31 LTP $'000

2031/32 LTP $'000

2032/33 2033/34 LTP LTP $'000 $'000

Sources of capital funding Subsidies for capital expenditure

Development and financial contributions

Increase / (decrease) in debt

(18)

(20)

(22)

(23)

(25)

(27)

(28)

Gross sales proceeds from sale of assets

Total sources of capital funding (C)

(18)

(20)

(22)

(23)

(25)

(27)

(28)

Capital – growth

Capital – level of service

Capital – renewals

Increase / (decrease) in reserves

(2,031)

Increase / (decrease) of investments

(600)

Total applications of capital funding (D)

(524)

(2,026)

Surplus / (deficit) of capital funding (C-D)

524

2,008

(25)

(27)

(29)

(31)

(33)

(34)

Applications of capital funding

Funding balance (A-B) + (C-D)

Long-Term Plan 2024 - 2034 | 153

Te Whakaratoka o kā Huanui me kā Ara Hīkoi The Provision of Roads and Footpaths

154 | Selwyn District Council | The Provision of Roads and Footpaths

Transportation Levels of service: Council provides and maintains transport infrastructure including roads and footpaths so people can move safely and efficiently around Waikirikiri Selwyn.

What we deliver: We deliver vital road and transport services, supporting the community’s lifestyle and economic activities. We do this through working with New Zealand Transport Agency Waka Kotahi (NZTA) and the community to plan, fund, and provide a range of transportation services and infrastructure across a district-wide local network (excluding state highways) including:

• Street lighting to ensure a safe and accessible network at night (8,857 streetlights) • Traffic signals and roundabouts to control use, and reduce congestion at key intersections, safely and efficiently (33 traffic signals and 39 roundabouts) • Road signs to assist users make safe driving choices (20,015 road signs) • Planning for future transport needs in coordination with our neighbours and other transport Agencies (as described in the Canterbury Regional Land Transport Plan and through the Greater Christchurch Partnership)

• Sealed and unsealed roads for the movement of people and goods across short and long distances (totalling 2,695km) • Footpaths and cycleways to facilitate active transport and recreation in the transport network (totalling 438.2km) • Public transport facilities to provide alternative transport options and enhance the accessibility of Waikirikiri Selwyn (including 125 bus stops and Park and Ride facilities)

Long-Term Plan 2024 - 2034 | 155

The Community Outcomes that this activity primarily contributes to:

• He honoka Connected community: We have affordable ways to easily connect with the facilities, services, and communities within and outside of Waikirikiri Selwyn • Strong neighbourhoods: We are safe at home and in the community

• Strong neighbourhoods: We can effectively respond to, and recover from, emergency and disaster events • Active and educated community: We can play and be physically active

• Strong neighbourhoods: We are ready for emergency events and disasters

• A district of opportunity: There is a strong diverse economy, supported by a sustainable rural sector

• Quality innovative infrastructure: Our infrastructure is adaptive and resilient

• A district of opportunity: Waikirikiri Selwyn is a key regional freight and logistics hub supported by an efficient freight network

• Quality innovative infrastructure: Our transport system is effective and accessible with a range of choices

• A clean taiao environment: We live within our air, soil, water, and biodiversity limits

• Liveable low carbon towns: Growth that consolidates and intensifies towns

• A clean taiao environment: We utilise smart and toitū sustainable practices

• Liveable low carbon towns: A town network supported through strong interconnections

156 | Selwyn District Council | The Provision of Roads and Footpaths

Planning ahead Challenge Growth in demand and deteriorating asset condition.

Land use changes.

Constraints to New Zealand Transport Agency funding shares.

Changes to underlying regulatory framework.

Responding to community demands for active and public transport options.

How we plan to respond • Taking a rigorous approach to assessing, planning, and delivering maintenance and repair works to best industry standards. • Using travel demand management measures to keep transport growth at controllable levels by the use and promotion of other transport options. • Proactively delivering transport infrastructure to meet future demands through an integrated transport and land use planning e.g. district and regional planning, spatial planning, township planning.

• Maintaining an open and collaborative co-funding relationship with the NZTA. Utilising other funding sources e.g. development contributions, regional and national infrastructure funding schemes were possible. • Anticipating changes in advance to react and adjust accordingly.

• Keeping up-to-date with the actions and intentions of regulating agencies so that we are aware of proposed changes and implementing plans. This allows us to adjust ahead of changes. • Actively partaking in consultation.

• Continue to deliver footpath, cycleway, and public transport infrastructure improvements.

Long-Term Plan 2024 - 2034 | 157

What we are planning for our Transportation Project

Year

Cost and funding

Public transport: Build two new Park and Ride facilities at Rolleston and one at Lincoln, upgrade Waikirikiri Selwyn public transport infrastructure, and undertake a Public Transport Futures Selwyn Infrastructure business case.

2024-2034

$15.87 million Funded by rates, NZTA Waka Kotahi and development contributions

Safe Network Programme safety improvements: Carry out a programme of intersection safety upgrades under the NZTA co-funded road safety infrastructure programme. This work includes road, walking and cycling improvements at a number of locations around the Waikirikiri Selwyn, including along key arterial routes and urban areas.

2024-2033

$48.48 million Funded by rates, NZTA Waka Kotahi and development contributions

2024-2033

$19.15 million Funded by rates, NZTA Waka Kotahi and development contributions

Rolleston/State Highway 1 Access local road upgrades: Council transport projects are needed to integrate with NZTA Waka Kotahi’s planned NZUP SH1 Rolleston upgrade. The NZTA funded project would include a new roundabout at the Walkers/Dunns Road intersection and a flyover across SH1 to better connect Rolleston township with the industrial area. Our work to support this includes new traffic signals for Burnham School/Dunns Crossing Road; road widening on Levi, Two Chain, and Dunns Crossing Roads; new cycleways along Levi, Weedons, and Jones Roads; a SH1/Dunns Crossing Road cycle underpass facilities; new roundabouts at the Walkers/Two Chain Road, and Levi/Weedons Road intersections; and road realignment and rail level crossing upgrades at Jones and Two Chain Roads.

158 | Selwyn District Council | The Provision of Roads and Footpaths

Project

Lincoln Town Centre upgrades: Road and parking improvements related to Gerald Street that includes creating a better and higher amenity eastern town centre space for the growing Lincoln community. This includes renewing failing pavements, new traffic signals, improved walking and cycling, and public car parking areas.

Walking and cycling improvements: Design and build a new Te Waihora Lake Ellesmere Trail, Waikirikiri Alpine to Sea Trail (which will connect Arthur’s Pass to the east coast), and Rolleston to Burnham cycleway. Upgrades to townships to extend and link together existing sections of footpaths.

Year

Cost and funding

2024-2030

$46.3 million Funded by rates, Better Off Grant funding, NZTA Waka Kotahi and development contributions

2029-2034

$18 million Funded by rates, NZTA Waka Kotahi and development contributions. Other delivery and funding methods could be utilised for the main Trails e.g. through Trusts.

Long-Term Plan 2024 - 2034 | 159

Economic

Cultural

Environmental

Significant Negative Effects

Social

What significant negative impact this activity might have Mitigation of Negative Effects

Positive Effects

Road safety

Hazardous roads and/or driving conditions, or speed limits that are not safe and appropriate may contribute to crashes, resulting in deaths and serious injuries.

Hazards are identified and reduced through engineering improvements, education, behaviour change and enforcement, with safety improvements prioritised. Timely and appropriate repairs and renewals. Safe and appropriate speeds are set based on evidence and stakeholder engagement.

The safety of all road users is prioritised, and deaths and serious injuries are reduced.

+ + +

Mode conflict

Increasing multi modal transport is not catered for within a safe network, resulting in mode conflicts and perceived or actual safety concerns.

Safe and appropriate and integrated infrastructure which provides for all modes of travel are prioritised to reduce conflicts and actual or perceived safety concerns.

All road users are safe and active modes are encouraged.

+ + +

Health

Health issues arise from effects of climate change; air, light and noise pollution; obesity; road injury; and conditions associated with physical inactivity.

Utilising integrated transport systems encourages mode choice and reduces dependence on motor vehicles and fossil fuels, supporting health benefits. Light pollution to be balanced against need for safety. Use of buffer zones and planting to reduce effects.

Active modes of transport provide positive physical and mental health benefits.

+ +

160 | Selwyn District Council | The Provision of Roads and Footpaths

Environmental damage

Affordability

Environmental degradation occurs through carbon and GHG emissions; air pollution; and dust. Runoff from roads, entering waterways may include contaminants which are harmful to the environment. Maintenance and improvement works have the potential to damage heritage and cultural sites, and vegetation or habitats. Transport routes can affect rural amenity and landscape values.

Community aspirations may exceed the ability to fund levels of service and new infrastructure to support aspirations – resulting is dissatisfaction and frustration (e.g. unsealed roads).

Economic

Cultural

Environmental

Social

Significant Negative Effects

Mitigation of Negative Effects

Positive Effects

Mode shift planning and travel demand management, with supporting alternative, low emission modes, application of dust suppression and seal extensions (where appropriate in accordance with Council policy), and integration of soft stormwater treatment systems into road design will minimise negative environmental effects. Planning to protect and minimise impact to environmental, historical, and cultural sites of significance.

Mode choice through integrated transport systems provides low emissions travel options. Emissions are minimised. Access to significant sites is provided.

+ +

Council will attempt to balance the cost of the transportation activity with benefit and community desire, maximising co-funding i.e. with the NZTA and alternative funding where possible and apportion whole of life asset costs and capital expenditure over time. Provide a range of accessible transportation services so that all people and businesses can make informed choices in a timely manner.

The transport system is managed in an affordable and effective way, maximising benefit while managing costs.

+ +

Long-Term Plan 2024 - 2034 | 161

Economic

Cultural

Environmental

Social

Significant Negative Effects

Mitigation of Negative Effects

Positive Effects

Infrastructure is not suitable for use

Unsuitable infrastructure provision and management means businesses are not able to transport goods and services efficiently and communities are impacted. This could limit growth and impact on economic prosperity. Transport routes could sever/ separate communities.

Lack of resilience

Infrastructure is unable to cope with increased pressure, including the impacts of climate change, reducing the resilience of the network and communities.

Identify vulnerable parts of the network, incorporate resilience capacity, based on future modelling (e.g., climate change factors).

The transport network is resilient to events, and provides appropriate resilience to our communities and economy.

+ +

Inequality

The impacts of transport on health are often inequitably distributed, as is access to safe transport modes.

All members of our Ensure all users are considered in transport community are provided for in a safe and planning and provision. affordable way.

162 | Selwyn District Council | The Provision of Roads and Footpaths

Review of existing infrastructure, planning and design will consider wider benefits and minimisation of negative effects, in balance with strategic objectives and purpose. Integrated multi-modal transportation infrastructure and services. Plan ahead for economic growth and population changes (including mode demand). Carry out renewals and new works in a timely manner.

The transport system is integrated, safe and effective for all road users. All users of transportation systems can access the services and amenities within safe and efficient transport routes.

+ +

How we measure performance Objective

To provide a well maintained, operated and affordable land transport system

Current service

Planned service 2024-27

Undertake maintenance and renewal programmes to ensure the safe and efficient operation of the roading network and related transport facilities to the satisfaction of ratepayers, road users and the NZ Transport Agency

Indicative service 2024-27

Likely external funding constraints may require programmes to be reassessed

Related Performance primary community measure outcome

Mandatory? Yes/No

Service Area

Current performance

2024 -25

2025 -26

2026 -27

2027 -34

Economic

Response to service requests: The percentage of customer service requests relating to roads and footpaths to which the territorial authority responds within the time frame specified in the LTP.

Yes

All

70.3%

≥75% resolution within the timeframe specified

Economic

Condition of the sealed road network: The average quality of ride on a sealed local road network, measured by smooth travel exposure. (This Mandatory Performance Measure indicates the percentage of the network that complies with a maximum roughness target for a particular level of road).

Yes

Urban Rural All roads

88% 98% 96%

≥85% ≥95% ≥93%

Economic

Maintenance of a sealed local road network: The percentage of the sealed local road network is resurfaced.

Yes

Sealed roads

1.50%

≥5%

Long-Term Plan 2024 - 2034 | 163

Objective

To provide a well maintained, operated and affordable land transport system

To cater for any significant projected traffic increases in a sustainable manner

Current service

Planned service 2024-27

Complete upgrade and capital projects on an annual basis as identified mostly through strategies and forward work programmes

Indicative service 2024-27

Related Performance primary community measure outcome

Mandatory? Yes/No

Service Area

Current performance

2024 -25

Economic

Maintenance of the Unsealed Road network: The percentage of roads to achieve “good” or “very good” grades in condition surveys undertaken that year.

Unsealed roads

63%

≥70%

Economic

Condition of footpaths within the local road network: The percentage of footpaths within a territorial authority district that fall within the level of service or service standard for the condition of footpaths that is set out in the territorial authority’s relevant document (such as its annual plan, activity management plan, asset management plan, annual works program or long-term plan).

Yes

Footpaths

95%

≥80%

Economic

The percentage of large projects which are delivered to an approved and funded programme.

Roading improvements

71%

≥75%

Likely external funding constraints may require programmes to be reassessed

Assess, plan and implement new roading projects to upgrade the network in conjunction with non-road based solutions to manage demand in an integrated way

164 | Selwyn District Council | The Provision of Roads and Footpaths

2025 -26

2026 -27

2027 -34

Objective

Current service

Planned service 2024-27

Indicative service 2024-27

Fully utilise available funding opportunities to carry out safety improvement works in conjunction with community-based road safety, education and enforcement programmes

To allow pedestrians, cyclists and motor vehicle users to move safely around Waikirikiri Selwyn Use travel demand management and implement infrastructure to encourage mode shift to public and active transport modes

To contribute to an integrated and responsive local and regional transportation system

Transport projects planned and implemented based on local and regional priorities.

Related Performance primary community measure outcome

Mandatory? Yes/No

Service Area

Current performance

2024 -25

2025 -26

2026 -27

2027 -34

Social

Road safety: The change from the previous financial year in the number of fatalities and serious injury crashes on the local road network, expressed as a number.

Yes

Road safety

1 fatal and 18 serious

Number of fatalities and serious injuries in the current year is less than the average over the proceeding 5-year period.

Economic

Public Transport: The change from the previous financial year in the number of passengers boarding public transport within Waikirikiri Selwyn.

Public transport utilisation

344,845 (+90,690)

Number of passenger boardings in the current year is greater than the average over the proceeding 5-year period.

Economic

Active transport (walking): The length of new footpaths constructed.

2632m

≥1000m

Economic

Active transport (Cycling): The percentage of primary schools participating in the school cycle skills education programme

71%

≥50% of schools (2024-27) 50% of schools (2027-34)

Economic

Allocate the appropriate staff and resources to represent the interests of the Council and the community in sub-regional and regional transportation planning.

88%

≥80%

Active transport No

Attendance at relevant Regional Transport Committee (RTC) and Regional Transport Officers Group (TOG) meetings and forums

Long-Term Plan 2024 - 2034 | 165

What our Transportation costs and how it is paid for Funding impact statement by activity group ($’000). 2023/24 2024/25 2025/26 Annual LTP LTP Plan $'000 $'000 $'000

2026/27 LTP $'000

2027/28 LTP $'000

2028/29 2029/30 LTP LTP $'000 $'000

2030/31 LTP $'000

2031/32 LTP $'000

2032/33 2033/34 LTP LTP $'000 $'000

Sources of operating funding General rates

7,254

3,812

13,099

21,166

30,722

39,170

47,134

49,731

54,904

57,825

63,999

Targeted rates

3,095

6,637

6,872

7,016

7,415

7,789

8,169

8,557

8,960

9,386

9,820

Internal charges and overheads recovered

2,715

Other operating funding

308

350

360

368

376

384

393

401

409

417

426

Total operating funding (A)

13,372

10,799

20,331

28,550

38,513

47,343

55,696

58,689

64,273

67,628

74,245

Payments to staff and suppliers

7,936

13,339

13,836

14,124

14,808

15,546

16,299

17,065

17,861

18,702

19,559

Finance costs

2,418

3,383

4,496

5,574

7,023

8,217

9,483

10,559

11,102

11,558

11,812

Internal charges applied

3,363

3,216

3,329

3,411

3,448

3,512

3,592

3,644

3,715

3,778

3,828

Total application of operating funding (B)

13,717

19,938

21,661

23,109

25,279

27,275

29,374

31,268

32,678

34,038

35,199

Surplus / (defecit) of operating funding (A-B)

(345)

(9,139)

(1,330)

5,441

13,234

20,068

26,322

27,421

31,595

33,590

39,046

Subsidies and grants for operating purposes Fees and charges

Application of operating funding

Other operating funding applications

166 | Selwyn District Council | The Provision of Roads and Footpaths

2023/24 2024/25 2025/26 Annual LTP LTP Plan $'000 $'000 $'000

2026/27 LTP $'000

2027/28 LTP $'000

2028/29 2029/30 LTP LTP $'000 $'000

2030/31 LTP $'000

2031/32 LTP $'000

2032/33 2033/34 LTP LTP $'000 $'000

Subsidies for capital expenditure

20,567

16,037

20,114

22,843

16,839

21,925

18,137

25,024

17,328

23,502

19,164

Development and financial contributions

1,288

1,862

1,909

1,951

1,895

1,906

1,946

1,894

1,948

1,989

2,050

Increase / (decrease) in debt

34,889

37,543

31,007

41,062

26,966

17,503

12,698

8,430

1,966

7,187

(4,570)

56,744

55,442

53,030

65,856

45,700

41,334

32,781

35,438

21,242

32,678

16,644

Capital – growth

40,621

20,862

29,995

43,397

33,271

34,640

28,082

34,560

25,966

38,011

23,246

Capital – level of service

830

10,704

8,537

10,743

9,137

9,506

13,025

7,394

5,148

5,671

6,693

Capital – renewals

14,733

14,799

13,168

17,157

16,526

17,256

17,996

20,905

21,723

22,586

25,751

Increase / (decrease) in reserves

263

(62)

Increase / (decrease) of investments

(48)

Total applications of capital funding (D)

56,399

46,303

51,700

71,297

58,934

61,402

59,103

62,859

52,837

66,268

55,690

Surplus / (deficit) of capital funding (C-D)

345

9,139

1,330

(5,441)

(13,234)

(20,068)

(26,322)

(27,421)

(31,595)

(33,590)

(39,046)

Sources of capital funding

Gross sales proceeds from sale of assets Total sources of capital funding (C) Applications of capital funding

Funding balance (A-B) + (C-D)

Long-Term Plan 2024 - 2034 | 167

168 | Selwyn District Council | The Provision of Roads and Footpaths

Kā Ratoka Wai 5 Waters Services

Long-Term Plan 2024 - 2034 | 169

5 Waters Services Levels of service:

Stormwater Drainage

Our Council is responsible for delivering safe, reliable, and accessible 5 waters infrastructure and services for our communities.

Council operates stormwater schemes to promote the health and safety of the community and protect the environment. We operate 22 of these schemes across Waikirikiri Selwyn, which are urban in nature and provide collection, conveyance, and disposal of stormwater. Many of the schemes also manage the quality and quantity of the water.

What we deliver: Our 5 waters services are central to creating a holistic environment for our community. They provide safe, reliable drinking water, convey and treat wastewater and stormwater to support public health; reduce flood risk to properties; and support land use and the rural character of Waikirikiri Selwyn through the provision of stock water and land drainage services. Ensuring existing infrastructure networks and services are well-maintained, safe, and compliant is our core business. The next 10 years of infrastructure investment will create the necessary foundations to realise the goals outlined in the 30-Year Infrastructure Strategy. Our 5 waters services are:

Water Supply Our Council operates water schemes in Waikirikiri Selwyn to promote the health and safety of the community through the provision of an efficient, safe and reliable water supply. We provide 26 water supply schemes which service about 80% of Waikirikiri Selwyn’s residential properties.

Sewerage and the Treatment and Disposal of Sewage We operate wastewater schemes to promote the health and safety of the community and to protect the environment. This includes 15 wastewater township schemes and two centralised schemes (Ellesmere and Eastern Selwyn Sewage Scheme which will be joined to become the Selwyn Sewerage Scheme). These wastewater schemes service approximately 67% of Waikirikiri Selwyn’s residential properties.

Land Drainage and Flood Protection and Control The main purpose of our land drainage network is to lower groundwater levels, including natural springs, to make land available for farming and housing. In some locations, this network also conveys stormwater runoff from townships. Our Flood Protection and Control Work serves the southern (coastal) half of Waikirikiri Selwyn, which is affected by poorly drained soils and high groundwater. The network of open land drainage channels enables the productive use of this land. The Council manages seven land drainage schemes, covering 20,732 hectares of Waikirikiri Selwyn. Most schemes convey water to Te Waihora Lake Ellesmere via gravity, with the exception of Osbornes Drain, which is pumped. Council also manages two river protection schemes: Hororātā River and Bealey River (the second of which is specifically for flood protection).

Water Races Our water race schemes support farming by providing stock water supply. Over time, the water races have also become habitat for some protected freshwater species. The water race network supports an estimated 19 sites with high ecological value. We maintain three water race schemes in Waikirikiri Selwyn: Ellesmere, Malvern and Paparua, which generally service the plains areas. These schemes total approximately 1,700km of water races.