Town Centre
Infrastructure
What we're proposing to reduce
We’re proposing to prioritise maintaining and renewing the existing infrastructure over doing any major upgrades.
In the last Long Term Plan there was strong community support for revitalising our town centres. We included over $3 million over five years for capital upgrades (things like bins, new footpaths, new street furniture, or other street infrastructure etc), as well as developing place plans for all three town centres.
Why are we proposing to reduce funding for this?
Over the last few years we’ve worked alongside the community to develop place plans (Pride of Place) for all three town centres. The direction from those plans hasn’t been about costly bricks and mortar improvements – but about partnerships and activities that create a sense of vibrancy and chances for people to connect. Based on that feedback, we’re proposing to prioritise maintaining and renewing the existing infrastructure over doing any major upgrades. This would mean removing the capital funding, but continuing with operational funding to deliver on Pride of Place.
Prioritise maintenance and renewals and Pride of Place
We’re proposing to prioritise maintaining and renewing the existing infrastructure over doing any major upgrades.
This would mean removing the capital funding, but continuing with operational funding to deliver on Pride of Place – focussing on making our towns vibrant places for people to connect.
Standard of service this would provide:
No change/minor improvement to town centres.
Impact on debt:
$Nil.
Average additional operating cost per year:
$123,000 per year over 10 years, the majority of which is funded from reserves rather than rates.
Average additional cost per property per year:
$0.20 per year over 10 years.
Town centre revitalisation project
The Long Term Plan included a town centre revitalisation project, including comprehensive engagement, designing changes with the community to reflect their aspirations for the CBDs.
This included both operational funding, maintenance funding and $648,000 per year for the first five years of capital funding for infrastructure upgrades.
Standard of service this would provide:
Improvement to town centres.
Impact on debt:
$3.4 million following completion in 2031/32.
Average additional operating cost per year:
$401,000 following completion in 2031/32.
Average additional cost per property per year:
$16.37 following completion in 2031/32.
Stick to the plan
If the community sees this project as a priority, we could keep capital funding in the Long Term Plan (as well as the operational funding and maintenance/renewal costs). Because costs have significantly increased over recent years, we’d need to increase the amount of funding to say $1m per year for the first five years, be able to do meaningful upgrades.
Standard of service this would provide:
Improvement to town centres.
Impact on debt:
$5.2 million following completion in 2028/29.
Average additional operating cost per year:
$566,000 following completion in 2028/29.
Average additional cost per property per year:
$23.10 following completion in 2028/29.
Other projects we're proposing to reduce
Stage for Matamata Civic Centre
We’re proposing that to keep costs down, we remove this project from our work programme and maintain the level of service we currently provide.
Te Aroha Spa
We are proposing to continue to explore options to help Te Aroha capitalise on its rich spa history and thrive as a tourist destination.
Read more...
Additional Playgrounds
We’re proposing that we limit new playgrounds to the planned, new playgrounds in Matamata and Te Aroha to keep costs down.
Roading Renewals
We’re proposing to spread out our road pavement renewal programme over a longer period. We would closely monitor the quality of the road network, and prioritise work to try and keep the roads to the current standard.
Walking & cycling improvements
We’re proposing that to keep costs down, we stop budgeting for new walking and cycling connections, and safety improvements for walking and cycling.
