Elected members governing and working in our new committee structure
I am looking forward to seeing the new Smart growth, Smart spending and Operational excellence committees bed in, proactively lead the agenda for the topics that should come to them and settle into the routine of workshops and meetings. Constantly asking ‘how does this decision improve things for our community’ or ‘are we dealing with with the right priorities’ should be our key questions.
Ensuring that we are getting the information needed to govern and the time to consider the information and make good, considered decisions will be essential for some of the key decision we will need to make this year.
Transparency and trust
By continually talking to the issues, being open, listening to concerns and responding, we aim to increase the level of trust that our community has in us.
Landing a new chief executive
We are well under way to ensure we have a good set of hands at the helm in the short term and an excellent set of applicants for the substantive role. The recruiter we will select needs to absolutely nail the brief, and draw out of us exactly what we feel we need in the next incumbent, chip in with some additional helpful suggestions and work as an effective partner as we draw up position descriptions, performance measures, refine our choices from the applicants, progress to interviews and make our selection for Mike’s replacement.
Annual Plan 26-27
In the short term, we need to look at cost savings for the coming annual plan to keep rates rises affordable. We have now got a good breakdown of the organisations operating expenditure and we will discuss how we identify reductions that could and should be made.
Long Term Plan 2027-37 delivering more for less
I believe we need to be ambitious in delivering great value outcomes for our community and that this should be the key theme for this LTP that will have to accommodate rate capping requirements. I will ask all councillors and staff to use this lens and make constructive suggestions as to how we do this and I’m confident our community will add their own. It may well involve new thinking, new ways of working and new partnerships but this is our opportunity to demonstrate what good, responsible, fit for purpose local government looks like.
Shotover Wastewater Plant effluent disposal
I firmly believe we end to up with a better option than the ones currently before us, recognising it needs to be a workable one that best meets the expectations of our community and treaty partners.
Project Pure Wastewater Plant
We need to understand the implications of the failure of the disposal field last year, learn lessons and make sure we have contingency plans for foreseeable failures.
Otago Central Lakes Regional Deal
We are looking forward to a response from government to our "pitch" so we can understand their priorities and work to agree action that will make a clear difference to public transport, health provision, affordable housing, and our ability to fund infrastructure across the district.
I’m looking for clear outcomes that deliver in the short to medium term, rather than plans to make plans.
Water services council controlled organisation
In the coming weeks we need to have a meaningful discussion and give direction around the selection and appointment of directors and the constitution of this new organisation that will operate and manage our drinking, storm and wastewater network across the district.
We need to be confident that the organisation is being set up for success and will add value for our ratepayers.
Wānaka Airport masterplan
Councillors are due to be briefed with the outcome of the community engagement process undertaken last year and are keen to see the recommended future direction for WKA.
Hopefully the consultants have read the room of community sentiment.
Simplification of local government
Once we have the output from government that identifies which activities will still be undertaken in the regions, I’d like to see a region wide workshop involving ORC and district council elected members to land on sensible structures in response to governments plan to abolish regional councils.
River crossings
Additional Kawarau crossings — how do we best progress an active transport crossing from the southern corridor and what appetite would there be for a privately funded toll road/bridge along the often mooted route from the southern end of Lake Hayes, across and then along the true right of the Kawarau linking to the state highway south.
■ Edith Cavell bridge — we need to work hard to explore how to bring this much needed upgrade forward.
■ Albert Town and Luggate bridges — upgrades to these are imperative as pressure is placed on the district to meet the governments housing growth agenda. We need to lead the conversations that highlight the urgency for action.
That’s the year ahead for now, going to be a busy one.
