This section sets the baseline for our planning for the next ten years - in a nutshell, we're planning to continue to deliver our current services to the same standard, we're looking after our assets, we're completing renewals and providing additional infrastructure to help us be resilient to disaster, we are planning for growth, and we are working towards complying with changing government regulations. 

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We missed out on funding from the Provincial Growth Fund to develop a new spa in Te Aroha, but the business case is so strong that we think this is too good an opportunity to miss. The development of the spa is estimated to be up to $18 million, but we are proposing to stage the work, and have included $5.3 million in the draft budget to get started.

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We are facing some massive challenges with how we manage rubbish and recycling, and continuing to do what we’re doing is not an option. We’re proposing some major changes to kerbside collections from 2023, and to set up resource recovery centres to divert more waste from landfill.

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As we plan ahead and face challenges such as changing weather patterns and more frequent droughts, we are focusing on keeping infrastructure running smoothly and ensuring we can cater for growth. Most of our water supplies are sufficient for current and future needs, but Morrinsville needs improvement to ensure there is enough water for essential use all year round.

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Part of making our district ‘the place of choice’ means investing money in making our town centres more people friendly and welcoming. Along with our communities we want to make both immediate improvements to our CBDs (such as bins and lighting), as well as developing ‘master plans’ for our town centres, to be implemented over the next ten years or more.

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We asked the community what you want, and we heard that you want us to redevelop Tui Park (Te Aroha) into a bike skills park. We had also identified Tui Park as a suitable location for a dog park. We think these two things might both be possible.

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When we asked the community about the places that you play in 2020, walking and cycling connections were a strong theme. We’ve prioritised a steady investment in these over the next few years.

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We asked the community what you want, and we heard that you want a dog park in Swap Park. We’ve done the business case and adding a dedicated dog area to Swap Park stacks up, but we’d need to do some consultation and make policy changes first

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We heard some great ideas for Morrinsville as part of the ‘Your Voice Your Vision’ consultation in 2020. We also know that some of our recreation facilities in Morrinsville (like the pool and events centre) are nearing the end of their asset life. Instead of just replacing facilities when they are due for replacement, we think we should take a more strategic approach and look at all of Morrinsville’s recreation facilities

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The Te Aroha Library is a beautiful historic building – but it also needs earthquake strengthening and is not particularly fit for purpose. At the same time, the new day spa we’re proposing could impact on the existing facilities operating out of the Te Aroha Domain (such as the i-SITE and Museum). We think that instead of looking at each of these issues when they arise, we should be more strategic and review them at the same time.

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The Hauraki Rail Trail has been bringing economic benefits to Te Aroha since it was opened in 2015, and Matamata is also starting to see similar results. We want to investigate developing a cycleway from Morrinsville to Te Aroha to create a multi-day ride within the district, keeping visitors here overnight and contributing to the economy of all three of our main centres.

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One service we provide that many people don’t even know about is social housing for elderly people. We think it’s important that elderly people in our community have access to affordable, safe housing - particularly given the current housing crisis in New Zealand, so we want to investigate expanding our housing, and building new units that are modern, fit for purpose and meet the needs of tenants.

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We asked the community what you want Council to focus on, and we heard that you want a stage in the Matamata-Piako Civic and Memorial Centre. Some provisions were made in the original build for a stage to be added at a later date (e.g. plumbing and wiring). We think we should complete a business plan to get more detailed costs and see if building a stage stacks up.

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There are lots more ideas we really want to do (or in some cases, need to do to cater for growth) but we can’t do everything at once. So these are the projects that we think are important, and we’re planning to progress them within the next four to ten years. Our community will have another opportunity to comment on these closer to the time.

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Equally as hard as choosing what to prioritise, is choosing what isn’t a priority right now. We have prioritised the projects that we think the community needs (e.g. catering for growth) and those that we think will have the biggest benefits, to make Matamata-Piako the place of choice. This section outlines some high profile projects we have chosen not to include in the next ten years.

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You’ve told us that you want us to keep delivering our existing services, and you want them managed to at least the same standard – so that has been the starting point for our forward planning. We have also allocated $119 million over the next 10 years to improve some levels of service.

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We previously set a limit on annual rate increases at 4%, but keeping rates at this low level when costs have continued to increase. This section looks at what prudent limits on both our rates and debt should be. 

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See how all our plans and proposals add up over the next 10 years - including explanations of what is driving the large increase this year, and another 'spike' n 2023.

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The total proposed rates increase for this year is 11.85% – but 1.5% of that is expected to be covered by new ratepayers, as the district is continuing to experience strong growth. How that impacts different properties will vary - with some seeing an increase of more than 10%, and others seeing less. In this section you can view how the proposals will impact different property types, or search to see how the proposals for this year would impact your rates. 

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Ever wondered exactly how your rates are spent? This graph breaks down where every $100 of rates goes for both urban and rural properties. 

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To develop the above Consultation Document (CD) for the 2021-2031 Long Term Plan, Council must prepare and adopt the underlying information - such as growth projections for the district, identifying the signficant assumptions we're making in our forecasts, identifying what services we'll provide and to what standard, as well as a Financial Strategy and an Infrastructure Strategy. You can also read and make submissions on this underlying information. 

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The Revenue and Financing Policy aims to explain how we will fund the operating expenses and capital expenditure of our activities from the funding sources specified in the Local Government Act 2002 and Local Government (Rating) Act 2002 (LGRA 2002), and provide predictability and certainty about our sources and levels of funding.

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We review our fees and charges every year alongside our Annual Plan or Long Term Plan. This ensures fees and charges are kept up to date and reflect actual/reasonable costs and helps ensure new costs or processes are also covered. We're proposing changes to a number of fees and charges and want to hear what you think. 

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