Tasman District Council Strategic Priorities
This page sets out Tasman District Council's eight Strategic Priorities.
About the Strategic Priorities
Adopted in May 2014, these priorities have influenced the full review of the Council’s budgets and work plans that is was used to prepare the 2015-2025 Long Term Plan.
- Develop a new financial strategy so that the trend of increasing debt that was forecast in the 2012-2022 LTP is reduced; the reliance on debt for capital renewals is decreased; investment performance is improved; funding sources are equitable; rating affordability is taken into account; and the Council’s ability to cope with risks is enhanced.
- Take a ‘return on investment’ approach to transport and utilities projects so that our capital works programme is prioritised based on the further investment it will attract (how much how soon); Council’s other investments are leveraged; and operational efficiencies and other benefits are achieved through our renewals programme.
- Limit capital investment in new community facilities to those that create a Council asset and ensure that priority is given to improving the benefits of past investments; achieving a high level of co-investment by others; ensuring that levels of service meet current and foreseeable needs; and rationalisation of assets and/or reducing ongoing operational costs.
- Focus our policy work on ‘enabling’ so that growth and development is encouraged in those places where others will invest and/or where the return on other Council investments is maximised, while ensuring that any adverse environmental impacts of growth and development are mitigated.
- Be good regulators so that those who seek to use the natural environment, or to develop the built environment, get consistent, timely and correct advice and decisions at a fair cost.
- Build partnerships of mutual benefit so that the benefits of collaborating and cooperating with iwi, other organisations and individuals are realised, the processes are streamlined and there is clear accountability – while ensuring that funding of out of District assets and activities does not compromise the financial strategy.
- Support for business and industry so that the economy grows as a result of the strategic way we undertake environmental and spatial planning, provide infrastructure and deliver good regulatory processes and systems – as well as encouraging innovation and high value jobs.
- Be committed and disciplined so that the Council’s (and the community’s) time and resources are focused on the actions that will achieve its goals and are not wasted on proposals that do not directly support this strategy; and by being clear about the activities that Council no longer wishes to carry out.