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Otago Daily Times
24-06-2025
- Politics
- Otago Daily Times
Claim reform benefits being undermined
A "concerted" misinformation campaign around new water reforms is taking the blame for Waitaki residents not believing the benefits of creating a multi-district water company to run things, the mayor says. As part of the government's Local Water Done Well reforms local authorities need to change the way drinking water, wastewater and stormwater services are delivered. In Waitaki, three options are being considered for the future management of water services: in-house; a council-controlled organisation (CCO) wholly owned by the Waitaki District Council; and a joint CCO co-owned with three other councils. Waitaki District Mayor Gary Kircher said he was concerned about how many submissions might have been affected by the dissemination of wrong information. "It has been very unfortunate that there has been a concerted attempt to provide incorrect information and assumptions to the wider public which have not only misrepresented the actual facts, but they have also contradicted the base facts of the case," Mayor Kircher said in a council report. "It has clearly skewed the results and fed into people's natural concerns about change. "These implications raised by submitters' concerns will need to be considered and they will. "At the end of the day, we must do the best we can for our ratepayers and whether that means retaining water services or giving them up, it is my expectation that every councillor and I will do our best to deliver the best decision for long-term quality and affordability over the next 50 years or more." The council's preferred choice would have Waitaki establish a CCO with the Gore, Central Otago and Clutha District Councils in a proposal called Southern Water Done Well (SWDW). Mr Kircher said economic consultancy Infometrics was employed to "better inform" both councillors and the public about each option, the company's chief economist, Brad Olsen, concluding the SWDW proposal offered "a compelling solution" to the problem. However, mayoral candidate David Wilson said residents had given a clear "keep our waters local" message to the council. "It is insulting to imply that the submitters didn't know what they were talking about. Many of the most knowledgeable and wise people in the district responded. "The message of the people was clear." Just over 300 submissions were received, just half the amount council received during its recent submission period on the district plan. The clear winner in the popularity stakes was the in-house option, which is favoured as the first choice of 54% of submitters. The stand-alone option was favoured by 21% of submitters, the council's preferred SWDW option was favoured by 15% of submitters and 10% favoured the South Canterbury option involving a combined CCO with the Waimate, Timaru and Mackenzie councils. This was included in consultation documents even though none of those councils included Waitaki in their own consultations. Overall, "75% of submitters said they opposed collaboration between councils, with the strongest concern registered as losing local control (83%), followed by lack of transparency (64%), increased costs (60%) and 16% of submitters concerned about changes to water quality", the council 's report said. The Waitaki District Council has conducted deliberations on the proposal over the past two days, advisers from Morrison Low attending yesterday. A final decision will be made at a council meeting on July 8. The water services delivery plan must be submitted to the Department of Internal Affairs by September 3.
Otago Daily Times
07-06-2025
- Business
- Otago Daily Times
Economist backs new water services model
One of New Zealand's best-known economists is backing the maths behind a move to shift control of Waitaki's water services and assets to a new company, jointly-formed by four Otago district councils. With water charges due to come off rates bills from the 2027 financial year because of changes to government regulations, Infometrics chief economist Brad Olsen has voiced strong support for Southern Water Done Well's preferred water services delivery model, saying it offered the "best pathway" to safe, reliable water services and long-term financial benefits for the districts involved. SWDW's four partner councils — Waitaki, Gore, Central Otago, and Clutha district councils — are consulting on options for the future delivery of water services to meet the government's Local Water Done Well legislation. Their preferred delivery model is a jointly owned council-controlled organisation (CCO) covering all four districts. The other three options being consulted on are a standalone Waitaki CCO, an in-house business unit, and in the case of WDC only, a joint CCO with Mackenzie, Timaru and Waimate districts. At a recent meeting of Southern Water Done Well (SWDW) elected politicians and senior staff, Mr Olsen outlined what he felt were the positives of the joint CCO option. Mr Olsen said one of the "most compelling" advantages was the leap in bargaining power, a media statement issued by the SWDW group said. Individually, the four councils each represent just 1% to 2% of the South Island's population. However, by forming a jointly owned council controlled organisation, they collectively represent 6.6% of the South Island's population. "That shift in scale is transformative. "In a tight infrastructure market, scale gives you options and leverage." SWDW, through Wellington-based consultants Morrison Low, has modelled all of the options, for water charges in 2027-28 and 2033-34 years in the Waitaki district. Mr Olsen noted SWDW's deliberately conservative approach to financial modelling for the jointly owned CCO. While short-term financial gains might be modest, water assets were long-term (20 years+) and by year 20, modelling for other joint water services delivery entities showed potential savings of up to 20% compared with going it alone. "Even under these conservative assumptions, the numbers still stack up." The conservative modelling projects 15% to 16% operating and capital efficiencies being achieved over "roughly a decade, which is a similar timeframe to achieve efficiencies as seen in other spaces". WDC's public consultation on the four options ends today at 5pm. Water options Water options considered (prices per year) Joint ''Southern Water Done Well'' 2027-28 2033-34 Joint council CCO (SWDW) $2168 $2894 Stand-alone CCO $2466 $3754 In-house business unit $2269 $3093 The South Canterbury council's model 2027-28 2033-34 In-house business unit $2041 $2924 Joint council $2269 $3093
Otago Daily Times
03-06-2025
- Business
- Otago Daily Times
Joint CCO best water option: Infometrics
A leading economist has voiced strong support for Southern Water Done Well's preferred water services delivery model, saying it offers the best pathway to safe, reliable water services and long-term financial benefits for the southern region. At a recent meeting of Southern Water Done Well (SWDW), political leaders and senior staff heard from Infometrics chief executive Brad Olsen and his views on water reforms. Southern Water Done Well project leader Andrew Strahan said Infometrics was provided with documents to review. Those included the latest Morrison Low report, which included work last year for the group of eight Southland and Otago councils, a peer review of the benefits, briefings for elected members and consultation documents. SWDW's four partner councils — Waitaki, Gore, Central Otago and Clutha district councils — are consulting on three options for the future delivery of water services to meet the government's Local Water Done Well legislation. Their preferred delivery model is a jointly owned council-controlled organisation (CCO). The Infometrics chief executive and principal economist agreed, saying it provided a strategic, carefully considered approach to meeting future water services challenges. "Status quo is just not going to cut it any more. And if it does, it'll become so expensive that the community won't tolerate it ... the government clearly isn't tolerating it already. "So, effectively, things needs to change." One of the most compelling advantages of SWDW's preferred model was the leap in bargaining power it delivered. Individually, the four councils each represented just 1% to 2% of the South Island's population, placing them 13th to 18th out of 23 South Island councils, in terms of scale. By forming a jointly owned CCO, they collectively moved into the fourth-largest position, representing 6.6% of the South Island's population. "That shift in scale is transformative," said Mr Olsen. "It gives councils and their communities far greater influence when negotiating with contractors, accessing skilled staff and securing funding. In a tight infrastructure market, scale gives you options and leverage." Even greater efficiencies would be gained if other councils were accepted into a jointly owned CCO at some point in the future. Mr Olsen noted SWDW's deliberately conservative approach to financial modelling for the jointly owned CCO and emphasised the importance of looking long-term. While short-term financial gains might be modest, water assets were long-term (20 years+) and by year 20, modelling for other joint water services delivery entities had shown potential savings of up to 20% compared to going it alone, he said. Just as significantly, the joint approach improved resilience, attracted talent and helped councils meet more demanding compliance standards without overburdening local ratepayers. Mr Olsen believed there was potential for even greater gains beyond initial projections. "We've reviewed the assumptions, and they're conservative. That's appropriate, given the significant changes that have to happen, but even under these conservative assumptions, the numbers still stack up." The conservative modelling still projected 15%-16% operating and capital efficiencies being achieved over "roughly a decade", which was "a similar timeframe to achieve efficiencies as seen in other spaces". Morrison Low's modelling of the benefits of a jointly owned CCO shows SWDW consumers would save $44 million by 2033-34 compared to where costs would otherwise increase to. In its first 10 years, the jointly owned CCO would deliver $82 million in savings to consumers. Olsen also highlighted that the proposed model retained community ownership while delivering greater long-term benefits through scale and co-ordination. Southern Water Done Well's preferred delivery model gave councils the scale, flexibility and financial sustainability they simply could not get on their own while retaining community ownership and voice, Mr Olsen said. Southern Water Done Well consultation closes this Friday.
