VolumeOne of The Draft Annual Plan

2013/2014
m A i n tA i n i n g m o m e n t u m
volume
An overview oF 2013/2014
tHe DrAFt AnnuAl PlAn 2013/2014 volume 1
HE MIHI
Tr t waka te hoea ake e koe i te moana o te Waitemat kia mai r ki te kau i kahu. Ki reira, ka mihi ake ai ki ng maunga here krero, ki ng pari whakarongo tai, ki ng awa tuku kiri o na manawhenua, na mana -iwi taketake mai, tauiwi atu E koro m, e kui m i te whi ngaro, ko Tmaki Makaurau t koutou i whakarere iho ai, ki ng reanga whakaheke, ki ng uri whakatupu ki t iti, ki t rahi. Tmaki makau a te rau, murau a te tini, wenerau a te mano. Khore t rite i te ao. T ahureinga titi rawa ki ng pmanawa o mtou kua whakakinga ki roto i a koe. Kua noho mai koe hei toka herenga i mtou manako katoa. Kua hia nei mtou e koe ki te korowai o t atawhai, ki te huru o t awhi, ki te kuku rawa o t manawa. He mea tturu tonu whakairihia, hei thuhu m te rangi e t iho nei, hei whriki m te papa e takoto ake nei Kia kpakina mtou e koe ki raro i te whakamarumaru o u manaakitanga. E te marae whakatut puehu o te mano whioio, e rokohanga nei i ng muna, te huna tonu i whruarua i ng hua e taea te hauhake i mra kai, i ng rawa e hei te kekerihia i pkoro. Te mihia nei koe e mtou. Tmaki Makaurau, ko koe me t kotahi i te ao nei, nku te mringanui kia mhio ki a koe, kia miria e te kakara o te hau pangi e kawe nei i rongo. Ka whtiki nei au i taku hope ki ng pepeh o onamata, ki ku tmanako m pp me ku whakaritenga kua tutuki m te r nei. Tmaki Makaurau, tukuna t wairua kia rere.
PArt i: An ovErvIEw of our drAft AnnuAl PlAn 2013/2014
Let your canoe carry you across the waters of the Waitemat until you make landfall at kahu. There, to greet the mountains, repository of all that has been said of this place, there to greet the cliffs that have heard the ebb and flow of the tides of time, and the rivers that cleansed the forebears of all who came those born of this land and the newcomers among us all. To all who have passed into realms unseen, Auckland is the legacy you leave to those who follow, your descendants the least, yet, greatest part of you all. Auckland beloved of hundreds, famed among the multitude, envy of thousands. You are unique in the world. Your beauty is infused in the hearts and minds of those of us who call you home. You remain the rock upon which our dreams are built. You have cloaked us in your care, taken us into the safety of your embrace, to the very soul of your existence. It is only right that you are held in high esteem, the solid ground on which all can stand. You bestow your benevolence on us all. The hive of industry you have become motivates many to delve the undiscovered secrets of your realm, the fruits that can still be harvested from your food stores and the resources that lie fallow in your fields We thank you. Auckland you stand alone in the world, it is my privilege to know you, to be brushed by the gentle breeze that carries the fragrance of all that is you. And so I gird myself with the promises of yesteryear, my hopes for tomorrow and my plans for today. Auckland let your spirit soar.
tHe DrAFt AnnuAl PlAn 2013/2014 volume 1: an overview of 2013/2014
About tHIs drAft AnnuAl PlAn

This is Auckland Councils draft annual plan covering the period 1 July 2013 to 30 June 2014. It represents year two of our Long-term Plan (LTP) 2012-2022, updated for better information and some proposed changes in priorities and policies outlined in the LTP 2012-2022.
This draft annual plan has been shaped by Auckland Councils vision for the future outlined in our key strategic planning documents, the Auckland Plan (adopted in March 2012) and the LTP 2012-2022. It has also been influenced by our commitment to Mori and customer transformation. In preparing this draft annual plan, the council has reviewed its operating costs and revenues with the aim of reducing the rate requirement to a level closer to the rate of inflation. This exercise was about refining budgets and looking for savings that did not compromise our strategic priorities. The outcome of this review was a proposed average rates increase of 2.9 per cent for 2013/2014, with only minor reductions proposed to some service levels. This draft plan was approved by the governing body on 19 December 2012 for consultation commencing on 24 January 2013. We are now seeking your feedback on this draft plan. The consultation process is a key way for you to participate in council decision-making. Once finalised the plan will provide a basis for ensuring the council remains accountable to the community. This will primarily be achieved through reporting back on progress against the plan via our Annual Report 2013/2014 which will be delivered in September 2014.
To request a Microsoft Word or large print version of this document, please email annual.plan@aucklandcouncil.govt.nz or call 09 301 0101.
How tHIs PlAn Is ArrAngEd

volume 1: An overview oF 2013/2014
This volume is divided into four parts: Part I provides context and background to the plan. It outlines our proposals for the year, and how to tell us what you think about our proposals and how to give feedback during the consultation process. Part II covers the activities and services of Auckland Council, including key projects and financial and performance information. Part III contains information on our council-controlled organisations (CCOs). Part IV is the appendices and presents the structure of and contact information for the organisation, a glossary of terms and a submission form.
volume 2: locAl boArD inFormAtion AnD DrAFt Agreements

This volume is divided into two parts: Part I provides information on the decision-making responsibilities of local boards, the development of local board plans and agreements and a summary of planned expenditure for 2013/2014 across all local boards. Part II contains specific information for each of the 21 local boards, including a draft local board agreement that contains detailed information about local activities and the corresponding budgets for 2013/2014, along with an introductory section that provides context for the draft agreement and sets out proposed changes to 2013/2014 budgets and new advocacy areas for consultation.
volume 3: FinAnciAl inFormAtion, cHAnges AnD AmenDments to tHe long-term PlAn

In addition to the draft annual plan, the council is consulting on changes and amendments to the LTP 2012-2022. These are contained within parts III and IV of this document. This volume is divided into five parts: Part I contains detailed financial statements for the Auckland Council, including statements by parent and group and significant forecasting assumptions. Part II provides updated information on rating policy and other rates related policies. Part III identifies changes and amendments to financial policies in the LTP 2012-2022. Part IV contains a proposal for Regional Facilities Auckland to grant the proceeds of a land sale to the Counties Manukau Pacific Trust to fund the second stage of the TelstraClear Pacific Events Centre development. Part V contains the Auditor-Generals opinion on the councils statement of proposal in part IV. The full financial and non-financial policies can be found in Volume Three of the Long-term Plan 2012-2022.
ContEnts of tHIs voluME

Message from the mayor Message from the chief executive Strategic context What we are planning for 2013/2014 How to have your say Financial overview 8 9 10 14 28 30
PArt ii: our ACtIvItIEs

Introduction to themes and groups of activities Governance theme Planning theme Commercial and investment theme Economic development theme Built and natural environment theme Solid waste theme Stormwater and flood protection theme Water supply and wastewater theme Transport theme Community theme Lifestyle and culture theme Corporate support theme Prospective consolidated activities statement Capital projects for 2013/2014 35 37 46 51 58 72 86 90 97 104 117 137 164 169 172
PArt iii: CounCIl-ControllEd orgAnIsAtIons (CCos)

Overview The substantive CCOs The non-substantive CCOs 187 187 191
PArt iv: APPEndICEs

How the organisation is structured How to contact the council Glossary of terms Submission form 193 199 200 204
MEssAgE froM tHE MAYor

Maintaining momentum With input from tens of thousands of Aucklanders, we put in place the Auckland Plan last year, our roadmap to becoming the worlds most liveable city. We then formed our Long-term Plan (LTP) 2012-2022, the implementation plan for the first 10 years of the Auckland Plan, which outlines the projects we are going to deliver over that time and, most importantly, how we are going to pay for them. This draft annual plan represents year two of the LTP 2012-2022 and we are committed to delivering many of the projects that will enable us to build the vision and cater for the forecast growth over the next 30 years. The two key focus areas for the next few years are transport and the economy. The City Rail Link is our most important transformational project. As well as faster and more frequent rail journeys across the entire rail network, it will bring economic and transport benefits of up to $3.8 billion. In the draft Annual Plan 2013/2014, we will continue the work on designating and securing the route for the rail link. Other major transport projects include improving our bus network, Aucklands new electric trains, the Auckland Manukau Eastern Transport Initiative (AMETI) project and the Albany Highway upgrade. Job growth is supported by our ongoing investment in attracting both domestic and international visitors, nurturing the marine and food industries, and the development of the innovation precinct in the Wynyard Quarter. Planning for Aucklands long-term future is hugely important at a regional level and so is building strong local communities the hundreds of villages that make up Auckland. Councillors and local board members are very conscious of this, and more than $175 million of investment expenditure in local libraries, parks, recreational, arts and cultural facilities is planned for 2013/2014. Investment in our future, and delivery of these regional and local projects and activities, has to be balanced with financial prudence. The first two years of the Auckland Council have been challenging, as we brought together eight different councils and their previous commitments. Despite the challenges, we have absorbed the inherited $78 million cost of amalgamation and found $1.7 billion of cumulative saving and efficiencies over the 10 years of the LTP 2012-2022. I have consistently indicated that I saw the LTP 2012-2022 forecast rate increases as starting points and that we should seek to drive these down each year in the preparation of the annual plan. In the LTP 2012-2022, the 2013/2014 year was forecast to have a 4.8 per cent rates increase. After a detailed review of our costs, we have managed to achieve a projected rate increase of 2.9 per cent. This is the third straight year of falling increases 3.9 per cent, 3.6 per cent and now 2.9 per cent. Much of this cost reduction has been achieved with little impact on council services. We have reduced some corporate costs and also focused on delivering services by staff rather than through consultants. However, there are some changes that will have service impacts in some parts of Auckland. For example, only the previous Auckland City Council mowed street berms, whereas the other councils did not. This is proposed to be removed, so that all parts of Auckland are on an equal footing. Some fees have been reviewed and these proposals, along with the changes in service levels and overall budget, are now open to your feedback. I look forward to hearing your views.
Len Brown Mayor of Auckland
MEssAgE froM tHE CHIEf ExECutIvE

LTP 2012-2022 on track with second full-year annual plan (2013/2014) The annual plan will continue delivering on the ground in line with the direction set by the Auckland Plan and LTP 2012-2022. In order to be successful and move ahead, Auckland needs to invest in the infrastructure our region needs to be competitive. But the council also needs a balanced operating budget. The council is prudent about how it spends ratepayers money and operates within its means. This plan shows our continued focus on reducing costs and being more efficient, to drive rates as low as possible while maintaining high service levels. Auckland is a city typical of growing metropolitan regions which use debt to serve the needs of a large urban population. I acknowledge that the councils debt levels will necessarily increase over the coming years. Its important to remember that we believe this debt is affordable. Debt is primarily being used to fund growth and transformational projects that will benefit current and future generations. The lack of coordination before amalgamation now sees our region investing to catch up, particularly in transport infrastructure. But we always use debt responsibly - the fairest way to pay for our future, and get things moving. The forecast rates increase of 2.9 per cent for 2013/2014 compares with the 5.7 per cent average annual rates increase from 2002 to 2010 of the former Auckland region councils, clearly demonstrates the benefits of amalgamation. We can all be very proud that the council is delivering better value while increasing our investment levels in Aucklands future. Weve had to take a hard look at where we can find further savings and efficiencies to secure rates at this lower level. Savings in this annual plan build on the $131 million of savings per annum that the council has found since its inception in November 2010. There will be more to come. To this end, Auckland Council has made a small number of changes to the services we offer. The governing body (the mayor and councillors) tried to be fair, and made trade-offs which balance the impact on service levels against the impact of increase for ratepayers. We need your input on these proposals to make the best choices for our region. I want to emphasise that no decisions will be made on these trade-offs until we hear what Aucklanders think early in 2013 and any proposed changes to services will only happen after the annual plan is adopted in June. Id like to acknowledge our hard-working staff who have been involved in identifying rates reduction options for 2013/2014, without losing sight of what we still have to deliver in 2012/2013 and our responsibilities to residents and ratepayers. The council is committed to the mayors vision to create the worlds most liveable city. We will continue to invest in an integrated transport network, and other projects and initiatives that boost our economy and create jobs. Rates will be kept as low as possible, even as we provide quality services and facilities for our communities. This document outlines how we plan to achieve that balancing act in a fiscally prudent and responsible manner.
Doug McKay Chief Executive of Auckland Council
strAtEgIC ContExt
This draft annual plan has been shaped by Auckland Councils vision for the future outlined in our key strategic planning documents, the Auckland Plan (adopted in March 2012) and the Long-term Plan (LTP) 2012-2022. These set clear goals and outcomes which the community want us to achieve. The plan also reflects our commitment to our Mori identity as a city and advancing the position of Mori in our community. Together, these provide the overarching strategic direction for our decisions, projects and priorities.
4. a well-connected and accessible Auckland 5. a beautiful Auckland that is loved by its people 6. a culturally rich and creative Auckland 7. Te Hau o Te Whenua, Te Hau o Te Tangata a Mori identity that is Aucklands point of difference in the world. For further information on the community outcomes, see part II of this volume.
trAnsForming our customer service

To achieve on the Auckland Plan, the council is improving its capability to deliver better customer experiences, and value for money for ratepayers and residents, through a transformation programme. Two years ago, Auckland Council was formed out of the amalgamation of eight different councils. This meant bringing together many different organisations operating systems. By May 2012, we had put in place innovative governance and planning, held the Rugby World Cup 2011, re-valued 510,000 of our citys homes, and much more, all while maintaining services. Behind the scenes, we have successfully amalgamated the various councils finance, payroll, HR, procurement and communications functions and systems, and all our websites. However this work is ongoing and the transformation programme will continue over the next 3-5 years to deliver value to the community, more efficiency, a better customer experience, simplified and more user-friendly systems including self-service systems. Operating more effectively is crucial to controlling our costs. In future this will mean greater use of technology, sharing backroom services across the council and building a culture of improvement and performance.
imPlementing tHe AucklAnD PlAn

The Auckland Plan is the councils strategy to make Auckland an even better place than it is now, and create the worlds most liveable city. It describes the kind of place Aucklanders have told us they want, and outlines what is needed to achieve it. We are implementing this vision year by year though a number of outcomes, strategic directions and priorities. You can read more about the outcomes in this section Introduction to themes and groups of activities in part II of this volume. These activities have shaped the development of this plan and been reflected in the themes, activities and budgets of the council projects. Further work is being done to ensure stronger alignment to the Auckland Plan in future annual and long-term plans. The seven community outcomes below are the key goals of the Auckland Plan. They are what we want Auckland to be in 2040, and they have guided our decision-making for this Annual Plan. They are: 1. a fair, safe and healthy Auckland 2. a green Auckland 3. an Auckland of prosperity and opportunity
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PArt i: strAtEgIC ContExt
The auckland Plan is The councils sTraTegy To make auckland an even beTTer Place Than iT is now
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our commitment to mAori

Auckland Council is committed to meeting its responsibilities in relation to Te Tiriti o Waitangi/the Treaty of Waitangi and its broader legal obligations to Mori. It recognises these responsibilities are distinct from the Crowns Treaty obligations and fall within a local government/Tmaki Makaurau context. The council will work to ensure its policies and actions consider the protection and recognition of Mori rights and interests within Tmaki Makaurau, and how to address and contribute to the needs and aspirations of Mori. These commitments are articulated in the councils key strategic planning documents the Auckland Plan and the Long-term Plan 2012-2022. The overarching outcome being sought is a Mori identity that is Aucklands point of difference in the world. The councils strategic direction is to enable Mori aspirations through recognition of Te Tiriti o Waitangi/the Treaty of Waitangi and customary rights. As part of our commitment to Mori, the funding and scope of the following mayoral priority project areas in the annual plan will be investigated to determine their contribution to Mori outcomes, and opportunities will be identified where this contribution can be enhanced. The priority project areas are: major events a Mori event transport, walking and cycling infrastructure Te Reo signage/narrative, Mori design and public artworks Southern Initiative investigate Mori interests Unitary Plan funding of mana whenua engagement, use of iwi management plans; sites of significance and other Mori provisions Tamaki Transformation project affordable housing, Marae and associated education and cultural facilities stormwater investment incorporate Matauranga Mori.
The council is subject to a wide range of legal obligations in relation to Te Tiriti o Waitangi/the Treaty of Waitangi and/or to Mori. There is no one source of the councils legal obligations and these arise in different ways under a wide range of legislation. In responding to the councils commitment and legal obligations, we have developed a Mori Responsiveness Framework, focused on enhancing and guiding the Auckland Councils commitment to Mori.
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PArt i: strAtEgIC ContExt
The council works to ensure the integration of Mori Responsiveness goals as part of our decision-making processes, policy thinking, capability building and provision of services, as well as being a good employer for Mori. The council also recognises the important role the Independent Mori Statutory Board (IMSB) plays in advocating for issues of significance for Mori and ensuring the council fulfils its statutory obligations to
Mori, including statutory provisions related to Te Tiriti o Waitangi/the Treaty of Waitangi. The council is committed to working with the IMSB to achieve its purpose.
tHe mAori resPonsiveness FrAmework is DePicteD in tHe Following DiAgrAm:
tHe worlDs most liveAble city te PAi me te wHAi rAwA o tAmAki

The Abundance and Prosperity of Auckland
e te tiriti o wAitAng nAbl i e

racy moc De n ni
An Em
Effective Mori Pa rtic ipa tio
red we po
le mAori outcomes enAb
e Ao mAori vAlue t
nisation Orga
S tr
ong
M o r i C o m m u niti e s
Ful F
s il st iton Atutor ori obligA y mA
frAMEwork drIvErs
Enable Te Tiriti o Waitangi / the Treaty of Waitangi outcomes. Enable Mori outcomes. Fulfil statutory Mori obligations. Value Te Ao Mori.
frAMEwork goAls
Effective Mori participation in democracy. An empowered organisation. Strong Mori communities.
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wHAt wE ArE PlAnnIng for
tHe Following Are our key Projects For 2013/2014 to work towArDs tHe goAls oF tHe AucklAnD PlAn:
2013/2014
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PArt i: wHAt wE ArE PlAnnIng for 2013/2014
HAvE Your sAY, go to www.AuCklAndCounCIl.govt.nz/AnnuAlPlAn
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govErnAnCE
kEY ProjECts
The council enables decision-making and action by, and on behalf of, communities to promote the well-being of Aucklanders now and for the future. Preparing for and conducting the 2013 local government elections will ensure our governance arrangements are both representative and effective. Aucklands mana whenua groups are represented on a selection body that appoints the IMSBs nine members. Board members serve a three-year term of office. The council will support the selection body to appoint the IMSB 2013-2016. Reviewing the performance of our councilcontrolled organisations (CCOs), including directors remuneration and our smaller CCOs inherited from the previous councils, will ensure appropriate oversight and management of our CCOs activities.
PlAnnIng
kEY ProjECts
The council is involved in a wide range of planning and regulation activities to protect and enhance Aucklands natural and built environment, protect public health and safety, and ensure that Auckland is an attractive and desirable city that copes well with pressures from development and growth. The development of Auckland Councils first Unitary Plan will combine the best of our existing district and regional plans with the direction of the Auckland Plan to provide consistent, clear and simplified rules on what development can happen and where. While funding was provided in the LTP 2012-2022, additional resourcing is essential ($753,000) for more extensive community engagement to deliver this complex and challenging piece of work within the tight deadline. The Auckland Plans Development Strategy sets out how Auckland will change and grow over the next 30 years. Given population growth, Auckland needs to enable balanced residential and business growth in existing urban areas and in new greenfields areas. The council is committed to providing 60 per cent to 70 per cent of total new dwellings inside the existing urban area. The Development Strategy Action Plan seeks to increase the supply of housing and to ensure it becomes more affordable for people on low to middle incomes. Implementing the Auckland Plan includes the development of supporting strategies and action plans such as the Children and Young People Strategic Action Plan, the Community Development Strategy, the Housing Strategic Action Plan and the Arts and Culture Strategy. Area plans will help to implement the directions and outcomes of the Auckland Plan at a local level and reflect aspirations in the local board plans. The Southern Initiative is one of the two place-based initiatives in the Auckland Plan designed to boost educational achievement, economic development, job growth, increased public transport, better housing and improved social conditions for children and families in the south. In 2013/2014, we will implement actions and initiatives as part of our multi-sector action plan. The LTP 2012-2022 included funding to enable the council to investigate, and consult upon, selected alternative funding options for transport. Further work will be done to enable the council and other transport funding and delivery agencies to fund Aucklands transport needs.
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CoMMErCIAl And InvEstMEnt

kEY ProjECts
The council uses the CCOs Auckland Council Property Limited and Auckland Council Investments Limited as well as a range of smaller scale commercial entities to optimise financial returns while supporting the achievement of the councils broader strategies. Continuation of the Hobsonville Marine Precinct (Yard 37) development ($9.5 million). Creating a dedicated environment for the marine industry, including boat building, maintenance, marine services and retail, which is projected to create up to 2000 jobs. Ongoing revitalisation of the Papatoetoe Town Centre ($500,000). The planned refurbishment of the existing mall will improve public safety, parking layout and pedestrian access to the stadium reserve. The project will also provide new housing. Continued development of Ormiston Town Centre ($2.4 million). Once complete, this will include retail, cafs, restaurants, commercial office space, medical facilities, housing opportunities and open spaces for recreation, library and a community/arts centre.
EConoMIC dEvEloPMEnt
kEY ProjECts
The council is committed to driving economic growth and development for the city. An economically vibrant Auckland will invest in people to boost skills and educational achievement, create jobs, grow existing and new businesses and attract more tourists and foreign investment to help deliver the step-change we urgently need. We can enhance our ability to compete internationally in tourism, major events, and business and sector development, thereby improving social and economic well-being for Aucklanders and New Zealand as a whole. Attracting and delivering major signature events such as the V8 Supercars, Asia Pacific Championship Ironman 70.3, World BMX Championships and the Pasifika Festival contributes to Aucklanders social and economic well-being through creating jobs and supporting local businesses. Promoting Auckland as a destination through the roll out of our Auckland Visitor Plan will help grow the visitor economy. This includes launching a new Great Walk product in Auckland and initiating a new, major international and domestic marketing campaign. Managing transformational projects that deliver on the City Centre Masterplan, the redevelopment of New Lynn and the revitalisation of the waterfront, helps promote Auckland as a key destination and events venue for businesses, residents and visitors. It is critical in creating a stunning and economically dynamic city centre full of life and activity. The next stage of sustainable urban transformation of the Wynyard Quarter is the central area. Progress on improving public access to the water will include the waterfront walkway and cycleway linking Wynyard Quarter to Westhaven and the Halsey Street upgrade. Our programme will continue to deliver diverse activities and events in the new waterfront area to attract visitors, interim uses and support local businesses.
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buIlt And nAturAl EnvIronMEnt

kEY ProjECts
The council aims to protect and enhance Aucklands natural environment by seeking to minimise the effects of development and pollution in the regions air, land and water resources and ensuring world class urban design in our built environment. The Built Heritage Protection Fund will provide $3.1 million this year for two area-based heritage assessments. The council will also be developing a policy to incentivise the protection and restoration of natural and historic heritage. Initiate development of a marine spatial plan for the Hauraki Gulf Marine Park. This plan will find ways to address existing problems and manage activities in the Gulf to reduce future negative impacts. Project Twin Streams is a restoration project carried out by the community and council on five streams in Waitkere. It is restoring 56 km of stream banks with native trees to improve water quality. The $1.5 million for this year will include funding riparian planting, weed control to help plants establish, communications on the project and coordination. Implementation of the Auckland Biodiversity Strategy that was adopted in July 2012. This includes developing a new Regional Pest Management Plan, managing threatened ecosystems, working with iwi to restore and enhance ecosystems and ongoing monitoring, reporting and reviewing of the Biodiversity Strategy.
solId wAstE
kEY ProjECts
Through this activity the council provides highquality refuse collection and disposal and aims to deliver these services more efficiently, find better ways to recover and re-use resources, and send less waste to landfill. Operating a $500,000 funding scheme in 2013 to seed fund community and business waste minimisation initiatives to reduce waste and encourage effective waste management. The 2013/2014 year will also see pilots and trials for new services which will be rolled out from 2015. These include services such as disposer pays charging for refuse using Radio Frequency Identification tags on bins and kerbside organics collections.
storMwAtEr And flood ProtECtIon

kEY ProjECts
The council manages stormwater infrastructure to protect people, property and the environment from the adverse effects of flooding, erosion, stream degradation and water pollution. Investing in our stormwater network ($17.8 million) to mitigate the erosion of streams and foreshore areas, and flooding potential, and improve the stormwater quality. This includes Ranfurly Road (tara) project (stages 3-6), South Street overland diversion (Papakura), Stanmore Road to Fife Street (Waitemat) and Karaka/Dominion (Devonport-Takapuna). Capital projects ($14.9 million) on the Flood Alleviation Programme that addresses and manages flooding in areas of Auckland. This includes Madills Farm and Freemans Bay. $800,000 will be spent on LaRosa Stream Day Lighting. Day lighting opens up piped streams, improving stormwater quality and creates recreational spaces around Aucklands waterways.
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wAtEr suPPlY And wAstEwAtEr

kEY ProjECts
Watercare works to deliver high quality, reliable and affordable water supply and wastewater services to Auckland. In addition to operating and maintaining the existing network, Watercare is working to provide for growth in the region. This year, Watercare will invest $342 million to renew and upgrade existing infrastructure and deliver new infrastructure. Key projects during 2013/2014 include an upgrade of the Mngere Wastewater Treatment Plant to cater for growth and protect the Manukau Harbour, progressing the installation of the Hunua 4 bulk water main to increase the security of Aucklands water supply, and planning for the Central Interceptor to cater for growth and reduce wastewater overflows to Waitemat Harbour.
trAnsPort
kEY ProjECts
The council is providing Auckland with a transport network that is safe and efficient to use. We also provide funding to Auckland Transport with the aim of connecting people and places with easy, affordable access to safe and sustainable transport choices. Continued investigation and property acquisition for the City Rail Link (CRL) project ($178 million). This includes protection of the route. The CRL enables a doubling of passenger rail services by making Britomart a through station rather than a terminating station. Completion of Phase one of AMETI ($85 million). This is a major, multi-year project that will deliver increased passenger transport, transport and growth demand management and economic opportunities for the south-east of the Auckland region. The first stage includes the Panmure Transport Plan to support business and the residential growth planned for Glen Innes, Panmure, Mt Wellington and Sylvia Park. Electrification of the rail network continues. The council is funding the new electric trains required ($154 million) and the upgrade of rail stations where necessary. Stage one implementation of the upgrade to the public transport network, with new services in south Auckland and new bus-rail interchanges at thuhu and Manukau ($5 million). This will provide a simpler, connected network with more frequent service options throughout the day. Upgrades begin to iconic Dominion Road ($9.2 million). This will improve bus speeds and reliability on this key transport route, new cycle routes improving safety and pedestrian facilities, creating even more of a thriving community. Upgrade and widening of Albany Highway, with over $32.1 million of investment planned during 2013/2014. This includes road cycle facilities and wider footpaths, with new medians for safety, undergrounding power and telecommunication lines with planting and landscaping to make the area more attractive. Continuation of the major upgrade of Tiverton Road and Wolverton Streets ($10.3 million). This will provide an improved and safer experience for all users of this busy 2.2km stretch of arterial road between New Windsor and New Lynn, while strengthening connectivity of the area and providing capacity for future transport demands. To support the new ferry service in Hobsonville, a park and ride facility will be developed, adding to the creation of a waterfront amenity for Hobsonville residents and connectivity to the CBD. Continued implementation of walking and cycling initiatives ($10.3 million). This includes improved and new school, community and business travel plans to provide greater transport choices to
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CoMMunItY
kEY ProjECts
Services provided under the community theme help create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders. Upgrade and expansion of regional cemeteries at Manukau Memorial Gardens and Waikumete to provide burial facilities that meet Aucklanders needs ($1.5 million). Initiatives to ensure Aucklanders are well-prepared to respond to an emergency, and to enhance rural fire readiness, are a key focus for Emergency Management. This year it includes investment in a public alerting system to advise the public and minimise the impact on Auckland. Over the next year, the council plans to spend up to $23.2 million on capital expenditure on new library development, including the completion of the Waiheke, and begin work on new libraries at thuhu, Massey-Westgate, Ranui, Devonport and Te Atatu. These facilities will provide much-needed additional capacity. Completion of a programme of social housing refurbishment and renewal works totalling $1.2 million to support low-income older people to be active and independent within their communities. The Youth Connections Programme (launched in June 2012 by the mayor) is a joint initiative between Auckland Council, the Tindall Foundation and Auckland Airport Community Trust to link school leavers with further education, training and employment. A key challenge will be bringing together the very different approaches to community development of the former councils and developing a consistent set of policies and delivery models. We will deliver programmes that strengthen and connect communities, with a focus on youth, migrants and those most in need; and to prevent and reduce violence, crime and injury, in delivering safer environments. Upgrade and develop new facilities to give the community places to meet and participate in activities. Key priorities in 2013/2014 are: upgrade of tara-Papatoetoe community facilities ($500,000) and assessing the need for a community facility in the Upper Harbour area.
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lIfEstYlE And CulturE

kEY ProjECts
The council supports a range of arts services and facilities across Auckland including galleries, events, museums, parks and the zoo to ensure Auckland is a dynamic, exciting and distinctive area in which to live, work and visit. Acquiring land for parks across the region ($36.4 million) to provide residents with quality open spaces for our growing city. Progressing with the upgrade of the Onehunga Bay foreshore, bringing back a natural coastal edge and creating recreational opportunities for the Onehunga and wider community. The park development will provide high-quality open space, beaches, a boat ramp and picnic areas. A new bridge will connect the new parkland to the Onehunga lagoon ($10.4 million). Redeveloping the Lopdell House precinct in Titirangi involving the build of a new carpark, the restoration of Lopdell Hall, the seismic upgrade and heritage restoration of Lopdell House and building a new gallery which will provide larger and climate controlled exhibition spaces ($6.4 million). Progressing development of the thuhu swimming pool ($8.4 million in 2013/2014) as part of the development of the thuhu Recreation Precinct, which also involves a new library and open-spaces. A new swimming pool in thuhu will fill a gap in the regional aquatic network and contribute to the development of the precinct as a hub of community activity and a focal point for thuhu. Commencing construction of the Glen Innes Music and Arts Centre, which when completed in July 2015, will be providing tailored programmes and experiences for young people in Glen Innes ($5 million). Upgrading and improving the acoustics in the Town Hall precinct to enable sound isolation between the Aotea Square, the Great Hall and Concert Chamber so the Town Hall can host multiple events at the same time without noise spilling into other rooms ($2.5 million). Commencing construction of the northern recreation facility in Albany ($10.6 million in 2013/2014), expected to be completed by 2015. It will provide a community hub at North Harbour Stadium with aquatic and fitness facilities for the Upper Harbour and Bays local board areas.
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kEY ConsultAtIon toPICs

Last year, Auckland Council prepared its first long-term plan (LTP), and as part of that held an extensive consultation process. We received 10,084 submissions and spent many hours listening to the communitys feedback before deciding on the final version of the LTP 2012-2022.
As this annual plan represents year two of the LTP 2012-2022, we are consulting primarily on those areas where we are proposing changes to the LTP 2012-2022. As set out earlier in this document, the proposed changes and amendments do not undermine the overall direction of the Auckland Plan and LTP 2012-2022 but are minor adjustments aimed at reducing costs (and therefore rates) and putting some additional resource into a few areas that have a shortfall. Much of the reduction in cost has been achieved by reducing some of our corporate costs such as information technology, legal services, human resources and communications. We have also reduced our consultant costs and, instead, will use existing staff resource to deliver projects.
rEduCtIon In sErvICEs
While many of the cost savings that were identified will not have any impact on frontline customer services, there are two areas that will impact on some members of the community and on which we would like your feedback. Mowing of berms in the former Auckland City Council area most of the former councils did not provide a berm mowing service but the former Auckland City Council did. This means that, currently, there are different levels of service across Auckland. We are proposing to remove the service from central Auckland, which will save all ratepayers $3 million. To extend the service to all of Auckland would cost approximately $12-15 million. Free music downloads at libraries currently library users can download three free pieces of music per week. This costs all ratepayers $205,000 per annum. We are proposing to cease this service. See submission question 1 in submission form on page 204.
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your rAtes in 2013/2014

The proposed average rates increase for 2013/2014 is 2.9 per cent, which is considerably lower than the 4.8 per cent projected for 2013/2014 in the LTP 2012-2022. This has been achieved by refining budgets and looking for savings that did not compromise the strategic intent of the LTP 20122022 and resulted in only minor reductions to some service levels. Your rates may increase by a higher or lower percentage than this, depending on your particular circumstances. In particular, the transition from the eight rating systems of the former councils into one system has resulted in significant changes to rates both up and down for many people. The councils Rates Transition Management Policy effectively spreads this impact out over three years. Rate increases for residential ratepayers will be capped at 10 per cent in 2013/2014, with rate decreases capped at 2.5 per cent to fund this. For business ratepayers, the impact of the move to the single rates policy will be phased in over three years, with one third of the change applying each year. Your rates are comprised of general rates that apply to all ratepayers, and targeted rates that apply to a subset of ratepayers. Your general rates include a fixed component (Uniform Annual General Charge or UAGC) of $363.35 (including GST) which will be paid by all ratepayers. This UAGC will be charged on each separately used or inhabited part of a property, e.g. each shop in a mall. The balance of the rates is spread across all ratepayers based on the capital value of their property; with different charges applying to different categories of ratepayers (e.g. urban residential or rural business). The council has a long-term differential strategy on its value-based general rate, lowering the differential for businesses over 10 years. The 2013/2014 period will be the first year of the application of the long-term differential strategy. This reduces the urban business differential to 2.53 and the rural business differential to 2.28. It will also be the first year of the strategy to move the Franklin business differential in line with the business differential in the rest of the region. This increases the urban Franklin business differential to 2.13 and the rural Franklin business differential to 1.92. The average rates increase of 2.9 per cent for 2013/2014 will be applied proportionately to both UAGC and the part of your rates based on capital value. We are also proposing to introduce two local activity targeted rates in the Mngere-thuhu and taraPapatoetoe local board areas. This will be charged on properties in these local board areas only, and is to fund free entry for adults 17 years and over to swimming pools located in these areas. Full details of these proposals can be found in Part II of Volume 3 and in the respective local board agreements in Volume 2. The full details of the councils proposed rating policy for 2013/2014 including policies on discounts and penalties are set out in Part II and policies on rates remissions in Part III of Volume 3 of this draft plan. See submission question 2.
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increAseD cost recovery AnD stAnDArDisAtion oF regionAl Fees

As part of the LTP 2012-2022, a number of fees were reviewed and standardised across Auckland. However a few fees were postponed for consideration in the Annual Plan 2013/2014. In addition, the cost recovery of particular activities from fees, rather than rates, has been further considered. The following changes to fees and charges or cost recovery levels will amend the LTP 2012-2022.
food PrEMIsE lICEnsIng fEEs

These were approached very differently by the previous councils. As a result, there are 153 different fees across Auckland, so the proposed changes are substantial in some areas. Currently the council is recovering 63 per cent of its costs through fees ratepayers meet the rest of the costs. We are proposing to recover 90 per cent of costs and to have a consistent level of fees across Auckland. The changes will be introduced over five years to mitigate increases in any one year. Once fully implemented, these proposed changes will reduce the cost to ratepayers by $2 million. In 2013/2014, this reduces the cost to rate payers by $330,000. The table below shows the full fee structure. Licence holders on lower fees will have these gradually increased over five years.
Grade
High Risk Annual fee $1,014 Up to 2 full inspections per year 5285 premises Annual fee $1,194 2 full inspections and 2 follow-up inspections per year 667 premises Annual fee $1,373 3 full inspections and 3 follow-up inspections per year 29 premises Annual fee $1,731 At least 4 full inspections and as many follow up inspections as required per year 8 premises $571 (for all risks and grades) $239 (for all risks and grades)
Medium Risk Annual fee $525 1 full inspection per year 1477 premises Annual fee $883 Up to 2 full inspections and up to 2 follow-up inspections per year 186 premises Annual fee $1,098 3 full inspections and 3 follow-up inspections per year 8 premises Annual fee $1,385 At least 4 full inspections and as many follow up inspections as required per year 3 premises
Low Risk Annual fee $394 1 full inspection per year 508 premises Annual fee $448 1 full inspection and 1 follow-up inspection per year 64 premises Annual fee $609 2 full inspections and 2 follow-up inspections per year 3 premises Annual fee $824 At least 3 full inspections and as many follow up inspections as required per year 0 premises
Regrading New premises
HAIrdrEssEr lICEnsE fEEs

As with food premise fees these were approached very differently across Auckland. These fees currently range from $141 to $301. It is proposed to standardise the annual fee at $207 which will recover 100 per cent of council costs and has no significant impact on rates.
MoorIng PErMIt fEEs

These are largely standardised across Auckland, apart from the former Rodney District Council area. It is proposed that the Rodney area is charged at the same rate as other parts of Auckland and this is set at a level to recover 100 per cent of the costs i.e. swing mooring $215.50 and pile mooring $790.50 per annum. This has very little impact on rates.
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dog fEEs
A proposal to substantially increase the cost recovery from dog owners was put forward as part of the LTP 2012-2022. There was a significant level of feedback from dog owners and we agreed to defer consideration of dog fees until after the adoption of the new dog policy and bylaw. This is now completed and a new set of fees is now proposed for feedback. The proposal includes Fee description Responsible dog owner licence (RDOL) with de-sexed dog De-sexed dog (no RDOL) Standard fee Supergold Community Services Combo Card holder Working farm dog moving from the current 51 per cent cost recovery to 60 per cent over two years. In 2013/2014, this reduces the cost to ratepayers by $800,000 with a further $600,000 reduction in 2014/2015. In 2013/2014, examples of new fees would be:
Current fee (incl. GST) $49 $77 $107 $49 $24
Proposed 2013/2014 (incl. GST) $55 $87 $121 $55 $27
Proposed 2014/2015 (incl. GST) $60 $96 $134 $60 $30
swIMMIng Pool fEnCE InsPECtIons

Currently the fees for the three-yearly inspection of swimming pool fences are set so that the first inspection is free, and second and subsequent inspections are charged at $250 each. The new proposal is to charge the first inspection at $75 and subsequent inspections are at $125 each. This will reduce rates by $160,000 and ensure all pool owners make a contribution to the cost of inspections
bACH And CAMPIng fEEs

A number of our regional parks provide bach and camping accommodation at relatively modest cost. We are proposing to increase bach fees by 10 per cent during peak period and 5 per cent off peak. Vehicle-based camping fees are proposed to increase by $1 per night for adults with no increase for children. This reduces rates by approximately $60,000.
wAItAkErE trAnsfEr stAtIon
solId wAstE bYlAw fEEs

The council adopted the Solid Waste Bylaw 2012 in October. The bylaw requires all waste collectors and donation collection point operators across Auckland to be licensed by the council from October 2013. This will increase the cost to the Council by $75,000 in 2013/2014. The council is proposing changes to the existing fee structure to increase the share of cost paid for by these operators and to meet the additional cost of implementing the bylaw. The proposed changes would increase the revenue to the council by $115,000 in 2013/2014. See submission question 3 to have your say on any of the above fee changes.
Green waste fees are well below other transfer stations. It is proposed to increase the gate charge from $87.80 to $95 per tonne, saving ratepayers $36,000 per annum.
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PArks And oPEn sPACE

The council has an extensive network of parks and open spaces across Auckland. Some savings have been identified by reduced use of consultants and standardisation of mowing contracts that do not impact on service. Other proposals that affect parks are: increased provision for maintenance and restoration of volcanic cones of $388,000 per annum increased resourcing for co-ordinating parks volunteers across Auckland of $154,000 per annum capital expenditure for a caf in the Arataki visitor centre of $56,000 which will make a small profit contribution. See submission question 4.
We also propose to replace the Rates transition management grant scheme with a Rates transition management remission scheme with the same benefits and qualifying criteria as the grant scheme. This change is introduced because remissions are designed to address anomalies arising from the general application of the councils rating policy. This will have no impact on the benefits those eligible for this scheme receive. See submission question 7.
MAorI frEEHold lAnd rAtEs rEMIssIon And PostPonEMEnt PolICY

At present no Mori freehold land properties qualify for the rates remission for community use. To ensure that support is available for these properties it is proposed to amend the policy to provide for the rates attributable to the value of the land to be remitted. This is estimated to cost $50,000 per annum. As land is returned to Mori through the settlement process, many of the types of activities the council wishes to support, such as papakainga housing development and the preservation of heritage sites are now occurring on properties not in Mori freehold land title. To support these properties, the remission policy is being extended to include Mori land held in multiple ownership at an estimated cost of $100,000 per annum. See submission question 7.
CoMMunItY And EvEnts

At a local level, there is a wide range of events and community groups supported by local boards. At the regional level, Auckland Tourism, Events and Economic Development (ATEED) organise events with a positive economic impact for Auckland. A gap has been identified with funding for events and community groups that span more than one local board area but do not meet the ATEED criteria. An additional $307,000 is proposed to support these events and groups. In addition, the 2013/2014 year sees the start of the World War 1 one hundred year commemorations. Funding of $123,000 has been provided to support events and $89,000 to accelerate refurbishments of cenotaphs, war graves and public war memorials. See submission question 5.
fundIng for dEvEloPMEnt of stAgE two of tHE tElstrAClEAr PACIfIC EvEnts CEntrE
The Counties Manukau Pacific Trust is seeking funding from the council to undertake the second stage of its development of the TelstraClear Pacific Events Centre. This involves the construction of a white water rafting and kayaking course along with associated cultural and educational facilities. The development is forecast to bring $2 million additional spending per annum to the Auckland region, and provide for 15,000 school children to participate in white water rafting and kayaking and 30,000 in other programmes each year. The total cost of the development is $59 million. Regional Facilities Aucklands (RFA) contribution will be funded from the net proceeds of the sale of adjacent land owned by RFA (estimated at $20-30 million). Funding is also being sought from a variety of other external sources. There are some financial risks associated with the project. Further details of the proposal including the benefits, risks and other options can be found in part IV of Volume 3. This will amend the LTP 2012-2022. See submission question 8.
Notes: 1. Papakainga is a form of community housing development which occurs on multiply-owned Mori or ancestral land. It may be used to provide pensioner housing for kaumtua or other forms of social housing.
PlAnnIng And EConoMIC dEvEloPMEnt

Following the adoption of the Auckland Plan, one of our highest priority projects is the development of the Unitary Plan which will guide the future growth of Auckland. In order to make sure that we have as much early input as possible from Aucklanders, we are proposing to add $753,000 to this project which will be partly offset by a reduction in local planning budgets of $439,000. We are also proposing to add $102,000 per annum to our budget for overseas trade missions which have been extremely successful in creating new opportunities for Auckland based businesses. See submission question 6.
rAtEs rEMIssIon And PostPonEMEnt PolICY

We propose to extend the qualifying criteria in the Remission for residents of licence to occupy retirement villages scheme to papakainga1 housing. This will enable the council to remit the uniform annual general charge on residents of papakainga housing who would otherwise qualify for the central government rates rebate, except that they occupy the unit under a licence to occupy agreement.
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review oF tHe cAPitAl ProgrAmme 2013/2014

The Long-term Plan 2012-2022 forecast that Auckland Council would invest $20 billion of capital expenditure over 10 years to provide new assets as well as renew and upgrade existing assets. The $1.7 billion capital programme for 2013/2014 set out in this draft annual plan is based on year two of the Long-term Plan after adjusting for revised inflation projections, capital expenditure carried forward from 2012/2013 and some minor budget refinements. Since the budgets for this draft annual plan were adopted, there has been further scrutiny of the capital programme to review the timeframes and funding requirements of some specific projects. There has been no re-litigation of strategic priorities or deletion of projects that have been agreed with the community. The capital programme will continue to be reviewed as the Annual Plan 2013/2014 is finalised. At this stage the council has identified $93 million of capital expenditure that is currently budgeted for 2012/2013 but is unlikely to be spent within that timeframe. Apart from some revisions to project cost estimates, this expenditure will be spent over the remaining years of the LTP 2012-2022. The additional capital expenditure in 2013/2014 would be $42 million or 2.5 per cent of the capital programme. It is intended that further work on the capital expenditure review will include an in-depth look at the capital expenditure planned to be delivered by Auckland Transport and Watercare.
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How to HAvE Your sAY

DrAFt AnnuAl PlAn 2013/2014 consultAtion Process
This is your opportunity to ensure the mayor, councillors and local board members hear your views about the draft Annual Plan 2013/2014 and draft local board agreements and proposed changes and amendments to the Long-term Plan 2012-2022. The consultation and submission process is part of the special consultative procedure outlined within the Local Government Act 2002.
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PArt i: How to HAvE Your sAY
mAking A submission
Have your say on any part of this draft annual plan and your local boards draft agreement. Submissions will be accepted between 24 January and 25 February 2013. You can make a submission in the following ways:
HeArings
Auckland Council provides opportunities for residents to have a say in shaping plans that affect them, consistent with legislative requirements. Making an oral submission provides you with the opportunity to reinforce what you have said in your written submission. It also allows elected representatives the opportunity to clarify points raised in your submission. Your submission form will ask you to indicate whether you wish to speak in support of your annual plan submission. If you indicate that you do wish to attend a hearing, you will be contacted regarding a time and place for you to speak in support of your submission. Notification may be at short notice and hearings are generally open to the public and the news media. In order to help coordinate the hearings schedule, we need you to provide as much information as possible on your submission form, including: an indication of the most important topic from your submission your local board area an indication of which submitter group and/or organisation you are submitting on behalf of make sure you provide us with clearly legible contact details. To obtain further information or copies of this draft plan, download from: www.aucklandcouncil. govt.nz/annualplan. If you have any further queries about the draft Annual Plan 2013/2014 or the submission process, please call 09 301 0101 or email annual.plan@aucklandcouncil.govt.nz
onlInE
We recommend you make your submissions online at: www.aucklandcouncil.govt.nz/annualplan You can use the internet free of charge at any Auckland Council library.
EMAIl
You can also send us your submission form via email. Simply complete the submission form, scan it (PDF), attach to your email and send it to: annual.plan@aucklandcouncil.govt.nz
bY Post
The submission form is available to download from our website or on request at any Auckland library or service centre. Post your completed submission to us using the freepost details on the back of your submission form to: Draft Annual Plan 2013/2014 Auckland Council Freepost Authority 239296 Private Bag 92300 Auckland 1142
In PErson
You can deliver your submission form in person to your nearest local library, council service centre or a local board office. A list of our service centres and contact information can be found in part IV of this volume. The closing date for submissions is 4pm on Monday, 25 February 2013. Please ensure we have your submission before this time, as we will not accept late submissions. Please note that all submissions (including personal details name, address and phone number) will be made public.
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fInAnCIAl ovErvIEw
our FinAnciAl strAtegy
The Long-term Plan (LTP) 2012-2022 set the first budget for delivery of the aspirations of the Auckland Plan. It also set the councils first financial strategy that enables the significant investment required to deliver on the Auckland Plan, while maintaining affordability for current and future ratepayers.
To provide a degree of certainty to ratepayers, the councils financial strategy sets a limit on the average general rate increases to 4.9 per cent for the financial years 2013/2014 to 2021/2022. The 2.9 per cent proposed average rates increase for 2013/2014 is well below that limit. Table 1: Key financial parameters for 2013/2014 Parameter ($ Millions) Total operating expenditure1 Total capital expenditure Rates revenue2 Total assets3 Borrowing Total equity Table 2: Financial strategy compliance for 2013/2014 Parameter Average rates increase Net debt as percentage of total revenue Net interest as percentage of total revenue Net interest as percentage of rates revenue Annual Plan 2.9% 189.4% 10.4% 17.9% Long-term Plan 4.8% 187.2% 10.5% 17.8% Limit 4.9% < 275% <15% < 25% Annual Plan 3,180 1,677 1,437 39,145 6,700 29,926 Long-term Plan 3,208 1,685 1,464 39,427 6,692 30,379 The financial strategy also sets limits on the councils borrowing to maintain debt at a sustainable level and provide flexibility to deal with unforeseen events. While total group debt is projected to increase from $5.7 billion to $6.7 billion in 2013/2014, it will still be at a prudent level in comparison to our income and can be managed within our limits on rates and debt. Council considers this increase in debt to be appropriate on the basis that it is primarily driven by investment in new assets and the benefit of the expenditure is spread over time, thereby promoting intergenerational equity. The following tables show how the key financial parameters for the annual plan compares to the LTP 2012-2022 and the limits set in the financial strategy.
Notes: 1. The decrease in operating expenditure for 2013/2014 compared to the Long-term Plan forecast is due to a range of specific initiatives and a lower average rate of inflation than forecast in the LTP 2012-2022 2. The decrease in rates for 2013/2014 compared to the LTP 2012-2022 is a direct result of the reduced operating expenditure outlined in note 1 above 3. The variance in total assets is due to a lower closing balance in the 2011/2012 annual accounts than forecast. This was due to lower capital expenditure spend and less impact from revaluing of the councils assets.
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PArt i: fInAnCIAl ovErvIEw
investing in AucklAnD
To maintain its assets, cater for growth and deliver the level of service improvements required to deliver on the Auckland Plan vision, the Auckland Council group is forecasting capital expenditure of $1.7 billion and operating expenditure of $3.2 billion in 2013/2014.
CAPItAl ExPEndIturE
Capital expenditure (capex) is for purchasing, building, replacing or developing the citys assets (for example roads, libraries, parks and sports fields). Table 3 provides an overview of capital expenditure by activity theme for 2013/2014. The majority of capital expenditure is forecast to be spent on transport, followed by water supply and wastewater, and the lifestyle and culture themes. The capital programme is driven by: service level improvements $728.6 million (43 per cent) including $593 million for roading and public transport renewal of existing assets $524.1 million (31 per cent) including $309.1 million to maintain existing service levels associated with network infrastructure (transport, water, wastewater, and stormwater) growth $424 million (25 per cent) to cater for additional demand arising from changes in population and land use.
Table 3: 2013/2014 gross capital expenditure for group by theme Theme Governance Planning Commercial and investment Economic development Built and natural environment Solid waste Stormwater and flood protection Water supply and wastewater Transport Community Lifestyle and culture Corporate support Carried forward capital expenditure1 Total capital expenditure $000 1,702 0 42,565 123,840 12,273 699 81,975 342,096 860,539 65,409 225,696 79,833 (159,966) 1,676,661 Percentage of total capex 0% 0% 3% 7% 1% 0% 5% 20% 51% 4% 13% 5% -10% 100%
Notes: 1. This represents the proportion of capital expenditure planned for 2013/2014 that is anticipated to remain unspent by the end of the financial year and carried forward into future years.
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oPErAtIng ExPEndIturE
Operating expenditure (opex) covers the councils day-to-day operations and services, from collecting rubbish to maintaining parks and issuing building consents. Table 4 provides the split of operating expenditure by activity theme. Transport is by far the largest area of operating expenditure (31 per cent). Table 4: 2013/2014 gross operating expenditure for group by theme Theme Governance Planning Commercial and investment Economic development Built and natural environment Solid waste Stormwater and flood protection Water supply and wastewater Transport Community Lifestyle and culture Corporate support Total operating expenditure $000 54,723 47,717 203,732 158,210 229,685 98,157 110,073 507,460 994,130 182,015 487,505 106,747 3,180,154 Percentage of total opex 2% 2% 6% 5% 7% 3% 3% 16% 31% 6% 15% 3% 100%
Councils operating expenditure is forecast to increase from $3 billion in 2012/2013 to $3.2 billion in 2013/2014. This increase is largely as a result of the consequential impact of the capital programme, growth in number of households and businesses to be serviced, inflationary price increases and service level increases. The council has an efficiency programme to leverage savings from the amalgamation and build a culture of value for money. The programme has been successful in identifying ongoing efficiency gains and other cost savings of $131 million from 2012/2013; permanently reducing the general rates requirement by this amount.
ongoing efficiency gains and oTher cosT savings of $131 million from 2012/2013
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PArt i: fInAnCIAl ovErvIEw
FunDing tHe investment

When setting our financial strategy in the LTP 2012-2022, the council decided to fund its expenditure primarily through rates, user charges and borrowing. This mix of funding sources represented the councils view on the most appropriate way to fund its activities based on the application of the funding principles contained in its revenue and financing policy. Table 5: 2013/2014 funding source overview Percentage of total funding source 30% 2% 27% 26% 9% 3% 1% 1% 100%
Stormwater and flood protection, $7 Lifestyle and culture,* $25 Transport, $35
Funding source General rates Targeted rates Activity user charges and fees Borrowings Grants and subsidies Development contributions Asset sales Other revenue Total funding
$000 1,339,424 97,696 1,228,982 1,158,159 409,927 129,320 57,684 51,786 4,472,978
The chart below shows how each $100 of general rates funding is applied to specific themes. The largest proportion of rates funding is used to fund the Transport theme, followed by Lifestyle and Culture which includes funding for events, parks, recreation and arts services.
Other, $3 Built and natural environment, $8 Community, $11 Economic development, $7 Governance, $4
*includes events, parks, recreation and art services
User charges are the primary means of funding the water and wastewater services provided by Watercare Services Limited. Water and wastewater charges are maintained at minimum levels consistent with the effective conduct of Watercares total business and the maintenance of the long-term integrity of its assets. For 2013/2014, water prices are projected to increase by 3.5 per cent and wastewater prices are projected to increase by 3.8 per cent. The total revenue for water and wastewater in 2013/2014 is forecast to be $0.5 billion. Despite the substantial investment in capital and operating expenditure, the Auckland Council group is projecting an operating surplus of $24 million in 2013/2014 (refer table 6 below). Table 6: 2013/2014 group operating surplus Funding source Total income Total expenditure Operating surplus/(deficit)1 $000 3,223,162 3,198,307 24,855
Notes: 1. This is the operating surplus/(deficit) before tax and share of equity accounted investments.
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Part II: Our activities Introduction to themes and groups of activities
Part II: Our activities

Introduction to themes and groups of activities
The information in this chapter will provide you with a good understanding of Auckland Councils anticipated activities over the 2013/2014 year. We have grouped the many services the council provides and the things it does into themes, groups of activities and activities in an easy-to-understand format, from providing services and amenities to our residents and visitors to managing our organisation and processes. With Aucklands population forecast to grow by over one million people over the next 30 years, we must start to lay the foundations to cope with that huge growth and the resulting increased demand for services, and to maximise our efficiency. We have identified seven key outcomes. Each group of activities contributes to one or more of those outcomes, as shown below.
Symbols guide A fair, safe and healthy Auckland Auckland is a strong and equitable society where social and economic disadvantage is reduced, particularly for children and young people. It has strong families and cohesive communities. People value the excellent services available to them and participation in civic activities is significantly higher than at present. Aucklanders are healthier, more active and live in higher quality housing than in 2012. A green Auckland Our waterways and coastlines are cleaner, healthier and full of life. We protect the natural environment and are recognised for our clean air, quality water supplies and low greenhouse gas emissions, Our urban development is worldleading. Many Aucklanders prefer to use public transport or telecommute, our energy supply is resilient (and sustainably sourced) and our households are energy efficient. Our richly biodiverse city is well endowed with tree-lined streets, networks of parks and protected areas of native bush and wetlands. We leverage existing expertise and our clean and green reputation to develop important industries in leading edge clean tech and green technology. A well connected and accessible Auckland Aucklands infrastructure is well-planned, built to last, has kept up with growth and meets the needs of its communities and the economy. There is an effective, efficient and integrated transport system, offering choices, including a completed road network and public transport that is preferred by the majority of commuters The movement of people and freight around greater Auckland is considerably easier than it is today. Our sea and airports continue to play a crucial role in New Zealands export economy and we have a worldclass telecommunications network including high speed broadband
An Auckland of prosperity and opportunity Auckland is a global city with a strong and vibrant economy providing ample business growth and job opportunities. We are technological innovators with strong high tech business clusters that work with our excellent tertiary institutes and making use of innovation and ideas from their research. The region is home to many flourishing small and mediumsized businesses. The city centre and waterfront are vibrant, attractive and well developed, We have many business areas in villages and hubs across the city that provide local employment. Auckland has strong connections internationally.
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Auckland Council draft Annual Plan 2013/2014
Part II: Our activities Introduction to themes and groups of activities
A beautiful Auckland that is loved by its people Auckland remains one of the most beautiful cities in the world, offering superb lifestyle opportunities in a quality environment, It has vibrant urban and neighbourhood areas full of character, stunning coastal areas with clean and attractive beaches, many recreational opportunities, and rural areas that are easy to access and enjoy. Communities take great pride in their surroundings and work together, and with council to maintain and improve those areas. Aucklanders love exploring their diverse city in town and country and visitors are drawn to explore those attractions. Te Hau o Te Whenua, Te Hau o Te Tangata - A Mori identity that is Auckland's point of difference in the world Mana whenua, who are the original inhabitants of Tmaki Makaurau, and other Mori originating from across Aotearoa/New Zealand living in Auckland have the opportunity to contribute to the social, cultural, economic and environmental success of Auckland. In doing so, the Treaty of Waitangi is appropriately recognised and provided for through the statutory obligations of the Auckland Council. The celebration of Mori culture and identity highlights Aucklands point of difference with the rest of the world and opportunities that benefit all.
A culturally rich and creative Auckland Arts and culture are alive and well and part of everyday life. We have a year-round arts and cultural programme that is world-class and offers something for everyone. Our major arts and cultural institutions are known internationally for their excellence and innovation and are major tourist draw cards. The many local arts and cultural events are popular and well attended and contribute to the export earnings of our creative industries.
Group of activities financial statements

The prospective group of activities statements have been prepared on a full group basis. They include the activities and services provided by the Auckland Council, being the parent entity, and, where appropriate, the activities and services provided by those entities that comprise the Auckland Council Group entity (including all subsidiaries, associates and joint venture arrangements). An outline of the Auckland Council Group and the basis for consolidation is set out in the notes to the prospective financial statements in Part I of Volume 3.
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Part II: Our activities Governance theme
Governance theme
Through its governance activities the council enables decision-making and action by, and on behalf of, communities to promote the well-being of Aucklanders now and for the future. The Auckland Council represents a unique model of local government in New Zealand comprising: shared decision-making between the governing body (made up of the mayor and 20 ward councillors) and 21 local boards the Independent Mori Statutory Board's (IMSB) seven substantive council-controlled organisations (CCOs) and a large number of smaller council organisations advisory panels and boards, such as the statutory Pacific Peoples and Ethnic Peoples Advisory Panels and non-statutory panels established by the mayor. For more details on this structure see part IV in this volume.
Community outcomes for Auckland

The groups of activities within this theme are listed below. These contribute to delivering the following community outcomes.
Community outcome Group of activities Governance and democracy Local governance
How the activities in this theme contribute to the Auckland Plan

Governance activities support the councils contribution to a strong, inclusive and equitable society that provides opportunity for all Aucklanders by: ensuring the council's decision-making is well informed and robust, balancing regional strategic priorities with local views in a transparent manner ensuring the council meets its Treaty obligations and its objectives in relation to Mori as set out in the Auckland Plan and other documents. This includes specific emphasis on participation in democracy ensuring that local boards and the governing body are fully supported and the council's decision-making processes consider the views of Auckland's diverse communities and meet all applicable statutory obligations ensuring that the council is ready as an organisation to help generate the transformational shifts identified in the Auckland plan.
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Part II: Our activities Governance theme
How the activities in this theme contribute to Mori outcomes

The council has committed to enabling and supporting mana whenua and Mataawaka aspirations and providing opportunities for Mori to contribute to the future well-being of Auckland. Achieving this requires ensuring Mori are fully engaged in decisions concerning matters of significance to them. These matters may include decisions of the governing body, local boards, CCOs and council officers. The council's Mori Responsiveness Portfolio is focused on transforming Councils responsiveness to Mori and co-ordinating a cross-organisation response to: Treaty of Waitangi settlements Communication and engagement with Mori Contribution to Mori well-being Te Tiriti o Waitangi Audit Response.
The council recognises the important role that the IMSB plays in advocating for issues of significance for Mori and ensuring we fulfil our statutory obligations to Mori, including provisions related to the Treaty. We are committed to working with the Board to achieve this. Te Waka Angamua, the Mori Strategy and Relations Department within Council, works to ensure the integration of councils commitment to Mori aspirations and well-being into decision-making policy, developing organisational capability and the provision of services.
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Part II: Our activities Governance theme Group of activities: Governance and democracy
Group of activities: Governance and democracy

The activities within this group lie at the heart of ensuring our governance is both effective and representative through providing strong and efficient regional leadership. The following activities are delivered: Elections - conducting triennial elections and by- elections for the Mayor, councillors and local board members Independent Mori Statutory Board (IMSB) support - providing support to the IMSB to fulfil its responsibilities including identifying issues significant to mana whenua and Mataawaka and ensuring the council responds appropriately to its Te Tiriti o Waitangi/the Treaty of Waitangi (the Treaty) responsibilities Mayoral office - providing policy advice, strategic and logistical support to meet the statutory responsibilities of the Mayor of Auckland Monitoring of council-controlled organisations (CCO) - monitoring CCOs to ensure their activities contribute to and align with the councils strategic direction Regional governance and democracy - supporting the decision-making process of the governing body including remuneration and expenses of councillors and support for advisory panels and boards, such as the statutory Pacific Peoples and Ethnic Peoples Advisory Panels and non-statutory panels established by the mayor.
Key projects and priorities for 2013/2014

Preparing for and conducting 2013 local government elections will ensure our governance arrangements are both representative and effective Supporting the selection body to appoint the IMSB to 2016. Auckland's mana whenua groups are represented on a selection body that appoints the IMSBs nine members. Board members serve a three-year term of office. Reviewing the performance of our council-controlled organisations (CCOs), including directors remuneration and our smaller CCOs inherited from the previous councils, will ensure appropriate oversight and management of our CCOs activities.
How we measure performance

Level of service statement Performance measure Actual 2011/2012 45% No election held 6
(3)
LTP target 2013/2014 40% 2.5
Annual Plan target 2013/2014 40% 2.5
Manage council elections and byelections through fair and transparent processes
Percentage eligible residents who (1) voted in the local elections The number of candidates per available seat (excludes local board (2) elections) The number of candidates per available seat for local board (2) elections Number of complaints regarding electoral processes upheld
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Level of service statement
Performance measure
Actual 2011/2012 24%
LTP target 2013/2014 50%
Annual Plan target 2013/2014 50%
Ensure the community can participate and contribute to governing body decision-making
Percentage of residents who feel they can participate in governing body decision-making
Baseline to be Percentage of Mori residents who feel they can participate in governing established in 2012/2013 body decision-making Percentage of formalised arrangements with the governing body providing for kaitiaki (4) management of ancestral lands Percentage compliance with statutory requirements for publishing (5) agendas and minutes Number of complaints regarding council democratic processes upheld by the Auditor General or Ombudsman Ensure Auckland Council is able to Percentage of CCO related LTP govern its CCOs effectively and hold measures that met targets them to account Percentage of CCO related monitoring and accountability requirements that met targets
Notes:
1.
Maintain or improve Maintain or improve
Maintain or improve Maintain or improve
Baseline to be established in 2012/2013 99%
100%
100%
Baseline to be established in 2012/2013 Baseline to be established in 2012/2013
90%
90%
90%
90%
The target is to maintain or better the national local election turnout average, estimated to be 40 per cent. This target may vary accordingly. This also includes any by-elections held during the year. If there are no elections in a given year, then the target will not apply and the measure will not be reported on for that year. There was a by-election held in Waiheke Local Board, where six candidates stood for one seat. However, historically by-elections attract more candidates than general elections. Formalised arrangements are service level agreements, memoranda of understating, joint management, private public partnerships or any service contracts between the council and mana whenua (kaitiaki) that provides for the expression of Kaitiakitanga (exercise of guardianship) over ancestral lands. Kaitiaki, in this context, are the formally recognised mana whenua groups that have tribal authority and cultural obligations to act as stewards over tribal lands, waters, waahi tapu and taonga (highly prized possessions or holdings). As per statutory requirements, agenda must be made available two full working days prior to the advertised meeting.
2.
3.
4.
5.
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Financial information
Prospective consolidated group of activities statement
$000 Financial year ending 30 June OPERATING EXPENDITURE Elections Independent Mori Statutory Board support Mayoral office Monitoring of council-controlled organisations Regional governance and democracy Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 20,535 0 0 0 0 0 0 0 20,535 (30) 0 26,163 0 0 0 0 0 0 0 26,163 (21) 0 24,908 0 0 0 0 0 0 0 24,908 (19) 0 (1,255) 0 0 0 0 0 0 0 (1,255) 2 0 7,964 84 (6) 12,523 20,565 7,941 55 (9) 18,197 26,184 7,895 49 (8) 16,991 24,927 (46) (6) 1 (1,206) (1,257) 770 2,796 5,114 1,218 10,667 20,565 5,616 2,901 5,337 1,260 11,070 26,184 5,395 2,789 4,994 1,179 10,570 24,927 (221) (112) (343) (81) (500) (1,257) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Elections Independent Mori Statutory Board support Mayoral office Monitoring of council-controlled organisations Regional governance and democracy Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Borrowing to fund equity investment in CCOs Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 0 0 0 0 0 0
LTP Draft Annual 2014 Plan 2014 0 0 0 0 0 0 0 0 0 0 0 0
Variance Notes
0 0 0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 53 0 53 53
0 0 0 35 0 35 35
0 0 0 31 0 31 31
0 0 0 (4) 0 (4) (4)
(81) 0 0 0 0 (53) 0 (134)
(134) 0 0 0 0 (35) 0 (169)
(134) 0 0 0 0 (31) 0 (165)
0 0 0 0 0 4 0 4
The decreased operating expenditure recognised in this activity is primarily driven by the allocation of a lower corporate cost base.
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Part II: Our activities Governance theme Group of activities: Local governance
Group of activities: Local governance

The activity of local planning, policy and governance involves the provision of advice and support to local boards to: engage with their communities and ensure they have a voice in council decision making make decisions on local matters prepare a local board plan every three years, negotiate and monitor annual agreements with the governing body provide input into Auckland-wide and CCO strategies, policies, plans and bylaws advocate for regional projects or programmes perform local civic duties.

For projects and priorities in your local area, please see Volume 2 of this document.

Level of service statement Performance measure Actual 2011/2012 Baseline to be established in 2012/2013 Baseline to be established in 2012/2013 LTP target 2013/2014 Maintain or improve Maintain or improve 100% Annual Plan target 2013/2014 Maintain or improve Maintain or improve 100%
Ensure the community can participate and contribute to local board decision-making
Percentage of residents who feel they can participate in local board decision-making Percentage of Mori residents who feel they can participate in local board decision-making
Baseline to be Percentage compliance with statutory requirements for publishing established in 2012/2013 agendas and minutes for local board (1) meetings
Note:
1.
As per statutory requirements, agendas must be made available two full working days prior to the advertised meeting.
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Part II Our activities Governance theme Group of activities: Local governance
$000 Financial year ending 30 June OPERATING EXPENDITURE Local planning, policy and governance Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 28,301 0 38 50 0 0 0 0 28,389 (43) 0 30,659 0 39 50 0 0 0 0 30,748 (80) 0 29,658 0 39 50 0 0 0 0 29,747 (49) 0 (1,001) 0 0 0 0 0 0 0 (1,001) 31 0 8,166 117 511 19,638 28,432 8,809 219 453 21,347 30,828 8,757 137 717 20,185 29,796 (52) (82) 264 (1,162) (1,032) 28,432 28,432 30,828 30,828 29,796 29,796 (1,032) (1,032) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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Part II: Our activities Governance theme Group of activities: Local governance
$000 Financial year ending 30 June CAPITAL EXPENDITURE Local planning, policy and governance Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 5,463 5,463
LTP Draft Annual 2014 Plan 2014 1,728 1,728 1,702 1,702
Variance Notes
(26) (26)
116 378 4,969 5,463
5 719 1,004 1,728
5 709 988 1,702
0 (10) (16) (26)
0 0 0 74 5,388 5,462 0
0 0 0 138 1,590 1,728 0
0 0 0 86 1,616 1,702 0
0 0 0 (52) 26 (26) 0
6,641 0 5,388 0 0 0 12,029
7,207 0 1,590 0 0 0 8,797
12,029 0 1,616 0 0 0 13,645
4,822 0 26 0 0 0 4,848
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Part II: Our activities Planning theme
Planning theme
Through its planning activities, the council plays a key role in achieving the vision of creating the worlds most liveable city. The planning, strategy development and resource management functions are particularly important in Auckland due to the scale and complexity of our area resulting from the recent amalgamation of former councils into the Auckland Council. This group is also involved in protecting and enhancing Aucklands character, history and environment, as well as public health and safety, while ensuring Auckland remains an attractive and desirable city that is managing the pressures of growth.

The group of activities within this theme are listed below. These contribute to delivering the following community outcomes.
Community outcome Group of activities Planning and strategy

Through the planning activities, the council led the development of the Auckland Plan and is responsible for ensuring its implementation across council through the long-term and annual plans. This group monitors the delivery of key projects and coordinates the council's strategy and policy forward work programme, which prioritises the development of key strategies required to deliver the Auckland Plan.

The Auckland Plan includes 19 implementation actions linked to Mori outcomes, most of which are being advanced in 2013/2014 through the LTP 2012-2022, the Mori Responsiveness Portfolio (due for adoption by mid 2013) and the Unitary Plan. It is anticipated that the Unitary Plan will provide a selection of regulatory tools to advance the delivery of Mori outcomes Key areas of focus include actions to promote papakinga development, Mori involvement in the comanagement of natural resources, partnerships for the protection and management of waahi tapu sites and other taonga, support for marae and support for integrated services for Mori communities. Major place-based projects such as the Southern Initiative, will directly involve affected Mori communities and will be a key contributor to the advancement of Mori outcomes in south Auckland.
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Part II: Our activities Planning theme Group of activities: Planning and strategy
Group of activities: Planning and strategy

The activities in this group help translate strategy into action for Auckland. We have a unique planning framework supporting the mayor's vision, and are focused on tracking progress to ensure our plans remain relevant, are focused on delivering the Auckland Plan and adapt to changing circumstances and community preferences. The following activities are delivered: Spatial, strategic and infrastructure planning - implementing the Auckland Plan and working closely with infrastructure providers and developers to ensure growth is supported by appropriate infrastructure. Working with central government and key stakeholders on strategic issues and challenges. Unitary and area planning - preparing and publically notifying the Unitary Plan, using the government's oneoff process for considering submissions. Research and monitoring - developing and implementing councils research strategy, maintaining an evidence base and ensuring councils strategies and plans stand up to critical evaluation. Monitoring the state of the environment, the impact of development and change and the performance of planning controls. Long-term and annual planning - delivery of the Long-term Plan (10-year) and annual plans to ensure accountability, prudent financial management and that councils activities align with the Auckland Plan. Transport strategy - developing strategies and providing advice to direct the development of Auckland's transport services and networks.

Ongoing development of the Unitary Plan, which will replace all of the district plans and regional plans of the Auckland region,due for notification by September 2013. The Unitary Plan is the key tool for implementing the Auckland Plan and sets the rules for what people can do on their land. While funding was provided in the LTP 2012-2022, additional resourcing is essential ($753,000) for more extensive community engagement to deliver this complex and challenging piece of work within the tight deadline.
Leading the review of all 158 existing local bylaws in the Auckland region. Implementing the Auckland Plan Development Strategy to ensure that, alongside the Unitary Plan, the right infrastructure is delivered in the right places at the right time to support the quality compact growth Auckland wants. Implementing the Auckland Plan includes the development of supporting strategies and action plans such as the Children and Young People Strategic Action Plan, the Community Development Strategy, the Housing Strategic Action Plan and the Arts and Culture Strategy. Area plans will help to implement the directions and outcomes of the Auckland Plan at a local level and reflect aspirations in the local board plans. Developing area plans for each local board area, with the first two, Hibiscus and Bays and Mngerethuhu completed in 2013/2014. The Southern Initiative is one of the two place-based initiatives in the Auckland Plan designed to boost educational achievement, economic development, job growth, increased public transport, better housing and improved social conditions for children and families in the south. In 2013/2014, we will implement actions and initiatives as part of our multi-sector action plan Engaging with central government and stakeholders on the legislative programme and key strategic issues to ensure Auckland has the tools to complete the job of putting Auckland on a path to long term success The LTP 2012-2022 included funding to enable the council to investigate, and consult upon, selected alternative funding options for transport. Further work will be done to enable the council and other transport funding and delivery agencies to fund Auckland's transport needs.
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Level of service statement Performance measure Actual 2011/2012 100% 100% LTP target 2013/2014 100% 100% Annual Plan target 2013/2014 100% 100%
Produce all plans and agreements in Percentage compliance with (1) accordance with legislative legislative planning requirements requirements Percentage of unitary and area plan changes and Notices of Requirement processed within (2) statutory timeframes Percentage of core strategies and plans developed with Mori (3) participation Number of strategies and plans that include Mori outcomes and (4) indicators Implement area spatial planning initiatives for town centres, rural centres, precincts, corridors, and new growth areas
Maintain or improve Maintain or improve 90%
Maintain or improve Maintain or improve 90%
Percentage of area spatial plans and Baseline to be established in initiatives that met agreed 2012/2013 milestones 100% 100%
Monitor and report on social, Availability of Headline Indicators (5) economic, environmental, and report cultural well-being accurately and on Percentage compliance with annual time quality rating for ISO9001:2008 (6) accreditation
Notes:
1.
100% 100%
100% 100%
Each legislative component is identified and plans are assessed as to whether processes have met each of the requirements. The number of requirements met is calculated as a percentage of total requirements monitored. Statutory timeframes are set by the Resource Management Act (RMA) 1991. Core strategies and plans are those adopted by the council in that year. Refers to any key strategies or plans that have an impact on Mori or affects issues significant to Mori. Headline Indicator report is an online website Monitor Auckland (http://monitorauckland.arc.govt.nz) maintained by the Research, Investigations and Monitoring unit of Auckland Council. It reports contextual indicators within the following domains: built environment, transport, natural environment and heritage, our community our economy, and hazards. It is available externally to those with internet access. Auckland Council environmental programmes are managed within a TELARC ISO quality assurance framework. The objectives of ISO accreditation include improve overall performance, reduce costs, gain a marketing advantage, improve customer service, open new markets, improve staff productivity and benefit from continuous improvement. Subscription to the ISO system is maintained by Research, Investigations and Monitoring unit and annual independent audits are undertaken by TELARC Ltd. Full compliance is required to maintain certification.
2. 3. 4. 5.
6.
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Prospective consolidated groups of activities statement
$000 Financial year ending 30 June OPERATING EXPENDITURE Long-term and annual planning Research and monitoring Spatial, strategic and infrastructure planning Transport strategy Unitary and area planning Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 46,943 0 0 1,746 196 0 0 0 48,885 (216) 0 40,387 0 0 1,677 203 0 0 0 42,267 (434) 0 45,470 0 0 1,677 201 0 0 0 47,348 (368) 0 5,083 0 0 0 (2) 0 0 0 5,081 66 0 25,228 582 394 22,897 49,101 25,812 1,177 829 14,883 42,701 25,661 1,001 839 20,215 47,716 (151) (176) 10 5,332 5,015 8,421 7,475 5,474 3,033 24,698 49,101 6,970 3,035 6,683 1,757 24,256 42,701 7,526 7,435 6,252 1,652 24,851 47,716 556 4,400 (431) (105) 595 5,015 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Long-term and annual planning Research and monitoring Spatial, strategic and infrastructure planning Transport strategy Unitary and area planning Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Equity Investments Total capital expenditure and equity investments Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 0 0 8,522 0 2,177 10,699
LTP Draft Annual 2014 Plan 2014 0 0 0 0 0 0 0 0 0 0 0 0
Variance Notes
0 0 0 0 0 0
0 7,489 3,210 10,699 3,500 14,199
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 367 13,832 14,199 0
0 0 0 743 0 743 743
0 0 0 632 0 632 632
0 0 0 (111) 0 (111) (111)
1,246 0 13,832 0 0 0 15,078
14,636 0 0 0 (743) 0 13,893
15,078 0 0 0 (632) 0 14,446
442 0 0 0 111 0 553
The increased operating expenditure is due to the reclassification of efficiency savings from this activity into organisational support.
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Part II: Our activities Commercial and investment theme
Commercial and investment theme

Through its commercial and investment activities the council achieves the best financial returns from its commercial interests and investments while supporting broader goals that help Auckland to become the worlds most liveable city. Primarily, we use CCOs Auckland Council Investments Limited (ACIL) and Auckland Council Property Limited (ACPL) to deliver these activities.

Community outcome Group of activities Commercial Investment

These activities in this group provide substantial funding to support implementation of the Auckland Plan. In addition: ACIL manages our investment activities in a way to maximise their contribution to helping the Auckland economy to become more productive. This contributes to the Auckland Plan outcomes of an Auckland of prosperity and opportunity, and a well connected and accessible Auckland. ACPL, in delivering our commercial property activities, works with stakeholders to develop affordable housing and upgrade town centres. These contribute to Auckland Plan strategic directions of create a stunning city centre, with well-connected quality towns, villages and neighbourhoods, and house all Aucklanders in secure, healthy homes they can afford. ACPL is also contributing to the Southern Initiative, which will tackle high social need and develop the human and economic potential of south Auckland.

In managing the councils investment activities, ACIL will work with iwi where investment activities involve or affect Mori, on a partnership basis, acting in accordance with statutory provisions referring to the Treaty and Treaty settlement in Auckland. In managing the councils commercial property activities, ACPL will work with iwi and manage the councils interests in development agreements and joint ventures (e.g. with Ngti Whatua on Araparera Forest). ACPL will also work with the councils Mori Strategy and Relations unit, Te Waka Angamua, and gain guidance from the IMSB to develop an appropriate monitoring procedure for engagement with Mori and contribute to Mori outcomes and capacity development. ACIL, ACPL and relevant council departments, where appropriate, will take account of any significant issues identified by the IMSB and any statutory Treaty provisions relevant to these activities, and will engage with affected parties on these matters.
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Part II: Our activities Commercial and Investment theme Group of activities: Commercial
Group of activities: Commercial

The activities within this group assist council deliver the best financial returns from its commercial interests while supporting broader goals that help Auckland to become the worlds most liveable city. The following activities are delivered: Commercial property - through ACPL, optimising returns from Auckland Council non-service properties, managing affordable housing and development initiatives, often in partnership with private sector or other partners, and managing property sales and purchases City parks service - providing parks, open space and street environment development services. Key service areas cover horticulture, sports fields, maintenance, landscaping, cleaning in the CBD, Auckland International Airport grounds, sanitation and waste management services, and event clean-up services Vehicle testing stations - providing warrant of fitness inspections, emissions testing, driver licensing and road safety services Holiday parks - managing three holiday parks on reserve land including Martins Bay Holiday Park (Martins Bay), Whangateau Holiday Park (Whangateau) and rewa Beach Top 10 Holiday Park Other commercial activities - managing the Araparera Forest (a joint venture between the former Rodney District Council and Ngti Whtua) and Kari Street nursery.
Auckland Council Properties Limited (ACPL) plays a central role in the delivery of these activities through its leadership of the commercial property activity.
Key projects for 2013/2014

Ongoing revitalisation of the Papatoetoe Town Centre ($0.5 million). The planned refurbishment of the existing mall will improve public safety, parking layout pedestrian access to the stadium reserve. The project will also provide new housing Over viewing the site east of Ormiston Bridge near Chapel Road transformed into the 19 hectare Ormiston Town Centre for the high-growth area ($2.4 million) Creating a world class industry precinct by developing a 20 hectare space on the Hobsonville Peninsula for super yacht and boat building with the potential to create 2000 jobs and a major boost to the Auckland regions economy ($9.5 million)

Level of service statement Performance measure Actual 2011/2012 Baseline to be established in 2012/2013 Baseline to be established in 2012/2013 99.9% 10.2% LTP target 2013/2014 Maintain or improve Maintain or improve 90% 8% Annual Plan target 2013/2014 Maintain or improve Maintain or improve 90% 8%
Manage commercial property to optimise returns
Return on investment (ROI) on commercial properties on a like for (1) like basis Net surplus from property portfolio (1) on a like for like basis
Manage quality and financially prudent city park services
Percentage of service requests completed on time Net surplus from city park services
Note:
1. Actual results will be measured on a 'like for like basis' by comparing against properties existing when the targets were set. This is to avoid significant differences anticipated from portfolio additions or disposals given the diverse nature of the properties managed by ACPL.
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Part II: Our activities Commercial and investment theme Group of activities: Commercial
$000 Financial year ending 30 June OPERATING EXPENDITURE Commercial property Holiday parks Parks management services Vehicle testing stations Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 0 66 73,385 0 0 0 678 (24,555) 49,574 (1,056) 11 0 66 64,463 0 0 0 1,273 (17,109) 48,693 (1,191) 47 0 66 64,157 0 0 0 1,260 (18,476) 47,007 (1,178) 44 0 0 (306) 0 0 0 (13) (1,367) (1,686) 13 (3) 20,105 2,899 (528) 28,154 50,630 20,431 3,361 (2,494) 28,586 49,884 20,311 3,316 (2,088) 26,646 48,185 (120) (45) 406 (1,940) (1,699) 23,950 1,254 24,014 1,412 50,630 22,547 1,301 24,581 1,455 49,884 22,025 1,252 23,509 1,399 48,185 (522) (49) (1,072) (56) (1,699) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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Part II: Our activities Commercial and Investment theme Group of activities: Commercial
$000 Financial year ending 30 June CAPITAL EXPENDITURE Commercial property Holiday parks Parks management services Vehicle testing stations Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1. 2.
Budget 2013 26,592 229 5,997 0 32,818
LTP Draft Annual 2014 Plan 2014 14,391 42 2,260 0 16,693 16,012 41 2,225 0 18,278
Variance Notes
1,621 (1) (35) 0 1,585
10,216 9,251 13,351 32,818
5,715 4,925 6,053 16,693
6,543 5,765 5,970 18,278
828 840 (83) 1,585
15,429 0 51,650 1,831 0 68,910 36,092
18,072 0 16,006 2,124 0 36,202 19,509
17,793 0 16,006 2,095 0 35,894 17,616
(279) 0 0 (29) 0 (308) (1,893)
5,086 678 0 0 (36,090) (11) (30,337)
(35,823) 1,273 0 0 (19,509) (47) (54,106)
(30,337) 1,260 0 0 (17,617) (44) (46,738)
5,486 (13) 0 0 1,892 3 7,368
The decreased operating expenditure recognised in this activity is primarily driven by the allocation of a lower corporate cost base. The increase in capital expenditure in 2013/2014 is due to the deferral of expenditure on the Hobsonville Marine Precinct from 2011/2012.
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Part II: Our activities Commercial and investment theme Group of activities: Investment
Group of activities: Investment

The activity in this group major shareholdings and investments contributes to fulfilling the councils responsibility to be a good owner and manager of its major shareholdings. Through ACIL, this activity delivers an efficient commercial structure for the ownership and governance of a range of major investments including: Ports of Auckland Limited (POAL) which is 100 per cent owned by ACIL Auckland International Airport Limited (AIAL) which is 22.4 per cent owned by ACIL Auckland Film Studios Limited (AFSL) which is 100 per cent owned by ACIL.
ACIL also manages the council's Diversified Financial Assets Portfolio as part of delivery of this activity.

Planning to spend $24.3 million on capital projects to maintain POALs revenue earning capacity and provide increased returns.

Level of service statement Performance measure Actual 2011/2012 15.5%
(2)
LTP target 2013/2014 6.6%
Annual Plan target 2013/2014 6.6%
Manage council investments to optimise returns
Return on equity (ROE) for ACIL (1) group Rolling 10 year return on equity (ROE) for diversified financial assets portfolio
3.99%
Equal or Greater than or exceed ROE equal to 3.46% on reference portfolio
Notes:
1. ROE is calculated as the change in the shareholders funds of ACIL group plus dividends from ACIL to the council divided by shareholders funds at the end of the period. The financial statement was generated using the group accounting assumption of annual asset revaluations. The target was amended to reflect asset revaluations on a triennial basis, which is consistent with the current accounting policies of ACIL. The actual result for 2011/2012 was significantly influenced by the revaluation of POAL assets (which is done on a triennial basis) and exceptional appreciation in the value of AIAL shares which is not expected to take place every year.
2.
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Part II: Our activities Commercial and Investment theme Group of activities: Investment
$000 Financial year ending 30 June OPERATING EXPENDITURE Major shareholdings and investments Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 0 0 178,947 0 32,289 0 0 (34,347) 176,889 23,240 0 0 0 188,237 0 31,058 0 0 (38,426) 180,869 24,987 0 0 0 188,243 0 34,474 0 0 (42,181) 180,536 24,986 0 0 0 6 0 3,416 0 0 (3,755) (333) (1) 0 1 43,189 21,725 36,375 52,360 153,649 44,051 22,150 34,799 54,882 155,882 44,046 22,150 34,475 54,879 155,550 (5) 0 (324) (3) (332) 153,649 153,649 155,882 155,882 155,550 155,550 (332) (332) Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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Part II: Our activities Commercial and investment theme Group of activities: Investment
$000 Financial year ending 30 June CAPITAL EXPENDITURE Major shareholdings and investments Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 17,209 17,209
Variance Notes
0 0
100 1,694 15,415 17,209
4,317 1,800 18,170 24,287
4,317 1,800 18,170 24,287
0 0 0 0
0 0 0 33,046 0 33,046 15,837
0 0 0 33,173 0 33,173 8,886
0 0 0 33,173 0 33,173 8,886
0 0 0 0 0 0 0
522,643 0 0 0 (15,837) 0 506,806
523,249 0 0 0 (8,886) 0 514,363
506,806 0 0 0 (8,886) 0 497,920
(16,443) 0 0 0 0 0 (16,443)
The increase in other revenue is driven by the dividend distribution policy change of Auckland International Airport Limited from 90 per cent of profit to 100 per cent.
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Part II: Our activities Economic development theme
Economic development theme

Through its economic development activities the council is committed to driving economic growth and development for Auckland, not only for the city but for New Zealands future prosperity. We have developed an Economic Development Strategy (EDS) to identify how Auckland can improve its economic performance. The council, through regional and local economic strategies and initiatives works with two CCOs (Auckland Tourism Events and Economic Development (ATEED) and Waterfront Auckland) to provide an integrated approach to promoting industry, tourism, major events and the waterfront.

Community outcome Group of activities Regional economic strategy and initiatives Local economic development Tourism, major events and industry development Waterfront development

Economic development activities contribute to achieving the goals of the Auckland Plan and the EDS by working with our other CCOs, the business community and government to transform and grow our economy to deliver opportunity and prosperity, jobs and growth.

We are working with Nga Pu Waea, the Mori working group established to ensure that marae, kohanga, kura, wananga, iwi runanga and Mori health and social service providers benefit from the governments roll-out of broadband into rural areas via the Digital Leadership Forum. Local initiatives include assisting Kaitiaki in planning Mori economic development in Papakura. ATEED will continue to engage with iwi and other stakeholders to facilitate the development of an anchor cultural attraction and the development of the Great Walk Rangitoto and Motutapu experience. ATEED also helps to promote Aucklands Mori identity, through events and by marketing the city as an exciting and culturally rich destination for visitors, with Mori at the heart of its identity. Iwi representatives meet regularly with Waterfront Auckland to advise on current and future projects. The redevelopment of Shed 10 for a public events space and cruise facility includes the opportunity to provide a cultural experience for visitors and to tell our stories. Iwi input to the design of Daldy Linear Park will see the incorporation of a range of native planting, including some procured from Ngti Whtua. The Westhaven Promenade will include a cultural heritage trail.
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Part II: Our activities Economic development theme Group of activities: Regional economic strategy and initiatives
Group of activities: Regional economic strategy and initiatives

Our goal is to develop Auckland as a vibrant, business-friendly world city through enhancing both our domestic and international connectedness, and becoming an innovation hub of the AsiaPacific Rim. The activities in this group aim to support new transport, broadband and telecommunications infrastructure; deliver transformational projects such as tertiary clustering; and foster and encourage entrepreneurship and innovation. We seek to invest in people to grow skills and qualification levels of local workforces, through the Southern Initiative and in conjunction with COMET Auckland. The following activities are delivered: City transformation - developing partnerships and networks between central government and the private sector; planning and delivering major, place-based transformation projects across the region; strategic input and guidance into the Unitary Plan. Economic strategy and initiatives - providing economic analysis and advice to council, local boards and CCOs, and economic development services for the community and businesses.

Continuing with the transformation of New Lynn into a vibrant and cosmopolitan metropolitan centre ($2.3 million) Continuing development of Quay Street as a family-friendly waterfront boulevard ($3.6 million) Continuing transformation of the Fort Street area with a mixture of street upgrades and shared spaces ($6.7 million) Making OConnell Street a people-friendly street, where people can shop, sit, relax, linger, dine and spend time ($3.6 million in the current financial year).

Level of service statement Performance measure Actual 2011/2012 69 Baseline to be established in 2012/2013 40 LTP target 2013/2014 69 Maintain or improve Maintain or improve Maintain or improve 85% Annual Plan target 2013/2014 69 Maintain or improve Maintain or improve Maintain or improve 85%
Support economic development of the region and contribute to the national economy
Auckland's OECD economic performance rating Percentage of Auckland Economic Development Strategy KPIs that are met or improving Number of business opportunities facilitated through international (1) relationships Number of economic partnerships (2) with Mori
Baseline to be established in 2012/13 Baseline to be established in 2012/2013 Baseline to be established in 2012/2013
Implement strategies for enhancing the city centre and coordinate large scale transformation projects
Percentage of transformation and city centre masterplan projects delivered on time and within budget Percentage of city transformation projects contributing to Mori outcomes
Maintain or improve
Maintain or improve
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Part II: Our activities Economic development theme Group of activities: Regional economic strategy and initiatives Notes to previous table:
1. Direct connection organised through councils international relationships between a New Zealand business or organisation and a New Zealand or offshore business or organisation, for the purpose of discussing and generating business opportunities. Economic partnerships include council driven joint ventures and private public partnerships, or council-assisted partnerships whereby council may act as an intermediary to a wider set of stakeholders.
2.
Prospective group of activities statement
$000 Financial year ending 30 June OPERATING EXPENDITURE City transformation projects Economic strategy and initiatives Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 17,054 19,914 0 0 0 127 0 0 37,095 12,940 13,218 16,193 20,053 322 0 0 145 119 0 36,832 9,371 9,866 18,679 20,053 322 0 0 142 0 0 39,196 12,731 13,111 2,486 0 0 0 0 (3) (119) 0 2,364 3,360 3,245 5,981 750 10,931 6,493 24,155 5,166 1,345 12,829 8,121 27,461 6,095 1,036 12,357 6,977 26,465 929 (309) (472) (1,144) (996) 16,797 7,358 24,155 19,589 7,872 27,461 19,197 7,268 26,465 (392) (604) (996) 1 Budget 2013 LTP 2014 Draft Annual Plan 2014 Variance Notes
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Part II: Our activities Economic development theme Group of activities: Regional economic strategy and initiatives
$000 Financial year ending 30 June CAPITAL EXPENDITURE City transformation projects Economic strategy and initiatives Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes
1.
Budget 2013 39,823 408 40,231
LTP 2014 40,735 4,281 45,016
Draft Annual Plan 2014 49,926 158 50,084
Variance Notes
9,191 (4,123) 5,068
2 3
29,882 9,885 464 40,231
18,011 26,844 161 45,016
27,488 22,438 158 50,084
9,477 (4,406) (3) 5,068
0 205 0 474 39,552 40,231
0 349 0 850 43,817 45,016
0 352 0 654 49,078 50,084
0 3 0 (196) 5,261 5,068
177,600 0 39,552 0 0 (13,218) 203,934
208,502 119 43,817 0 0 (9,866) 242,572
203,934 0 49,078 0 0 (13,111) 239,901
(4,568) (119) 5,261 0 0 (3,245) (2,671)
The decrease in operating expenditure on this activity is due to the reallocation of opening debt between activities and consequentially reduced interest costs. The increase in capital expenditure in 2013/2014 is due to the deferral of expenditure on the Massey North Town Square project from 2012/2013, expenditure on the New Lynn regeneration project from 2011/2012, and expenditure on the Mngere Gateway Experience from 2011/2012. The reduction in capital expenditure on this activity is due to the cancellation of the Tmaki Innovation Precinct project.
2.
3.
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Part II: Our activities Economic development theme Group of activities: Local economic development
Group of activities: Local economic development

Through its local economic development activities, we are building economic resilience, supporting employment opportunities and creating a sense of local community through our Business Improvement District (BID) partnership programmes and by creating attractive, well-maintained streets and town centres that are safe and vibrant. The following activities are delivered: Local business area planning - encouraging local economic development and delivering Business Improvement District (BID) partnership programmes; initiatives include local improvement projects, business precinct plans and business development and capacity building. Local street environment and town centres - upgrading and maintaining the street environment and town centres including street cleaning, litter collection, public conveniences and greenery to encourage and enable more intensive use of town centres and to enhance the quality of open space.

Supporting prospective business areas to work towards establishing a BID programme and/or expanding existing BIDs Progressing expansion of the Devonport Wharf boardwalk ($3.5 million) to connect the wharf to the new Devonport marine square ($1.0 million) Constructing the town square canopy for Westgate Town Centre (Massey North) ($1.1 million) Renewing and upgrading our local town centres. Some examples are: o Mt Albert town centre o Pukekohe town centre For projects and priorities in your local area, please see Volume 2 of this document.

Level of service statement Performance measure Actual 2011/2012 New measure LTP target 2013/2014 N/A Annual Plan target 2013/2014 75%
Percentage of Business Develop local business precincts and town centres as great places to Associations meeting their Business Improvement District (BID) do business Partnership Programme obligations Develop and maintain safe, clean Percentage of residents satisfied and vibrant commercial town centres with the cleanliness of their local town centre and street environments Percentage of residents satisfied with the quality and maintenance of (1) the street environment Percentage of agreed street environment upgrade programmes and initiatives completed on time and within budget
Note:
1.
60%
65%
65%
59%
65%
65%
Baseline to be established in 2012/2013
80%
80%
Street environment typically refers to the above ground aspects within the road corridor, including street furniture, litter bins, gardens, trees and bus shelters.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Local business area planning and development Local street environment and town centres Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 15,639 12,760 0 221 0 40 454 0 29,114 (1,040) 8 17,986 14,036 0 233 0 64 649 0 32,968 (1,107) 24 16,817 14,064 0 233 0 63 857 0 32,034 (1,104) 29 (1,169) 28 0 0 0 (1) 208 0 (934) 3 5 1,162 2,840 1,493 24,659 30,154 1,190 3,070 2,040 27,775 34,075 1,183 3,083 2,243 26,629 33,138 (7) 13 203 (1,146) (937) 16,394 13,760 30,154 18,412 15,663 34,075 17,404 15,734 33,138 (1,008) 71 (937) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Local business area planning and development Local street environment and town centres Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 0 14,798 14,798
LTP Draft Annual 2014 Plan 2014 0 15,948 15,948 0 16,048 16,048
Variance Notes
0 100 100
684 10,058 4,056 14,798
2,554 8,901 4,493 15,948
2,568 9,274 4,206 16,048
14 373 (287) 100
0 84 0 1,793 12,921 14,798 0
0 114 0 1,939 13,895 15,948 0
0 115 0 1,948 13,985 16,048 0
0 1 0 9 90 100 0
20,344 454 12,921 0 0 (8) 33,711
29,485 649 13,895 0 0 (24) 44,005
33,711 857 13,985 0 0 (29) 48,524
4,226 208 90 0 0 (5) 4,519
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Part II: Our activities Economic development theme Group of activities: Tourism, major events and industry development
Group of activities: Tourism, major events and industry development

The activities in this group help to promote and attract businesses and visitors to Auckland to help lift the economic wellbeing, and support and enhance the ability of the region to compete internationally. The following activities are delivered: Business and sector development - investment attraction and retention, promotion of relationships and business support, film facilitation, skills programmes to foster entrepreneurship and innovation, supporting linkages between research institutions, universities and businesses Major events - we attract, deliver and promote major events and advocate for Auckland as a major events city, and leverage off those events to contribute economic growth Tourism and visitor centres - promoting Auckland as a destination through tourism management, marketing and operation of visitor centres.

Supporting the delivery of major events such as the V8 Supercars, Asia Pacific Championship Ironman 70.3, World BMX Championships and the Pasifika Festival. Continuing to grow the visitor economy, including launching a major new walk experience in the Hauraki Gulf, initiating a new major international marketing joint venture, and continuation of the Auckland domestic campaign. Supporting further development of the Wynyard Quarter Innovation Precinct Funding the New Zealand Health Innovation Hub, alongside central government and the district health boards, to help grow New Zealand's health technology industry and support the commercial success and widespread adoption of leading innovations developed within the public health sector.
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Level of service statement Performance measure Actual 2011/2012 84% 6 1.09 28.9 LTP target 2013/2014 85% 5 1.45 40 Annual Plan target 2013/2014 85% 5 1.45 40
Attract, facilitate and fund delivery of Percentage of attendees satisfied (1) major events with major events overall Number of major international events attracted or facilitated Estimated number of attendees at major events (million) Return on Regional Investment (RORI) from major events attracted (2) ($million) Promote and develop Auckland as a Percentage of customers satisfied with visitor information centres and national and international tourist services destination Number of visitors to Auckland (3) (million) Number of visitor nights in Auckland (3) (million) Spend by visitors in Auckland (3) ($million) Deliver information, advice and programmes to attract and develop businesses and a skilled workforce Percentage of stakeholders satisfied with provision of business advice, start-up, training and mentoring programmes GDP Global investment promotion (4) agency (IPA) benchmarking Total GDP in targeted sectors (marine, transport and logistics, IT, Food-beverage, film, bioscience, creative/digital, export education) compared with total Auckland GDP
Notes:
1.
90%
95%
90%
13.0 24.4 3,479 87%
13.3 25.2 3,628 85%
13.3 25.2 3,628 85%
55% 29.6%
65% Improve
65% Improve
A major event is defined as either: a recognisable international event; generating over 2,000 international visitor nights; having strong export focus, or high international media coverage. This is defined as a Tier A event by the Major Events Strategy adopted by Council. Although likely to require considerable public investment, major events leverage national and regional strengths and deliver significant return on investment. Measures relating to major event activity may be subject to some variation due to the type and size of major events held from year to year. RORI is the sum of money that accrues in Auckland from an event, less the amount that originates within Auckland. Data is collected via the Ministry of Economic Development (MED) International Visitor Survey and the Domestic Travel Survey. Spend data is captured via the MED Regional Tourism Statistics. Please note that the measure is for the calendar year (i.e. 2013/2014 reflects 2013 calendar year). GDP Global Investment conducts a 'mystery shop' type survey by making a fictitious investment enquiry and ratings are given based on responses. Survey is conducted biennially.
2. 3.
4.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Business attraction and development Major events Tourism and visitor centres Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 40,395 0 11,114 2,401 0 0 0 0 53,910 (12) 0 45,442 0 11,792 1,306 0 0 0 0 58,540 (16) 0 44,113 0 11,709 1,506 0 0 0 0 57,328 (25) 0 (1,329) 0 (83) 200 0 0 0 0 (1,212) (9) 0 12,324 36 197 41,365 53,922 12,933 45 79 45,499 58,556 12,857 72 192 44,232 57,353 (76) 27 113 (1,267) (1,203) 14,386 19,609 19,927 53,922 15,154 21,711 21,691 58,556 14,992 21,440 20,921 57,353 (162) (271) (770) (1,203) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Business attraction and development Major events Tourism and visitor centres Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 244 0 0 244
LTP Draft Annual 2014 Plan 2014 0 0 0 0 0 0 0 0
Variance Notes
0 0 0 0
0 0 244 244
0 0 0 0
0 0 0 0
0 0 0 0
244 0 0 22 0 266 22
0 0 0 28 0 28 28
0 0 0 45 0 45 45
0 0 0 17 0 17 17
1,834 0 0 0 (22) 0 1,812
578 0 0 0 (28) 0 550
1,812 0 0 0 (45) 0 1,767
1,234 0 0 0 (17) 0 1,217
The reduction in operating expenditure for this activity is due mainly to the decision to close loss-making i-sites.
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Part II: Our activities Economic development theme Group of activities: Waterfront development
Group of activities: Waterfront development

Through the waterfront development activities, we will continue to deliver the waterfront key projects and upgrades in accordance with the vision and goals of the Waterfront Plan. The following activities are delivered: Waterfront commercial initiatives - securing investment and facilitating private sector development of Waterfront Auckland land, buildings and water space assets for commercial return. Coordinating private sector with public projects, managing property and assets, including wharves and car parks Waterfront marina operations - managing marina facilities and upgrades, providing moorings for a wide variety of vessels at Westhaven, Viaduct Harbour, Hobson West, Okahu Bay. Provide fishing industry berths, a public boat ramp at Westhaven and a haul-out facility at the Landing. Waterfront public initiatives - developing waterfront public works, including key projects: Queens Wharf, Shed 10 cruise facility and events space, Westhaven promenade. Place management, including transformation of Wynyard Quarter. Managing cleanup of contaminated land under streets.

Completing the walkway and cycleway linking Westhaven and Wynyard Quarter ($5.2 million) Expanding infrastructure and commercial opportunities, and increasing water depth to accommodate larger vessels at Westhaven Marina Continuing the Innovation Precinct project at Wynyard Central focusing on developing technologies in the ICT and creative sectors ($8.9 million).

Level of service statement Performance measure Actual 2011/2012 1,325,000 16.5 100% LTP target 2013/2014 Maintain or improve 18.0 100% Annual Plan target 2013/2014 Maintain or improve 18.0 100%
Deliver initiatives to make the waterfront dynamic, well-connected and safe
Number of annual visitors to the waterfront Hectares of public open space on the waterfront Percentage of annual waterfront public works programmes achieved on time and within budget
Manage assets and services in a way that attracts investment and optimises financial returns
Number of employees working in Wynyard Quarter area Return on investment (ROI) on commercial waterfront activities and (1) marinas
3460 9.74%
5020 8%
5020 8%
Note:
1. Actual result represents gross ROI on commercial activities for the year. Auckland Council has set the expected rate of return on investment (ROI) on commercial waterfront activities and marinas at 8 per cent p.a. The target takes account of council's reasonable expectation of the returns achievable from the commercial property investment portfolio. The Council recognises that the ROI is set on a portfolio wide basis and assumes that current returns from existing individual agreements and / or property will be renegotiated or adjusted over time to meet the council's ROI targets. The Council and Waterfront Auckland have agreed to review the allocation and treatment of commercial property that is taken into account in the calculation of the ROI performance against future target setting.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Waterfront commercial initiatives Waterfront marina operations Waterfront planning and activation Waterfront public initiatives Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 9,255 0 27,120 0 15,856 1,598 406 0 54,235 16,701 7 12,016 0 30,227 0 0 1,944 1,006 0 45,193 610 31 8,898 0 30,343 0 0 1,860 486 0 41,587 335 22 (3,118) 0 116 0 0 (84) (520) 0 (3,606) (275) (9) 5,186 6,168 1,857 24,323 37,534 5,315 7,611 6,024 25,633 44,583 5,284 6,910 3,708 25,350 41,252 (31) (701) (2,316) (283) (3,331) 13,147 11,927 0 12,460 37,534 15,077 12,311 0 17,195 44,583 16,597 12,279 610 11,766 41,252 1,520 (32) 610 (5,429) (3,331) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Waterfront commercial initiatives Waterfront marina operations Waterfront planning and activation Waterfront public initiatives Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1.
Budget 2013 14,964 3,739 0 26,265 44,968
LTP Draft Annual 2014 Plan 2014 26,445 3,339 0 10,354 40,138 26,037 3,399 0 28,272 57,708
Variance Notes
(408) 60 0 17,918 17,570 2
8,377 31,728 4,863 44,968
32,029 4,450 3,659 40,138
36,252 14,109 7,347 57,708
4,223 9,659 3,688 17,570
3,305 1,968 0 22,874 16,821 44,968 0
3,246 3,568 0 8,204 25,120 40,138 0
3,205 3,653 0 7,235 43,615 57,708 0
(41) 85 0 (969) 18,495 17,570 0
25,491 406 16,821 0 0 (7) 42,711
90,544 1,006 25,120 0 0 (31) 116,639
42,711 486 43,615 0 0 (22) 86,790
(47,833) (520) 18,495 0 0 9 (29,849)
The decreased operating expenditure in 2013/2014 is primarily due to the depreciation and interest effects of the deferral of capital expenditure on this activity. The significant increase in capital expenditure in 2013/2014 is due to the reprioritisation of expenditure from outer years into the waterfront walkway and cycleway project, the deferral of expenditure on the tram extension from 2012/2013, and the deferral of other public works expenditure from both 2011/2012 and 2012/2013.
2.
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Part II: Our activities Built and natural environment theme
Built and natural environment theme

Through the built and natural environment activities the council aims to protect and enhance Aucklands natural environment through monitoring our air, land and water quality; promoting urban design and conserving our historic and regulating a number of activities.

Community outcome Group of activities Environment and heritage protection Local built and natural environment Regulation

The council is committed to minimising adverse effects of development on the environment in delivering a green and beautiful Auckland that is loved by its people. To deliver on these outcomes, the council is: identifying and protecting further historic heritage places, increasing the percentage of Auckland that has been assessed for historic heritage and enabling communities to be better placed to appreciate Auckland's heritage working with the community in educating responsible dog ownership and safety around animals, safe food handling for food premise operators, strong visibility and monitoring around the sale and supply of alcohol and ensuring Auckland's new buildings are safe and fit for purpose Managing natural hazards and impacts on communities through the development of a Natural Hazards Risk Management Strategy.

Activities such as natural resource monitoring and management, education programmes and projects to protect, restore and enhance Aucklands physical and natural resources contribute to enhancing mauri of our natural environment, in ensuring clean beaches and water. Identifying and protecting waahi tapu places and sites of cultural significance, in collaboration with Iwi, ensures the council is well placed to support Mori outcomes. The council is committed to working with developers, architects, urban designers, local communities, local boards, relevant agencies and individuals to identify and protect heritage properties and sites that are important to Mori. Our work contributes to mana whenua as kaitiaki, in recognising that heritage conservation, management and protection integrate Mori knowledge, values and cultural perspectives. Mori involvement in urban design is important to ensure values are appropriately incorporated and acknowledged.
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Part II: Our activities Built and natural environment theme Group of activities: Environment and heritage protection
Group of activities: Environment and heritage protection

The activities in this group contribute to ensuring our unique natural and built environments are protected and preserved for generations to come. Retaining character and protecting the natural environment are central both to the region and to the identity of individual communities and contribute to our sense of belonging and wellbeing. Effective management and maintenance of these assets contribute to Aucklands economic prosperity through activities such as tourism, and ensuring it is a great place to live and work. Using urban design principles, we plan, guide, regulate and support the protection of our environment and heritage, to help manage urban growth and ensure we have continuous improvements in Aucklands overall liveability. The following activities are delivered: Air, land and water monitoring and management - reducing emissions from home heating, transport and industry. Rehabilitating landfills and managing pervasive sediment problems. Providing strategic direction to Watercare, covering water services, and development of a regional water strategy. Urban design - promoting urban design to help achieve high-quality, well-planned and sustainable environments. By providing specialist advice to transformational public and private developments, education and advocacy to promote the value of high-quality urban design, and opportunities for engagement. Cultural and built heritage protection - managing, protecting and conserving Auckland's historic heritage through research, providing expert advice, supporting heritage policies and projects, incentivising best practice, community involvement, and ongoing conservation programmes at regional parks Natural heritage protection and biosecurity - minimising harm to indigenous biodiversity, water quality, soil resources, recreation, human health, trade, primary production and Mori cultural values and protection of geological unique features such as volcanic cones, and preservation of unique Gulf Islands ecosystem. Environmental strategy, policies and programmes - protecting, restoring and enhancing Auckland's physical and natural environment through use of non-regulatory tools, such as community partnerships, resources, funding, advice and leadership.

Initiating the development of a marine spatial plan for the Hauraki Gulf Marine Park to find ways to address existing problems and manage activities in the Gulf to reduce future negative impacts Working with the community to improve the water quality of five streams in Waitkere by restoring 56 km of stream banks with native trees and shrubs. The $1.5 million for this year will include funding riparian planting, weed control to help plants establish, communications on the project and coordination Implementing the Auckland Biodiversity Strategy that was adopted in July 2012. This includes developing a new Regional Pest Management Plan, managing threatened ecosystems, working with Iwi to restore and enhance ecosystems and ongoing monitoring, reporting and reviewing of the Biodiversity Strategy The Built Heritage Protection Fund will provide $3.1 million this year for two area-based heritage assessments. The council will also be developing a policy to incentivise the protection and restoration of natural and historic heritage.
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Level of service statement Performance measure Actual 2011/2012 0 1 LTP target 2013/2014 0 0 Annual Plan target 2013/2014 0 0
Monitor and report on the quality and Number of sites exceeding regional 2 (1) health of the regions air air quality targets for NO Number of sites exceeding regional air quality targets for PM2.5 (particles (1) less than 2.5 microns in size) Manage land use and development to safeguard the region's environment, productivity and economic value of soil Percentage of landfill aftercare resource consents achieving (2) category 1 or 2 compliance
100%
96%
96%
Monitor and protect freshwater Proportion of stream samples that ecosystems to maintain water quality exceed red alert level for stock (3) and biodiversity watering Protect the natural character of the coast from inappropriate (4) development Perception of good balance between built areas and natural environment on the coastline Percentage of environmentally significant catchments with catchment management plans (5) (CMPs) Provide safe access to beaches and Proportion of time bathing beaches coastal areas for recreation are suitable for swimming and (6) contact recreation Provide funding, support, and environmental education to schools and communities Number of students participating in the Learning Through Experience programme Number of schools registered for Enviroschools programme
18.0%
Less than 12.5% 70%
Less than 12.5% 70%
73%
10%
10%
92%
92%
22,826
22,000
22,000
152
145 1,400
160 1,400
Reduction in emission of air pollutant Baseline to be (7) established in PM10 (Kg) 2012/2013 Protect and enhance indigenous biodiversity and natural heritage resources Number of hectares of new habitat (8) established on regional parks Percentage of indigenous ecosystems under active (9) management Percentage of threatened species (9) under active management 9.38 Baseline to be established in 2012/2013 Baseline to be established in 2012/2013
8 Maintain or improve Maintain or improve
8 Maintain or improve Maintain or improve
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Performance measure
Actual 2011/2012 72,300 Baseline to be established in 2012/2013
LTP target 2013/2014 60,000 Maintain or improve
Annual Plan target 2013/2014 60,000 Maintain or improve
Reduce the impact of pest animals, Number of hectares under (10) plants, and pathogens on the natural community pest control environment Proportion of the region where possum populations are maintained under five percent (residual trap (11) catch index) Percentage of Kauri dieback spread on closed tracks in the Waitkere (12) Ranges Percentage of Kauri dieback spread on open tracks in the Waitkere (12) Ranges Provide support to protect and conserve the region's historic heritage Number of historic heritage resources formally protected in council regional and district plans (13) and/or the unitary plan
Baseline to be Less than 10% Less than 10% established in increase increase 2012/2013 Baseline to be established in 2012/2013 6,174 Establish target 3,934 Establish target 3,934
Number of sites of Mori significance Baseline to be established in including waahi tapu formally 2012/2013 protected or scheduled in council regional and district plans and/or the (14) unitary plan
Notes:
1. 2.
Maintain or improve
Maintain or improve
Measures are based on Ministry for the Environment (MfE) guidelines and results provide an indication of the levels of air pollution. Measure assesses degree of compliance with a wide range of inherited closed landfill aftercare and discharge consents. Failing to keep to the consent conditions may damage the environment and could also lead to enforcement action being taken. This is a measure of the level of bacterial contamination in rural streams sampled as a component of Auckland Councils State of the Environment monitoring programme. 'Inappropriate development as defined through the processes of Resource Management Act (RMA) 1991. CMPs provide key information on network management and flood hazards for environmentally significant catchments, which is key knowledge for the Stormwater unit and regulatory functions of council. The SafeSwim testing programme runs through the summer season, from November to April. 63 beaches are tested out of approximately 180 (35 per cent). This is the first season SafeSwim has run regionally. Particulate matter (PM) is a collective term used to describe very small solid or liquid particles in the air, such as dust, smoke or fog. A PM10 particle is less than 10 microns in diameter and is linked to harmful health effects. Most poor air quality in New Zealand is caused by high winter levels of particulate matter emissions from wood and coal used for home heating and road transport. The reduction in PM10 is based on the assumption that the Retrofit Your Home (RYH ) Programme managed by Auckland Council conducts 2,000 retrofits annually. On an average, this leads to around 1,200 to 1,300 clean heat installations and 500 of these will move from using an inefficient woodburner to a clean heat source. It is assumed that the air quality benefit from 5,000 homes moving to cleaner non-polluting heat sources within 10 years would realise a reduction in PM10 of 7,000 kilograms discharged per year, most notably during the winter months. Habitat may be established through active planting or other techniques such as hydroseeding. Active management refers to council undertaking appropriate actions that include pest control and monitoring.
3.
4. 5.
6.
7.
8. 9.
10. Amount of land in private ownership where biosecurity provides assistance to communities, farmers and landowners for plant and animal pest control for biodiversity protection. 11. A nationally recognised index for possum abundance as measured by the number of animals caught per 100 trapping nights.
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12. Kauri dieback, Phytophthora taxon Agathis (or PTA) is a deadly fungus-like disease affecting Kauri trees in New Zealand. Formally identified in 2008, it is a soil bound disease that damages the nutrient carrying tissues within the tree. Kauri dieback has been found in the Waitkere Ranges Regional Park, on private land throughout the Auckland region and on Great Barrier Island. At this stage, the disease has not been detected in the Hunua Ranges and it is imperative that we protect this uninfected area. Any movement of infected soil can spread the disease. Human activity involving soil movement (on footwear, machinery or equipment) is thought to be the greatest cause of spread. Kauri dieback may also spread though ground water and soil on animals. Auckland Council carries out aerial surveying and reports the number of trees infected with Kauri dieback in the Waitkere and Hunua Ranges. In 2010/2011 there were 1,220 infected trees. The next survey will be undertaken in 2015. 13. Formal protection increases recognition of significant sites, which has the flow-on effect of increasing knowledge with the community. As the majority of heritage sites are on private land, formal protection helps landowners to recognise and protect significant sites. Tracking the number of sites formally protected indicates the level of heritage protection across the region. 14. Waahi Tapu means a place sacred to Mori in the traditional, spiritual, religious, ritual or mythological sense.
$000 Financial year ending 30 June OPERATING EXPENDITURE Air, land and water monitoring and management Cultural and built heritage protection Environmental strategy and policy Natural heritage protection and biosecurity Urban design management Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 45,143 1,214 1,008 0 0 0 283 0 47,648 13 302 47,017 2,903 1,023 0 0 0 432 0 51,375 930 1,299 44,878 2,490 1,020 0 0 0 391 0 48,779 760 1,051 (2,139) (413) (3) 0 0 0 (41) 0 (2,596) (170) (248) 18,014 785 2,272 26,564 47,635 18,494 1,001 3,313 27,637 50,445 18,386 793 3,378 25,462 48,019 (108) (208) 65 (2,175) (2,426) 20,439 7,125 1,046 14,384 4,641 47,635 21,482 7,601 1,683 14,810 4,869 50,445 20,732 7,517 1,040 14,099 4,631 48,019 (750) (84) (643) (711) (238) (2,426) 1 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Air, land and water monitoring and management Cultural and built heritage protection Environmental strategy and policy Natural heritage protection and biosecurity Urban design management Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Community loans Total capital expenditure and community loans Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1. 2.
Budget 2013 2,178 13,404 0 1,600 0 17,182
LTP Draft Annual 2014 Plan 2014 4,641 3,090 0 848 0 8,579 4,744 3,051 0 1,445 0 9,240
Variance Notes
103 (39) 0 597 0 661 2
0 16,151 1,031 17,182 8,231 25,413
0 7,452 1,127 8,579 6,000 14,579
0 8,137 1,103 9,240 6,000 15,240
0 685 (24) 661 0 661
0 0 0 498 24,915 25,413 0
0 0 0 631 13,948 14,579 0
0 0 0 500 14,740 15,240 0
0 0 0 (131) 792 661 0
29,153 283 24,915 0 0 (302) 54,049
52,075 432 13,948 0 0 (1,299) 65,156
54,049 391 14,740 0 0 (1,051) 68,129
1,974 (41) 792 0 0 248 2,973
The decreased operating expenditure recognised in these activities is primarily driven by the allocation of a lower corporate cost base. The increase in capital expenditure in 2013/2014 is due to the deferral of expenditure on Project Twin Streams from the 2011/2012 year.
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Part II: Our activities Built and natural environment theme Group of activities: Local built and natural environment
Group of activities: Local built and natural environment

The activity local environment and heritage protection under this group, contributes to ensuring our local natural and built environments are protected and preserved for generations to come. This is achieved through wetland and habitat restoration, species management, native planting, support for the appropriate use and re-use of heritage sites and items, funding to help maintain a scheduled heritage site and providing free public information on heritage and related issues. Local boards support a range of initiatives to restore significant environments and waterways through participating in environmental programmes and partnering with trusts and volunteers; making decisions on local stormwater quality projects and negotiating variations to region-wide service levels for services such as refuse and recycling.

Repairing the World War Two barracks at Fort Takapuna for the Passchendaele commemoration and for future community use ($1.3 million) Continuing to work closely with Iwi and a range of agencies to improve the water quality and sustainable management of the Manukau Harbour Ongoing ecological restoration projects ($1 million) Working closely with heritage groups to document, celebrate and preserve Aucklands cultural heritage Enhancing bio-security and pest management programmes on Great Barrier Island

Level of service statement Performance measure Actual 2011/2012 Baseline to be established in 2012/2013 Baseline to be established in 2012/2013 LTP target 2013/2014 Maintain or improve Maintain or improve Annual Plan target 2013/2014 Maintain or improve Maintain or improve
Provide leadership and support to protect and conserve the region's natural environment and cultural heritage
Number of environmental programmes led or supported Number of Mori related environmental programmes led or supported
78
$000 Financial year ending 30 June OPERATING EXPENDITURE Local environment and heritage protection Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 1,874 0 0 0 0 0 0 0 1,874 0 0 1,867 0 0 0 0 0 0 0 1,867 (7) 0 1,795 0 0 0 0 0 0 0 1,795 (7) 0 (72) 0 0 0 0 0 0 0 (72) 0 0 0 1 66 1,807 1,874 0 17 140 1,717 1,874 0 17 137 1,648 1,802 0 0 (3) (69) (72) 1,874 1,874 1,874 1,874 1,802 1,802 (72) (72) Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Local environment and heritage protection Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Budget 2013 526 526
Variance Notes
(31) (31)
0 268 258 526
0 712 1,725 2,437
0 703 1,703 2,406
0 (9) (22) (31)
0 0 0 1 525 526 0
0 0 0 11 2,426 2,437 0
0 0 0 10 2,396 2,406 0
0 0 0 (1) (30) (31) 0
933 0 525 0 0 0 1,458
1,458 0 2,426 0 0 0 3,884
1,458 0 2,396 0 0 0 3,854
0 0 (30) 0 0 0 (30)
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Part II: Our activities Built and natural environment theme Group of activities: Regulation
Group of activities - Regulation

The activities in this group have a large impact on everyday life in communities across Auckland by providing strong public health and safety guidelines for activities ranging from land use and subdivision consents to environmental health, animal management, parking and bylaw enforcement. The following activities are delivered: Building consents - processing building consent applications, compliance inspections and code compliance certificates (CCCs), domestic swimming pool fence monitoring and implementation of the earthquake-prone building policy. Land and property information - providing Land Information Memorandum (LIM) reports and other property-related information to ensure community access to high-quality land and property information to enable people to make informed decisions about the land and property they purchase. Resource consents - processing resource consents and engineering approvals, providing planning information to the community and compliance activity, and monitoring and enforcing resource consents. Environmental health and licensing - monitoring and enforcement of bylaws throughout the region. Ensuring health, food and liquor standards are maintained by licensing for businesses in industries where their activity has an impact on public health. Managing noise levels in the urban environment. Animal management - informing, educating and monitoring to encourage responsible dog ownership, which is essential for public safety and animal welfare. Marine safety - patrolling harbours, responding to marine oil spills and developing regulations and bylaws, for mooring. Weather tightness - managing issues and claims relating to building weather tightness.

Continuing with the Integrated Bylaw Review and Implementation Project that will rationalise the number of bylaws, reduce duplication and provide greater consistency across the region Implementing the dog policy and bylaw following public consultation

Level of service statement Performance measure Actual 2011/2012 57% LTP target 2013/2014 N/A Annual Plan target 2013/2014 60%
Deliver a customer focused building Percentage of customers satisfied consents and compliance monitoring with the overall quality of building control service delivery service that meets statutory requirements Percentage of building consent applications processed within 20 working days Achieve and maintain BCA accreditation by meeting standards under the Building Act 2004 Percentage operating cost recovery from user charges for building (1) consents activity
95%
100%
100%
Achieved
Maintain
Maintain
90%
90%
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Performance measure
Actual 2011/2012 51%
LTP target 2013/2014 N/A
Process and monitor resource Percentage of customers satisfied consents and engineering approvals with the overall quality of resource across the region on time and within consents service delivery statutory requirements Percentage of non-notified resource consent applications processed (2) within 20 days Percentage of notified resource consent applications processed (3) within 70 days Percentage of air, land, coastal and water consents with category 1 (full compliance) or 2 (minor non compliance) Percentage of operating cost recovery from user charges for (1) resource consents activity
95%
100%
100%
84%
100%
100%
94%
90%
90%
60%
60%
Baseline to be Percentage of complaints against resource consents process that were established in 2012/2013 upheld Provide effective response services Percentage of environmental for environmental pollution incidents pollution incidents responded to within 24 hours Respond effectively and fairly to excessive noise related incidents and complaints Percentage of noise complaints responded to within 30 minutes of (4) first report 100%
Reduce
Reduce
100%
100%
85%
80%
80%
Protect public health in the areas of food premises and sale of liquor licensing
Percentage of customers satisfied with the food and liquor licensing service Percentage of liquor licensed premises inspected at least once annually Percentage of registered food premises that are grading inspected at least once annually Percentage of all identified noncomplying (D or E Grade) food premises re-inspected within one month.
80%
83%
83%
100%
90%
80%
90%
97%
97%
56%
80%
80%
Percentage operating cost recovery Baseline to be from user charges for environmental established in (1)(5) 2012/2013 health and licensing activity
40-50%
40-50%
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Performance measure
Actual 2011/2012 63% 99%
LTP target 2013/2014 Greater than 78% 80%
Annual Plan target 2013/2014 Greater than 70% 80%
Provide high quality dog and stock Percentage of customers satisfied control services to the people of the with animal management service region Percentage of urgent animal management complaints responded to within one hour (dog attacks etc)
(4)
Percentage operating cost recovery from user charges for animal (1) management activity Maintain navigational safety, respond to marine oil spills, and manage moorings Percentage of harbour users and stakeholders satisfied with harbour management Percentage of significant risks assessed and successfully mitigated (no incidents) Ensure weather-tightness claims are Percentage of settled weathersettled fairly, cost-effectively and are tightness claims that met financial legally compliant delegations and information and legal requirements
Notes:
1.
Baseline to be established in 2012/2013 No survey this year 100%
60%
60%
70%
70%
100%
100%
100%
100%
100%
Operating cost recovery from user charges is the proportion of operating expenditure that is funded through user charges and fees as opposed to other funding sources such as rates. The targets reflect the position that not all activities under this area are user chargeable. A non-notified application is processed without the need to notify the public. A notified application is where the proposal is likely to have a broader effect on the environment, neighbours and the community. A limited notified application will require notification of those directly affected and a fully notified application will require public notification. The targets are set at an 80 per cent achievement level as current service contracts vary in response time, from 30 minutes in urban areas to 90 minutes in rural areas. Council plans to increase the recovery rate from 40 per cent to 50 per cent over ten years; however, the rate of increase is still being determined.
2. 3.
4.
5.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Animal management Building consents Environmental health and licensing Land and property information Marine safety Resource consents Weathertightness Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 64,180 0 115,635 0 0 0 109 0 179,924 1,254 1,507 67,594 0 119,654 0 0 0 0 0 187,248 3,557 3,813 63,634 0 119,913 0 0 0 0 0 183,547 3,682 3,951 (3,960) 0 259 0 0 0 0 0 (3,701) 125 138 89,339 684 6,071 82,576 178,670 89,494 694 8,895 84,608 183,691 91,038 728 8,927 79,172 179,865 1,544 34 32 (5,436) (3,826) 14,515 58,351 21,360 7,076 2,124 70,943 4,301 178,670 13,922 56,923 22,091 7,335 1,826 72,844 8,750 183,691 15,534 56,550 19,270 7,278 1,801 70,833 8,599 179,865 1,612 (373) (2,821) (57) (25) (2,011) (151) (3,826) 3 2 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Animal management Building consents Environmental health and licensing Land and property information Marine safety Resource consents Weathertightness Total capital expenditure Comprised of: Growth Improve level of service Renewals Total applications of capital funding Weathertightness claims Total capital expenditure and weathertightness claims Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1.
Budget 2013 2,911 0 62 0 1,261 0 0 4,234 0 3,188 1,046 4,234 73,275 77,509
LTP Draft Annual 2014 Plan 2014 124 0 11 0 302 0 0 437 0 110 327 437 92,411 92,848 122 0 11 0 494 0 0 627 0 305 322 627 91,054 91,681
Variance Notes
(2) 0 0 0 192 0 0 190 0 195 (5) 190 (1,357) (1,167) 4
0 0 0 432 77,077 77,509 0
0 0 0 437 92,411 92,848 0
0 0 0 458 91,223 91,681 0
0 0 0 21 (1,188) (1,167) 0
47,133 109 77,077 0 0 (1,507) 122,812
118,459 0 92,411 0 0 (3,813) 207,057
122,812 0 91,223 0 0 (3,951) 210,084
4,353 0 (1,188) 0 0 (138) 3,027
The increased operating expenditure in this activity is due to the correction of cost allocation between this and the Environmental health and licensing activity. The decreased operating expenditure in this activity is due to the correction of cost allocation between this and the Animal management activity, and also to the allocation of a lower corporate cost base to the activity. The decreased operating expenditure recognised in this activity is primarily driven by the allocation of a lower corporate cost base. The increase in capital expenditure on this activity is due to the deferral of the Waitkere Ranges Marine Safety programme from 2011/2012.
2.
3. 4.
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Part II: Our activities Solid waste theme
Solid waste theme

Through its solid waste activities the council aims to achieve its goal of Zero Waste by 2040 by reducing waste as much as we can, so that almost none goes to landfills and we recycle, reuse or recover virtually everything, so that our waste becomes a resource.

Community outcome Group of activities Waste and recycling services

Solid waste activities contribute to the Auckland Plan by: effectively running waste collection, recycling and disposal services and continuing to implement the waste management and minimisation plan to make it easy for people to replace, reuse and recycle advocating for law changes requiring manufacturers to take full responsibility for disposing of or recycling products at the end of their lifecycle, and for industry to have the same obligation to minimise waste as local authorities contributing to a quality environment and tackling climate change by reducing hazardous liquid leakage and gas emissions from landfills, and improving resource efficiency designing litter and recycling bins that are effective but fit in with a well-designed urban environment

The way in which we manage waste parallels the high-level Mori world view by promoting sustainable management of natural resources and services that meet community needs, with minimal environmental impact and enhancement of mauri.
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Part II: Our activities Solid waste theme Group of activities: Waste and recycling services
Group of activities: Waste and recycling services

The activities in this group aim to achieve Zero Waste by 2040 by making it more convenient and cost-effective for households and businesses to reuse and recycle through changes to services, education programmes and innovations that mean less waste is sent to landfills or is reused. This will help reduce the harmful effects of waste materials and the risks to public health, and increase the value of wasted resources in the Auckland economy. The following activities are delivered: Recycling - providing kerbside recyclables collection services, drop-off points for recyclables in rural and other areas, and some public place recycling bins. Promoting waste minimisation and recycling though community advice and education. Waste collection and disposal - providing refuse collection and disposal services, including inorganic waste collection and hazardous waste drop-off and disposal services. Managing illegal dumping and enforcement service. Operating a small number of transfer stations, a small landfill, processing abandoned vehicles, and servicing of public place litter and recycling bins.

Operating a $500,000 funding scheme in 2013 to seed fund community and business waste minimisation initiatives to reduce waste and encourage effective waste management Trialling for new services which will be rolled out from 2015. These include disposer pays charging for refuse using radio frequency identification tags on bins and kerbside organics collections.

Level of service statement Performance measure Actual 2011/2012 99.9% 99.9% 40% LTP target 2013/2014 99.5% 99.0% 40% Annual Plan target 2013/2014 99.5% 99.0% 40%
Provide reliable household waste collection and disposal services Provide reliable waste recycling services
Percentage of waste collections completed on time Percentage of waste recycling collections completed on time Percentage of material (refuse and recycling) collected in domestic kerbside collections that is recycled Domestic kerbside refuse per capita (1) (kg)
160
Maintain or reduce
Less than or equal to 160
Note:
1. Domestic kerbside refuse includes waste collected at the kerbside and sent to landfill, and excludes inorganic waste collection. Further reduction targets will be available after the draft Waste Management and Minimisation Plan is consulted on and adopted.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Recycling Waste collection and disposal Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 8,409 63,699 19,618 4,300 2,819 0 0 0 98,845 (570) 0 10,213 63,317 20,265 4,440 2,819 0 0 0 101,054 (594) 0 9,848 60,398 20,108 4,440 2,819 0 0 0 97,613 (544) 0 (365) (2,919) (157) 0 0 0 0 0 (3,441) 50 0 1 4,946 1,543 103 92,823 99,415 5,022 1,610 64 94,952 101,648 4,993 1,475 103 91,586 98,157 (29) (135) 39 (3,366) (3,491) 23,496 75,919 99,415 26,108 75,540 101,648 25,074 73,083 98,157 (1,034) (2,457) (3,491) 1 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Recycling Waste collection and disposal Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1.
Budget 2013 435 762 1,197
LTP Draft Annual 2014 Plan 2014 259 344 603 255 444 699
Variance Notes
(4) 100 96 2
0 448 749 1,197
0 265 338 603
0 366 333 699
0 101 (5) 96
0 0 0 974 223 1,197 0
0 0 0 1,016 0 1,016 413
0 0 0 931 0 931 232
0 0 0 (85) 0 (85) (181)
1,681 0 223 0 0 0 1,904
1,269 0 0 0 (413) 0 856
1,904 0 0 0 (232) 0 1,672
635 0 0 0 181 0 816
The decreased operating expenditure recognised in these activities is primarily driven by the allocation of a lower corporate cost base. This, in turn, has driven a lower targeted rates requirement. The increase in capital expenditure is due to the deferral of the Safer Land and Urban Soils project from 2011/2012.
2.
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Part II: Our activities Stormwater and flood protection theme
Stormwater and flood protection theme

Through its stormwater and flood protection activities the council manages and operates stormwater infrastructure (including treatment facilities) to minimise the impact of stormwater going into our streams, beaches, harbours and surrounding habitats. As Auckland grows, we want to protect, restore and enhance our natural environment, including improving our biodiversity, air quality, land, waters and seas.

Community outcome Group of activities Stormwater management Flood protection and control

The key Auckland Plan outcomes that these activities contribute to are a fair, safe and healthy Auckland, a green Auckland and a beautiful Auckland that is loved by its people, and a prosperous Auckland. Strategically, improving Aucklands stormwater network is a part of our commitment to quality infrastructure needed to reach the outcome of a green Auckland with waterways and coastline that are healthier and full of life. Our job is twofold. Firstly, to see that stormwater flows are managed cost-effectively to reduce any adverse impacts on public health and safety, the environment, public and private property, and the economy. Secondly, when flood events happen, to minimise the potential for damage to both our natural and built environments and disruption in basic services such as transport, water and power supplies.

Water is of special value to Mori as kaitiaki, who are culturally responsible for the well-being of the mauri of the sea and other receiving waters like our creeks. We will endeavour to use sustainable design principles and treat stormwater prior to discharge and manage floodwaters so that what returns into the ecosystem is in a clean state does not damage Mori relationships with, and use of, that resource. We recognise mana whenua responsibilities as kaitiaki, and want to ensure concerns are addressed where possible in the management of the public stormwater system.
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Part II: Our activities Stormwater and flood protection theme Group of activities: Stormwater management
Group of activities: Stormwater management

The activities in this group contribute to the management of stormwater throughout Auckland to minimise and mitigate the adverse effects of heavy rainfall. This requires infrastructure including pipes, manholes and catch pits, open channels, quality devices, inlets and outlets. The following activities are delivered: Stormwater operations and maintenance - operating and maintaining the public stormwater network to provide a rapid response to stormwater problems, Civil Defence and Emergency Management stormwater incident response, and manage public health and safety associated with the network. Stormwater catchment - renewing and acquiring network discharge consents, providing guidelines and standards for treatment devices, including removal of sediments and litter, together with the provision of Integrated Catchment Management Plans. Network planning - managing the network from planning through to construction under the Stormwater Asset Management Plan and ensures new developments have their stormwater impacts adequately managed.

Investing in our stormwater network ($17.8 million) to mitigate the erosion of streams and foreshore areas, and flooding potential, and improve the stormwater quality. This includes o Ranfurly Road (tara) project (stages 3 6) o South Street overland diversion (Papakura) o Stanmore Road to Fife Street (Waitemat) o Karaka/Dominion (Devonport-Takapuna) Opening up pipe streams and improving stormwater quality and creates recreational spaces around Aucklands waterways. An example is the La Rosa Stream Day Lighting project.
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Level of service statement Performance measure Actual 2011/2012 51% Baseline to be established in 2012/2013 5.6 Baseline to be established in 2012/2013 98% LTP target 2013/2014 Greater than 50% Maintain or improve Less than 20 Greater than 85% Greater than 80% Greater than 80% 100% Annual Plan target 2013/2014 Greater than 50% Maintain or improve Less than 20 Greater than 85% Greater than 80% Greater than 80% 100%
Mitigate the risks of flooding by constructing and maintaining reliable, effective, sustainable and future proofed stormwater systems and networks and manage the detrimental effects of stormwater on the environment
Percentage of customers satisfied with stormwater management Percentage of Mori customers satisfied with stormwater management Number of blockages in the (1) stormwater network per 100km Percentage of urgent stormwater requests responded to within two (2) hours in urban areas Percentage of urgent stormwater requests responded to within four (2) hours in rural areas Percentage of non urgent stormwater service requests (3) responded to within three days Percentage of manhole popping requests attended to and made safe within two hours Percentage stormwater consent conditions with no justified abatement notices or enforcement (4) proceedings
99.5%
100%
100%
100%
100%
Notes:
1. 2. 3. This activity fluctuates from year to year; the target represents a realistic and achievable level within current budget allocations. Urgent service requests are requests that pose a public health and safety risk to people and/or property. Non urgent service requests are all stormwater requests for service that are not deemed to be urgent, such as information requests and maintenance works. Abatement notices are issued when an enforcement officer is of the opinion that an element of the Resource Management Act 1991 (RMA) is being or will be contravened. Abatement notices are deemed to be justified if it is proven that there was a contravention of the RMA.
4.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Network planning Stormwater catchment Stormwater operations and maintenance Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 83,454 0 0 0 0 3,277 0 0 86,731 (16,824) 0 89,377 0 0 0 0 3,852 0 0 93,229 (17,510) 0 84,209 0 0 0 0 3,775 0 0 87,984 (17,568) 0 (5,168) 0 0 0 0 (77) 0 0 (5,245) (58) 0 10,383 45,669 7,210 40,293 103,555 10,527 47,528 7,900 44,784 110,739 10,465 47,689 7,664 39,734 105,552 (62) 161 (236) (5,050) (5,187) 7,539 9,982 86,034 103,555 8,388 10,436 91,915 110,739 7,820 10,063 87,669 105,552 (568) (373) (4,246) (5,187) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Network planning Stormwater catchment Stormwater operations and maintenance Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1.
Budget 2013 18,863 7,581 25,277 51,721
LTP Draft Annual 2014 Plan 2014 31,119 17,221 16,443 64,783 30,551 18,780 17,763 67,094
Variance
Notes
(568) 1,559 1,320 2,311 2 2
18,245 19,487 13,989 51,721
28,197 25,752 10,834 64,783
31,165 26,593 9,336 67,094
2,968 841 (1,498) 2,311
0 14,389 0 28,844 8,488 51,721 0
0 21,372 0 30,017 13,394 64,783 0
0 21,449 0 30,120 15,525 67,094 0
0 77 0 103 2,131 2,311 0
120,708 0 8,488 0 0 0 129,196
131,321 0 13,394 0 0 0 144,715
129,196 0 15,525 0 0 0 144,721
(2,125) 0 2,131 0 0 0 6
The decreased operating expenditure recognised in this activity is driven by the allocation of a lower corporate cost base and the identification of specific savings initiatives. The increased capital expenditure on these activities is due to the deferral of the Waiarohia Ponds project from 2012/2013.
2.
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Part II: Our activities Stormwater and flood protection theme Group of activities: Flood protection and control
Group of activities: Flood protection and control

The activity in this group flood protection and control services minimises flooding across the region by protecting flood-prone buildings and environments, responding to flooding incidents, and improving the design of stormwater infrastructure.

Addressing and managing flooding in areas of Auckland through the Flood Alleviation Programme ($15 million). This includes Madills Farm Flood Attenuation and Freemans Bay Stormwater Outfall.

Level of service statement Performance measure Actual 2011/2012 LTP target 2013/2014 30 25% Annual Plan target 2013/2014 30 25%
72 Plan and develop stormwater Reduction of habitable floors that are infrastructure and improve design to below the 100 year flood plain help alleviate flooding Baseline to be Percentage of catchments with established in accurate flood hazard mapping 2012/2013 completed
$000 Financial year ending 30 June OPERATING EXPENDITURE Flood protection and control services Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding 3,684 42 0 0 0 335 0 0 4,061 4,357 42 0 0 0 394 0 0 4,793 4,025 42 0 0 0 386 0 0 4,453 (332) 0 0 0 0 (8) 0 0 (340) 2,110 30 2,669 (736) 4,073 2,125 88 3,377 (764) 4,826 2,112 186 3,320 (1,097) 4,521 (13) 98 (57) (333) (305) 2 4,073 4,073 4,826 4,826 4,521 4,521 (305) (305) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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Part II: Our activities Stormwater and flood protection theme Group of activities: Flood protection and control
$000 Financial year ending 30 June Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Flood protection and control services Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1. 2.
Budget 2013 (12) 0
LTP Draft Annual 2014 Plan 2014 (33) 0 (68) 0
Variance Notes
(35) 0
14,311 14,311
15,158 15,158
14,881 14,881
(277) (277)
2,147 12,164 0 14,311
2,274 12,884 0 15,158
2,232 12,649 0 14,881
(42) (235) 0 (277)
0 1,473 0 19 12,819 14,311 0
0 2,188 0 56 12,914 15,158 0
0 2,196 0 118 12,567 14,881 0
0 8 0 62 (347) (277) 0
40,806 0 12,819 0 0 0 53,625
53,262 0 12,914 0 0 0 66,176
53,625 0 12,567 0 0 0 66,192
363 0 (347) 0 0 0 16
The decreased operating expenditure recognised in this activity is primarily driven by the allocation of a lower corporate cost base. The negative balance in other expenses relates to the recovery of staff time spent on capital projects.
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Part II: Our activities Water supply and wastewater theme
Water supply and wastewater theme

( 1)
Through its water supply and wastewater activities, the councils CCO Watercare provides Aucklanders with high-quality drinking water and provides a network to collect and treat wastewater before being discharged into the receiving environment.
The groups of activities within this theme contribute primarily to delivering the following community outcomes:
Community outcome Group of activities Water supply Sewerage treatment and disposal

Access to safe and reliable drinking water and the collection, treatment and disposal of wastewater is an essential part of a healthy, green and connected Auckland. Strict procedures are in place to check that the highest-quality drinking water is maintained at every stage of its journey to the customers taps. Effective treatment of wastewater is very important to safeguard human health and to protect our harbours and waterways. Watercare maintains its infrastructure to improve wastewater collection, reduce overflows, and ensure wastewater is treated to a standard that protects public health, and the local environment.

Water is culturally significant to Mori. Accordingly, Watercare consults extensively with Mori on water-related issues. Watercare seeks advice from Mori representatives on matters related to water supply policy and its major projects. Watercare consults with Mori on measures to protect environmental and cultural values associated with water takes and maintaining in-stream flow levels. Watercare recognises the cultural aspects of wastewater discharges from treatment plants and the wastewater network. It works with Mori to mitigate cultural concerns related to these discharges, particularly with discharges directly to water. Watercare seeks advice from the mana whenua Kaitiaki Forum to ensure cultural issues are addressed in the design and implementation of our projects.
(1) Wastewater services is defined by section 124 of the LGA 2002 as meaning sewerage, treatment and disposal of sewage, and stormwater drainage.
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Part II: Our activities Water supply and wastewater theme Group of activities: Water supply
Group of activities: Water supply

The activity in this group water supply services through Watercare supplies Aucklands 1.4 million people each day with safe drinking water, draws around 370 million litres of drinking water from some 40 sources and distributes potable water through a network of over 8000 kilometres of pipes. Watercare is also responsible for the long-term planning of Aucklands water networks.

Progressing the installation of the Hunua 4 bulk water main to increase the security of Aucklands water supply ($57.9 million) Upgrading the Huia water treatment plant ($11 million) Southern supply water main project - constructing new water mains to connect areas of the former Franklin District to the Waikato water main ($12.4 million) Upgrading other water networks ($5.4 million)

Level of service statement Performance measure Actual 2011/2012 82% LTP target 2013/2014 80% Annual Plan target 2013/2014 80%
Provide uninterrupted access to safe, clean and drinkable water
Percentage of customers surveyed satisfied with Watercares delivery of water and wastewater services Compliance with Ministry of Health's drinking water standards for graded plants Number of unplanned water interruptions per 1,000 connected properties Metropolitan plants achievement of Ministry of Health's drinking water standards for treatment plants and (1) reticulation grading -Aa Non-metropolitan plants achievement of Ministry of Health's drinking water standards for treatment plants and reticulation (1) grading -Aa Percentage of unplanned water shut downs restored within five hours Number of water quality complaints (taste, odour, appearance) per 1,000 water supply connections Percentage of complaints resolved within 10 working days Percentage of annual potable water network losses measured as total (2) network volume
100%
100%
100%
5.8
Less than 10
Less than 10
100%
100%
100%
45%
45%
98% 4.1
95% Less than 5
95% Less than 5
99.7% Baseline to be established in 2012/2013
95% 14%
95% 14%
Notes:
1. 2. Ministry of Health's drinking water treatment plant (A - E) and reticulation (a - e) grading. This is defined as "real losses", which includes losses from the wholesale and retail distribution systems.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Water supply services Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 0 0 157,011 0 0 0 594 0 157,605 3 0 0 0 175,915 0 0 0 1,177 0 177,092 (637) 0 0 0 175,915 0 0 0 1,177 0 177,092 (637) 0 0 0 0 0 0 0 0 0 0 0 0 13,836 70,890 7,700 65,176 157,602 14,303 80,806 15,244 67,376 177,729 14,303 80,806 15,244 67,376 177,729 0 0 0 0 0 157,602 157,602 177,729 177,729 177,729 177,729 0 0 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Water supply services Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Budget 2013 172,991 172,991
Variance Notes
0 0
82,103 48,572 42,316 172,991
90,651 75,193 43,149 208,993
90,651 75,193 43,149 208,993
0 0 0 0
0 0 0 70,893 102,098 172,991 0
0 0 0 80,169 128,824 208,993 0
0 0 0 80,169 128,824 208,993 0
0 0 0 0 0 0 0
59,207 594 102,098 (13,022) 0 0 148,877
158,086 1,177 128,824 2,179 0 0 290,266
148,877 1,177 128,824 2,179 0 0 281,057
(9,209) 0 0 0 0 0 (9,209)
100
Part II: Our activities Water supply and wastewater theme Group of activities: Wastewater
Group of activities: Wastewater

The activity in this group wastewater treatment and disposal contributes through Watercare to the sustainable management of wastewater, by providing safe and healthy wastewater collection, transport and treatment that is economical, environmentally sound and responsive to customer needs to 430,000 Auckland homes and businesses. Watercare is also responsible for the long-term planning of Auckland's sewerage networks.

Planning for the Central Interceptor to cater for growth and reduce wastewater overflows to the Waitemat Harbour ($1.2 million) Protecting the Manukau Harbour by upgrading the biological nutrient removal at Mngere Wastewater Treatment Plant Upgrading the Army Bay outfall ($5.4 million) Planning for the Northern Interceptor, a project which will allow wastewater flows to be diverted from the Northern Strategic Growth Area (NORSGA); the Barrys Point Wastewater Pump Station; and the North Harbour duplication project

Level of service statement Performance measure Actual 2011/2012 6.4 2.3 LTP target 2013/2014 Less than 10 Less than or equal to 5 35% Annual Plan target 2013/2014 Less than 10 Less than or equal to 5 35%
Provide reliable wastewater services Number of bursts and chokes per and manage discharges to maintain 1,000 properties or improve the health of the Number of dry weather sewer environment overflows per 100 km of wastewater pipe length per year Percentage of wastewater discharged that is compliant with consent discharge requirements (excluding minor or technical noncompliance) for non-metropolitan areas Percentage of wastewater discharged that is compliant with consent discharge requirements (excluding minor or technical noncompliance) for metropolitan areas
64%
99%
100%
100%
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$000 Financial year ending 30 June OPERATING EXPENDITURE Wastewater treatment and disposal Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 0 0 304,788 0 0 0 6,514 0 311,302 414 0 0 0 321,039 0 0 0 6,597 0 327,636 (2,095) 0 0 0 321,039 0 0 0 6,597 0 327,636 (2,095) 0 0 0 0 0 0 0 0 0 0 0 0 24,746 106,445 84,388 95,309 310,888 25,581 120,167 85,458 98,525 329,731 25,581 120,167 85,458 98,525 329,731 0 0 0 0 0 310,888 310,888 329,731 329,731 329,731 329,731 0 0 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Wastewater treatment and disposal Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Budget 2013 131,985 131,985
Variance Notes
0 0
43,552 28,775 59,658 131,985
49,570 35,335 48,198 133,103
49,570 35,335 48,198 133,103
0 0 0 0
0 0 0 106,858 25,127 131,985 0
0 0 0 118,071 15,032 133,103 0
0 0 0 118,071 15,032 133,103 0
0 0 0 0 0 0 0
1,236,859 6,514 25,127 (23,484) 0 0 1,245,016
1,229,891 6,597 15,032 1,732 0 0 1,253,252
1,245,016 6,597 15,032 1,732 0 0 1,268,377
15,125 0 0 0 0 0 15,125
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Part II: Our activities Transport theme
Transport theme
Through its transport activities the council through its CCO, Auckland Transport, aims to provide an effective, efficient and safe transport network by connecting people and places with easy, affordable access to safe and sustainable transport choices. Auckland Transport works closely with the New Zealand Transport Agency (NZTA), Kiwi Rail, Ports of Auckland and Auckland Airport to provide an integrated transport system.

Community outcome Group of activities Public transport and travel demand management Roads and footpaths Parking and enforcement

The Auckland Plan identifies the transport system as crucial to achieving the vision of Auckland as the worlds most liveable city. It recognises the need for significant improvements to the transport system so that it works well for business, residents and visitors, supports Aucklands development, and contributes to the health and safety of its people and character of its places. The Auckland Plan calls for a transformational shift in public transport. The transport activities respond to these challenges by adopting a One System approach, which provides for an integrated programme of infrastructure and operations. This builds on the significant investment in Aucklands roads, railways, public transport services, and walking and cycling facilities by central and local government over the past decade. This approach will contribute to the Auckland Plan through the following: Better use of transport resources to maximise return on existing assets Moving people and goods efficiently across Aucklands transport network Increased access to a wider range of transport choices Improved safety of Aucklands transport system Reduced adverse environmental effects from Aucklands transport system Aucklands transport network effectively connecting communities and provides for Aucklands compact urban form.
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Part II: Our activities Transport theme

Managing Auckland's transport as a single system improves accessibility for Mori (mana whenua and Mataawaka) and provides tangible benefits. Engagement with mana whenua (iwi) authorities and Mataawaka organisations in planning improvements in the public transport system is expected to improve public transport connectivity to Mori purpose zones (Mori freehold land holdings, Marae, Papakinga, Whare Wnanga, Whare Kura and Khanga / Puna reo, cultural Treaty redress sites). They also provide greater transport choices for Mori residents with limited access to private transport, and will address barriers to accessibility for whnau haua who use public transport by implementing improved accessibility measures throughout the entire network (buses, trains, ferries, cycle ways and footpaths). Maintenance and upgrades of roads and footpaths also improves the safety and accessibility of the city for all Mori. Auckland Transports Mori Engagement Framework enables project level engagement with mana whenua from the inception of projects, plans and programmes through to completion.
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Part II: Our activities Transport theme Group of activities: Public transport and travel demand management
Group of activities: Public transport and travel demand management

The activities in this group contribute to providing a simpler, more frequent and more connected transport system through integrated ticketing and fares, and through travel demand management to focus on travel choice and reduce congestion by: giving priority to walking, cycling and public transport projects that make more efficient use of existing and future roading infrastructure projects that will increase public transport use, therefore increasing return on investments working with communities to deliver road safety education, travel planning, walking and cycling
The following activities are delivered: Rail - providing rail passenger services and supporting infrastructure that provide access to key centres. Ferry - providing ferry passenger services and supporting infrastructure to provide access to harbour and gulf island communities. Bus - providing bus services and supporting infrastructure to provide accessibility. Multi-modal (transport hub) - providing multi-modal (transport hub) services to support the public transport network. Travel demand management - working with communities to deliver road safety education, travel planning, walking and cycling

Progressing the City Rail Link project including protection of the route through designation and property purchase. This will enable a doubling of passenger rail services by making Britomart a through station rather than a terminating station ($178 million) Continuing the electrification of the rail network. Infrastructure associated with installing the electric system on the network is being funded by central government. The council, through Auckland Transport, is funding the new trains ($133 million) and the upgrade of rail stations ($10.3 million) where necessary Commencing the first stage of implementation of public transport network upgrade, providing for a simpler, connected network with more frequent services throughout the day. The first stage involves implementation of new services in south Auckland, and new bus-rail interchanges at thuhu and Manukau Completing investigations leading to route protection for a future rapid transit link to the airport, as part of the Southwestern Multi-modal Airport Rapid Transit (SMART) project.
106

Level of service statement Performance measure Actual 2011/2012 71,088 10,904 2,280 52,456 LTP target 2013/2014 79,090 14,423 2,618 56,305 Annual Plan target 2013/2014 6% increase 16.5% increase 6.5% increase 3.8% increase
Aucklands public transport Total passenger transport patronage (1)(2) services respond to demand and (000's) result in increased patronage Rapid Transit Network rail boardings (1) per annum (000's) Rapid Transit Network busway (1) boardings per annum (000's) Quality Transit Network and Local Connector Network bus boardings per (1) annum (000's) Ferry boardings per annum (000's) Public transport subsidy per passenger kilometre Public and customer safety and security incidents across public transport network per 100,000 passenger boardings Customers are satisfied with public transport services Effective infrastructure and services for walking, cycling and ride-sharing that help reduce the number of single-occupancy car trips Percentage of public transport passengers satisfied with their PT service Morning peak (7-9 am) car trips avoided through travel planning initiatives Walking trips into the CBD in the (1) morning peak Cycling trips throughout the region (3) during the morning peak
Notes:
1.
(1)
5,447 $0.24 Not available
5,744 $0.27 0.0925
4.4% increase $0.27 0.0925
85%
87%
87%
12,271
9,200
12,800
5,222 88,357
5,511 N/A
2% increase 10% increase
In the LTP, targets were shown as a figure however, to enable standardised comparison the Annual Plan targets are shown as a per cent. The improvement remains consistent with the LTP target levels. Subject to NZTA approving the investment profile to align with the Auckland Council investment profile for the next three years. Changed measure and target to take account of new measurement approach.
2. 3.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Bus Ferry Management of travel demand Multi-modal Rail Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 211,513 0 59,007 174,682 0 765 12,772 0 458,739 (5,699) 7,213 233,762 0 68,072 174,775 0 1,566 28,969 0 507,144 (6,832) 8,971 232,008 0 67,792 173,231 0 1,535 28,751 0 503,317 (6,963) 8,967 (1,754) 0 (280) (1,544) 0 (31) (218) 0 (3,827) (131) (4) 20,519 36,366 66,449 341,104 464,438 21,102 44,846 82,142 365,886 513,976 21,296 45,196 80,378 363,410 510,280 194 350 (1,764) (2,476) (3,696) 167,600 19,556 15,192 43,029 219,061 464,438 176,312 20,718 15,654 43,608 257,684 513,976 153,935 20,693 16,395 63,140 256,117 510,280 (22,377) (25) 741 19,532 (1,567) (3,696) 2 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Bus Ferry Management of travel demand Multi-modal Rail Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1.
Budget 2013 4,736 1,365 0 6,384 246,193 258,678
LTP Draft Annual 2014 Plan 2014 29,496 7,692 0 7,204 361,261 405,653 29,982 7,818 0 7,323 358,407 403,530
Variance Notes
486 126 0 119 (2,854) (2,123) 3
12,214 236,241 10,223 258,678
20,390 373,583 11,680 405,653
19,822 371,835 11,873 403,530
(568) (1,748) 193 (2,123)
17,701 6,626 0 23,453 210,898 258,678 0
18,517 9,162 0 29,044 348,930 405,653 0
18,517 9,194 0 29,265 346,554 403,530 0
0 32 0 221 (2,376) (2,123) 0
1,057,113 12,772 210,898 0 0 (7,213) 1,273,570
1,273,570 28,969 348,930 0 0 (8,971) 1,642,498
1,273,570 28,751 346,554 0 0 (8,967) 1,639,908
0 (218) (2,376) 0 0 4 (2,590)
The decrease in operating expenditure on this activity is due to the removal of emergency contingency budget and also to the reallocation of savings and efficiency targets within the Public transport and travel demand management group of activities. The increase in operating expenditure on this activity is due to the reallocation of savings and efficiency targets within the Public transport and travel demand management group of activities. The decrease in capital expenditure on this activity is due to the decrease in forecast inflation rates.
2.
3.
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Part II: Our activities Transport theme Group of activities: Roads and footpaths
Group of activities: Roads and footpaths

The activities in this group contribute to our social and economic well-being by providing a properly connected and well-maintained road and footpath network to ensure people and goods can move efficiently around Auckland. The following activities are delivered: Roads - providing well maintained, safe and efficient roads and roading infrastructure including lighting and road marking Footpaths - providing well maintained footpaths that encourage walking as an alternative transport choice and enabling pedestrians to engage with, and experience, their environment.

Completing Phase 1 of AMETI, a major, multi-year project for the Eastern Suburbs, which aims to give residents greater transport choices by improving public transport, walking and cycling facilities and reducing traffic congestion ($85 million) Upgrade and widening of Albany Highway, with over $32.1 million of investment planned during 2013/2014. This includes road cycle facilities and wider footpath, with new medians for safety, undergrounding power and telecommunication lines with planting and landscaping to make the area more attractive Commencing upgrades to Dominion Road to improve bus speeds and reliability on this key transport network route ($9.3 million) Continuation of the major upgrade of Tiverton Road and Wolverton Streets ($10.3 million). This will provide an improved and safer experience for all users of this busy 2.2km stretch of arterial road between New Windsor and New Lynn, while strengthening connectivity of the area and providing capacity for future transport demands Constructing two roads and a new intersection on Fred Taylor Drive (Garelja intersection), Whenuapai Investigating an East-West link to enhance connectivity between SH1 and SH20 corridors in Manukau Continued implementation of walking and cycling initiatives ($10.3 million). This includes improved and new school, community and business travel plans to provide greater transport choices to more people Upgrading our streetlights with LEDs as part of an energy conservation initiative ($5.6 million).

Level of service statement Performance measure Actual 2011/2012
(1)
LTP target 2013/2014
Annual Plan target 2013/2014
Aucklands arterial road moves people and goods effectively and efficiently
Arterial road network productivity (Percentage of road corridor productivity maintained or improving (2) on key arterial routes ) Travel times along strategic freight routes during the inter-peak (9am4pm) Percentage reduction in total fatal and serious injuries on local road (5) network
Not available
51% of the 51% of the ideal achieved ideal achieved
85% of trips Maintain travel Maintain travel were travelled times for 85th times for 85th percentile for percentile for within these (3) (4) (4) all routes travel times all routes 11.7% 2.0% reduction 2.0% reduction
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Performance measure
Actual 2011/2012 85%
LTP target 2013/2014 No less than 75% No less than 75% No less than 75%
Annual Plan target 2013/2014 No less than 75% No less than 75% No less than 75%
Customers are satisfied with the quality of Aucklands roads Customers are satisfied with the quality of Aucklands footpaths
Percentage of residents satisfied with the quality of roads in the Auckland region Percentage of residents satisfied with the quality of footpaths in their local area Percentage of residents satisfied with the quality of footpaths in the Auckland region
74%
79%
Notes:
1. Road Corridor Productivity is measured by # of vehicles X their average speed X average vehicle occupancy by lane. Based on considerable research, Austroads (association of Australian and New Zealand road transport and traffic authorities) has issued recommendations for measuring this, based on ideal arterial road conditions. Taking these recommendations into account, an AT corridor productivity ideal has been set at: 38,000 person km, per hour, per lane (900 vehicles travelling at an average speed of 35kph in one lane, with an average of 1.2 occupants). Key arterial routes are: Airport to CBD via Manukau Rd; St Lukes to St Johns via St Lukes Rd/Greenlane/Remuera Rd; Albany to Birkenhead via Glenfield Rd; Henderson to CBD via Great North Rd. from SH 20 to SH 1 via Nielson St 18 minutes from SH 1 to SH 20 via Nielson St 14 minutes from Sylvia Park to East Tamaki via South-eastern arterial 10 minutes from East Tamaki to Sylvia Park via South-eastern arterial 10 minutes from SH1 to SH18 via Wairau Rd 8 minutes from SH18 to SH1 via Wairau Rd 8 minutes from East Tamaki to SH1 Highbrook interchange via Harris Rd 10 minutes from SH1 Highbrook interchange to East Tamaki via Harris Rd 10 minutes 4. from SH 20 to SH 1 via Nielson St 16 minutes from SH 1 to SH 20 via Nielson St 12 minutes from Sylvia Park to East Tamaki via South-eastern arterial 11 minutes from East Tamaki to Sylvia Park via South-eastern arterial 12 minutes from SH1 to SH18 via Wairau Rd 8 minutes from SH18 to SH1 via Wairau Rd 8 minutes from East Tamaki to SH1 Highbrook interchange via Harris Rd 10 minutes from SH1 Highbrook interchange to East Tamaki via Harris Rd 11 minutes The figures for fatal and serious injuries on the local road network for each year are reported on a calendar year basis. The result is for the previous calendar year. In the reporting period there were a total of 362 fatal and serious injuries on the local road network.
2.
3.
5.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Footpaths Roads Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 247,752 164 10,402 35,565 8,677 5,722 0 0 308,282 (99,576) 0 266,347 164 10,920 35,565 8,964 6,600 0 0 328,560 (101,080) 0 256,262 117 10,835 35,565 8,894 6,465 0 0 318,138 (101,107) 0 (10,085) (47) (85) 0 (70) (135) 0 0 (10,422) (27) 0 24,757 194,227 54,856 134,018 407,858 25,544 198,306 66,996 138,794 429,640 25,257 198,379 64,810 130,799 419,245 (287) 73 (2,186) (7,995) (10,395) 22,732 385,126 407,858 24,664 404,976 429,640 24,659 394,586 419,245 (5) (10,390) (10,395) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Footpaths Roads Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1.
Budget 2013 42,754 400,272 443,026
LTP Draft Annual 2014 Plan 2014 45,417 393,528 438,945 46,165 400,010 446,175
Variance Notes
748 6,482 7,230 2
37,525 223,838 181,663 443,026
36,206 218,461 184,278 438,945
36,802 222,060 187,313 446,175
596 3,599 3,035 7,230
101,375 12,154 2,800 94,651 232,046 443,026 0
140,062 19,377 0 97,226 182,280 438,945 0
140,062 19,513 15,000 97,272 174,328 446,175 0
0 136 15,000 46 (7,952) 7,230 0
851,350 0 232,046 0 0 0 1,083,396
1,086,195 0 182,280 0 0 0 1,268,475
1,083,396 0 174,328 0 0 0 1,257,724
(2,799) 0 (7,952) 0 0 0 (10,751)
The decrease in operating expenditure on this activity is due to the removal of budget for berm mowing in the central area, reduced interest costs and inflation costs from updated interest and inflation rates. The increased capital expenditure in this activity is due to the increase in the forecast inflation rate for roading expenditure.
2.
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Part II: Our activities Transport theme Group of activities: Parking and enforcement
Group of activities: Parking and enforcement

The activities in this group contribute to the management of public parking, including on-street parking and parking buildings. The following activities are delivered: On-street parking and enforcement - balancing demand with the needs of road users, residents and businesses using unrestricted, restricted and pay-and-display options. Off-street parking and enforcement - providing parking buildings and lots and Park and Ride facilities which encourage the use of public transport.

Upgrading on-street parking pay and display meters, and introducing pay and display machines in new areas ($4.2 million) Developing a park and ride facility to support the new ferry service at Hobsonville.

Level of service statement Performance measure Actual 2011/2012 Not available Not available LTP Target 2013/2014 57% 60% Annual Plan Target 2013/2014 57% 60%
Off-street car-parking meets customer demand On-street parking facilities meet customer demand
Off-street parking occupancy rates On street parking occupancy rates
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$000 Financial year ending 30 June OPERATING EXPENDITURE Off-street parking business On-street parking and enforcement Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 0 0 79,946 0 0 0 0 (21,302) 58,644 (3,693) 0 0 0 85,003 0 0 0 0 (24,676) 60,327 (3,594) 0 0 0 84,457 0 0 0 0 (23,478) 60,979 (3,629) 0 0 0 (546) 0 0 0 0 1,198 652 (35) 0 24,124 10,022 1,347 26,844 62,337 25,100 9,754 1,539 27,528 63,921 24,813 9,847 1,510 28,438 64,608 (287) 93 (29) 910 687 25,026 37,311 62,337 26,001 37,920 63,921 25,483 39,125 64,608 (518) 1,205 687 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Off-street parking business On-street parking and enforcement Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 3,701 5,364 9,065
LTP Draft Annual 2014 Plan 2014 5,852 4,807 10,659 5,948 4,886 10,834
Variance Notes
96 79 175
0 2,840 6,225 9,065
0 1,523 9,136 10,659
0 1,548 9,286 10,834
0 25 150 175
0 0 0 6,330 2,735 9,065 0
0 0 0 6,161 4,498 10,659 0
0 0 0 6,219 4,615 10,834 0
0 0 0 58 117 175 0
22,095 0 2,735 0 0 0 24,830
24,830 0 4,498 0 0 0 29,328
24,830 0 4,615 0 0 0 29,445
0 0 117 0 0 0 117
The increased operating cost in this activity is due to the reallocation of efficiency savings within Auckland Transport.
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Part II: Our activities Community theme
Community theme
Theme overview
Through its community activities the council leads and works in partnership with agencies and the community to contribute to safe, healthy and inclusive communities by providing essential facilities and services such as libraries, community services, cemeteries and emergency management. This assists people to get involved in recreation, leisure, arts and cultural activities, heritage and supporting community volunteers and groups.

Community outcome Group of activities Cemeteries and crematoria Emergency management Regional library services Local library services Regional community services Local community services

Community activities help to create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders. We contribute to quality of life through preserving our rich cultural heritage and ensuring that library information is easily accessible to all. We partner with community and ethnic groups to develop facilities, activities and events, and support programmes to improve literacy and numeracy to help raise the regions skill levels and productivity and prioritise children and young people. We provide funding and grants to empower communities by building leadership, skills, capacity and resources and provide opportunities for life-long learning. Our drug and alcohol harm reduction, injury prevention and family violence programmes support community safety, which is fundamental to a strong and inclusive Auckland. We are contributing to the Southern Initiative to help bring about transformational social, economic and physical change that improves the quality of life and well-being of residents.
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Part II: Our activities Community theme

We have identified 37 urupa (designated burial area for Mori) across the region. This provides opportunities for mana whenua to express kaitiakitanga of particular sites of cultural heritage significance. An urupa committee has been established at Waikumete Cemetery to address cultural needs of Mori and their whnau. As kaitiaki (guardians) of taonga, libraries hold relationships with iwi, hap and whnau to support the preservation and use of mtauranga Mori (knowledge), whakapapa (family history) and Mori research. The Sir George Grey Special Collections is a significant heritage resource. We provide access to collections in te reo Mori, through the Mori language catalogue and work with a small number of kohanga reo. Mori programming includes story times, whakapapa activities, wnanga (learning and specialist talks) and events to mark Matariki. We have initiatives to include youth/rangatahi school holiday programmes, and programmes for people with disabilities and older people. We work in partnership with iwi, Mori service providers and urban Marae to deliver grassroots action. Our Mori wardens help to improve community safety and make Auckland a safe place. We support mana whenua and Mataawaka aspirations to contribute to Aucklands future development through initiatives such as papakinga, including development for kaumtua (older people) and Marae development.
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Part II: Our activities Community theme Group of activities: Cemeteries and crematoria
Group of activities: Cemeteries and crematoria

The activity of cemeteries and crematoria provides essential social and community services to maintain public health and allow commemoration, cremation and burial of loved ones.

Upgrading and expanding regional cemeteries to provide burial facilities that meet Aucklanders needs ($1.5 million). o Manukau Memorial Gardens, western block ($1.2 million) o Waikumete cemetery burial areas ($0.3 million).

Maintain cemeteries, memorial gardens and records for families, friends and visitors to remember their loved ones
Percentage of customers satisfied with the cemeteries and memorial gardens overall Percentage of visitor service standards achieved Capacity of cemeteries and crematoria to meet current and projected demand (years)
85%
85%
$000 Financial year ending 30 June OPERATING EXPENDITURE Cemeteries and crematoria management Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies 0 0 7,721 35 0 0 8,117 35 0 0 8,055 35 0 0 (62) 0 1,581 164 417 3,879 6,041 1,620 231 600 4,066 6,517 1,611 305 620 3,943 6,479 (9) 74 20 (123) (38) 6,041 6,041 6,517 6,517 6,479 6,479 (38) (38) Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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Part II: Our activities Community theme Group of activities: Cemeteries and crematoria
$000 Financial year ending 30 June Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Cemeteries and crematoria management Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Budget 2013 0 0 25 (1,800) 5,981 (60) 0
LTP Draft Annual 2014 Plan 2014 0 0 52 (1,770) 6,434 (83) 2 0 0 48 (1,771) 6,367 (112) 2
Variance Notes 0 0 (4) (1) (67) (29) 0
4,641 4,641
2,576 2,576
2,734 2,734
158 158
0 2,537 2,104 4,641
0 1,387 1,189 2,576
0 1,439 1,295 2,734
0 52 106 158
0 0 0 104 4,537 4,641 0
0 0 0 146 2,430 2,576 0
0 0 0 193 2,541 2,734 0
0 0 0 47 111 158 0
5,352 25 4,537 0 0 0 9,914
9,396 52 2,430 0 0 (2) 11,876
9,914 48 2,541 0 0 (2) 12,501
518 (4) 111 0 0 0 625
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Part II: Our activities Community theme Group of activities: Emergency management
Group of activities: Emergency management

The activities in this group contribute to delivering emergency management of unanticipated natural and manmade events through our emergency management service. We have responsibility for civil defence emergency management and rural fire readiness and response, ensuring the safety of our residents and the preservation of property and the natural environment. The following activities are delivered: Emergency management and preparedness - ensuring effective response to, and recovery from, civil defence emergencies through sound relationships, planning and exercising with the community and stakeholders. Rural fire services - operating and managing rural fire services, including all islands of the Gulf. Resourcing and training volunteer fire fighters to reduce the likelihood and consequence of a bush fire.

Undertaking initiatives to ensure Aucklanders are well-prepared to respond to an emergency, and to enhance rural fire readiness, are a key focus for Emergency Management. This year it includes investment in a public alerting system to advise the public and minimise the impact on Auckland. o Refurbishing fire tankers ($187,000) o Continuing the refurbishment of rural fire stations ($71,000) o Relocating and recalibrating remote automatic weather stations o Updating public alerting systems ($183,000).

Level of service statement Performance measure Actual 2011/2012 58.1% LTP target 2013/2014 80% Annual Plan target 2013/2014 80%
Ensure readiness to respond effectively to emergency civil defence situations and hazards Provide education, support, and training to develop a resilient community
Overall score achieved using the (1) CDEM capability assessment tool Percentage of community fully (2) prepared for an emergency Percentage of community prepared (3) at home for an emergency Number of local community emergency management projects (4) completed
10% 22% 28
15% 24% 14
15% 24% 14
Provide emergency management and rural fire capability to manage fire and emergencies quickly and effectively
Percentage of incidents requesting attendance by New Zealand Fire Services responded to within 10 minutes Percentage of rural fire fighters who meet national training standards
82%
85%
85%
92%
92%
92%
Notes:
1. CDEM capability assessment tool developed by the Ministry of Civil Defence and Emergency Management, aims to create a standard assessment of emergency management capability in New Zealand. It consists of a set of key performance indicators and measures against which organisations can assess themselves or be externally assessed. Indicators span the 4Rs reduction, readiness, response and recovery. The overall score is a weighted average score across all indicators and measures totalling 100. The target environment is 80-100 per cent, satisfactory is 40-79 per cent and requires attention is 0-39 per cent.
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2. Respondents are questioned on their knowledge of civil defence and whether they have taken steps to prepare themselves and are graded as 'Fully', 'Partially' or 'Not' prepared. See note 2 above, the result for this measure (prepared at home) is the percentage graded 'Partially' prepared. These projects develop and support local Neighbourhood Response Plans enabling communities to plan for, respond to and recover from local, regional and national emergencies. This is done by educating and informing local communities of the man-made and natural hazards that have potential to impact them.
3. 4.
$000 Financial year ending 30 June OPERATING EXPENDITURE Emergency management and preparedness Rural fire services Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 6,311 0 0 228 0 0 0 0 6,539 (161) 0 6,601 0 0 157 0 0 0 0 6,758 (187) 0 6,308 0 0 157 0 0 0 0 6,465 (167) 0 (293) 0 0 0 0 0 0 0 (293) 20 0 2,763 437 77 3,423 6,700 2,832 504 121 3,488 6,945 2,815 451 119 3,247 6,632 (17) (53) (2) (241) (313) 4,782 1,918 6,700 4,963 1,982 6,945 4,706 1,926 6,632 (257) (56) (313) Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Emergency management and preparedness Rural fire services Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Budget 2013 1,051 114 1,165
LTP Draft Annual 2014 Plan 2014 714 189 903 704 186 890
Variance
Notes
(10) (3) (13)
0 426 739 1,165
0 271 632 903
0 267 623 890
0 (4) (9) (13)
0 0 0 277 888 1,165 0
0 0 0 318 585 903 0
0 0 0 285 605 890 0
0 0 0 (33) 20 (13) 0
968 0 888 0 0 0 1,856
1,856 0 585 0 0 0 2,441
1,856 0 605 0 0 0 2,461
0 0 20 0 0 0 20
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Part II: Our activities Community theme Group of activities: Regional library services
Group of activities: Regional library services

The activities in this group provide for a range of needs in our community ranging from access to books and other material, delivery of digital services and library systems, access to research and leisure resources; and literacy and learning programmes. The following activities are delivered: Regional and corporate library management - developing strategies and policies, including the need for and location of new libraries, collection policy and practice, service standards, and library exhibitions, programmes and events. Library collection management - ensuring access to learning, information and leisure resources. Development and management of the heritage collection to help build on Auckland's cultural heritage.
Our local library activities are contained in the following section.

Planning for new libraries and managing upgrades to existing libraries Upgrading of the library management system ($2.8 million) Commencing phase 3 of the Radio Frequency Identification (RFID) stock management and security system ($912,000) Renewing the library collection material ($12.4 million)

Provide access to a wide range of information relevant to community learning needs
Percentage of customers satisfied with content and condition of collections The number of lending and reference collection items available (1) per capita Percentage of customers satisfied with the services available on library computers, including databases and catalogues Number of collection items (1) borrowed/ issued per capita Number of new collection items (1) purchased annually per capita Number of people in reading and information skill programmes per (1) capita
2.4
2.7
2.7
79%
75%
75%
11.8 0.36 0.25
12 0.30 0.29
12 0.30 0.29
Note:
1. Per capita measures track library resources and usage against population figures.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Library collection management Regional and corporate library management Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 34,090 0 3,358 0 282 41 0 0 37,771 (4,783) 0 33,030 0 3,473 0 292 91 0 0 36,886 (5,036) 0 34,101 0 3,446 0 289 90 0 0 37,926 (5,298) 0 1,071 0 (27) 0 (3) (1) 0 0 1,040 (262) 0 12,181 12,978 422 16,973 42,554 12,485 13,672 947 14,818 41,922 12,412 14,383 971 15,458 43,224 (73) 711 24 640 1,302 26,058 16,496 42,554 26,105 15,817 41,922 27,485 15,739 43,224 1,380 (78) 1,302 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Library collection management Regional and corporate library management Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 18,026 659 18,685
LTP Draft Annual 2014 Plan 2014 17,624 658 18,282 17,589 649 18,238
Variance Notes
(35) (9) (44)
282 364 18,039 18,685
0 363 17,919 18,282
0 357 17,881 18,238
0 (6) (38) (44)
0 52 0 8,196 10,437 18,685 0
0 47 0 8,635 9,600 18,282 0
0 48 0 9,085 9,105 18,238 0
0 1 0 450 (495) (44) 0
3,084 0 10,437 0 0 0 13,521
12,539 0 9,600 0 0 0 22,139
13,521 0 9,105 0 0 0 22,626
982 0 (495) 0 0 0 487
The increased operating expenditure is primarily due to the reclassification of efficiency savings from this activity into organisational support
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Part II: Our activities Community theme Group of activities: Local library services
Group of activities: Local library services

The activity of local library facilities and services contributes to the management and operation of local libraries, including the development of approved new libraries and major library upgrades, as well as programmes and events within local libraries.

Completing the Waiheke library ($315,000) Commencing the construction of the following libraries: o Devonport ($1.8 million) o thuhu ($2.8 million) o Massey Westgate ($10.3 million) o Te Atatu ($3.6 million) o Ranui ($4.4 million).

Provide safe, welcoming, and Percentage of customers satisfied accessible library facilities for with overall services provided by customers to access library services libraries Average number of library visits per (1) capita Total library building floor space per 1,000 residents (m2)
Note:
1. Per capita measures track library resources and usage against population figures.
9.6 32.4
10 40.3
10 35.2
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$000 Financial year ending 30 June OPERATING EXPENDITURE Local library facilities and services Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 52,070 0 769 106 77 571 65 0 53,658 (124) 1 52,689 0 790 106 79 1,161 151 0 54,976 (226) 5 52,994 0 785 106 79 1,137 140 0 55,241 (171) 5 305 0 (5) 0 0 (24) (11) 0 265 55 0 29,328 336 1,826 22,292 53,782 30,061 627 3,137 21,377 55,202 29,885 473 3,097 21,957 55,412 (176) (154) (40) 580 210 53,782 53,782 55,202 55,202 55,412 55,412 210 210 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Local library facilities and services Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 23,035 23,035
Variance Notes
909 909
11,984 6,314 4,737 23,035
13,304 4,251 7,386 24,941
14,242 4,341 7,267 25,850
938 90 (119) 909
0 699 0 210 22,126 23,035 0
0 709 0 397 23,835 24,941 0
0 732 0 301 24,817 25,850 0
0 23 0 (96) 982 909 0
22,546 65 22,126 0 0 (1) 44,736
44,683 151 23,835 0 0 (5) 68,664
44,736 140 24,817 0 0 (5) 69,688
53 (11) 982 0 0 0 1,024
The increase in capital expenditure in 2013/2014 is due to the deferral of the Te Atatu Peninsula Library project from 2012/2013. This is partially offset by the bringing forward of expenditure on the Massey North Library to 2011/2012 and on the Ranui Library to 2012/2013.
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Part II: Our activities Community theme Group of activities: Regional community services
Group of activities: Regional community services

The activities in this group contribute to community development and safety, influencing people's sense of security and quality of life by providing safe public places, events and accessible facilities to enable Aucklanders to gather, learn, share and connect. Our 1500 housing units enable eligible older persons to live independently within their communities in quality accommodation. The following activities are delivered: Community development policy - developing policy related to community safety and wellbeing, including alcohol control, the commercial sex industry, gambling venues, community safety, community funding and assistance, leases, partnerships and facilities. Regional community development initiatives - providing initiatives that support the development of a strong, inclusive and equitable society and ensuring opportunity for all Aucklanders. This includes Aucklandwide community funding and grants, and providing projects and regional initiatives of benefit to local communities. Regional community facilities - providing regional community facilities that give community groups affordable access to conduct and promote their activities. Regional community safety programmes - tailoring graffiti reduction, crime prevention and community safety programmes. This includes safety patrolling, CCTV provision, environmental design and car crime reduction, drug and alcohol harm reduction, injury prevention and family violence prevention programmes. Regional social housing - providing housing for eligible older persons, supporting them to be active, healthy, safe and independent while staying close to friends and family. Management of services and support for tenants, maintenance and monitoring of properties.
Our local community services activities are contained in the following section.

Completing of a programme of social housing refurbishment and renewal works to support low-income older people to be active and independent within their communities ($1.2 million) Implementation of the Auckland Regional Settlement Strategy Providing community funding programmes including the Youth Connections Programme. The Youth Connections Programme (launched in June 2012 by the mayor) is a joint initiative between Auckland Council, the Tindall Foundation and Auckland Airport Community Trust to link school leavers with further education, training and employment Delivering programmes that strengthen and connect communities, with a focus on youth, migrants and those most in need; and to prevent and reduce violence, crime and injury, in delivering safer environments. Implementing the regional Graffiti Vandalism Prevention Plan
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Level of service statement Performance measure Actual 2011/2012 Baseline to be established in 2012/13 Baseline to be established in 2012/2013 29 82% Baseline to be established in 2012/2013 650 462 LTP target 2013/2014 75% Annual Plan target 2013/2014 75%
Provide equitable and sustainable community development policies, resources and programmes that support community wellbeing
Percentage of customers satisfied with community development programmes Percentage of Mori customers satisfied with community development programmes Number of community development programmes provided Percentage of residents satisfied with Citizens Advice Bureau services Number of community development programmes that specifically relate to Mori
Maintain or improve 26 76% Maintain or improve 200 600
Maintain or improve 26 76% Maintain or improve 200 600
Improve community safety through Number of volunteers actively (1) involved in community patrolling delivery of programmes and initiatives with partner organisations Number of criminal incidents and the community recorded on council CCTV and (2) referred to the police for follow up Percentage of all assets that are (3) graffiti free across the city Percentage of graffiti removal requests completed within 24 hours of reporting Percentage of tenants satisfied with provision and management of housing facilities for the elderly Percentage occupancy rate of housing facilities for the elderly
Notes:
1.
85% 99.6%
85% 90%
85% 90%
80%
85%
85%
96.8%
90%
90%
Targets are based on the definition that a viable patrol will have at least 20 members and council have contracts with approximately 10 patrols. Targets are based on existing level data and estimated impact of new CCTVs is being installed. Actual is the 2010/2011 figure as no survey was undertaken in 2011/2012. Next survey to be carried out in November 2012.
2. 3.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Community development policy Regional community development initiatives Regional community facilities Regional community safety initiatives Regional social housing Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 42,790 0 7,188 2,254 0 0 110 0 52,342 (667) 2 40,120 0 7,183 2,263 0 0 357 0 49,923 (683) 10 42,104 0 7,145 2,263 0 0 342 0 51,854 (651) 9 1,984 0 (38) 0 0 0 (15) 0 1,931 32 (1) 19,414 1,816 289 31,490 53,009 19,893 1,878 537 28,298 50,606 19,777 1,791 579 30,358 52,505 (116) (87) 42 2,060 1,899 10,684 20,064 5,020 13,164 4,077 53,009 10,970 18,148 4,350 13,489 3,649 50,606 10,752 19,427 5,021 13,474 3,831 52,505 (218) 1,279 671 (15) 182 1,899 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Community development policy Regional community development initiatives Regional community facilities Regional community safety initiatives Regional social housing Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 0 0 0 50 5,987 6,037
LTP Draft Annual 2014 Plan 2014 0 0 0 38 6,279 6,317 0 0 0 38 6,200 6,238
Variance Notes
0 0 0 0 (79) (79)
0 50 5,987 6,037
0 110 6,207 6,317
0 109 6,129 6,238
0 (1) (78) (79)
0 0 0 1,147 4,890 6,037 0
0 0 0 1,186 5,131 6,317 0
0 0 0 1,132 5,106 6,238 0
0 0 0 (54) (25) (79) 0
(350) 110 4,890 0 0 (2) 4,648
3,762 357 5,131 0 0 (10) 9,240
4,648 342 5,106 0 0 (9) 10,087
886 (15) (25) 0 0 1 847
The increased operating expenditure is primarily due to the reclassification of efficiency savings from this activity into organisational support
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Part II: Our activities Community theme Group of activities: Local community services
Group of activities: Local community services

The activities in this group help to strengthen communities and contribute to residents well-being by providing local programmes and facilities, enabling people to connect, learn, interact and participate in their community. The following activities are delivered: Local community development initiatives - supporting a wide range of community-based projects and goals through community funding and grants, specific programmes, advice and information services, and initiatives. Local community facilities ensuring everyone can access safe and affordable spaces to pursue their interests locally. Community facilities include community centres and houses, halls and leased space. Local community safety initiatives providing community safety programmes, including Auckland-wide graffiti eradication, graffiti vandalism enforcement and provision of CCTV systems.

Upgrading and developing new facilities to give the community places to meet and participate in activities: o Upgrading community facilities in tara-Papatoetoe ($524,000) o Assessing the need for a community facility in the Upper Harbour area Developing the new Northern Community Facility (Upper Harbour) ($580,000)

Provide local community development resources, funds and programmes that build community wellbeing
Percentage of community groups satisfied with assistance and advice provided Percentage of community funding/grant recipients meeting grant obligations
75%
95%
95%
Provide community halls, centres Percentage of users satisfied with and houses that meet the community centres and community recreational and social needs of the houses local community Percentage of available time community centres and halls are used (actual hours used compared to hours available) Improve community safety through Percentage of respondents who delivery of programmes and perceive that their neighbourhood is initiatives with partner organisations reasonably safe in the day time and the community Percentage of respondents who perceive that their neighbourhood is reasonably safe at night time
69%
75%
75%
40%
50%
50%
84%
85%
85%
41%
55%
55%
134
$000 Financial year ending 30 June OPERATING EXPENDITURE Local community development initiatives Local community facilities Local community safety initiatives Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 13,696 0 2,363 273 0 379 122 0 16,833 (48) 2 14,978 0 2,471 233 0 482 107 0 18,271 (79) 6 14,438 0 2,452 233 0 467 106 0 17,696 (71) 6 (540) 0 (19) 0 0 (15) (1) 0 (575) 8 0 546 131 907 15,297 16,881 559 228 1,372 16,191 18,350 556 203 1,522 15,486 17,767 (3) (25) 150 (705) (583) 3,140 13,248 493 16,881 3,262 14,535 553 18,350 3,116 14,128 523 17,767 (146) (407) (30) (583) Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
135
$000 Financial year ending 30 June CAPITAL EXPENDITURE Local community development initiatives Local community facilities Local community safety initiatives Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Budget 2013 0 11,686 472 12,158
LTP Draft Annual 2014 Plan 2014 0 11,263 352 11,615 0 11,112 347 11,459
Variance Notes
0 (151) (5) (156)
1,988 1,570 8,600 12,158
4,698 1,989 4,928 11,615
4,639 1,910 4,910 11,459
(59) (79) (18) (156)
232 365 0 83 11,478 12,158 0
0 605 0 144 10,866 11,615 0
0 620 0 127 10,712 11,459 0
0 15 0 (17) (154) (156) 0
10,968 122 11,478 0 0 (2) 22,566
19,357 107 10,866 0 0 (6) 30,324
22,566 106 10,712 0 0 (6) 33,378
3,209 (1) (154) 0 0 0 3,054
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Part II: Our activities Lifestyle and culture theme
Lifestyle and culture theme

Theme overview
Through its lifestyle and culture activities the council provides a wide variety of services and facilities that give Aucklanders and visitors the opportunity to enjoy high quality arts, culture and recreation. This ranges from the provision of arts programmes and events and parks across the region to art galleries, museums and local community facilities, in venues large and small. We also invest in facilities to attract world-class events here, and partner with organisations on arts and recreation opportunities for cultural expression and enjoyment.

Community outcome Group of activities Regional arts, culture and events services Local arts, culture and events services Regional events facilities Regional parks services Local parks services Regional recreation services Local recreation services Regional collections and amenities
137
Part II: Our activities Lifestyle and culture theme

Lifestyle and culture activities contribute: By valuing and fostering Aucklands cultural diversity, supporting our artists, creative sectors and cultural institutions, and building healthy communities through offering more sporting and lifestyle opportunities for everyone. Through developing skills and knowledge, supporting key sectors, generating tourism, creating employment and innovation as well as enhancing cultural well-being. Through recognising and promoting the contribution of our natural heritage to urban character, quality, amenity and sense of place. Protecting, enhancing and increasing Aucklands parks and reserves helps tackle climate change and increases energy resilience.

We are working with local iwi and relevant organisations to deliver arts and cultural programmes that contribute to Mori outcomes e.g. the Mtriki Festival and targeted Marae-based programmes. Mori artists, arts groups and initiatives are supported through regional contestable arts funding. We are providing specific objectives and policies relating to kaitiakitanga, mauri, Te Tiriti and mtauranga Mori, and the council will continue to fund supporting programmes. Other initiatives include: the co-governance of sites of significance to Mori (e.g. through Hamilin Hill/Mutukuroa Regional Park Trust Board, Ngti Whatua o Orakei Reserves Board and the Whenua Rangatira, Waimoanu Pa Kinga Reserve, Te Pukaki Tapu o Poutueka Historic Reserve) Kaitiakitanga of all public parkland and sites of cultural heritage significance e.g. the volcanic maunga and pa harakeke, the cultural harvesting of flax consulting with relevant Mori on projects and mana whenua on park management and incorporating Mori design elements that interpret the landscape and its cultural history
The maunga have been brought within the overall framework of regional and specialist parks. Pre-empting the Crown, Ng mana whenua o Tmaki Makaurau and the council are proceeding towards the establishment of the Tpuna Maunga o Tmaki Authority. This body will administer the parts of the maunga, which are intended to be vested in the trustees of the Tpuna Taonga o Tmaki Makaurau (Cultural Redress) Trust. Councils LTP will be amended in future to reflect the resources, once agreement is reached between the Tmaki Collective and the Crown. This will impact on subsequent annual plans. We contribute to mtauranga Mori through our facilities, which are a repository for cultural taonga, and through our Mori and Pacific events.
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Part II: Our activities Our activities: Lifestyle and culture theme Group of activities: Regional arts, culture and event services
Group of activities: Regional arts, culture and event services

The activities in this group promote arts, culture and events, by supporting this sector through a range of regional programmes that include public art and regional events, and regional facilities. These include initiatives for the preservation and expression of Mori, Pasifika and ethnic cultures. The following activities are delivered: Arts, culture and events policy - providing policies that guide the delivery of arts, culture and events. Regional arts and culture initiatives - facilitating and running regional arts and culture programmes, public art projects, arts funding and grants, marketing and promotion of arts and cultural services and projects. Regional events - delivering, supporting and sponsoring a regional events programme that is exciting, successful and caters to the breadth of Aucklands communities.
Our local arts, culture and events services activities are contained in the following section.

Delivering a diverse and high quality programme of regional arts and culture activities at an estimated cost of $80,000 Delivering an enhanced programme of regional events, such as Sculpture on the Shore, Polyfest and Shot in the City Photography, at an estimated cost of $400,000 Conditional funding for the Auckland Theatre Companys Waterfront Theatre project to build a new theatre complex in the Wynyard Quarter comprising of a 600-seat theatre, a 200-seat flexible studio space, an 80seat meeting room and gallery, courtyard, bar and caf ($5 million).

Deliver, facilitate and fund diverse and high quality arts and cultural programmes and activities
Percentage of participants satisfied with community arts programmes overall
Number of arts and cultural activities Baseline to be established in provided by council 2012/2013 Number of participants in arts and cultural activities provided by council per 1000 residents Number of public art partnerships 118
80
80
51
120
10
10
139
Performance measure
Actual 2011/2012 89%
LTP target 2013/2014 85%
Deliver and facilitate regional events Percentage of attendees satisfied targeted to attract regional, national with council delivered regional and international attendees events overall Number of attendees at council delivered regional events Number of events permitted in (1) Auckland Number of Mori participating in council delivered regional events
Note:
1.
358,249 2,772 Baseline to be established in 2012/2013
110,000 776 Maintain or improve
110,000 776 Maintain or improve
Permitted events are any events that are held at open public spaces that have undergone the Auckland Council's event permitting process and organisers have been given a permit to hold the event.
$000 Financial year ending 30 June OPERATING EXPENDITURE Arts, culture and events policy Regional arts and culture initiatives Regional events Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 15,437 0 482 920 0 0 1,000 0 17,839 (178) 17 14,448 0 487 920 0 0 5,000 0 20,855 (111) 117 15,791 0 486 920 0 0 5,000 0 22,197 (128) 117 1,343 0 (1) 0 0 0 0 0 1,342 (17) 0 4,417 523 235 12,842 18,017 4,523 617 512 15,314 20,966 4,497 660 552 16,616 22,325 (26) 43 40 1,302 1,359 393 10,492 7,132 18,017 419 14,541 6,006 20,966 393 15,142 6,790 22,325 (26) 601 784 1,359 1 1, 2 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
140
$000 Financial year ending 30 June CAPITAL EXPENDITURE Arts, culture and events policy Regional arts and culture initiatives Regional events Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1.
Budget 2013
LTP Draft Annual 2014 Plan 2014
Variance Notes
0 3,858 155 4,013
0 2,766 83 2,849
0 2,730 82 2,812
0 (36) (1) (37)
0 84 3,929 4,013
0 52 2,797 2,849
0 51 2,761 2,812
0 (1) (36) (37)
0 0 0 330 3,683 4,013 0
0 0 0 390 2,459 2,849 0
0 0 0 417 2,395 2,812 0
0 0 0 27 (64) (37) 0
2,175 1,000 3,683 0 0 (17) 6,841
5,919 5,000 2,459 0 0 (117) 13,261
6,841 5,000 2,395 0 0 (117) 14,119
922 0 (64) 0 0 0 858
The increased operating expenditure is primarily due to the reclassification of efficiency savings from these activities into organisational support. Increased cost in Regional events is also the result of funding provided to support the World War 1 one hundred year commemorations.
2.
141
Part II: Our activities Lifestyle and culture theme Group of activities: Local arts, culture and event services
Group of activities: Local arts, cultural and event services

The activities in this group facilitate and deliver a wide range of local arts and cultural activities, and community events, working with local communities and customising them to support diversity, reflect local needs and foster local talents and skills. The following activities are delivered: Local arts and culture facilities - managing and supporting local art centres, galleries and theatres and working with local communities on initiatives that enrich the cultural life and vibrancy of local areas. Local arts and culture initiatives - providing programmes and grants to promote arts and culture in local communities and providing opportunities for local people to participate in the arts, and develop creative skills and knowledge. Local events - facilitating, delivering and sponsoring local events.

Redeveloping the Lopdell House precinct in Titirangi involving the build of a new carpark, the restoration of Lopdell Hall, the seismic upgrade and heritage restoration of Lopdell House and building a new gallery which will provide larger and climate controlled exhibition spaces ($6.4 million) Commencing construction of the Glen Innes Music and Arts Centre, which when completed in July 2015, will be providing tailored programmes and experiences for young people in Glen Innes ($5 million) Commencing the redevelopment of the Uxbridge Arts Centre and providing the Howick community with an excellent purpose built facility for arts and leisure activities while preserving the character and history of Uxbridge for the future ($2.5 million).

Level of service statement Performance measure Actual 2011/2012 87% 630 149 LTP target 2013/2014 85% 420 104 Annual Plan target 2013/2014 85% 420 104
Provide opportunities and facilities Percentage of visitors satisfied with for the community to experience and council arts facilities overall enjoy the arts Average number of visits to local arts facilities per 1000 residents Number of participants in arts programmes at facilities per 1000 residents Percentage of participants satisfied with community art programmes overall
93%
80%
80%
142
Performance measure
Actual 2011/2012 265,417
LTP target 2013/2014 50,000
Annual Plan target 2013/2014 278,000
Deliver, facilitate and fund diverse and high quality arts and cultural programmes
Number of attendees at performances provided by arts organisations who received council arts grants Number of performances provided by arts organisations who receive council arts grants (as part of meeting their grant conditions) Number of arts and culture activities that contribute to Mori outcomes
708
50
743
Maintain or improve 80%
Maintain or improve 80%
Deliver and facilitate events that meet local community needs
Percentage of attendees satisfied with council provided local events overall Estimated number of attendees at council delivered and funded local events per 1000 residents
419
171
440
$000 Financial year ending 30 June OPERATING EXPENDITURE Local arts and culture facilities Local arts and culture initiatives Local events Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) 11,947 157 1,241 77 0 0 55 0 13,477 (93) 13,345 158 1,273 77 0 0 328 0 15,181 (71) 13,007 158 1,289 77 0 0 318 0 14,849 (139) (338) 0 16 0 0 0 (10) 0 (332) (68) 2,144 254 580 10,592 13,570 2,782 213 1,190 11,067 15,252 2,181 393 1,183 11,231 14,988 (601) 180 (7) 164 (264) 7,957 1,844 3,769 13,570 9,099 1,904 4,249 15,252 8,933 1,925 4,130 14,988 (166) 21 (119) (264) Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
143
$000 Financial year ending 30 June Repayment of borrowings CAPITAL EXPENDITURE Local arts and culture facilities Local arts and culture initiatives Local events Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Budget 2013 1
LTP Draft Annual 2014 Plan 2014 7 7
Variance Notes
8,457 67 0 8,524
14,739 69 0 14,808
14,528 68 0 14,596
(211) (1) 0 (212)
0 2,123 6,401 8,524
0 7,684 7,124 14,808
0 7,562 7,034 14,596
0 (122) (90) (212)
0 0 0 161 8,363 8,524 0
0 0 0 135 14,673 14,808 0
0 0 0 248 14,348 14,596 0
0 0 0 113 (325) (212) 0
6,616 55 8,363 0 0 (1) 15,033
14,586 328 14,673 0 0 (7) 29,580
15,033 318 14,348 0 0 (7) 29,692
447 (10) (325) 0 0 0 112
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Part II: Our activities Lifestyle and culture theme Group of activities: Regional events facilities
Group of activities: Regional events facilities

The activities in this group through our CCO, Regional Facilities Auckland, contribute to providing high-quality performing arts, cultural, heritage, leisure, entertainment, sporting and conference facilities that reinforce Aucklands national and international reputation as an exciting events destination. These activities add vibrancy by giving Aucklanders and visitors the opportunity to attend events at world class venues. The following activities are delivered: Regional event facility and stadium support - supporting existing facilities and planning new or developed facilities including North Harbour Stadium, North Shore Events Centre, TelstraClear Pacific Events Centre, Bruce Mason Centre, The Trusts Stadium and Vector Arena. Stadium management - managing and developing Mt Smart and Western Springs stadiums. The Edge event facilities management - managing and developing The Civic, Auckland Town Hall, Aotea Square and Aotea Centre. Viaduct Events Centre management - managing and developing the Viaduct Events Centre.

Upgrading and improving the acoustics in the Town Hall precinct to enable sound isolation between the Aotea Square, the Great Hall and Concert Chamber so the Town Hall can host multiple events at the same time without noise spilling into other rooms ($2.5 million).

Level of service statement Performance measure Actual 2011/2012
1,395,191
LTP target 2013/2014

2,000,000
Annual Plan target 2013/2014 1,500,000
Provide fit for purpose regional event Total number of attendances at regional event facilities (North facilities Harbour Stadium, North Shore Events Centre, TelstraClear Pacific Events Centre, Bruce Mason Centre, The Trusts Stadium, Vector Arena) (millions) Total number of event days (or days open) held at regional event facilities (North Harbour Stadium, North Shore Events Centre, Telstra Clear Pacific Events Centre, Bruce Mason Centre, The Trusts Stadium, Vector Arena) Total number of attendances at regional event facilities at RFA facilities (includes The Civic, Auckland Town Hall, Aotea Square, Aotea Centre, Viaduct Events Centre, Mt Smart, (1) Western Springs)
1,158
1,400
1,390
1,565,316
1,075,000
1,075,000
145
Performance measure
Actual 2011/2012 2,219
LTP target 2013/2014 1,500
Annual Plan target 2013/2014 1,500
Provide fit for purpose regional event Total number of event days (or facilities (continued) days open) held at RFA Facilities (includes The Civic, Auckland Town Hall, Aotea Square, Aotea Centre, Viaduct Events Centre, Mt (1) Smart, Western Springs)
Note:
1. The actual is higher than the target reflecting the impact of the Rugby World Cup.
$000 Financial year ending 30 June OPERATING EXPENDITURE Regional event facility and stadium support Stadium management The EDGE event facilities management Viaduct Events Centre management Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 23,197 0 30,780 0 0 0 0 0 53,977 (3,159) 0 24,851 0 32,950 0 0 0 0 0 57,801 (3,227) 0 24,092 0 32,595 0 0 0 0 0 56,687 (3,596) 0 (759) 0 (355) 0 0 0 0 0 (1,114) (369) 10,090 8,575 3,916 34,555 57,136 10,280 8,412 5,211 37,125 61,028 10,283 9,762 4,271 35,967 60,283 3 1,350 (940) (1,158) (745) 8,975 8,104 39,510 547 57,136 10,296 8,810 41,330 592 61,028 9,711 9,439 40,581 552 60,283 (585) 629 (749) (40) (745) 1 2 3 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
146
$000 Financial year ending 30 June CAPITAL EXPENDITURE Regional event facility and stadium support Stadium management The EDGE event facilities management Viaduct Events Centre management Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1.
Budget 2013 135 3,059 10,087 227 13,508
LTP Draft Annual 2014 Plan 2014 2,713 3,084 8,540 52 14,389 2,678 3,045 8,434 51 14,208
Variance Notes
(35) (39) (106) (1) (181)
175 0 13,333 13,508
0 2,513 11,876 14,389
0 2,482 11,726 14,208
0 (31) (150) (181)
0 0 0 5,417 8,091 13,508 0
0 0 0 5,185 9,204 14,389 0
0 0 0 6,167 8,041 14,208 0
0 0 0 982 (1,163) (181) 0
65,146 0 8,091 0 0 0 73,237
87,504 0 9,204 0 0 0 96,708
73,237 0 8,041 0 0 0 81,278
(14,267) 0 (1,163) 0 0 0 (15,430)
The decreased operating expenditure on this activity is primarily due to savings identified and reduced interest costs from updated interest rate forecasts. This is partially offset by increased depreciation forecast from updated fixed asset balances at 2011/2012 year end. The increased operating expenditure on this activity is primarily driven by increased depreciation forecast from updated fixed asset balances at 2011/2012 year end. This is partially offset by reduction in inflation forecasts. The decrease in operating expenditure on this activity is due to a decrease in the forecast amount of inflation and also a decreased allocation of corporate overhead costs.
2.
3.
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Part II: Our activities Our activities: Lifestyle and culture theme Group of activities: Regional parks services
Group of activities: Regional parks services

The activities in this group contribute to high quality local and regional parks, gardens and our volcanic cones, which safeguard our natural environment while meeting our recreation and lifestyle needs and those of our visitors. The following activities are delivered: Botanic Gardens - maintaining the Auckland Botanic Gardens, including creating opportunities for outdoor recreation, accommodation and events Parks policy and acquisition - providing policy assistance around parks, street environments and related maintenance services, and advising on acquisition of new local and regional parks Regional parks - managing and maintaining regional parks including ensuring natural environments are protected and enhanced. Farming on regional parks, contributing to heritage, conservation and education, and promotion of environmentally sustainable farming practices Volcanic cones - maintaining Aucklands volcanic cones, which incorporates the co-governance of sites of particular significance and maunga with mana whenua.
Our local parks services activities are contained in the following section.

Acquiring open spaces across the region to provide our residents with quality open spaces for our growing city ($36.4 million) Working to protect and enhance Aucklands natural environment and ecology through parks, and preserving and protecting our volcanic landscape and the Hauraki Gulf islands Continuing to acquire large scale regional open space to deliver on the ecological, landscape protection and 1 recreation goals of the Auckland Plan ($5.1 million).
The council is considering merging this $5.1 million regional park acquisition budget with the $36.4 million acquisition budget under the parks policy and acquisition activity. This would provide greater flexibility for managing acquisition opportunities and commitments as they arise.
148

Develop a consistent and robust Percentage of residents satisfied approach to planning, managing and with the provision (location and developing Auckland's open space distribution) of regional parks network Number of hectares of regional park per 1000 residents Number of Mori-Council comanagement arrangements Protect and conserve the values and Percentage of public satisfied with features of Aucklands volcanic the quality of care of the volcanic heritage features Percentage of mana whenua satisfied with the quality of care of the volcanic features Percentage of volcanic landscape maintenance standards achieved (1) based on contract requirements Percentage of visitors satisfied with Manage the Auckland Botanic the overall quality of their visit to the Gardens as a place for recreation and to sustain the botanical heritage Botanic Gardens of Auckland Number of participants in Botanic Gardens education programmes Number of New Zealand native plants grown for revegetation programmes in the Botanic Gardens Percentage of visitor service (2) standards achieved
30 Baseline to be established in 2012/2013 60%
30 Maintain or improve 70%
30 Maintain or improve 70%
Maintain or improve Greater than 98% 95%
Maintain or improve Greater than 98% 95%
99%
7,541 65,000
Greater than 7,842 60,000
Greater than 7,842 60,000
97%
95% 90% Maintain or improve 88,000
95% 90% Maintain or improve 88,000
96% Maintain the natural and cultural Percentage of park visitors satisfied settings and representative range of with the overall quality of their visit regional parks for the use and Percentage of public who have used Baseline to be enjoyment of the community a regional park in the last 12 months established in 2012/2013 Number of volunteer hours worked in regional parks each year
Notes:
1.
83,800
This refers to the maintenance of Aucklands volcanic maunga through management and protection of the cultural and natural heritage values, the intrinsic volcanic landscapes. This includes creating opportunities for compatible outdoor recreation and visitor destinations, interpretation and events. This measures tracks compliance across a wide range of services including information provision (such as signage, interpretation, and public relations), facilities (such as tracks, structures, roads and car parks), and settings (such as historical buildings, natural ecosystems, farmed areas, and camping / picnic grounds).
2.
149
$000 Financial year ending 30 June OPERATING EXPENDITURE Botanic gardens Farms Parks policy and acquisition Regional parks Volcanic cones Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 22,253 0 4,445 0 0 10,158 298 0 37,154 (2,015) 0 22,820 0 4,687 0 0 10,757 281 0 38,545 (2,109) 30 21,802 0 4,666 0 0 10,530 281 0 37,279 (1,970) 30 (1,018) 0 (21) 0 0 (227) 0 0 (1,266) 139 0 3 2 8,317 5,468 8,616 16,768 39,169 8,474 5,804 9,749 16,627 40,654 8,425 5,427 9,424 15,973 39,249 (49) (377) (325) (654) (1,405) 4,256 1,038 8,756 23,099 2,020 39,169 4,339 1,041 9,780 23,753 1,741 40,654 4,076 999 9,483 22,595 2,096 39,249 (263) (42) (297) (1,158) 355 (1,405) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
150
$000 Financial year ending 30 June CAPITAL EXPENDITURE Botanic gardens Farms Parks policy and acquisition Regional parks Volcanic cones Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1.
Budget 2013 0 0 29,403 8,110 0 37,513
LTP Draft Annual 2014 Plan 2014 0 0 42,235 14,312 0 56,547 0 0 37,249 14,181 0 51,430
Variance Notes
0 0 (4,986) (131) 0 4
14,075 17,216 6,222 37,513
44,558 6,576 5,413 56,547
41,617 2,768 7,045 51,430
(2,941) (3,808) 1,632 (5,117)
0 16,588 0 3,453 17,472 37,513 0
0 29,166 0 3,666 23,715 56,547 0
0 29,394 0 3,427 18,609 51,430 0
0 228 0 (239) (5,106) (5,117) 0
141,194 298 17,472 0 0 0 158,964
159,090 281 23,715 0 0 (30) 183,056
158,964 281 18,609 0 0 (30) 177,824
(126) 0 (5,106) 0 0 0 (5,232)
The decrease in operating expenditure on this activity is due to the reforecasting of depreciation on assets at the end of the 2011/2012 year and also to the allocation of a lower corporate cost base. User charges and fees revenue for this group of activities includes revenue from farming on regional parks, bach hire and camping fees on regional parks. The development contributions revenue relates primarily to the acquisition of local parks. The decrease in capital expenditure in 2013/2014 is due to the bringing forward of sportsfield capacity projects from 2013/2014 into 2012/2013.
2.
3. 4.
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Part II: Our activities Our activities: Lifestyle and culture theme Group of activities: Local parks services
Group of activities: Local parks services

The activity in this group, local parks provides and maintains local parks, reserves, sports parks and beaches including sports fields, walkways and cycle ways, toilets, changing rooms, beaches, watercourses and wetlands. Additionally, we manage programmes on volunteer activities, environmental education, conservation, and guided walks.

Progressing with the upgrade of the Onehunga Bay foreshore, bringing back a natural coastal edge and creating recreational opportunities for the Onehunga and wider community. The park development will provide high-quality open space, beaches, a boat ramp and picnic areas. A new bridge will connect the new parkland to the Onehunga lagoon ($10.4 million) Developing the Manurewa site to provide a refurbished playground, skate park, community building and early childhood education centre ($3.6 million) Developing walkways such as Hobson Bay to Point Resolution, Manukau foreshore, Onepoto and Waitkere Rangers foothills ($1.6 million).

Develop and maintain local park network to cater for community needs
Percentage of residents satisfied with the provision (location and distribution) of local parks and reserves Percentage of residents satisfied with the quality of parks, reserves, sports fields and beaches Percentage of residents who visited a local park or reserve in last 12 months The playing capacity of sports fields (playing hours per week) Percentage of local parks and reserves maintenance standards achieved as per contractual requirements
76%
85%
85%
93%
80%
80%
10,200
10,200
98%
98%
152
$000 Financial year ending 30 June OPERATING EXPENDITURE Local parks Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 148,264 0 1,390 11 19 2,625 740 0 153,049 (14,006) 2 156,047 0 1,421 12 20 3,646 422 0 161,568 (15,311) 69 153,724 0 1,413 12 19 3,538 382 0 159,088 (15,249) 67 (2,323) 0 (8) 0 (1) (108) (40) 0 (2,480) 62 (2) 10,066 38,022 7,862 111,105 167,055 10,319 41,744 11,053 113,763 176,879 10,258 41,574 11,865 110,640 174,337 (61) (170) 812 (3,123) (2,542) 167,055 167,055 176,879 176,879 174,337 174,337 (2,542) (2,542) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Local parks Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1. 2.
Budget 2013 120,071 120,071
Variance Notes
(3,960) (3,960)
46,299 27,180 46,591 120,070
45,953 23,443 36,075 105,471
41,331 23,012 37,168 101,511
(4,622) (431) 1,093 (3,960)
7,983 5,677 0 24,015 82,396 120,071 0
5,923 8,534 0 26,366 64,648 105,471 0
5,849 8,642 0 26,260 60,760 101,511 0
(74) 108 0 (106) (3,888) (3,960) 0
102,066 740 82,396 0 0 (2) 185,200
165,234 422 64,648 0 0 (69) 230,235
185,200 382 60,760 0 0 (67) 246,275
19,966 (40) (3,888) 0 0 2 16,040
The decreased operating expenditure recognised in this activity is primarily driven by the allocation of a lower corporate cost base. The decrease in capital expenditure is due to changes in the timing of a number of local projects, including the bringing forward of the Pt Resolution Bridge renewal from 2013/2014 to 2012/2013.
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Part II: Our activities Our activities: Lifestyle and culture theme Group of activities: Regional recreation services
Group of activities: Regional recreation services

The activities in this group provide funding and develop partnerships to ensure there is a network of facilities and programmes to encourage people to participate in informal recreation through to promoting sporting excellence. We support recreational and sporting programmes and events, facility development, jobs and the sports innovation, science and health industries. The following activities are delivered: Recreation policy preparing strategies to provide a range of recreation opportunities and facilities, which deliver the actions in Chapter 5 of the Auckland Plan as well as support key focus areas such as children and young people and Mori. Planning for local facilities, grants and funding relationships. Regional recreation facilities providing regional facilities that enhance opportunities for sport and recreation to ensure access to world-class facilities that raise the profile of sport and recreation in Auckland, and promote health and well-being Regional recreation initiatives - supporting a range of Auckland-wide groups and regional initiatives to increase opportunities for sport and recreation through partnerships, funding, services and advisory support
Our local parks services activities are contained in the following section.

Delivering the Facility Partnerships Funding Programme, which enables the council to partner with community groups and organisations to upgrade, or develop new recreation facilities ($2.5 million).

Level of service statement Performance measure Actual 2011/2012 Baseline to be established in 2012/2013 LTP target 2013/2014 Maintain or improve Annual Plan target 2013/2014 Maintain or improve
Number of people participating at Provide the community and other agencies with advice and resources least once per week in sport and to assist in the development of sport recreation and recreation initiatives and events
155
$000 Financial year ending 30 June OPERATING EXPENDITURE Recreation policy Regional recreation facilities Regional recreation initiatives Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 11,515 0 666 400 0 0 1,500 0 14,081 (603) 25 11,847 0 672 400 0 0 2,000 0 14,919 (509) 67 11,528 0 671 400 0 0 4,500 0 17,099 (289) 125 (319) 0 (1) 0 0 0 2,500 0 2,180 220 58 1 5,053 1,703 161 7,767 14,684 5,173 1,562 294 8,399 15,428 5,143 1,124 385 10,736 17,388 (30) (438) 91 2,337 1,960 450 8,484 5,750 14,684 469 8,522 6,437 15,428 451 8,011 8,926 17,388 (18) (511) 2,489 1,960 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Recreation policy Regional recreation facilities Regional recreation initiatives Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1.
Budget 2013 0 2,224 0 2,224
LTP Draft Annual 2014 Plan 2014 0 2,070 0 2,070 0 2,458 0 2,458
Variance Notes
0 388 0 388 2
0 0 2,224 2,224
0 0 2,070 2,070
0 0 2,458 2,458
0 0 388 388
0 0 0 1,075 1,149 2,224 0
0 0 0 986 1,084 2,070 0
0 0 0 709 1,749 2,458 0
0 0 0 (277) 665 388 0
1,725 1,500 1,149 0 0 (25) 4,349
3,878 2,000 1,084 0 0 (67) 6,895
4,349 4,500 1,749 0 0 (125) 10,473
471 2,500 665 0 0 (58) 3,578
The increase in operating expenditure in 2013/2014 is due to the addition of budget for a grant to support the establishment of the National Ocean Water Sports Centre. Due to the capital nature of the grant and the enduring benefit the facility will provide to Aucklanders the grant has been funded from borrowings. The increase in capital expenditure on this activity is due to the deferral of Facility Partnership Funding project from 2011/2012.
2.
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Part II: Our activities Our activities: Lifestyle and culture theme Group of activities: Local recreation services
Group of activities: Local recreation services

The activity in this group local recreation facilities and initiatives promotes local public participation in recreational and sporting events, programmes and the use of local recreation facilities, enhancing opportunities for sport and recreation to promote health and well-being.

Progressing the development of the thuhu swimming pool as part of the development of the thuhu Recreation Precinct, which also involves a new library and open-space works. A new swimming pool in thuhu will fill a gap in the regional aquatic network and contribute to the development of the precinct as a hub of community activity and a focal point for thuhu. ($8.4 million) Commencing construction of the northern recreation facility in Albany ($10.6 million), expected to be completed by 2015. It will provide a community hub at North Harbour Stadium with aquatic and fitness facilities for the Upper Harbour and Bays local board areas.

Provide safe and accessible facilities Percentage customers satisfied with swimming pool facilities and and programmes that support (1) recreation and leisure activities at a programmes overall local level Percentage customers satisfied with recreation centre facilities and programmes overall (excl swimming (1) pools) Average number of visits to swimming pools per capita Average number of visits to recreation facilities per capita (excl swimming pools)
Note:
1.
84%
85%
85%
3.5 2.6
2.64 1.76
2.64 1.76
Actual is indicative only as recreation centres and swimming pools were reported together in the last reporting cycle.
158
$000 Financial year ending 30 June OPERATING EXPENDITURE Local recreation initiatives and facilities Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 22,948 0 27,157 2,442 0 668 110 0 53,325 (1,190) 2 22,414 0 29,820 2,442 0 1,016 453 0 56,145 (1,315) 11 21,350 0 29,626 2,442 0 986 433 0 54,837 (1,352) 11 (1,064) 0 (194) 0 0 (30) (20) 0 (1,308) (37) 0 18,743 3,232 2,535 30,005 54,515 19,234 3,600 3,627 30,999 57,460 19,122 3,693 3,609 29,765 56,189 (112) 93 (18) (1,234) 54,515 54,515 57,460 57,460 56,189 56,189 (1,271) (1,271) 1 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
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$000 Financial year ending 30 June CAPITAL EXPENDITURE Local recreation initiatives and facilities Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1. 2.
Budget 2013 16,753 16,753
Variance
Notes
(472) (472)
1,414 4,859 10,480 16,753
12,737 14,576 8,091 35,404
12,624 13,946 8,362 34,932
(113) (630) 271 (472)
0 1,658 0 2,041 13,054 16,753 0
0 2,410 0 2,273 30,721 35,404 0
0 2,440 0 2,332 30,160 34,932 0
0 30 0 59 (561) (472) 0
38,360 110 13,054 0 0 (2) 51,522
50,285 453 30,721 0 0 (11) 81,448
51,522 433 30,160 0 0 (11) 82,104
1,237 (20) (561) 0 0 0 656
The decreased operating expenditure recognised in this activity is primarily driven by the allocation of a lower corporate cost base. The decrease in capital expenditure on this activity is due to the decrease in forecast inflation rates.
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Part II: Our activities Our activities: Lifestyle and culture theme Group of activities: Regional collections and amenities
Group of activities: Regional collections and amenities

The activities in this group manage our citys leading cultural and collection institutions which make a vital contribution to advancing Aucklands social, cultural and economic well-being. By continually improving their performance, they have become more financially sustainable and less reliant on rates funding. The following activities are delivered: Auckland Art Gallery - managing the gallery and its art collections, including curating and conservation, and its public exhibition programme; promoting public access, education and outreach programmes and supporting services for donor and volunteer programmes; managing retail and other commercial services to raise revenue. Auckland Zoo - managing the zoo and its collection of animals as an asset to be enjoyed by the public. Running local and international breeding, conservation and education programmes to build understanding of wildlife and conservation; supporting services for donor and volunteer programmes; managing retail and other commercial services to raise revenue. Regional amenities and museums - advising the council in relation to the Auckland Regional Amenities Funding Board (ARAFB), which allocates rates levies to the 10 amenities currently covered under the Auckland Regional Amenities Funding Act 2008, and to Auckland War Memorial Museum and MOTAT.

Continuing support of the following: o Stardome o Voyager Maritime Museum o Auckland Festival o Auckland Philharmonia o NZ Opera o Auckland Theatre Company o Surf Lifesaving Northern Region o Coastguard Northern Region o Watersafe Auckland o Auckland Regional Rescue Helicopter
Progressing with the Art gallery community outreach project, which is a partnership programme involving community stakeholders and schools within that community to establish their needs and ways that we can interact with them to form sustainable and relevant partnerships ($100,000) Renewing existing facilities at the Zoo such as the Squirrel Monkey walk through, the Cheetah off-show housing, the Orangatangs Arboreal link, Tams and Marmoset off-show, Pridelands Holding (additional species) and Kidzone buildings.
161

Level of service statement Performance measure Actual 2011/2012 95% 1,342,801 96% LTP target 2013/2014 90% 1,400,000 90% Annual Plan target 2013/2014 90% 1,400,000 88%
Provide an opportunity to learn and experience heritage and culture through museums Provide the opportunity to access, learn and experience visual arts
Percentage of visitors satisfied with their overall visit to museums Number of visitors to museums Percentage of visitors satisfied with their visit overall to the Auckland Art Gallery Toi o Tamaki Number of visitors to the Auckland Art Gallery Toi o Tamaki Number of participants in education and public programmes
618,312 54,965 98% 710,813 49
455,000 40,000 90% 650,000 49
455,000 40,000 88% 650,000 49
Provide memorable, inspirational, leisure and learning experiences with wildlife Support wildlife conservation in the Auckland region and in the wild Deliver educational and interpretive programmes to increase understanding and encourage wildlife conservation
Percentage of visitors satisfied with their overall visit to Auckland Zoo Number of visitors to Auckland Zoo Number of species in conservation breeding programmes at Auckland Zoo Percentage of participants satisfied their learning outcomes were achieved Number of participants in education programmes
98%
90%
90%
55,736
50,000
50,000
$000 Financial year ending 30 June OPERATING EXPENDITURE Auckland Zoo Regional amenities and museums The Auckland Art Gallery Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs
Other expenses
Budget 2013 18,787 61,202 16,640 96,629
LTP Draft Annual 2014 Plan 2014 21,644 57,559 17,923 97,126 22,376 62,313 18,058 102,747
Variance Notes
732 4,754 135 5,621 1
13,596 3,717 2,081 77,235 96,629
14,583 3,931 2,293 76,319 97,126
13,855 5,280 2,217 81,395 102,747
(728) 1,349 (76) 5,076 5,621
Total application of operating funding Sources of operating funding: General rates
79,105
75,924
80,799
4,875
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$000 Financial year ending 30 June Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Auckland Zoo Regional amenities and museums The Auckland Art Gallery Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Note:
1.
Budget 2013 0 14,216 1,151 0 0 791 0 95,263 (1,366) 2
LTP Draft Annual 2014 Plan 2014 0 15,383 1,156 0 0 3,351 0 95,814 (1,312) 8 0 15,310 1,151 0 0 3,549 0 100,809 (1,938) 8
Variance Notes 0 (73) (5) 0 0 198 0
3,088 0 1,421 4,509
1,968 0 1,833 3,801
1,942 0 1,809 3,751
(26) 0 (24) (50)
331 506 3,672 4,509
0 507 3,294 3,801
0 499 3,252 3,751
0 (8) (42) (50)
0 0 0 2,348 2,161 4,509 0
0 0 0 2,611 1,190 3,801 0
0 0 0 3,334 417 3,751 0
0 0 0 723 (773) (50) 0
35,179 791 2,161 0 0 (2) 38,129
38,400 3,351 1,190 0 0 (8) 42,933
38,129 3,549 417 0 0 (8) 42,087
(271) 198 (773) 0 0 0 (846)
The increase in operating expenditure in this activity is primarily due to the allocation of corporate overhead costs.
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Part II: Our activities Corporate support theme
Corporate support theme

Through its corporate support activities, the council has more than 8,000 staff located in 17 local service centres across the city to carry out its duties and functions and provide the services at the level expected. It is critical that we have an efficient and effective corporate support service as this helps deliver best quality services to the community.

Community outcome Group of activities Organisational support

Corporate support activities provide the policy and monitoring frameworks that ensure the organisation follows the strategic direction set by the governing body, local boards and the Auckland Plan. They also ensure the council is accessible and responsive to ratepayers, residents and stakeholders and provide a variety of options for contact and interaction, including providing Aucklanders with appropriate information, opportunities for consultation and engagement, and getting the opportunity to have a say on plans and policies.

Auckland Council is committed to meeting its obligations under Te Tiriti o Waitangi/the Treaty of Waitangi and to ensuring its policies and actions meet the needs of Mori in the community, and as an employer of Mori staff. Te Waka Angamua, Auckland Councils Mori strategy and relations units, helps the council to respond to its responsibilities under the Treaty and statutory obligations to Mori. The unit provides advice and guidance on Mori strategy, policy and planning development, research evaluation and monitoring, relationship management, Mori learning and development programmes, and Mori protocols. These activities help the council to deliver on Mori outcomes outlined in the LTP 2012-22 and its commitments to provide opportunities for Mori to contribute to decision-making. Te Waka Angamua will work to ensure the integration of Mori Responsiveness objectives into the council's decision-making processes, policy thinking, capability building and services.
164
Part II: Our activities Corporate support theme Group of activities: Organisational support
Group of activities: Organisational support

The activities in this group assist with the operational functioning of our day-to-day activities and operations and includes administrative and back office support for both the governing body and local boards. The following activities are delivered: Communications and public affairs - managing communication between the council and its customers, ratepayers, residents, and other stakeholders. This includes information about changes, decisions, events, programmes and processes, marketing and publicity. Also facilitates engagement, and consultation managing internal communication. Mori strategy and relations - providing advice and support in managing effective relationships with Mori. Customer service - managing customer contact centres, online services, service centre hubs and community service centres. Financial services - ensuring sound financial management and an efficient transaction management structure for the council (including the governing body and local boards) and selected CCOs. Human resources - managing the organisations human resources functions, including health and safety advice and initiatives. Information technology services - providing IT and communications services to support business processes, and manages and stores information Executive leadership - providing executive leadership and administrative support to the CEO and senior management team. Management of council property - managing properties that accommodate council services so that they are run efficiently, effectively and on a sustainable basis including the council's core property portfolio Management of legal issues - providing legal advice to help the council comply with relevant laws and effectively manage legal risk Organisational improvement initiatives - leading continued improvements in project management skills amongst management and staff to develop organisational capabilities. Procurement - managing of purchasing to achieve best value in council expenditure. Rating services - managing the councils rates and valuation function including efficient transaction management systems. Risk and assurance services - reviewing and auditing council activities to help manage risk, improve decision-making and safeguard assets and reputation Funds management - managing of the councils trusts and reserves Shared services - providing a range of shared services to CCOs and other organisations, to reduce costs and avoid duplication

Progressing work programmes deriving from the Mori Responsiveness Framework for 2013/14 include: Treaty Settlement Mori Capacity, Mori Land, Kaitiakitanga, Waahi Tapu and Mori Economic Development.
1
Implementing improvements to business processes and systems, and ongoing reviews of operations to drive efficiency and cost savings.
165

Provide communication related support and improve brand awareness of Auckland Council
Percentage of residents who associate Auckland Council with the Auckland Council logo (prompted) Percentage of residents who associate Auckland Council with the Auckland Council logo (unprompted)
36%
28%
28%
Develop and maintain relationships with iwi and Mori communities and ensure their effective contribution to the decision-making processes of the council
Percentage of Mori organisations who consider they have an appropriate working relationship with council
Not available
75%
75%
Provide efficient, effective and Percentage of calls that are convenient ways for customers and answered within 20 seconds stakeholders to contact and conduct Percentage of emails actioned and business with the Council responded to within 72 hours Ensure sound financial governance and maintain an effective financial transaction management centre for account payables and receivables Percentage net debt to total revenue Percentage net interest to total revenue Percentage of receipts processed within 24 hours from receipt Maximum number of days to process receipt Provide human resources and health Percentage employee engagement and safety advice and initiatives to Annual employee turnover support Auckland Council and CCOs Provide organisational leadership and political support required for council to function efficiently and effectively Develop and maintain council facilities and manage its core property portfolio and tenants Create and maintain an efficient transaction management centre to manage the council rates and valuation function Percentage of LTP performance measure targets met or exceeded
78% 85% 148.0% 7.0% 95% 5 66% 11% Baseline to be established in 2012/2013 Baseline to be established in 2012/2013 96% 100%
80% 80% 187.2% 10.5% 97% 2 70% 10% 90%
80% 80% 187.2% 10.5% 97% 2 70% 10% 90%
Percentage of projects delivered according to plan (time and cost) Percentage of rates revenue (1) collected Percentage of rates notices lodged within legislative timetable for the first instalment due date
70%
70%
97% 99%
97% 99%
Note:
1. This relates to percentage of rates amount collected by 30 June that was charged for that particular year, and excludes rates arrears from previous years.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Organisational support Overhead allocations Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Communication Information technology services Management of council property Organisational improvement initiatives Carried forward capital expenditure Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Community loans Equity Investments Total capital expenditure, community loans and equity investments 1,685 228 54,390 56,303 2,792 4,269 63,364 2,174 (106,878) 56,936 (47,768) 0 5,020 (42,748) 2,140 (139,004) 56,731 (80,133) 0 5,020 (75,113) (34) (32,126) (205) (32,365) 0 0 (32,365) 6 5 365 75,761 129,911 2,822 (152,556) 56,303 52 56,758 23,473 0 (128,051) (47,768) 51 55,997 23,785 0 (159,966) (80,133) (1) (761) 312 0 (31,915) (32,365) 5 41,868 17 24,442 0 3,892 0 8,925 0 79,144 (25,947) 0 46,613 314 24,699 0 5,140 0 85 0 76,851 (27,795) 121 48,092 311 24,953 0 5,010 0 82 0 78,448 (28,099) 115 1,479 (3) 254 0 (130) 0 (3) 0 1,597 (304) (6) 4 153,378 70,948 16,516 (135,751) 105,091 154,995 75,781 9,987 (136,117) 104,646 156,022 76,584 12,764 (138,823) 106,547 1,027 803 2,777 (2,706) 1,901 2 3 341,244 (236,153) 105,091 345,477 (240,831) 104,646 320,972 (214,425) 106,547 (24,505) 26,406 1,901 1 2 Budget 2013 LTP Draft Annual 2014 Plan 2014 Variance Notes
167
$000 Financial year ending 30 June Sources of funding for capital expenditure and other outflows: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows Total capital expenditure and other funding outflows Capital and other funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes:
1. 2. 3.
Budget 2013
LTP Draft Annual 2014 Plan 2014
Variance Notes
0 0 25,825 45,000 1 70,826 7,462
0 0 26,677 47,864 0 74,541 117,289
0 0 26,677 48,371 0 75,048 150,161
0 0 0 507 0 507 32,872
186,905 8,925 1 0 (7,461) 0 188,370
122,576 85 0 0 (117,289) (121) 5,251
188,370 82 0 0 (150,160) (115) 38,177
65,794 (3) 0 0 (32,871) 6 32,926
The reduction in operating cost is primarily due to the reclassification of efficiency savings from other activities. The negative figure in the Overhead allocations activity represents the allocation of organisational support costs to other council activities. Organisational support depreciation expenditure is not allocated to other activities along with other support costs. Instead the portion of depreciation that is funded by general rates is retained with the Organisation support activity to assist in funding renewal capital expenditure. Financing costs incurred during the construction of assets with a cost of greater than $2 million and a construction period of more than one financial year are funded through borrowings. Sources and application of capital funding include a provision for carried forward capital expenditure for capex that is unlikely to be delivered within the forecast timeframes due to constraints on Auckland Council's overall capacity for capex delivery, these allocations are re-phased over future years. This provision has been revised to allow for the updated capital expenditure profile resulting from changes in the timing of capital expenditure and council decisions. This reflects Auckland Council's cash investment in the form of borrower notes that, as a shareholder, it is required to make into the LGFA. This provides the LGFA with its liquidity.
4. 5.
6.
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Part II: Our activities - Prospective consolidated activities statement
Prospective consolidated activities statement

The following table summarises the expenditure and funding sources for the Auckland Council Group. Prospective funding impact statements that are required by Local Government (Financial Reporting) Regulation 2011 are included in volume 3 part I of this document.
$000 Financial year ending 30 June OPERATING EXPENDITURE Operating expenditure by theme: Built and natural environment Commercial and investment Community Economic development Governance Lifestyle and culture Planning Solid waste Stormwater and flood protection Transport Water supply and wastewater Corporate support Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Total operating funding Operating funding surplus / (deficit) Repayment of borrowings 1,287,616 98,031 1,164,438 226,865 64,107 26,307 35,552 2,902,916 (128,597) 22,319 1,363,128 101,051 1,230,598 225,850 48,574 31,719 52,809 3,053,729 (153,822) 24,503 1,339,424 97,696 1,228,982 224,501 51,786 30,973 54,700 3,028,062 (152,092) 27,676 (23,704) (3,355) (1,616) (1,349) 3,212 (746) 1,891 (25,667) 1,730 3,173 3 4 2 2 653,699 650,165 330,794 1,396,855 3,031,513 666,755 702,653 380,251 1,457,892 3,207,551 667,174 705,143 376,541 1,431,296 3,180,154 419 2,490 (3,710) (26,596) (27,397) 1 228,180 204,278 178,964 145,764 48,998 460,775 49,100 99,413 107,628 934,632 468,490 105,291 3,031,513 236,010 205,765 179,541 164,675 57,012 484,793 42,701 101,648 115,564 1,007,535 507,460 104,847 3,207,551 229,685 203,732 182,015 158,210 54,723 487,505 47,717 98,157 110,073 994,130 507,460 106,747 3,180,154 (6,325) (2,033) 2,474 (6,465) (2,289) 2,712 5,016 (3,491) (5,491) (13,405) 0 1,900 (27,397) 1 Budget 2013 LTP 2014 Draft Annual Plan 2014 Variance Notes
169
$000 Financial year ending 30 June CAPITAL EXPENDITURE Capital expenditure by theme: Built and natural environment Commercial and investment Community Economic development Governance Lifestyle and culture Planning Solid waste Stormwater and flood protection Transport Water supply and wastewater Corporate support Carried forward capital expenditure Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Other funding outflows: Weathertightness claims Community loans Equity Investments
Total capital expenditure and other funding outflows Sources of funding for capital expenditure and other outflows:
Budget 2013
LTP 2014
Draft Annual Plan 2014
Variance Notes
21,940 50,029 65,723 100,240 5,462 207,113 10,699 1,198 66,033 710,768 304,976 208,859 (152,556) 1,600,484
11,453 40,980 64,634 101,102 1,728 235,338 0 603 79,941 855,256 342,096 80,283 (128,051) 1,685,363
12,273 42,565 65,409 123,840 1,702 225,696 0 699 81,975 860,539 342,096 79,833 (159,966) 1,676,661
820 1,585 775 22,738 (26) (9,642) 0 96 2,034 5,283 0 (450) (31,915) (8,702) 7 6 5
323,397 725,910 551,177 1,600,484
413,343 755,753 516,267 1,685,363
424,008 728,555 524,098 1,676,661
10,665 (27,198) 7,831 (8,702) 8
73,275 11,022 7,769 1,692,550
92,411 6,000 5,020 1,788,794
91,054 6,000 5,020 1,778,735
(1,357) 0 0 (10,059) 9 10
Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure and other outflows
Total funding for capital expenditure and other outflows
146,269 61,936 80,275 487,343 976,191 1,752,014 59,464
185,820 97,601 42,684 510,376 1,099,217 1,935,698 146,904
185,426 98,347 57,684 511,424 1,103,459 1,956,340 177,605
(394) 746 15,000 1,048 4,242 20,642 30,701 11 12
Capital and other funding surplus/(deficit)
170
$000 Financial year ending 30 June Movement in borrowing Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure and other outflows Other movements Capital funding surplus used to repay borrowing Principal repayments Closing borrowing
Notes:
1.
Budget 2013
LTP 2014
Draft Annual Plan 2014 5,743,231 54,700 1,103,459 3,911 (177,605) (27,676) 6,700,020
Variance Notes
4,849,776 35,552 976,191 (36,506) (59,463) (22,319) 5,743,231
5,707,729 52,809 1,099,217 3,911 (146,904) (24,503) 6,692,259
35,502 1,891 4,242 0 (30,701) (3,173) 7,761
The decrease in other operating expenditure for 2013/2014 compared to the long-term plan forecast is due to a range of specific savings initiatives and a lower average rate of inflation than forecast in the long-term plan. Notes on variances on each 'theme' are included in the statements for each group of activities included in this volume. The decrease in the prospective rates for 2013/2014 is a direct result of reduced operating expenditure as outlined in note one, above. Development contributions or financial contributions can only be used to fund capital expenditure related to growth. This includes financing costs incurred due to timing differences between growth related capital expenditure being incurred and the related contribution being received. As financing costs are an operating expense a portion of contributions revenue is budgeted to meet this cost. Borrowing is used as a funding source for operating expenditure where a grant is being provided to an external organisation to invest in community infrastructure and/or where the expenditure provides enduring benefits over a number of years. Borrowing also funds financing costs during the construction of major assets. The increased capital expenditure for this theme is primarily the result of the deferral of various projects from 2011/2012 and 2012/2013. Another factor is the bringing forward of budget from outer years of the long-term plan to fund the Waterfront walkway and cycleway project. The decrease in capital expenditure in this theme is primarily due to the bringing forward of budget for Pt Resolution bridge and sportsfield capacity increases into 2012/2013. The carried forward capital expenditure reflects the assumption that capex will not be delivered within the forecast timeframes due to constraints on Auckland Council's overall capacity for capex delivery. This budget provision is re-phased over future years. The net changes in capital expenditure and associated funding requirements from the long-term plan are due to a combination of carried forward (from 2012/2013 and 203/2014 into subsequent years) and brought forward (from later years of the long-term plan into 2013/2014) capital projects and programmes. Community loans reflect the Council's borrowing to fund loans under specified council schemes, including "Retro-fit Your Home" and the Kumeu, Huapai, Riverhead sewerage scheme. These loans are repaid through targeted rates over a defined number of years. Equity investments reflects (a) the Council's cash investment in the form of borrower notes that, as a shareholder, it is required to make into the LGFA. This provides LGFA with its liquidity; and (b) the Council's investment in the Tmaki Transformation project, a housing redevelopment joint venture with the Crown. The increase in asset sales budget is due to transport assets identified as surplus to requirements and for sale. This item represents the level of depreciation funded by operating funding sources, that is available to fund the renewal capital expenditure. The council plan to funds 63 per cent of total depreciation in the early years of the long-term plan period increasing to 90 per cent by 2022. Any surplus funds not needed to fund renewal capital expenditure in a particular year, repay borrowings until such a time as they are required to pay for asset renewal.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11. 12.
171
Part II: Our activities Capital projects for 2013/2014
Capital projects for 2013/2014

Project description Organisation Location Inflated 2013/2014 ($000)
GOVERNANCE Local governance Community response fund Other projects < $250k Total local governance Total governance COMMERCIAL AND INVESTMENT Commercial Commercial renewals Marine precinct development (Hobsonville) Other projects < $250k Redevelopment (Papatoetoe) Residential renewals Town centre development (Ormiston) Vehicle replacement (City parks) Total commercial Investment Ports of Auckland LTD (growth) Ports of Auckland LTD (level of service) Ports of Auckland LTD (renewals) Total investment Total commercial and investment ECONOMIC DEVELOPMENT Local economic development Board walk extension 294986-0 (Devonport Wharf) Central area upgrade (Northcote) Mt Albert town centre renewal Onehunga Centre Other projects < $250k Renewal of village centres Road revitalisation (Takapuna Centre - Hurstmere) Streetscapes (Massey North) Town centre revitalisation Town centre upgrade (Pukekohe) Town square canopy (Massey North) Upgrade (Devonport Marine Square) Upgrade (Devonport Wharf gateway) Upgrade 294990-0 (Highbury Mainstreet) Total local economic development AC AC AC AC AC AC AC AC AC AC AC AC AC AC Devonport-Takapuna Kaipatiki Albert-Eden Maungakiekie-Tmaki Various Albert-Eden Devonport-Takapuna Henderson-Massey Other (Unallocated) Franklin Henderson-Massey Devonport-Takapuna Devonport-Takapuna Kaipatiki 2,450 819 1,856 699 2,133 315 284 950 1,088 1,725 1,103 1,005 1,049 572 16,048 ACIL ACIL ACIL Regional Regional Regional AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional 1,585 9,525 494 525 1,667 2,416 2,066 18,278 4,317 1,800 18,170 24,287 42,565 AC AC tara-Papatoetoe Various 368 1,334 1,702 1,702
172
Project description
Organisation
Location
Inflated 2013/2014 ($000) 6,707 2,034 509 571 1,592 2,543 158 305 3,560 2,292 18,715 509 5,767 3,601 1,221 50,084
Regional economic strategy and initiatives Area upgrade (Fort Street) Federal Street (Victoria Street - Fanshawe Street) Main Street upgrades (Westgate Town Centre) Mngere Gateway Avenue Route Mngere Gateway Experience New canopy and redevelopment (Bledisloe Lane) Other projects < $250k Playground and park upgrade (Myers Park) Quay Street Boulevard Regeneration project (New Lynn) Strategic property developments Street upgrade (Upper Queen Street) Town square PC15 (Massey North) Upgrade (O'Connell Street) Victoria Street Green Link Total regional economic strategy and initiatives Waterfront development Commercial property asset renewal Innovation precinct Marina development Other projects < $250k Pier renewals (Westhaven) Private works (Wynyard quarter central area) Public works (Wynyard quarter Central precinct) Public works (Wynyard quarter development sites) Public works (Wynyard quarter Headland precinct) Public works (Wynyard quarter Marine precinct) Tram extensions Waitemat Plaza Waterfront walkway and cycleway Total waterfront development Total economic development BUILT AND NATURAL ENVIRONMENT Environment and heritage protection Built heritage protection fund Closed landfill asset management plan Closed landfill remediation - priority sites Landfill site improvements (Claris) Other projects < $250k Project Twin Streams Reactive closed landfill remediation Reactive urban soils remediation Research and monitoring equipment replacement
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
WDA WDA WDA WDA WDA WDA WDA WDA WDA WDA WDA WDA WDA
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
315 8,932 16,022 194 3,205 768 11,637 2,871 568 872 6,829 305 5,190 57,708 123,840
AC AC AC AC AC AC AC AC AC
Regional Regional Regional Regional Regional Regional Regional Regional Regional
3,051 329 2,155 645 178 1,445 370 539 528
173
Project description
Organisation
Location
Inflated 2013/2014 ($000) 9,240
Total environment and heritage protection Local built and natural environment Fort Takapuna Heritage Project Other projects < $250k Restoring and improving (Christmas Beach) Total local built and natural environment Regulation Other projects < $250k Programme (Waitkere Ranges) Total regulation Total built and natural environment SOLID WASTE Waste and recycling services Other projects < $250k Total waste and recycling services Total solid waste STORMWATER AND FLOOD PROTECTION Flood protection and control Stormwater flood alleviation (Holding account) Total flood protection and control Stormwater management Stormwater capex forward design Stormwater CPM data and info capture Stormwater develop best practice guides tools standard Stormwater environmental improvements (Holding account) Stormwater growth (Holding account) Stormwater network consent and compliance Stormwater PC14 (Waiarohia ponds) Stormwater PC15 (Totara ponds) Stormwater pond (Crown Lynn precinct) SWAR pond desilting SWEI Flat bush water quality ponds Total stormwater management Total stormwater and flood protection WATER SUPPLY AND WASTEWATER Wastewater treatment and disposal services Army Bay Treatment Plant Renewal Army Bay WWTP Upgrade Auckland Isthmus Area Servicing - East Auckland Isthmus Area Servicing - West Bio Nitrogen Removal - Reactor Clarifiers Biosolids - Puketutu Rehabilitation WSL WSL WSL WSL WSL WSL Regional Regional Regional Regional Regional Regional AC AC AC AC AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional AC Regional AC Regional AC AC Regional Regional AC AC AC Devonport-Takapuna Various Upper Harbour
1,311 309 786 2,406 322 305 627 12,273
699 699 699
14,881 14,881 6,243 8,636 3,173 15,606 14,685 988 4,521 3,158 3,567 2,913 3,604 67,094 81,975
303 5,390 553 1,132 5,774 7,308
174
Project description
Organisation
Location
Inflated 2013/2014 ($000) 1,238 543 1,044 2,156 2,027 543 1,566 522 522 2,610 1,044 543 4,851 825 825 606 3,275 7,546 7,007 2,792 23,983 2,088 271 1,078 543 2,371 376 543 4,962 4,851 783 1,132 3,234 1,132 8,623 261 2,156 1,347 5,742 1,886 1,347 1,044 539 266 133,103
Central Interceptor - Spine Co-ordination with other Utilities Disinfection - Replacement of UV Lamps Gas System - Replacement of Gas Compression System Helensville WWTP Upgrade Inflow and Infiltration Programme Local Pump Station and Rising Main Improvements Local Pump Station and Rising Main Upgrades Local Sewer Improvements Local Sewer Planned Replacements Local Sewer Upgrades and Extensions Mngere and Other Southern Plants Manukau Eastern Suburbs Area Servicing Mechanical Equipment Upgrades Misc Plant and Equipment Improvement Network Ventilation and Odour Control Newmarket Storage Tank North Shore Trunk Sewer Upgrades - East North Shore Trunk Sewer Upgrades - West Northern Interceptor Other Wastewater Projects Pipe Bridge Replacements Rodney HBC Wastewater Servicing Rodney Non-metropolitan Area Servicing Rosedale and Other Northern Plants Rosedale Wastewater Treatment Improvement Rosedale WW Treatment Plant Replacements Sewer Separation Sludge Digestion - New Digester Storage Tanks Tmaki South East Area Servicing Trunk Pump Station Planned Replacement (Mngere) Trunk Rising Main Planned Replacement (Other) Trunk Rising Main Replacement (Mngere) Trunk Sewer Planned Replacement (Mngere) Trunk Sewer Planned Replacements (Other) Trunk Sewer Upgrades Trunk Wastewater Pump Station Upgrades Unplanned Replacements Waitkere Southern Area Servicing Wastewater Asset Demolition Wastewater Network Modelling Waterfront Interceptor Wellsford WWTP Upgrade Total wastewater treatment and disposal services
WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
175
Project description
Organisation
Location
Inflated 2013/2014 ($000) 989 1,134 4,316 527 4,366 2,598 879 758 846 4,536 2,139 567 8,289 1,134 57,863 1,574 868 1,098 15,563 263 7,975 2,855 736 2,075 450 1,955 604 1,670 758 4,110 1,134 5,216 581 330 11,122 1,725 692 549 6,931 10,364 1,494 626 659 12,391
Water supply AC/CI Main Programme Additional Reservoir Storage Ardmore- Rapid restart and sludge handling Backflow Prevention Boost Pumping - North Harbour No. 1 Boost Pumping - Pinehill from Albany Res Cathodic Protection Dams - Minor Works Fire Fighting CoP Upgrades Helensville Water Treatment Upgrade Huia - Powder Activated Carbon - PAC Upgrade Huia No. 1 and No. 2 water mains Huia Sludge System Hunua No. 1 water main Hunua No. 4 Water Supply Scheme Hunua No.4 Epsom to Khyber Hydrants Unplanned Replacements Hydraulic Network Models Kumeu / Huapai Water Supply System Level of Service Improvements Mangakura No.1 Dam Upgrade Meters Unplanned Replacements Minor Reservoir Upgrades Mt Hobson Upgrade Project Network Expansion - Fire Connections - Metropolitan Network Expansion - Service Connect Metropolitan Network Expansion - Service Connect Non-Metropolitan Network Expansion - Watermains - Metropolitan Network Expansion - Watermains - Non-Metropolitan New Watermains - Domain Watermain New Watermains - North Harbour Duplication New Watermains- East Tmaki No3 (Murphys) Onehunga - Second Process Barrier Other Asset Renewals Other Water Projects Planned Watermain Renewals - Metropolitan Planned Watermain Renewals - Non-metropolitan Provision for Rehabilitating Treated Water Network Relocation of Watermains - Greenhithe Bridge Reservoir - Manuka Rd Reservoir Roading Project Related Renewals Roading Project Related Upgrades Security of Supply Improvements Southern Supply Main
WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL
176
Project description
Organisation
Location
Inflated 2013/2014 ($000) 549 3,550 1,617 1,542 1,098 549 808 1,134 1,134 4,019 1,132 780 428 1,076 2,268 208,993 342,096
Unplanned Service Connection Renewals Unplanned Watermain Renewals - Metropolitan Upper Huia Dam Standpipe Replacement Upper Huia Dam Upgrade Valves Unplanned Replacements Waikato - Membrane Cassette Replacement Waikato Consent Renewal Waitkere - BAC Trial and Installation Waitkere Chemical System Warkworth Water Treatment Upgrade Water Asset Demolition Water Networks - Minor Works Water Quality Improvements Watermain Upgrades Wellsford Water Treatment Upgrade Total water supply Total water supply and wastewater TRANSPORT Parking and enforcement Carpark Building Renewals (existing) FDC Devon Lane Car parks New Carpark Buildings Equipment Fitout On Street Pay and Display Machine Renewal Other Off-street parking Projects Other On street parking and Enforcement Projects Total parking and enforcement Public transport and travel demand management Albany Busway Station Platform Extension Britomart additional ticketing machines (VRDs) AIFS CBD Bus Infrastructure Requirements - Investigation CBD Bus Infrastructure Requirements Fanshawe Street CBD Bus Infrastructure Requirements Wellesley Street CRL Construction CRL Land Downtown Ferry Terminal P-1 Integrated Ticketing Gates (AIFS) Downtown Ferry Terminal Pier 2 Downtown Ferry Terminal Pier 3 and 4 EMU Depot Capex Half Moon Bay Ferry Terminal and Vehicular Ferries Hibiscus Coast Busway Station Manukau City Rail Link (Manukau Transport Interchange) Northern Busway - Westlake Station Land Northern Busway AIFS Ticketing Machines thuhu Bus Interchange
WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL WSL
AT AT AT AT AT AT
Regional Regional Regional Regional Regional Regional
1,611 2,423 1,233 4,244 681 642 10,834
AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
257 308 514 7,708 1,542 115,865 65,000 1,542 1,028 1,798 21,555 1,233 4,763 3,083 3,083 1,028 1,953
177
Project description
Organisation
Location
Inflated 2013/2014 ($000) 623 391 386 514 3,083 3,289 564 806 4,111 6,446 1,542 133,151 1,826 1,285 4,111 514 822 -2,916 396 3,083 1,028 1,028 1,698 1,439 2,050 403,530
Other Bus Projects Other Ferry Projects Other Multimodal Infrastructure Projects Other Rail Projects Papakura Station (SUP) Parnell Station (SUP) PT Britomart Asset Renewals PT Bus Shelter Renewals PT Bus Stop Construction and Improvement PT Capex Renewals (Rolling Stock) PT Customer Info - Minor Infrastructure PT EMU Capex - Rolling Stock Purchase PT Ferry Terminal Renewals PT Minor Capex PT Real Time Passenger Information System (RTPIS) PTNP Bus Frequent Network Infrastructure and Facilities Gen Puhinui Station (SUP) Rail over programming Rail Revenue Protection - Handheld Device Checker (HHDC) Sarawia Street Level Crossing Upgrade Silverdale Town centre bus to bus on-road interchange Station Amenity Improvements Station Renewals Swanson Station Triangle Road/Lincoln Road Bus Interchange Total public transport and travel demand management Roads and footpaths ACC Drainage ACC Footpaths renewals ACC OHUG programme ACC Pavements ACC Road bases ACC Road resurfacing ACC Street lights renewals ACC Structures ACC Thermo-plastic road marking ACC Traffic control structures renewals Albany Highway North Upgrade (Schnapper Rock to SH17) Albany Highway South Upgrade (Sunset to SH18) AMETI - Panmure Corridor Package 1 AMETI - Sylvia Park Bus Lanes Package 2 Brigham Creek Road Corridor Improvements Bus Lane Priorities CCTV Renewals - Central Physical works Crash reduction implementation
AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
9,362 15,527 1,112 4,404 7,856 15,965 2,907 4,550 820 510 30,984 1,100 74,359 10,664 257 1,542 519 487
178
Project description
Organisation
Location
Inflated 2013/2014 ($000) 10,277 9,249 1,957 3,226 883 365 1,542 1,285 6,656 537 1,516 10,277 8,742 6,665 3,654 1,557 4,645 3,449 346 577 577 325 1,270 254 778 520 2,055 802 3,083 565 1,085 3,091 766 3,059 3,820 541 3,169 7,194 10,671 290 1,263 601 870 275 355
Cycleway development and construction (Regional cycling and Dominion Road Corridor Upgrade FDC Area Wide Pavement Treatment(AWPT) FDC Asphaltic Concrete FDC Associated Improvements FDC Footpath Renewals Flatbush to Manukau City Centre (Bus Priority Improvement) Glenbrook/Kingseat Road Intersection Improvement Glenfield Rd Upgrade Stage 4 (James to Sunset) JTOC - S Hardware Renewal - Prof Service Lincoln Road Corridor Improvements Local Board Initiatives MCC Area Wide Pavement Treatment (AWPT) MCC Asphaltic Concrete MCC Chip Seal MCC Drainage Kerb and Channel MCC Flat Bush School Rd- Stage 4 Murphys MCC Footpath Renewals MCC Overhead underground Programme MCC Pavement Shoulder Improvements MCC Preventative Maintenance MCC Road Marking Renewals MCC Streetlight Renewals MCC Structures - bridges Component Repla MCC Traffic Signal Renewals MCC Vehicle Crossing Renewals Mill Road Corridor Upgrade Murphys Rd Bridge Improvements (Manukau) Network Performance (Route Optimisation) New Lynn TOD Stage 5 Great North Road NSCC Area Wide Pavement Treatment NSCC Footpath Renewals NSCC Kerb and channel renewals NSCC Maintenance Chip Seals Renewal NSCC Major Rehabilitation Renewals NSCC Structures - Bridge repairs and renew NSCC Thin Asphaltic Surfacing Renewal Other Footpath Projects Other Roads Projects PDC Annual AC intersection resurfacing PDC Annual Pavement Rehabilitation - con PDC Chip Hotmix Renewal Programme PDC Chip Seals Renewal Programme PDC Footpath Surface Renewals 3-10 years PDC New Kerb and Channel
AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
179
Project description
Organisation
Location
Inflated 2013/2014 ($000) 8,798 2,061 263 988 2,067 350 259 788 2,939 821 421 1,313 589 270 1,288 20,554 3,083 2,569 13,853 8,349 1,611 574 411 5,310 1,860 1,028 3,017 1,770 5,652 10,277 2,476 260 260 779 1,357 1,394 1,085 2,362 354 20,438 1,410 1,054 777 1,427 446,175
RDC Area-wide pavement treatment (AWPT) RDC Asphaltic concrete HBC RDC Asphaltic concrete RandT RDC Chip seal HBC RDC Chip seal RandT RDC Footpath renewals HBC RDC Footpath renewals RandT RDC General maintenance seal RandT RDC General slip repairs RandT RDC General unsealed smoothing RandT RDC Pavement pre seal work HBC RDC Pavement pre seal work RandT RDC Renewals HBC Unallocated RDC Structures - bridges RandT RDC Unsealed road metalling RandT Regional Road Reconstruction Regional safety programme Regionwide RTN and Corridor Land Purchase Safety and minor improvement Safety around schools Safety around schools (investment proposal) Safety speed management Seal extensions and local transport improvements SWAMMCP Detailed design Taharoto Rd / Wairau Rd Upgrade (Shakespeare to Boulevard) Tmaki Dr and Ngapipi Intersect Safety Imp Tmaki Drive Broadwalk between Kelly Tarltons and Millennium Tmaki Drive/Takaparawha Pt Safety Imp Te Atatu Road Corridor Improvements Tiverton-Wolverton Corridor Upgrade Traffic Signals - North - Physical work Traffic Signals - South Physical works Traffic Signals - West Physical works Traffic Signals -Central Physical works Warkworth SH1 / McKinney / Hill / Hudson Intersections WCC Drainage System renewals WCC Flood Damage Slip Repairs - Capex WCC Footpath Renewals WCC Huia Seawall Renewal WCC Sealed Road Renewals WCC Street Lights Renewals WCC Structures - Bridges WCC Traffic facilities renewals Whangaparaoa Rd Upgrade (Hibiscus Coast to Red Beach) Total roads and footpaths
AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT AT
180
Project description
Organisation
Location
Inflated 2013/2014 ($000) 860,539
Total transport COMMUNITY Cemeteries and crematoria Cemeteries and crematoria renewals - regional Development of burial areas (Waikumete Cemetery) Other projects < $250k Western block development (Manukau Memorial Gardens) Total cemeteries and crematoria Emergency management Other projects < $250k Protective clothing and technical equipment Total emergency management Local community services Community centre (Massey North) Community facilities cluster Community facilities upgrades and renewals Community facility (North) Community facility growth Community facility renewals Community facility renewals Community facility renewals Community facility upgrades Other projects < $250k Total local community services Local libraries Library build (Massey North) Library build (Ranui) Library build (Te Atatu Peninsula) Library development (Devonport) Library redevelopment (thuhu) Local library renewals New library build (Waiheke) Other projects < $250k Total local libraries Regional community services Other projects < $250k Redevelopment (Wilsher Village) Social housing renewals Total regional community services Regional library services Heritage material digitisation Libraries technology Library collection renewals (Central) Library collection renewals (South) AC AC AC AC Regional Regional Regional Regional AC AC AC Regional Regional Regional AC AC AC AC AC AC AC AC Henderson-Massey Henderson-Massey Henderson-Massey Devonport-Takapuna Mngere-thuhu Other (Unallocated) Waiheke Various AC AC AC AC AC AC AC AC AC AC Henderson-Massey Maungakiekie-Tmaki tara-Papatoetoe Upper Harbour Papakura Franklin Hibiscus and Bays Whau Waiheke Various AC AC Regional Regional AC AC AC AC Regional Regional Regional Regional
669 325 516 1,224 2,734 524 366 890 4,509 524 524 580 263 250 453 643 419 3,294 11,459 10,297 4,435 3,624 1,769 2,772 667 315 1,971 25,850 109 4,911 1,218 6,238 357 964 3,777 4,192
181
Project description
Organisation
Location
Inflated 2013/2014 ($000) 4,463 912 2,772 151 650 18,238 65,409
Library current use collection renewals (North and West) Library security radio frequency identification (RFID) Millennium Library Management System (LMS) Other projects < $250k Regional library renewals Total regional library services Total community LIFESTYLE AND CULTURE Local arts, culture and events services Art centre redevelopment (Uxbridge) Glen Innes Music and Arts Centre for Youth Other projects < $250k Redevelopment (Lopdell House) Total local arts, culture and events services Local parks services Artificial sportsfields (Upper Harbour) Athletic clubrooms upgrade (Grey Lynn) Carpark (Coyle Park - Bangor Street) Carpark (Rame Road) Coastal walkway (Takapuna-Milford) Coastal walkway (Waitemat) Coastline erosion control Combined toilet and changing (Greenslade Reserve) Cycle and walking track (Greenway) Development (Premier Park) Development (Premier Park) Development of open space (Orakei Basin) Esplanade development Esplanade development Extension (Mclennan Park) Foreshore upgrade (Onehunga Bay) Land acquisition (Barrack Road) Land acquisition (Captain Springs Road) Linkage improvements (Fearon Park - Harold Long Reserve) Local improvement projects (LIPS) Local improvement projects (LIPS) Local improvement projects (LIPS) Local improvement projects (LIPS) Local improvement projects (LIPS) Local improvement projects (LIPS) Local improvement projects (LIPS) Local park coastal structures renewals Local park coastal structures renewals Local park coastal structures renewals
AC AC AC AC AC
Regional Regional Regional Regional Regional
AC AC AC AC
Howick Maungakiekie-Tmaki Various Waitkere Ranges
2,467 4,970 782 6,377 14,596
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
Upper Harbour Waitemat Albert-Eden Upper Harbour Devonport-Takapuna Waitemat Howick Kaipatiki Kaipatiki Howick tara-Papatoetoe Orakei Howick Mngere-thuhu Papakura Maungakiekie-Tmaki Maungakiekie-Tmaki Maungakiekie-Tmaki Puketpapa Albert-Eden Great Barrier Maungakiekie-Tmaki Orakei Puketpapa Waiheke Waitemat Devonport-Takapuna Hibiscus and Bays Rodney
2,307 367 382 367 652 786 724 376 524 1,573 321 315 419 325 598 10,410 1,958 1,282 430 437 437 437 778 437 441 420 2,447 477 659
182
Project description
Organisation
Location
Inflated 2013/2014 ($000) 289 514 514 486 571 315 273 529 270 274 317 309 327 327 309 363 392 317 453 504 504 545 476 410 315 297 629 367 524 3,738 25,658 1,049 1,049 1,017 3,565 1,101 589 1,802 886 465 458 468 2,412 367 472
Local park furniture and fixture renewals Local park furniture and fixture renewals Local park furniture and fixture renewals Local park furniture and fixture renewals Local park furniture and fixture renewals Local park horticultural renewals Local park horticultural renewals Local park horticultural renewals Local park horticultural renewals Local park horticultural renewals Local park horticultural renewals Local park playspace renewals Local park playspace renewals Local park playspace renewals Local park playspace renewals Local park playspace renewals Local park public convenience renewals Local park public convenience renewals Local park public convenience renewals Local park public convenience renewals Local park public convenience renewals Local park public convenience renewals Local park public convenience renewals Local park public convenience renewals Local park public convenience renewals Local park public convenience renewals Local sports park south drainage Maritime recreational fund development Natural outdoor sportsurface (Wainoni Park) Open spaces (Massey North) Other projects < $250k Parks and reserves (Keith Hay Park) Reserve upgrades Reserves one, two and three PC14 (Hobsonville Corridor) Riverton Park Reserve Sand carpet installation Sandfields (Te Atatu South Park) Sealing (Okiwi Airfield) Showgrounds (Warkworth) Small local improvement projects (North) Small local improvement projects (North) Small local improvement projects (North) Sports park (Waiuku) Sports park pavilion extensions (Onetangi) Sports parks
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
Albert-Eden Maungakiekie-Tmaki Orakei Puketpapa Waitemat Devonport-Takapuna Hibiscus and Bays Howick Kaipatiki tara-Papatoetoe Upper Harbour Albert-Eden Maungakiekie-Tmaki Orakei Puketpapa Waitemat Albert-Eden Howick Kaipatiki Maungakiekie-Tmaki Orakei tara-Papatoetoe Puketpapa Rodney Upper Harbour Waitemat Howick Mngere-thuhu Upper Harbour Henderson-Massey Various Puketpapa Papakura Upper Harbour Manurewa Orakei Henderson-Massey Great Barrier Rodney Devonport-Takapuna Hibiscus and Bays Kaipatiki Franklin Waiheke Howick
183
Project description
Organisation
Location
Inflated 2013/2014 ($000) 278 3,431 524 987 2,058 1,538 1,049 1,085 315 524 269 367 262 398 524 101,511
Sports parks Sports parks Sports playing surfaces and facility upgrades Sportsfield (Metropark) Sportsfield development (Michaels Ave Reserve) Sportsfield renewals Sportsfield renewals Sportsfield renewals Sportsfield renewals Sportsfield renewals Toilet (Ngataringa Park) Walkway (Hobson Bay to Pt Resolution) Walkway (Manukau foreshore) Walkway (Onepoto) Walkway (Waitkere Ranges foothills) Total local parks services Local recreation services Aquatic centre (Mt Albert) Aquatic facility building renewals Aquatic facility building renewals Aquatic facility equipment renewals Aquatic facility equipment renewals Aquatic facility equipment renewals Extension (Massey Leisure Centre) Hockey turf (Henderson) Netball complex, community and events centre (Manurewa) Northern recreational facility Other projects < $250k Outdoor pool upgrade (Moana-nui-a-kiwa leisure centre) Pool renewals (Lagoon) Recreation centre (Te Rangi Hiroa) Recreation centre (Whau) Recreational facilities building renewals Recreational facilities building renewals Recreational facilities equipment renewals Swimming pool development (thuhu) Total local recreation services Regional arts, culture and events services Arts infrastructure (Massey North) Other projects < $250k Public art renewals Regional public artwork Total regional arts, culture and events services Regional collections and amenities Art gallery collection development
Mngere-thuhu tara-Papatoetoe Kaipatiki Hibiscus and Bays Orakei Hibiscus and Bays Kaipatiki Orakei Rodney Upper Harbour Devonport-Takapuna Waitemat Puketpapa Kaipatiki Waitkere Ranges
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
Albert-Eden Maungakiekie-Tmaki Other (Unallocated) Hibiscus and Bays Maungakiekie-Tmaki Other (Unallocated) Henderson-Massey Henderson-Massey Manurewa Upper Harbour Various Mngere-thuhu Maungakiekie-Tmaki Henderson-Massey Whau tara-Papatoetoe Other (Unallocated) Other (Unallocated) Mngere-thuhu
3,670 411 260 430 411 384 1,081 656 891 10,563 2,840 535 1,026 1,083 734 258 827 484 8,388 34,932
AC AC AC AC
Regional Regional Regional Regional
381 252 257 1,922 2,812
RFA
Regional
299
184
Project description
Organisation
Location
Inflated 2013/2014 ($000) 689 1,211 255 478 521 298 3,751
Art gallery internal renewals Exhibits and enclosure renewals (Auckland Zoo) Feature renewals (Auckland Zoo) Other projects < $250k Renewals (Art Gallery) Services renewals (Auckland Zoo) Total regional collections and amenities Regional event facilities Acoustic improvements (Town hall) Other projects < $250k Renewals (Aotea Centre) Renewals (Mt Smart) Renewals (The Civic) Renewals (Town Hall) Total regional event facilities Regional parks services Bastion point Whenua Rangatira Cafe (Long Bay) Land acquisition (North Shore) Land acquisitions Land purchase and development (Franklin) Neighbourhood park land acquisition (Franklin) Other projects < $250k Regional park renewals Regional parks Regional parks developments - land Reserve acquisition (Rodney) Reserves land purchase (Manukau) Sportsfield capacity Volcanic cones and landscape World War One memorials and heritage trail Total regional parks services Regional recreation services Facility partnership funding Total regional recreation services Total lifestyle and culture CORPORATE SUPPORT Organisational support Administration renewals (Central) Administration renewals south Administration renewals (North) Administration renewals west Aquatic facility building renewals - regional Auckland plan enablement
RFA RFA RFA RFA RFA RFA
RFA RFA RFA RFA RFA RFA
2,482 462 5,782 2,831 1,991 660 14,208
1,087 731 16,498 283 1,006 1,868 88 4,418 1,356 5,145 3,457 13,335 494 1,356 308 51,430
AC
Regional
2,456 2,456 225,696
AC AC AC AC AC AC
10,600 405 336 331 445 7,134
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Project description
Organisation
Location
Inflated 2013/2014 ($000) 6,624 907 8,051 623 8,313 822 22,205 353 328 721 514 1,517 932 425 2,897 298 1,210 3,842 79,833 79,833
Business enablement Chillers upgrade (Aotea Square) Desktop replacement programme Electrical renewals (Bledisloe House) Enterprise processes and systems Fleet Vehicle replacement Information Services (IS) operations IT CRM Build IT Enterprise Strategy IT My street IT Other (New programmes after 2012) Office fixtures, fittings and equipment Other Internal support Projects Other projects < $250k Refit (Kotuku House) Town hall AC renewals Town hall RFA renewals Vehicle replacement Total organisational support Total corporate support theme Total inflated gross capital expenditure (before carry forwards) Capital project carry forwards Auckland Council capital expenditure requirement
AC AC AC AC AC AT AC AT AT AT AT AC AT AC AC AC AC AC
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
1,836,627
AC
Regional
(159,966) 1,676,661
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Part III: Auckland Councils council-controlled organisations (CCOs)
Part III: Auckland Councils councilcontrolled organisations (CCOs)

Overview
A CCO is a company or organisation in which the council controls 50 per cent or more of the votes or the right to appoint 50 per cent or more of the directors or trustees. Auckland Council has seven substantive CCOs and seven non-substantive CCOs. The primary role of Auckland Council is to develop policies, strategies, plans and regulations that drive the city forward and help to achieve our goal of transforming Auckland into the worlds most liveable city. Councilcontrolled organisations (CCOs) are a way to manage council assets and services efficiently, using commercial disciplines and specialist expertise, while allowing the council to focus on its core role. Each CCO has its own specific objectives, but the Local Government Act 2002 identifies the principal objective of all CCOs. In summary, this is to: achieve the objectives of its shareholders be a good employer exhibit a sense of social and environmental responsibility conduct its affairs in accordance with sound business practice.
Auckland Council was set up under the Local Government (Auckland Council) Act 2009.The Act makes it clear that decision-making is shared between the governing body and local boards. CCOs therefore need to recognise the unique nature of decision-making by Auckland Council, including local boards, and carry out their business accordingly. CCOs are accountable to the council, which determines the objectives and sets targets for each CCO and also monitors their performance via the Accountability and Performance Committee. The council, in turn, is accountable to ratepayers and residents for the performance of the CCOs. Work is proceeding through the Statement of Intent process to improve the ways in which CCOs demonstrate their contribution to Mori outcomes. The council's accountability policy for CCOs is described in Volume Five of the Long-term Plan 2012-2022. To find out more about each of the CCOs, refer to their Statements of Intent, which can found on the councils website. Go to Home>About council> Representatives and bodies>Council-controlled organisations.
The substantive CCOs

A substantive CCO is either responsible for the delivery of significant service or activity on behalf of the council or owns or manages assets with a value of more than $10 million. The council has seven substantive CCOs: Auckland Transport - responsible for managing the regions transport system. It provides all of Aucklands transport requirements (except state highways and Auckland motorways) ranging from roads and footpaths to traffic signals, and managing bus and train services. Auckland Council Property Limited (ACPL) - manages the non-service properties (properties that are not immediately required for service delivery or infrastructure purposes), as well as commercial properties (operated to generate revenue for the council) on behalf of Auckland Transport and the council. Also works with stakeholders in the housing and development sectors to develop affordable housing projects, and develop or initiate urban centre upgrades.
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Auckland Council Investments Limited (ACIL) - owns Ports of Auckland Limited (POAL), Auckland Film Studios Limited (AFSL), a large shareholding in Auckland International Airport Limited (AIAL), and manages the Diversified Financial Assets Portfolio. ACILs role is to support the councils vision of a robust, growing economy by bringing a strong commercial focus to the ownership and management of the councils investments, securing a good economic return for the benefit of ratepayers. Auckland Waterfront Development Agency Limited (Waterfront Auckland) - works in partnership with the private sector and other stakeholders, including other CCOs to achieve the vision and goals for Aucklands central city waterfront as outlined in the Waterfront Plan. It owns and manages a large portion of the Auckland waterfront, from Harbour Bridge Park to Teal Park (excluding Ports of Auckland). Its area of influence also extends inland to Fanshawe and Customs Streets, Beach Road and The Strand. Auckland Tourism, Events and Economic Development Limited (ATEED) - promotes economic performance and growth in the region, including managing tourism and major events that are exciting, successful and which attract visitors and revenue. In doing so, it helps towards the goal of transforming Auckland into the worlds most liveable city. Regional Facilities Auckland (RFA) - supports the councils vision for Auckland as a vibrant and dynamic international destination city by managing arts, culture and heritage, leisure, sport and entertainment venues. These venues include: Auckland Art Gallery Toi o Tmaki, Viaduct Events Centre, Auckland Zoo, Mt Smart Stadium, Western Springs Stadium and The Edge (including The Aotea Centre, The Civic, Auckland Town Hall and Aotea Square). Watercare Services Limited - provides high quality drinking water supply and wastewater treatment and disposal for the Auckland region. It operates the Mngere treatment plant.
Contribution to council strategies and activities

As this plan is prepared on a group basis, each of the substantive CCOs financial and performance information is embedded with the council parent information in the activity and financial statements contained in this plan. The groups of activities that each CCO contributes to is listed below. For more information specific to each CCO refer to its Statement of Intent http://www.aucklandcouncil.govt.nz/EN/AboutCouncil/representativesbodies/CCO .
CCO Auckland Transport Group of activities (see Part II of Volume 1) Public transport and travel demand management Roads and footpaths Parking and enforcement ACPL ACIL Waterfront Auckland ATEED RFA Commercial (Commercial property) Investment Waterfront development Tourism, major events and industry development Regional events facilities Regional collections and amenities Watercare Services Limited Water supply Wastewater treatment and disposal
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Substantive CCO financial information for 2013/2014

In 2013/2014 the seven substantive CCOs will deliver $1.3 billion of capital investment, representing 78 per cent of the groups total investment. They will also spend $1.75 billion of operational expenditure, or 55 per cent of the group total. Excluding the funding of interest on debt held by the council parent, the activities delivered by the CCOs drive 30 per cent of the councils overall rates funding requirement The following tables summarise the gross operating and capital expenditure for each CCO for 2013/2014, together with the forecast funding provided by the Auckland Council parent. Summary of gross operating expenditure and funding from Auckland Council
CCO Budget 2013 Gross operating expenditure LTP 2014 Draft Annual Plan 2014 865,718 7,547 39,444 57,411 103,601 169,522 504,518 1,747,761 Variance Operating funding from Auckland Council Budget 2013 LTP 2014 Draft Annual Plan 2014 232,241 5,971 8,292 43,832 39,237 (41,866) 0 287,707 Variance Note
Auckland Transport ACPL Waterfront Auckland ATEED RFA ACIL Watercare Total CCO Notes:
1.
824,241 7,563 37,026 54,234 95,343 165,567 466,617 1,650,591
875,142 7,950 41,067 58,977 103,556 169,846 504,518 1,761,056
(9,424) (403) (1,623) (1,566) 45 (324) 0 (13,295)
215,832 7,563 8,903 40,266 36,604 (34,032) 0 275,136
239,658 6,374 8,788 45,335 41,357 (38,111) 0 303,401
(7,417) (403) (496) (1,503) (2,120) (3,755) 0 (15,694)
1 2
3 4 5
Reduction in gross operating expenditure, and operating funding from Auckland Council, results from changes to the underlying inflation assumptions and proposed rates reduction options. In addition to the operating funding from Auckland Council, Auckland Transport is budgeting to receive a further $197 million in operating grant subsidies from NZTA for 2013/2014 The ACPL financial information shown here is for the operations of ACPL, as a separate independent CCO. Financial information in respect of the commercial advisory and property management services that ACPL provides to the group is included in the financial information for the council parent and individual CCOs. As at 30 June 2012, the portfolio value of property assets, and property based business interests, managed by ACPL on behalf of Auckland Council and Auckland Transport $780 million, The property portfolio revenue generated from these property assets is forecast to be $31.1 million in 2013/2014 Operating funding includes loans from Auckland Council to RFA ($3.5 million) for the acquisition of elephants for the Auckland Zoo ACIL requires no operating funding from Auckland Council as it generates an operating surplus which is returned to Auckland Council by way of dividend. An increase in the dividend payable of $3.75 million is forecast for 2013/2014 as a result of a higher dividend payout projected by AIAL due to a change in the dividend distribution policy from 90 per cent to 100 per cent Watercare receives no operating funding from Auckland Council. Watercare receives the funding required for its operations through fees and charges for services invoiced directly by Watercare to its customers.
2.
3. 4.
5.
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Summary of gross capital expenditure and funding from Auckland Council

CCO Budget 2013 Gross capital expenditure LTP 2014 Draft Annual Plan 2014 864,210 0 57,709 0 17,959 24,287 342,096 1,306,261 Variance Capital funding from Auckland Council Budget 2013 LTP 2014 Draft Annual Plan 2014 705,630 0 54,504 0 17,959 0 0 778,093
1
Note
Variance
Auckland Transport ACPL Waterfront Auckland ATEED RFA ACIL Watercare Total CCO Notes:
1.
719,777 0 44,968 244 18,617 17,209 304,976 1,105,791
858,868 0 40,139 0 18,190 24,287 342,096 1,283,580
5,342 0 15,570 0 (231) 0 0 20,681
600,700 0 41,663 0 18,617 0 0 660,980
700,289 0 36,892 0 18,190 0 0 755,371
5,341 0 17,612 0 (231) 0 0 22,722
2 3 4
Capital funding from Auckland Council includes capital expenditure grant funding, increased equity investment and / or loans from Auckland Council to the CCO Increase in gross capital expenditure, and capital funding from Auckland Council, results from changes to the underlying inflation assumptions used to determine projected capital expenditure project budgets. In addition to the capital funding from Auckland Council, Auckland Transport is budgeting to receive a further $158.6 million in capital grant subsidies from NZTA in 2013/2014 The ACPL financial information shown here is for the operations of ACPL, as a separate independent CCO. Financial information in respect of the commercial advisory and property management services that ACPL provides to the group is included in the financial information for the council parent and individual CCOs. During 2013/2014 ACPL will also be responsible for managing individual property place shaping projects of $10.8 million (funded by receipts from the sale of related assets) and $3.6 million of Property portfolio asset renewals Increase in gross capital expenditure and capital expenditure funding results from the deferral of capital projects from 2012/2013 to 2013/2014 (tram extensions, Wynyard Quarter and walkway and cycleway projects) Watercare receives no capital expenditure funding from Auckland Council. Watercare funds its own capital expenditure programme through borrowings that are repaid through fees and charges for services.
2.
3.
4.
5.
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The non-substantive CCOs

The council also has a number of smaller scale CCOs in terms of what they do, and their budgets. These are non-substantive CCOs. They are required to report every six months, and annually. The main smaller CCOs are: COMET Auckland - promotes and supports better education and training opportunities, especially for under-achieving communities across Auckland. Safer Papakura Trust - works towards making the Papakura District safer, a more attractive place to live and work, and to improve education and remove poverty. Highbrook Park Trust - develops and manages Highbrook Park on the Waiouru peninsula. Te Puru Community Charitable Trust - promotes and supports programmes and initiatives to meet the recreational, cultural and other community needs of the community in Beachlands / Maraetai. The trust's principal role is the operation and management of the community centre facility at Te Puru Park in Maraetai. Pakuranga Arts and Cultural Trust - promotes the arts through ownership and management of the Te Tuhi Centre for the Arts, a public gallery in Pakuranga which hosts local, national and international art exhibitions. Manukau Beautification Charitable Trust - promotes and carries out initiatives to beautify south Auckland communities, through removing graffiti and tagging.
For more information on the roles, objectives and performance measures of these non-substantive CCOs, refer to volume five of the Long-term Plan 2012-2022 or visit www.aucklandcouncil.govt.nz/EN>planspoliciesprojects>plansstrategies>Long term plan/Pages>Home.aspx
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Part IV: Appendices How the organisation is structured
Part IV: Appendices

How the organisation is structured
The council has a two-tier governance structure, with shared decision-making. The two tiers are: Auckland also has Council-controlled organisations (CCOs) to carry out functions and provide services. They are independent in their operations but are accountable to Auckland Council. There is also an Independent Mori Statutory Board (IMSB), and various advisory panels, that advise the council on its strategies, policies, plans and bylaws and mechanisms for engagement. This includes the Pacific Peoples and Ethnic Peoples Advisory Panels. the governing body, consisting of the mayor and 20 councillors 21 local boards
The governing body

This consists of the mayor and 20 councillors who are elected on a ward basis. The governing body focuses on the big picture and on Auckland-wide strategic decisions that are important to the whole region. Auckland is split into 13 wards, which are used for council elections. Councillors are elected to represent wards and they also sit on council committees. Our councillors contact details can be found on the next page.
The mayor
The mayor is elected by residents directly. The mayor leads the council and has enhanced responsibilities including promoting a vision for Auckland, providing leadership to achieve the vision, leading development of council plans, policies and budget, and engaging with the people of Auckland and its many communities and stakeholders.
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Mayor and councillors contact details

Len Brown, JP. MAYOR Auckland Council Private Bag 92300 Auckland 1142 Penny Hulse. DEPUTY MAYOR [Waitkere] Auckland Council Private Bag 92300 Auckland 1142 Chairperson Auckland Plan Committee Ph: (021) 273-4663 or (09) 354-8701 E: penny.hulse@aucklandcouncil.govt.nz Cameron Brewer [Orakei] PO Box 9733 Newmarket Auckland 1149 Chairperson Planning and Urban Design Forum Convener Business Advisory Panel Ph: (021) 828-016 E: cameron.brewer@aucklandcouncil.govt.nz Sandra Coney, QSO [Waitkere] Auckland Council Private Bag 92300 Auckland 1142 Chairperson Parks, Recreation and Heritage Forum Ph: (09) 301-0101 or (09) 356-7074 E: sandra.coney@aucklandcouncil.govt.nz Hon Christine Fletcher, QSO [Albert-Eden-Roskill] 7 Bourne Street Mt Eden Auckland 1024
Ph: (09) 301-0101 E: len.brown@aucklandcouncil.govt.nz Arthur Anae [Manukau] Auckland Council Private Bag 92300 Auckland 1142 Chairperson Economic Forum Liaison Pacific Peoples Advisory Panel
Ph: (021) 921-941 or (09) 276-1405 Fax: (09) 276-1408 E: arthur.anae@aucklandcouncil.govt.nz Dr Cathy Casey [Albert-Eden-Roskill] 66 Allendale Road Mt Albert Auckland 1025 Chairperson Social and Community Development Forum Ph: (09) 845-1952 or (027) 474-4231 E: cathy.casey@aucklandcouncil.govt.nz Alf Filipaina [Manukau] Auckland Council Private Bag 92300 Auckland 1142 Chairperson Culture, Arts and Events Forum Liaison Mori Statutory Board Ph: (021) 280-0999 E: alf.filipaina@aucklandcouncil.govt.nz Michael Goudie [Albany] Auckland Council Private Bag 92300 Auckland 1142 Chairperson Civil Defence and Emergency Management Committee Convener Youth Advisory Panel Ph: (021) 281-7817 E: michael.goudie@aucklandcouncil.govt.nz
Ph: (09) 631-5948 or (027) 276-0013 E: chris.fletcher@aucklandcouncil.govt.nz Ann Hartley, JP [North Shore] 74 Island Bay Road Beach Haven Auckland 0626 Chairperson Regional Development and Operations Committee
Ph: (09) 483-7572 or (027) 490-6909 E: ann.hartley@aucklandcouncil.govt.nz
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Mike Lee [Waitemata and Gulf] 29 Omiha Road Omiha, Waiheke Island Auckland 1081 Chairperson Transport Committee
Des Morrison [Franklin] 57 Butcher Road Pukekohe Auckland 2120 Chairperson Regulatory and Bylaws Committee Convener Rural Advisory Panel Ph: (09) 238-7883 or (021) 281-1222 E: des.morrison@aucklandcouncil.govt.nz Calum Penrose [Manurewa-Papakura] Auckland Council Private Bag 92300 Auckland 1142
Ph: (09) 372-7727 or (027) 494-3198 E: mike.lee@aucklandcouncil.govt.nz Richard Northey, ONZM [Maungakiekie-Tmaki] 184 Arthur Street Onehunga Auckland 1061 Chairperson Accountability and Performance Committee Liaison Ethnic Advisory Panel Ph: (027) 247-9662 Fax: (09) 368-1540 E: richard.northey@aucklandcouncil.govt.nz Noelene Raffills, JP [Whau] PO Box 19406 Avondale Auckland 1746 Chairperson Hearings Committee Ph: (027) 474-4553 or (09) 301-0101 E: noelene.raffills@aucklandcouncil.govt.nz Sharon Stewart, QSM [Howick] 21 Treeway Pakuranga Auckland 2010 Chairperson Audit and Risk Committee Ph: (09) 577-4127 or (021) 282-1144 E: sharon.stewart@aucklandcouncil.govt.nz Wayne Walker [Albany] PO Box 270 Whangaparoa Auckland 0943 Chairperson Environment and Sustainability Forum Ph: (021) 882-861 or (09) 424-3121 E: wayne.walker@aucklandcouncil.govt.nz
Ph: (09) 301-0101 or (09) 295-1316 E: calum.penrose@aucklandcouncil.govt.nz Dick Quax [Howick] PO Box 51-752 Pakuranga Auckland 2140 Chairperson - Tenders and Procurement subcommittee Ph: (027) 490 2114 or (09) 577-3340 E: dick.quax@aucklandcouncil.govt.nz Sir John Walker, KNZM, CBE [Manurewa-Papakura] 6 Railway Street Newmarket Auckland 1023 Auckland Ambassador Ph: (09) 523-2563 or (09) 266-6616 E: john.walker@aucklandcouncil.govt.nz Penny Webster [Rodney] PO Box 166 Warkworth 0941 Chairperson Strategy and Finance Committee
Ph: (09) 301-0101 or (021) 390-317 E: penny.webster@aucklandcouncil.govt.nz
George Wood, CNZM [North Shore]

54 Grenada Avenue Forrest Hill Auckland 0620 Chairperson Community Safety Forum Ph: (09) 410-7134 or (021) 281-5555 Fax: (09) 4107136 E: george.wood@aucklandcouncil.govt.nz
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Local boards
There are 21 local boards. They were established to enable democratic decision-making by, and on behalf of, their communities and promote the social, economic, environmental and cultural well-being in their area. They also have a role as the voice of their community to the governing body. They advocate and have input into decisions by the governing body and CCO decisions, policies and strategies that will impact across the region. This includes the Auckland Plan, the LTP, the Unitary Plan and Annual Plans. They develop and propose local bylaws for adoption by the governing body. They provide leadership and create a strong local identity for their area, make decisions on management and the use of a range of local activities and facilities such as parks, community halls and swimming pools. In their decision-making, they have a responsibility to retain and support the special character and identity of their local area. They carry out additional responsibilities delegated by the governing body or Auckland Transport, and perform civic duties such as ANZAC Day activities and citizenship ceremonies. Each year, local boards and the governing body agree individual local board agreements, which state what will be done over that period, including targets and activities. The agreements for 2013/2014 are included in this draft Annual Plan. Detailed information on the key priorities and budgets allocated to each local board can be found in Volume 2. For more information about local boards, visit the Auckland Council website. To find out which local board area you are in, follow this path from the website home page: About Council > Representative Bodies > Local Boards > Pages > Find your ward and local board
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Map of Auckland's local boards

The map on the next page shows the 21 local boards and how their boundaries fit in with the 13 ward boundaries.
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Council-controlled organisations (CCOs)

The council provides a range of services and programmes to the Auckland region through seven substantive and a range of non-substantive CCOs which participate in, and contribute to, the plans made by the council, as well as managing services such as transport. CCOs fulfil two key roles. They provide commercial or specialist expertise that may not be available within the council organisation, and allow Auckland Council to focus on its core responsibilities such as strategy, policy or regulatory functions. For more information on the policies, objectives, activities and performance targets of CCOs, see Part III of this Volume or Volume Five of the LTP 2012-2022.
Independent Mori Statutory Board (IMSB)

The IMSB is an independent board established to promote and advise the council on cultural, economic, environmental and social issues of significance for mana whenua groups and Mataawaka of Tmaki Makaurau Auckland. It also ensures the council acts in accordance with statutory provisions referring to the Treaty of Waitangi. The board: will identify and prioritise issues that are significant to Mori to help guide the councils work programme advise the council about issues that affect Mori in Auckland work with the council to help it meet its statutory obligations to Mori in Auckland
The board and the council will also meet at least four times each year to discuss the councils performance of its duties. The nine members are:
mana whenua representatives Mr David Taipari, Chairperson (Ngti Maru, Ngti Whanaunga, Ngti Tamatera, Ngti Paoa) Ms Patience Te Ao, Deputy Chairperson (Waikato/Ngti Wai) Mr James Brown (Ngai Tai Ki Tamaki, Ngti Paoa, Ngti Porou, Nga Puhi) Ms Anahera Morehu (Ngti Whatua) Mr Glen Tupuhi (Ngti Paoa/Waikato) Mr Glenn Wilcox (Ngti Whatua) Mataawaka representatives Mr Tony Kake (Nga Puhi, Waikato/Tainui) Mr John Tamihere (Ngti Porou, Whakatohea, Tainui)
For more detail on the IMSB, please visit www.imsb.maori.nz
Advisory panels
Six advisory panels advise the Mayor, governing body and local boards on matters affecting the specific communities or sectors they represent. They are (listed alphabetically): Business Advisory Panel Disability Strategic Advisory Group Ethnic Peoples Advisory Panel Foundation Youth Advisory Panel Heritage Advisory Panel Pacific Peoples Advisory Panel Rural Advisory Panel
For more detail on Auckland Councils advisory panels, please visit our website www.aucklandcouncil.govt.nz. Information can be found under: About the council>How council works>Advisory panels
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Part IV: Appendices How to contact the council
How to contact the council

Telephone: In person: Via our website: Fax: Write to us: (09) 301 0101 (toll-free) at our customer service centres using our online form at www.aucklandcouncil.govt.nz (09) 301 0100 at Auckland Council, Private Bag 92300, Auckland 1142
Customer service centres

Customer service centres allow Aucklanders to interact with us in person. We have over 25 customer service centres operating around Auckland. Currently, there are a variety of different services delivered to different levels across the centres, but overall they deliver:
general information on all council services, products and events payments for dog registration rates and other services dog renewal registration copies of publications and reports specialist advice property information lodgement of building and resource consents lodgement of licences and LIM applications payment of parking infringements.
Service centre Greys Avenue Takapuna rewa Whangaparoa Warkworth Glenfield Browns Bay Devonport Albany Manukau Papakura Pukekohe Waiuku Henderson Helensville Huapai West - Titirangi Library West - New Lynn Library West - Massey Library West - Glen Eden Library West - Te Atatu Peninsula Library North - Birkenhead Library
Physical address 1 Greys Avenue, CBD Auckland - Ground Floor, Civic Building 1 The Strand, Takapuna 50 Centreway Road, rewa 9 Main Street, Whangaparoa 1 Baxter Street, Warkworth 90 Bentley Avenue, Glenfield Corner of Bute and Glen Roads, Browns Bay 3 Victoria Road, Devonport 30 Kell Drive, Albany Manukau City Centre, Ground Floor, Kotuku House, 4 Osterley Way 35 Coles Crescent, Papakura 82 Manukau Road, Pukekohe Corner of King Street and Constable Road, Waiuku 6 Henderson Valley Road, Henderson Waitkere 49 Commercial Road, Helensville 296 Main Road (SH16) Huapai 35 Coles Crescent, Papakura 500 South Titirangi Road, Titirangi Corner of Don Buck Road and Westgate Drive, Massey 12-32 Glendale Road, Glen Eden 595 Te Atatu Road, Te Atatu Peninsula Nell Fisher Reserve - Hinemoa Street, Birkenhead
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Part IV: Appendices Glossary of terms
Glossary of terms
Term ACIL Activity ACPL Amenity Amortisation Annual Plan Definition Auckland Council Investments Limited The goods or services the council provides Auckland Council Property Limited The liveability or quality of a place that makes it pleasant, attractive and agreeable for individuals and the community The systematic allocation of the value of an intangible asset over its useful life The plan that sets out what the council will be working to achieve in a financial year, how it will spend its money, the level of service to be provided, and the level of rates and other revenue required to fund that spending The document that tracks the councils yearly performance and reports against the relevant annual plan An item of value, usually of a physical nature, that has a useful life of more than 12 months and has future economic benefits over a period of time. Infrastructural assets provide the basic facilities, services and installations needed for a community or society to function, such as stormwater drainage pipes. Non-infrastructural assets are the organisations other assets that provide either administrative or operational functions, such as computer software Auckland Transport Auckland Tourism, Events and Economic Development Limited The local government of Auckland established on 1 November 2010. The council is made up of the governing body, 21 local boards, and the council organisation (operational staff) Business improvement district The variety of life in a particular habitat or ecosystem, including the totality of genes, species, and ecosystems Data transmission technology that provides for high speed internet services The borrowing costs directly attributable to the acquisition or construction of qualifying assets, which are capital projects that span more than one financial year and require funding of more than $2 million, added to the cost of those assets, until such time as the assets are substantially ready for their intended use Localities identified as urban centres which include the city centre and fringe, metropolitan centres, town centres and local centres. Centres are typically higher density, compact mixed-use environments with high quality public transport links and provide a wide range of community, recreational, social and other activities
Annual Report Asset
AT ATEED Auckland Council or the council BID Biodiversity Broadband Capitalised interest
Centres
Commercial activities Retail, information and communication, finance and insurance, and other service sectors. These sectors typically can afford relatively higher land prices/rents, and locate well in town centres Corridors Council-controlled organisation (CCO) Strategic and arterial road, bus and rail alignments, and land located adjacent to these corridors, which generally link Aucklands centres. They include but are not limited to urban growth corridors A company or other entity under the control of local authorities through their shareholding of 50 per cent or more, voting rights of 50 per cent or more, or right to appoint 50 per cent or more of the directors. Some organisations may meet this definition but are exempted as council-controlled organisations The rate produced by the council which reflects the increase in costs that the council faces to fund the current activities it provides at existing service levels. Does not include consumer items such as food and beverages
Councils rate of inflation (CROI)
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Term Depreciation
Definition The charge representing consumption or use of an asset, assessed by spreading the assets value over its estimated economic life. Depreciation includes amortisation of intangible assets unless otherwise stated Contributions from developers, collected to help fund new infrastructure required by growth, as set out in the Local Government Act 2002. This can be a financial contribution or provision of services or an asset of the same value. The governing body is made up of the mayor and 20 councillors. It shares its responsibility for decision-making with the local boards. The governing body focuses on the big picture and on Auckland-wide strategic decisions. Because each ward may vary in population, some wards have more than one councillor
Development contributions Governing body
Grants and subsidies Revenue received from an external agency to help fund an activity or service that the council provides Gross Domestic product (GDP) Gross operating expenditure Groups of activities The market value of all goods and services produced in a country or region in a given period Total without deductions of depreciation and finance costs Goods or services provided by, or on behalf of, a local authority or a council-controlled organisation, including facilities and amenities, the making of grant, and the performance of regulatory and other governmental functions GHGs are made up of a variety of gases (including carbon dioxide, methane, nitrous oxide, water vapour, ozone, and fluorinated gases) which trap infrared heat in the upper atmosphere and contribute to global warming Kinship group, clan, tribe, subtribe - section of a large kinship group Disabled people One or more people usually resident in the same dwelling, who share living facilities. A household can contain one or more families, or no families at all. A household that does not contain a family nucleus could contain unrelated people, related people, or could simply be a person living alone The fixed, long-lived structures that facilitate the production of goods and services and underpin many aspects of quality of life. Infrastructure refers to physical networks, principally transport, water, energy, and communications Redevelopment, conversion and retrofitting where land is developed with a greater coverage or intensity of building, or accommodates a greater residential population or workforce than previously. Groups of whnau or hap related through a common ancestor Guardians of the environment Guardianship including stewardship; processes and practices for looking after the environment, guardianship that is rooted in tradition Elder/elderly (male or female) Mori language preschool There are 21 local boards which share responsibility for decision-making with the governing body. They represent their local communities and make decisions on local issues, activities and facilities An annual agreement between the governing body and each local board, outlining its priorities and preferences in its local board plan for the year A plan that reflects the priorities and preferences of the communities within the local board area in respect of the level and nature of local activities to be provided by the council over the next three years
Greenhouse gas (GHG) Hap Hau Household
Infrastructure
Intensification Iwi Kaitiaki Kaitiakitanga Kaumtua Khanga reo Local boards Local Board Agreement Local Board Plan
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Term
Definition
Local Government Legislation that defines the powers and responsibilities of territorial local authorities such as Act 2002 (LGA 2002) Auckland Council Local Government (Rating) Act 2002 (LGRA) Defines how territorial local authorities such as Auckland Council can assess and apply their rating policy
Long-term Plan 2012- This sets out the councils vision, activities, projects, policies, and budgets for a 10-year period. Also 2022 or the LTP commonly referred to as the LTP, LTCCP and the 10-year plan Mana whenua Manaakitanga Mtauranga Mori Maunga Mauri Natural areas Natural character Iwi, the people of the land who have mana or customary authority. Their historical, cultural and genealogical heritage are attached to the land and sea Hospitality, generosity, especially host to visitors Mori wisdom. In a traditional context, this means the knowledge, comprehension or understanding of everything visible or invisible that exists across the universe Mountain, mount, peak; Aucklands volcanic cones Mauri is the pure state of an object or substance. Sometimes referred to as the 'life force, mauri is contingent upon all things being in balance or in harmony Places characterised by indigenous species or ecosystems, or a place or landform not, or scarcely, modified from an indigenous condition Those qualities and values of the coastal environment, wetlands, lakes, rivers and their margins that derive from the presence of natural elements, natural patterns and natural processes. These qualities include the presence of indigenous and exotic vegetation, including pasture, terrestrial, aquatic and marine habitats, landforms, landscapes, and seascapes, the function of natural processes and the maintenance of water and air quality. The lower the degree of human modification, the higher the level of natural character Includes indigenous flora and fauna, terrestrial, marine and freshwater ecosystems and habitats, landscapes, landforms, geological features, soils and the natural character of the coastline Plans and delivers sustainable transport networks across New Zealand, In Auckland, it has responsibility for maintaining the state highway network roads. Mori settlements, villages and towns A New Zealander of European descent A location including meeting facilities, homes, vegetable gardens, a cemetery and other things required to sustain a whnau, hap or iwi Housing development within a papakinga framework A method for gauging progress towards the meeting of objectives. Measures usually relate to agreed levels of performance and types of services provided Provides high-frequency, high-quality public transport. The majority of these are bus services operating bus priority measures between key centres and over major corridors. The QTN complements the RTN by connecting at key hub locations Provides fast, high-frequency service in its own right of way, unaffected by traffic congestion. It aims to provide longer-term support for the more intensive growth proposed by the Auckland Plan and to improve the regions transport system Younger generation, youth Chief
Natural heritage New Zealand Transport Agency (NZTA) P Pkeh Papakinga Papakinga housing Performance measures Quality Transit Network (QTN) Rapid Transit Network (RTN) Rangatahi Rangatira
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Term Rangatiratanga
Definition Chiefly authority. A state of being. It is expressed in who we are, and how we do things; ability to make decisions for the benefit of their people and the community in general; confers not only status but also responsibility to ensure that the natural world and its resources are maintained into the future; recognises iwi and hap right to manage resources or kaitiakitanga over the ancestral lands and waters. The Mori version of article 2 of the Treaty uses the word 'rangtiratanga' in promising to uphold the authority that tribes had always had over their lands and taonga. A charge against the property to help fund services and assets that the council provides Regional Facilities Auckland Small Local Improvement Projects Close friend (of the same gender - lesbian, gay, homosexual) A treasured item, which may be tangible or intangible The Mori name for Auckland Indigenous peoples of the land A targeted rate to fund activities where the council considers the cost should be met by particular groups of ratepayers, as they will be the prime beneficiaries of the activity. The written principles on which the British and Mori agreed to found a nation state and build a government Customary lore and practice Initiatives aimed at modifying travel behaviour to maximise the efficient use of transport systems (eg, tele-working, ride sharing, more flexible work and educational hours, parking constraints, cycling and walking) Sacred ancestral sites and places of significance to iwi, hap or whnau Canoe, vehicle, conveyance Any matter, whether liquid, gas or solid, which is discharged, unwanted or discarded by the current generator or owner as having little or no economic value, and which may include materials that can be reused, recycled or recovered Auckland Waterfront Development Agency Limited The pedigree of a person, whnau, hap or iwi which begins at an ancestor and works down to the individual; the genealogies and stories that accompany a family history
Rates RFA SLIPS Takatpui Taonga Tmaki Makaurau Tangata Whenua Targeted rates Te Tiriti o Waitangi / The Treaty of Waitangi Tikanga Travel demand management Waahi tapu Waka Waste
Waterfront Auckland Whakapapa
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have your say Draft annual Plan 2013/2014

Have your say
We want your views on the draft Annual Plan 2013/2014. Simply fill in this form and send it to us or make an online submission at www.aucklandcouncil.govt.nz/annualplan.
4. Parks and open spaces: Do you agree or disagree with these proposals for additional funding?
Your contact details

For your submission to be valid, you must include your full name, a postal and/or email address. Please make sure your contact information is clearly legible. You are making a submission on behalf of (please tick the most appropriate option): Yourself A community group Other organisation A business
5. Community and events: Do you agree or disagree with these proposals for additional funding?
6. Planning and economic development: Do you agree or disagree with additional budget for the overseas trade mission programme and to develop the Unitary Plan?
Do you wish to speak in support of your submission at a Yes No public hearing? Your details Local Board area: First name: Last name: Your organisation/company: Postal address: Suburb: Phone: Email: Signature: Date of submission: You can attach additional pages to your submission but they MUST be on A4 paper only. 1. Service reductions: Do you agree or disagree with the proposals to reduce some of our services? Do you agree or disagree with the local boards proposed changes? Do you agree or disagree with the local board priorities for 2013/2014 included in your local boards budget? 9. Local communities: Which local board does your submission relate to? Postcode: Mobile: 8. TelstraClear Pacific Events Centre: Do you agree or disagree with the proposal to contribute to its development from the sale of surplus land (estimated at $20-30 million)? 7. Proposed rates remission and postponement policy: Do you agree or disagree with the proposed policy changes?
2. Rates: The proposed changes have reduced the projected average rates increase from 4.8 to 2.9 per cent. Do you agree or disagree with this level of change?
10. Do you have any other comments on the draft Annual Plan 2013/2014? 3. Fees: Do you agree or disagree with proposed changes to fees?
Continued over page the draft annual plan summary 2013/2014
Checklist for submitters

1. Have you included your full name and postal and/or email address? 2. Have you told us what type of submitter you are? 3. Have you told us if you want to speak at the hearing? 4. Have you attached additional pages or supporting documents (A4 only)? 5. If you wish to speak at a hearing, have you provided at least one phone number so you can be contacted to arrange a time to speak?
Read this summary or the full draft document before making your submission. Copies of the draft document are available at:
public libraries, council service centres and local board offices online at www.aucklandcouncil.govt.nz/annualplan or phone us on 09 301 0101.
At a later date the council will hold hearings to consider all submissions. Please note all submissions (including personal details of submitters - names, address and phone numbers) will be public documents. If you have any queries on the draft Annual Plan 2013/2014 or the submission process, please call 09 301 0101 or email annual.plan@aucklandcouncil.govt.nz
Submissions open Thursday, 24 January 2013 and must be received by 4pm, Monday, 25 February 2013.
Fold here
summary 2013/2014
Fold here
Freepost Authority Number 239296
Draft Annual Plan 2013/2014 Attention: Brina Burden Auckland Council Freepost Authority 239296 Private Bag 92300 Auckland 1142

VolumeOne of The Draft Annual Plan

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VolumeOne of The Draft Annual Plan

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2013/2014

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

PArt i: An ovErvIEw of our drAft AnnuAl PlAn 2013/2014

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1: an overview of 2013/2014

About tHIs drAft AnnuAl PlAn

PArt i: An ovErvIEw of our drAft AnnuAl PlAn 2013/2014

How tHIs PlAn Is ArrAngEd

volume 2: locAl boArD inFormAtion AnD DrAFt Agreements

volume 3: FinAnciAl inFormAtion, cHAnges AnD AmenDments to tHe long-term PlAn

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

ContEnts of tHIs voluME

PArt ii: our ACtIvItIEs

PArt i: An ovErvIEw of our drAft AnnuAl PlAn 2013/2014

PArt iii: CounCIl-ControllEd orgAnIsAtIons (CCos)

PArt iv: APPEndICEs

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

MEssAgE froM tHE MAYor

Len Brown Mayor of Auckland

PArt i: An ovErvIEw of our drAft AnnuAl PlAn 2013/2014

MEssAgE froM tHE CHIEf ExECutIvE

Doug McKay Chief Executive of Auckland Council

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

trAnsForming our customer service

imPlementing tHe AucklAnD PlAn

PArt i: strAtEgIC ContExt

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

our commitment to mAori

PArt i: strAtEgIC ContExt

tHe mAori resPonsiveness FrAmework is DePicteD in tHe Following DiAgrAm:

tHe worlDs most liveAble city te PAi me te wHAi rAwA o tAmAki

e te tiriti o wAitAng nAbl i e

Effective Mori Pa rtic ipa tio

le mAori outcomes enAb

s il st iton Atutor ori obligA y mA

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

wHAt wE ArE PlAnnIng for

PArt i: wHAt wE ArE PlAnnIng for 2013/2014

HAvE Your sAY, go to www.AuCklAndCounCIl.govt.nz/AnnuAlPlAn

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

PArt i: wHAt wE ArE PlAnnIng for 2013/2014

CoMMErCIAl And InvEstMEnt

HAvE Your sAY, go to www.AuCklAndCounCIl.govt.nz/AnnuAlPlAn

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

buIlt And nAturAl EnvIronMEnt

storMwAtEr And flood ProtECtIon

PArt i: wHAt wE ArE PlAnnIng for 2013/2014

wAtEr suPPlY And wAstEwAtEr

HAvE Your sAY, go to www.AuCklAndCounCIl.govt.nz/AnnuAlPlAn

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

PArt i: wHAt wE ArE PlAnnIng for 2013/2014

lIfEstYlE And CulturE

HAvE Your sAY, go to www.AuCklAndCounCIl.govt.nz/AnnuAlPlAn

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

kEY ConsultAtIon toPICs

PArt i: wHAt wE ArE PlAnnIng for 2013/2014

your rAtes in 2013/2014

HAvE Your sAY, go to www.AuCklAndCounCIl.govt.nz/AnnuAlPlAn

tHe DrAFt AnnuAl PlAn 2013/2014 volume 1

increAseD cost recovery AnD stAnDArDisAtion oF regionAl Fees

food PrEMIsE lICEnsIng fEEs

Regrading New premises

HAIrdrEssEr lICEnsE fEEs

MoorIng PErMIt fEEs