North Shore LTP 2009to2024

CONTENTS - MODULE 1 - SUMMARY
Introduction ........................................................................................ 5 Overview .............................................................................................. 7 Key decision areas ............................................................................. 15 North Shore in the region.................................................................. 21 North Shore in the community.......................................................... 23 Our future.......................................................................................... 25 Community outcomes....................................................................... 27 Nga Tangata O Te Raki Pae Whenua................................................. 29 Financial strategy .............................................................................. 31 Audit report ........................................................................................ 39 Directory............................................................................................ 43
North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 3
Introduction
Introduction
This plan replaces the council's 2006-2016 Long Term Council Community Plan (LTCCP). The LTCCP has been prepared in response to the requirements of the Local Government Act 2002 (LGA 2002). LTCCPs are prepared every three years; previous LTCCPs have looked ahead 10 years, however this one takes a 15 year planning horizon. While it is true that the ability to forecast with any certainty fades quickly after three years or so, taking a 15 year planning horizon allows for the foreshadowing of important projects that may be forthcoming in the later years. The LTCCP is the council's main strategic planning document that establishes what will be done, how much it will cost and then identifies how we will pay for everything. Under the LGA 2002, councils are required to: enable communities to discuss and prioritise desired outcomes relevant to the present and future social, economic, environmental and cultural well-being of the community monitor and not less than once every three years, report on the progress made in achieving the community outcomes have at all times a Long Term Community Plan The LGA 2002 states that the LTCCP must: describe the activities of the local authority; describe the community outcomes; provide integrated decision-making and coordination of the local authority's resources; provide a long-term focus for decisionmaking; provide an accountability basis; and provide an opportunity for public participation in the decision-making process. The diagram on the inside cover illustrates the data and information flows that combine to produce this plan.
What is in each module?

Module 1 - Summary - summarises the other four modules. Module 2 - City Direction - outlines the planned future state of North Shore City. It looks at those things that the community has said are important to it now and into the future. It replaces the Strategic Plan (2001) and City Blueprint (2001), and describes what the community wants in the form of our Community Outcomes. A description of the council's contributions to these outcomes can be found in Module 3 - Activity Statements. Module 3 - Activity Statements - outlines what the council will do over the next 15 years. We indicate by activity how the council is proposing to respond to the community outcomes and the costs and resources that will be required. This module also includes information on Council Controlled Organisations and summaries of the Water and Sanitary Assessments completed in June 2005. Module 4 - Financial Statements - presents detailed prospective financial statements and accounting policies. Module 5 - Policies - details a number of key policies: Policy on significance Partnership with private sector policy Maori capacity statement Funding impact statement Rating policy Treasury management policy Revenue and financing policy Development contributions policy
As a requirement of the Local Government Act 2002 this document has been audited by Audit NewZealand and their opinion can be found on page 39.
Overview
Welcome to the City Plan 2009-2024. This plan has been developed at a time of significant change: a worldwide recession not seen since the 1930's the introduction of the Local Government (Tamaki Makaurau Reorganisation) Act 2009 which signals sweeping changes to the governance of the Auckland Region from 01 November 2010 a new National-led government a growing appreciation of the effects of climate change In the context of all these forces the council has endeavoured to produce a plan that is sustainable and affordable both in the near-term and with an eye to positioning the city to weather the current recession as favourably as possible so that we are in the best possible situation to take advantage of an economic upturn when it occurs. This plan does not signal significant changes in direction. Rather, through careful stewardship it aims to further refine and develop our direction mindful of the impact on all our communities. In order to deal with a number of significant issues now and looming on our horizon the council has decided to extend this plan to a 15 year horizon to retain all the key identified elements of the capital programme with the highest priority works scheduled to be completed first. The council has continued to look across the whole organisation for cost reductions and efficiencies, and is achieving this through continuing to gain better integration of contracts, concentrating on energy-saving programmes and maintaining tight constraints on overheads. However, there remains a considerable challenge to deliver services and improvements to our community and keep rates increases to an affordable level, particularly in the context of a troubled economic time which is impacting ratepayers and business throughout the city. This plan remains committed to maintaining progress for the city in a way that stays focused on our priorities and keeps the city's finances in sound condition. We are confident the city as a whole will prove resilient in the face of the challenges outlined above, and that North Shore City will emerge strongly as still being a highly desirable place in which to live, work and play.
Auckland Governance
As this City Plan was being prepared, the Local Government (Tamaki Makaurau Reorganisation) Act 2009 was passed. Considered by central government as a system of local governance that will best suit the Auckland region in the future, the Act allows for the: dissolution of all existing Auckland local councils on 1 November 2010 establishment of one territorial authority for Auckland (Auckland Council) and 20 to 30 local boards. To expedite this process, the Act outlines the composition, functions and duties of the Auckland Transition Board - a body set up to plan and manage all matters in relation to the reorganisation including overseeing and directing local authorities during the 18-month transition period. The Act also places constraints on the decision-making powers of local councils, including limiting their ability to enter into any new contracts of $20,000 or more which will extend beyond 30 June 2011. These restrictions may impact on the implementation of the City Plan 2009-2024. Currently this council's elected members are actively lobbying government to ensure that the local boards have the level of power they believe will be necessary to continue providing the high quality of service that North Shore residents and ratepayers have come to expect. To this end, the council is adamant that local governance must remain both sufficiently robust and sufficiently flexible to enable the region in the challenging times ahead to improve its social, economic, environmental and cultural well-being and to operate successfully as the growth engine of New Zealand. No financial provision has been included for the additional cost of transition to the Auckland Council, due to extreme uncertainties on estimating the amounts.
Government reform
The new National led government has indicated a number of reforms to current legislation that it intends to pursue. Each of these reforms could have an impact on this plan. Changes have already been signalled to the Resource Management Act of which the impact is currently uncertain. Further changes to the Building Act, Affordable Housing, Enabling Territorial Authorities and the Local Government Acts are expected. Possible changes to the Health Act and the Public Works Act may also occur. This City Plan 2009-2024 does not try to anticipate what changes will occur, any impact will be properly analysed and amendments to this plan will be made at the appropriate time.
Consultation
Consulting with community when making plans for our city is critical to ensuring that we all have a say in how the environment in which we live, work and play is developed and maintained. Your submissions play a vital part in that process and your council would like to express its thanks to everyone who contributed to our City Plan by taking the time to send in a submission or attend a focus group or public meeting. Your feedback has helped us to shape this plan. Consultation on the Draft City Plan 2009-2024 took place between March 23 and April 24. We distributed a summary newsletter in the North Shore Times Advertiser in late March resulting in the distribution of 150 printed copies and 100 digital copies of the Draft City Plan 2009-2024. The full document and submission forms were available from the council website, www.northshorecity.govt.nz, and at our libraries and council offices. We advertised extensively to let people know what was happening, how they could find out more and how they could have their say. Many of the proposals and issues were subject to media releases which featured in local and regional media. In order to encourage public participation, we held three informal public open days, one in each ward, when 70 people made good use of the opportunity to raise matters of concern. In addition, a business/community breakfast was hosted in the council chambers and this was also well attended by about 40 businesses and community groups. As part of the consultation process we also ran four independently facilitated focus groups which involved 47 randomly selected residents. These groups allowed those present to discuss a range of issues seeking further information on some topics as the discussions progressed. As always, these groups have proved to be an invaluable tool in gauging feedback on the City Plan. During the consultation period 531 people and organisations shared their views and concerns in written submissions. These submissions covered 664 different topics. Sixtyseven percent of these submissions were received online through our website. 108 individuals and organisations took the opportunity to address the hearings committee in person to explain their concerns.
Strategic cycleway Enterprise North Shore Targeted Business Attraction Programme City Plan Annual Plan 2006-2016 2008/09 Total Submissions Written Oral (as part of written submission) Main topics (written submissions) Rates Increases Other Transport Parks Economic development Development contributions Town centres Albany library (Option 2) Northern aquatic facility (Option 1) Victoria theatre Grants funding Ice skating rink Victoria wharf Libraries Strategic cycleways ENS Targeted Business Attraction Programme 49 31 253 88 26 36 63 9 8 11 25 31 71 10 67 32 5 89 7 2 3 1 57 0 5 9 12 14 8 179 77 28 7 5 38 76 0 11 0 17 18 84 166 1,132 464 125 280 280 85 City Plan 2009-2024 531 531 130
Important decisions
The draft City Plan 2009-2024 reflected the preferred options of the council. As part of the consultation process the council resolved to make amendments to the preferred options contained in the Draft City Plan 2009-2024. The important changes that have now been incorporated into this adopted City Plan 2009-2024 are:
Changes Albany community facilities Council decision Agreed with Option 1 - to build Northern Recreation Aquatic Facility first (2013-2015) and Albany Community Board Ara Library facility second (2018-2020) Increased budget for the Strategic Cycling Network by $2.5m spread over 3 years from 2016-2019. Decided to continue funding - $200k per annum for the next 3 years.
Changes Development contributions Victoria Wharf Community grants scheme
Council decision Adopted the updated and revised Development Contributions Policy 2009. Increased budget for safety and minor improvements - total now $5m over years 5 and 6 of the City Plan 2009-2024. The council grants scheme was increased by $160k per annum from 2009/10 to provide for the increased demand for frontline community based services. A further $100k per annum from 2010/11 was approved for the community facilities grants funding. An extra $100k per annum for tracks and associated structures response maintenance. An extra $50k per annum for pest animal control. A continued commitment to Project Care, to be completed in 2021, keeping the focus on improving stream and beach water quality through wastewater and stormwater programmes. $400k approved towards the Rame Road Carpark project in years 2012/13 and the Rame Road boat ramp project valued at $400k was brought forward to 2012/13. Project brought forward from 2022/23 to 2014/15. Council resolved to move a number of projects to different years with minor impact on the overall City Plan budgets. A number of changes have been made throughout the document in the interests of correcting typing errors, improving readability and clarifying meaning.
The total annual rates for an average land value residential property is forecast to rise from $1,813 in 2008/09 to $1,916 in 2009/10 and $3,854 in 2023/24 (these numbers are inclusive of GST). This City Plan includes a significant capital works programme which includes $1,690m of new capital expenditure and $909m of renewal capital expenditure over the 15 year period. Annual operating costs rise from a level of $271m in 2009/10 to $457m in 2023/ 24 primarily as a result of increased capital investment in the city impacting on finance costs, depreciation and increased maintenance as well as estimated annual inflationary increases. Comparison between City Plan 2006-2016 and City Plan 2009-2024 - The City Plan 2009-2024 includes a lower level of rates revenue and development contributions income compared to the previous City Plan. The capital works programme has been reviewed and some difficult decisions have been made about delaying capital projects to later years due to the lower funding position. The capital programme for the period 2009/10 to 2015/16 (the last seven years of the previous City Plan) has been reduced by an overall $71m. This is mainly in the Transport activity ($83m) particularly for cycleways and corridor upgrades to Onewa Road and Bracken/Burns/Killarney Streets (these works attracted subsidy at approximately 50%). Some key projects which have been delayed are the Albany Community Board Area Library facility and Northern Recreational Aquatic Facility, which were highlighted as key issues for consultation process of this City Plan. This City Plan has debt repayments spread over a longer period to compensate for the lower income levels. Debt at the end of the City Plan 2009-2024 is projected to be $356m whilst in the City Plan 2006-2016 the debt was projected to be $318m by 2015/16. The alternative approach would be to have significantly higher rates increases to fund the new assets or significantly reduce the capital works programme which would mean fewer improvements and new infrastructure for the city. Summary comparison information between City Plan 2006-2016 and City Plan 2009-2024
City Plan 20062016 Average rates increases over the period Average rates bill for residential property 2009/10 Development contributions income 2009/10 to 2015/16 New capital expenditure 2009/10 to 2015/16 Projected debt 8.0% $2,052 $269.5m $797.9m $318m in 2015/16 City Plan 20092024 5.2% $1,916 $199.1m $726.5m $356m in 2023/24 Variance 2.8% lower $136 lower $70.5m less over 7 years $71.4m less over 7 years $38m higher at end of plan
Parks maintenance budget
Project care
Rame Road ramp
Torpedo Bay pedestrian coastal access Sequencing changes Minor editorial changes
Key aspects
Affordability - The average rates increase for the council over the 15 years is projected to be 5.2 per cent per annum including inflation. The previous City Plan 2006-16 included an average annual increase of 8 per cent per annum over the period of the plan. The Auckland Regional Amenities Funding Act 2008 has been introduced by central government and will take effect from 2009/10. This Act requires North Shore residents to contribute to the costs of certain facilities or organisations which operate in the Auckland region such as the Auckland Philharmonia, Auckland Regional Rescue Helicopter Trust, and surf lifesaving. The impact for residents of the North Shore is that a further rates increase will be required to fund this. The additional rates increase in 2009/10 will be a 0.5 per cent increase followed by estimated increases of 0.1 per cent in the next two years to fund these costs. In 2009/10 the proposed average rates increase, excluding this new Auckland Regional Amenities Funding Act 2008 funding requirement is 5.2 per cent. After adding on the Auckland Regional Amenities Funding Act funding requirement this will result in a total average rates increase for the city of 5.7 per cent.
Projected average rates increases City Plan 2009-2024 compared to City Plan 2006-2016
10.0% 9.0% Average rates increase per cent 8.0% 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0%
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
3.5% 3.7% 3.7% 5.7% 5.5% 5.7% 5.6%
Inflation - This City Plan is presented inclusive of inflation projections. The current economic difficulties have presented significant issues in forecasting future inflationary pressures. Economic data from December 2008 suggests a significant slowing in inflationary pressure due mainly to a market reduction in oil prices. It should be noted that a significant portion of the councils costs are directly connected to oil prices and as such, any movement in oil prices can have a significant impact on this draft plan. Prudent financial management - The underlying budgetary strategy upon which this draft plan has been based is one of prudent financial and debt management. An overview of the councils financial strategy is provided in the Financial Strategy section of this module.
9.1% 8.4%
8.8%
8.6%
8.6% 8.2% 7.2% 5.9% 6.0% 5.6% 5.5% 5.5% 5.4% 5.5%
5.5% 5.4%
5.5%
Significant areas of expenditure

Area Operating Direct Capital Significant projects expenditure expenditure 2009/10 15 years 2009/10 15 years $m total $m $m total $m 60.5 1,102 62.8 1,131 Wairau-Taharoto Ext. Road Corridor Improvements 2011-2018 Public Transport linkages 2009-2024 Long Bay infrastructure 2009-2024 Albany Highway 2009-2024 42.4 644 60.8 583 Tunnel and outfall project 20082010 Project CARE 2009-2021 15.1 316 7.5 261 Flood mitigation works/stream protection and restoration 2009-2024 23.1 433 5.6 179 Mains renewal 2009-2024 24.5 370 24.5 289 Reserve acquistion 2009-2024 45.5 654 0.0 0.0 District Plan review 2008-2012 40.8 684 8.9 109 Northern Recreational Aquatic Facility 2013-2015 Albany Community Board Area Library Facility 2018-2020 12.6 171 5.7 47 Rugby World Cup 2009-2011 264.5 4374 175.8 2599
Transport
Years Average rates increase City Plan 2006-16 Average rates increase City Plan 2009-24
Wastewater
Projected debt City Plan 2009-2024 compared to City Plan 2006-2016

Stormwater
800 700
606 636 573 531 504 656 673 700 706 669
Water Supply
587 486
600 500
41 8 434 451 457 468 463 436
Parks
356
$m
400 300 200 100 0

278 243
368 326
385 31 8
Environmental Management Community Services
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Other TOTAL
Years Projected debt City Plan 2006-16 Projected debt City Plan 2009-24
Further detailed information about this comparison can be found in Module 4 - Financial Statements.
Each dollar of rates in 2009/10 is spent on:
Each dollar of rates in 2009/10 is spent on:
Development Contributions Policy - Following the judicial review of our Development Contributions Policy we have worked through the issues that came to light in consultation with the developers who sought the review. The impact of our work in this area is a revised policy (see Module 5 - Policies). Financially the impact is that we will now need to refund any over-charges to those who have paid development contributions under our existing policy. Revenue streams from the revised policy are reflected in this plan. Transport - The planned transport capital works programme, together with planned programmes funded through operating expenditure, progresses the implementation of the 2006 North Shore Transport Strategy and generally accords with national and regional policies. The key outcomes expected from the strategy are: A transport system that provides choice, accessibility, efficiency, and that integrates with land use planning City residents who are safer, healthier and fitter, and who walk, cycle and use public transport more often A city environment that is sustainable and more pleasant and attractive Currently, personal travel is dominantly by private car. This dominance is expected to continue in the short to medium term. It may also continue to be the case over the later period of the 15 year City Plan, even with the prospect of significant permanent rises in fuel prices and government market intervention. In any event, growth will continue to generate increases in car travel demand. Economic growth similarly results in additional demand on road capacity. Whilst recognising the need to meet continuing private car demands, the council is applying a number of programs and projects aimed at encouraging greater use of alternative modes and reducing the need to travel. Behaviour change programs and providing walking, cycling and public transport infrastructure are key means of encouraging use of alternative modes. Land-use intensification and mixed-use developments are a prime means of reducing transport demand. Implementation of the Northern Busway is largely complete. However, there is a continuing programme of measures to support the Busway such as bus priority measures and installation of bus stations, as well as actions to support the public transport network throughout the city. It is recognised that there will be a future need for further integrated parking and a bus station in Browns Bay and also possibly in Highbury. Ferry services are further supported through the construction of a new ferry terminal at Bayswater, funded by the Auckland Regional Transport Authority (ARTA). The council is providing access and adjacent parking. The council is also investigating the provision of ferry terminal infrastructure at Takapuna and Browns Bay. Council funding for upgrading footpaths is increased and other ongoing programmes, such as town centre improvements and Travelwise to School, will result in pedestrian infrastructure improvements.
23c
Wastewater
15c 8c
Libraries
Public transport, roads & footpaths
13c
Parks, Beaches & Sportselds
8c 6c 4c
Environmental planning
7c 3c
Stormwater
Community Services
5c 4c
Environmental Programmes
External levies
Economic initiatives
Governance
4c
Leisure services
Compared to the City Plan 2006-2016, there is an increased budget for the Strategic Cycling Network spread over 3 years from 2016-2019. Some cycle lanes will nevertheless continue to be constructed as part of road upgrading projects. However, the funding still allows for implementation of the strategic cycle network as standalone projects or as part of road upgrading projects. Council will continue to implement strategic corridor projects, which connect key employment and residential centres. Corridor projects involve a range of road improvements including measures to improve public transport, walking and cycling. They also introduce high-occupancy vehicle lanes to make better use of the transport network. In addition, the projects consider surrounding land use activities and support more compact employment and residential development. Improvements in road safety are expected to occur as a result of ongoing education and enforcement activities and programmes which rectify known safety problems and proactively identify and address safety deficiencies. Road upgrading also results in improved safety. Funding for proactive road safety is less than in the City Plan 20062016 because of the need to test the ability to fully implement the planned programme. This proactive programme can be reviewed in the future as experience is gained in this substantially new approach. Project CARE - The council has reconfirmed its commitment to Project CARE. The Project CARE strategic planning process was launched in 1998 to apply an integrated approach to resolving the beach pollution problem. After extensive public consultation, a design target of two wet weather overflow events per year from the wastewater network (annual average; based on modelling) was adopted. The planning process was completed in 2002 with the adoption of the Wastewater Network Strategic Improvement Programme. Good progress has been made in implementing the Wastewater Network Strategic Improvement Programme (WNSIP). Many projects have been completed or are well underway. Key projects completed include the Browns Bay Storage Tunnel, The Silverfield and Kahika Storage tanks, the Oteha Valley Trunk sewer and the Wairau trunk sewer upgrades, the Northboro storage tunnel and the Seaview pumping station in Milford. The total amount of money spent to date is approximately $124m (actual costs). The number of wet weather overflows in areas affected by these works have reduced significantly. Overflow frequencies in other areas remain problematic and need the WNSIP to be completed to meet the wet weather overflow performance target in the future. Currently about 50 per cent of the beach areas have overflows that meet the target. A review of the original programme was undertaken in 2008. At that time the council confirmed its commitment to meet the original goals of the programme, however cost
escalation since the inception of the programme has resulted in an increase in budget of $300m (in todays dollars) which has been incorporated into this City Plan. Albany community facilities - Previous City Plans have indicated investment in library and recreation facilities in the Albany area starting in 2008. The need for these facilities in this quickly growing part of the city has been well documented however the timing and nature of the facilities are continually being refined. Having reassessed these projects in line with the rest of the programme it has been decided to delay the construction of these facilities Library from 2010 to 2018 Aquatic Facility from 2008 to 2013. The Northern Recreational Aquatic Facility was also planned to contain community meeting space for the Albany area. Provision of this space is being investigated further and a budget of $1m has been included in 2013 - 2015. Historic Heritage Strategy - The council has been working on an Historic Heritage Strategy for the city. The strategy's stated objective is to effectively facilitate: Identification of the historic heritage resources of the city Protection of the historic heritage resources of the city for present-day residents and future generations Education of city residents and visitors about the fascinating history and heritage of the city This is the first time such a strategy has been prepared. The cost of the strategy is $603,000 in 2009/10 and approximately $12.7m over the 15 years of this City Plan. Rugby World Cup 2011 Funding for the councils population based contribution to the overall regional Rugby World Cup 2011 work streams, of $1m spread over three years, was included in the draft City Plan. During the finalisation of the plan the $1m contribution was confirmed and a further $0.6m over three years was allocated for temporary seating at North Harbour Stadium and $0.3m for traffic management planning and implementation in year 3. These additional allocations of funding were from existing budgets. Also funded out of existing budgets are North Shore City Councils specific ancillary tournament costs totalling $0.2m, $0.3m and $0.7m over the next three years respectively for projects including fan zones, tourism hubs, grass roots sport and cultural development programmes, volunteers etc. Weathertightness building defects - The council is subject to claims in respect of weathertightness building defects. The actuarial calculation in June 2008 of the value of the known claims expected to be paid by council was $13.2m, and this has been taken into account when preparing this City Plan. There is uncertainty as to the future
levels of claims that the council may be liable for and no provision has been made for future new claims that may arise. The value of these claims may be material. Information surrounding these claims is subject to extreme uncertainty and therefore no provision has been made for them. This City Plan includes a change to the Treasury Management Policy which allows for weathertightness claim payments to be funded by way of loans.
not the council. However these trusts struggle to finance this type of work and will be looking toward council for help. No financial provision has been allowed in this plan. In addition to this our own Housing for Older People building stock is moving into a time of renewal which may not be able to be funded from rentals. This will be reviewed over the next three years. Waste minimisation - Last year, the council began investigating the opportunity to move away from the pre-paid rubbish bag system to an automated collection service provided by way of a "Mobile Garbage Bin". Automated rubbish bin collections are increasingly common in New Zealand and are considered to be best practice in Australia. The waste industry has been investigating the health and safety requirements for waste collection services, as the current manual handling system presents a greater health and safety risk for our contractors who undertake the collection when compared to an automated bin service. Another important event is the enactment in September 2008 of the Waste Minimisation Act. The purpose of the Act is to encourage waste minimisation and reduction of waste disposed to landfill. The Act creates a national levy on waste to landfill, which will increase the cost of rubbish disposal. The cost of the levy will be passed on to rubbish generators through user pays fees. The Act also requires the council to fully review its waste management and minimisation functions by July 2012. We will continue to research the issues related to our kerbside collection services as part of the review of our Waste Minimisation Plan to ensure we meet our statutory requirements. We will consult with affected parties on any significant issues with a view to full consultation in the 2010/2011 Annual Plan. Flat water pool facilities - Increasingly there is demand for more flat water pool facilities. A recent study by the Auckland Regional Physical Activity & Sport Strategy (ARPASS) group entitled the ARPASS Regional Facilities Review Project has concluded there is a need for a 50m pool facility capable of holding regional, national and international events. Options for the siting of such a facility were North Shore City or Manukau City. At the same time the council is investigating a flat water pool facility in the Albany Community Board area, the Millennium Institute is examining its future pool space, the Devonport Community Board area is concerned at the lack of such a facility in its area and our current flat water pool facilities at Takapuna, Glenfield and Birkenhead are under pressure as they age. Consideration will need to be given to all of these issues in the coming years.
Other issues to be addressed

Dealing with growth - Being a desirable place in which to live, work and play brings with it its own set of pressures. As Module 2 - City Direction outlines, we will face ongoing challenges which we will need to deal with. These challenges will present themselves in terms of infrastructure provision, urban design challenges, natural environment preservation, social cohesion and affordability issues. This City Plan sets out a number of these issues and a number of strategies to deal with the issues involved. Others will require further work as we come to grips with the issues we face. Third Harbour crossing - The need to investigate and plan for a further harbour crossing or crossings is contained in the current and previous Regional Land Transport Strategies. The recently completed Waitemata Harbour Crossing Study 2008 recommended routes for both an additional road crossing as well as a new rail crossing. These would comprise two road tunnels and two adjacent rail tunnels connecting from the south in the vicinity of the south-western edge of the Wynyard Quarter to the Onewa Road motorway interchange. The study did not evaluate justification for the crossings or the timing of them. However, the New Zealand Transport Agency (NZTA) plans to safeguard access to the road crossing as a priority. This includes securing land in and around the Esmonde Road motorway interchange. Over the next year, NZTA and the council plan to investigate a potential rail network for the North Shore. The possibility of the Busway converting to light rail once a third harbour crossing is constructed will need to be investigated. Community banking - In order to support both the development of our vibrant town centres and villages in the city, and a prosperous and sustainable local economy, the council intends to investigate a concept of community banking. The council's role would be limited to concept support and some premises provision (i.e. at head office and area offices). Community facilities - A number of prominent city facilities will be due for major renewal work in which the council is likely to be involved during the lifetime of this plan. Facilities such as the Bruce Mason Centre, the North Harbour Stadium and the North Shore Events Centre fall into this category even though they are owned by trusts
Water demand management - The regional Three Waters Strategy proposes to reduce the gross per person demand for water by 15 per cent of 2004 levels by 2025. A further 10 per cent of total demand will be met by beneficially using stormwater and
treated wastewater for industrial purposes and stormwater for non-potable household purposes over the same period. Further planning work is to be undertaken, preferably on a regional basis, to justify and confirm future targets and related programmes to deliver the desired outcomes. This City Plan does not include funding to achieve these stretch targets. Leakage management, legislative changes, education and pricing mechanisms will all assist in achieving water demand reduction targets. The council is very interested in further investigating a range of initiatives to influence behaviour in a positive way including wastewater volume charging, stepped water supply pricing and stormwater charging by the level of runoff a property produces. Into the future water will become increasingly scarce. The infrastructure required for supply of water is very expensive and we need to investigate and implement more ways to save. Pilot/Showcase project: Leading by example - The council will continue to show leadership, specifically in areas that are new, challenging and complex. The council will consider what its future role might be in initiating and/or contributing to projects that showcase solutions meeting the councils overall objectives. Examples could be pilots related to sustainable development and the application of Low Impact Design on council properties and streets. This could be supported by the use of financial incentives for initiatives that go beyond what can be required or enforced. Cliff erosion and land stability - Recent land slips have again caused concern and raised issues around councils responsibility and prompted questions about whether or not the council could take a more pro-active role in managing risks related to land stability. We will need to carefully investigate how this may be achieved.
North Shore regional facilities - North Shore has a number of high quality facilities that serve not only the local community but play a significant role in the region. Those facilities include: North Harbour Stadium North Shore Events Centre Bruce Mason Centre Chelsea Estate Heritage Park Long Bay Lake Pupuke Devonport/Victoria Wharves Michael King Writers Centre Frank Sargeson House Victoria Theatre North Harbour Hockey Complex North Harbour Softball Complex
Key decision areas

1. Albany community facilities
Background
The northern part of our city is a very fast growing area. Since 1991 the population of this part of the city has risen from 41,400 to a current population of 78,600 (2008) and is expected to reach 98,700 in 2021. The need for community facilities to serve this area is well recognised. To augment this we propose to build new community facilities in Albany - a new library facility and a Northern Recreational Aquatic Facility (consistent with the ARPASS Regional Facilities Review Project) - to serve the growing population. Information about the two facilities is as follows: Option 1 - Build first the Northern Recreational Aquatic facility in 2013-2015 Build second the Albany Community Board Area Library facility in 20182020 Option 2 - Reverse the order of Option 1 Build first the Albany Community Board Area Library facility in 2013-2015 Build second the Northern Recreational Aquatic facility in 2018-2020 The next table provides a comparison of the projected costs of the proposed facilities in both uninflated and inflated terms. It also shows what the average rates impact would be for the first year of construction and the two years following the start of construction. The rating impact is expressed in uninflated terms.
Build years Northern Recreational Aquatic facility - uninflated cost Option 1 - Build first, inflated costs 2013-2015 Option 2 - Build second, inflated 2018-2020 First Rating impact (uninflated) year Rates increase 0.8% Impact on average rates bill $16 Build years Albany Community Board Area Library facility - uninflated cost Option 1 - Build second, inflated 2018-2020 Option 2 - Build first, inflated cost 2013-2015 First Rating impact (uninflated) year Rates increase 2.1% Impact on average rates bill $41 Build budget $10m $12.8m $15.7m Second year 0.6% $12 Build budget $15m $23.5m $19.2m Second year 2.5% $49 Annual net cost $1.5m $3.3m $4.0m Third year 0.3% $7 Annual net cost $5.0m $10.1m $8.7m Third year 0.1% $3
Albany Community Board Area Library facility

The North Shore Libraries Strategic Plan 2008 emphasises the need to develop library facilities in the Albany Community Board area. The plan canvasses a variety of possible options ranging from a single structure, sited on land zoned for library use in the Albany area, through to a more dispersed community network of libraries, without drawing conclusions as to the best alternative. The current Albany community is served by a small community library based in Albany Village in leased premises. The lease on these premises is due to expire in 2019 and indications are that before this time, it will become too small to provide the appropriate level of service. The eastern part of the northern ward is served by a community library at Browns Bay. Our current proposal is to build a new purpose-built library facility in the Albany Community Board Area The budgetary provision for this facility would be $15m (excluding inflation) and would have an estimated operating cost of around $5m per annum. The capital cost will be funded through a mix of development contributions (approximately 40 per cent) and debt (approximately 60 per cent).
The draft City Plan invited the community to express a preference about which option shall be proceeded with. The question that was asked was: Which should come first - the Albany Community Board Area Library facility OR the Northern Recreational Aquatic facility?
The Northern Recreational Aquatic facility

The Northern Ward currently has no public flat water pool provision by the council. The privately run Millennium Institute provides pool facilities for structured activities and some schools have their own pool facility. Our current proposal is to build a new flat water pool facility in the Albany Community Board Area. The council budgetary provision for this facility would be $10m (excluding inflation) and would have an estimated operating cost of around $1.5m per annum. The capital cost will be funded through a mix of development contributions (approximately 40 per cent) and debt (approximately 60 per cent).Being unable to fund both of these amenities at the one time, two options were considered by the council. These were:
The decision
In line with the results of the draft City Plan consultation process, the council resolved to adopt Option 1 namely that the Northern Recreational Aquatic facility be included in the 2009-2024 City Plan in the 2013-2015 period and that the Albany Library be included in the 2009-2024 City Plan in the 2018-2020 period. A greater number of the community responded in favour of Option 1 - pool first, highlighting the demand for the Aquatic facility across the wider North Shore City population and the more local demand for additional library services in Albany. The councils resolution will see construction of the Northern Recreational Aquatic facility begin in 2013 with the Albany Library being built in 2018-2020.
2. Victoria Wharf
Background
The situation regarding the future of the Victoria Wharf in Devonport is a good example of the complexity surrounding many of the issues with which council has to deal. Victoria Wharf is located adjacent to Devonport Wharf and is also known as the Old Victoria Wharf or Cargo Wharf. This concrete structure provides for recreational pursuits and provides utilities (power, water) to Devonport Wharf. Although Victoria Wharf is not a scheduled historical item, it plays a role in the look and history of the harbourside suburb.
Transport Strategy and Victoria Wharf may be needed at some time to provide ferry passengers with additional amenities on the North Shore.
The issue
A survey of the condition of the Victoria Wharf was completed in December 2007 revealing significant deterioration, including to the basic concrete elements of the structure. The seriousness of this deterioration resulted in the immediate prohibition of all vehicle access on to the Victoria Wharf in order to ensure public safety. Continuing deterioration may even result in pedestrian access being prohibited.
The Options
In weighing the options about the future of Victoria Wharf there are many considerations. Some of these are: restoration and ongoing maintenance costs; the wharf's place as part of what people see as the traditional fabric of Devonport; the possibility of creating a commercially viable facility in combination with the neighbouring Devonport Wharf; recreational potential; utilities provided to Devonport Wharf; and possible public/private partnership arrangements for future development in conjunction with Devonport Wharf. The Victoria Wharf is unable to provide a commercial or cargo function unless major repair work is undertaken. The May 2008 consultants report identifies a number of issues and suggests a number of options to repair or replace the wharf structure or to remove it. The timing of carrying out the selected option is uncertain at the present time but is likely to be required within the next five years.
Devonport Wharf
Victoria Wharf Option Safety improvements Minor improvements and safety works Demolish existing wharf (all or some) Remove damaged sections and replace Cost $5m $3m $3m $10 -$15m $16m Rate Impact 0.6% 0.4% 2.0% 1.5% 2.0%
Impact on average rate bill $12 $7 $37 $29 $37
In addition Victoria Wharf has always been popular with recreational users, including for promenading and fishing. It has been a favourite for families and children alike. The recent closure of the wharf to vehicular traffic has restricted recreational use, however, in particular by people who would like to park on the wharf to look out over the harbour. The historical tug WC Daldy berths at the end of the wharf and formerly loaded coal there for its sightseeing trips around the Harbour. The wharf is also used by the Department of Conservation (DOC) for loading boats to service the Gulf islands. Auckland Regional Transport Authority (ARTA) will shortly release its updated Ferry
Remove and rebuild
Note: All options would be debt funded except Option 3
The question that was asked was: What should we do with Victoria Wharf?
The Decision
The council has resolved that the amount of money for minor improvements and safety works on the Victoria Wharf be increased to $5m, uninflated, spread over years 5 and 6 in this City Plan.
3. Enterprise North Shore - Targeted Business Attraction Programme

Background
Enterprise North Shore is North Shore City's economic development agency. It was established in 1993 by the council, and works closely with local, regional and national stakeholders to add value to the North Shore community through the implementation of the city's Economic Development Strategy.
Funding for running this programme over the initial three years has been via a council grant of $250,000 per annum.
The Options
Rate impact $0 $250,000 0% 0.15% Impact on average rate bill $0.00 $2.80
Option Do nothing
Cost
In simple terms, the agency is committed to creating a vibrant, world-class economic environment in which our residents can happily live, work, learn and play.
Continue to fund the programme
The question that was asked was: Should the council continue to fund the Targeted Business Attraction Programme via a grant of $250,000 per annum?
The Decision
Following the consultation process, the council determined that the Targeted Business Attraction Programme be included in this City Plan at the reduced level of $200,000 per annum for a three year period.
An identified priority programme has been the Targeted Business Attraction Programme which aims to attract organisations to the North Shore that together will employ an additional 400 full time equivalent employees and create $20m in regional GDP growth each year particularly in the technology, education, finance and professional services, health and sports areas.
The issue
The programme has now been running for two years and following the setup period good results are being achieved. To date eight new businesses have been attracted through this programme contributing 150 new jobs and an increase of some $20m in regional GDP.
4. Strategic Cycleways
Background
The North Shore City Strategic Cycle Plan 2003 aims to encourage cycling including delivery of a cycle network for North Shore City, part of which coincides with the Strategic Regional Cycle Network. This aim has been carried forward into the North Shore City Cycling Strategy 2009 (currently in draft for consultation). This commitment supports the city's vision for cycling: To provide a safe, convenient and enjoyable cycling environment that meets the needs of cyclists and encourages cycling as a mode of transport and as a means of recreation." In order that investment is prioritised, the focus has been to deliver those parts of the network that are also on the Regional Strategic Cycle Network. Up to now, delivery has been confined further to those parts of the Regional Network that could be constructed with other transport capital projects, be they maintenance or new works. Both on-road cycle lanes and off-road cycle paths are used, depending on the particular situation.
plan. This amount is allocated to the years 2009/10 to 2012/13 because these routes are well-progressed in terms of design, and construction can begin in the 2009/10 financial year.
The Options
There were a number of options for consideration: 1. Do not allocate any further budget to provide for stand-alone cycle routes. This option would mean that the proposed Transport Capital Programme would not deliver a further 60km of the cycle network. Cycling safety hazards on our roads may not be addressed. Allocate $14,733,000 to the period of the plan to provide for delivery of the proposed programme of cycle projects. This option would achieve an integrated balance in the overall programme, would deliver against Regional and City strategies and would address safety issues. An investment level somewhere between options 1 and 2.
2.
3.
The Issue
There is now a need to deliver further network cycling facilities as stand-alone projects. In order to do this, an implementation plan has been developed that has been prioritised on the basis of dealing with safety issues. This has been done by dividing the network into routes of similar length and then considering the accident record on each length to obtain a ranked order of routes, where priority is given to those routes with the greatest safety issues. In order to fund this implementation plan it is necessary to allocate a specific budget amount to the programme of projects. This is also a requirement of the New Zealand Transport Agency (NZTA) who wish to allocate funding provision to a programme of works, rather than individual projects. NZTA funding would be received for approximately 50% of the total cost. It was planned that an amount of $14,733,000 (uninflated) would be allocated for the period 2009 to 2024. However, there are significant competing needs for limited financial resources. Therefore, what has been included in this City Plan 2009-2024 for the North Shore City Cycle Network has been significantly reduced. A sum of $2,752,000 for two off-road cycle paths, being the Albany Commuter Route and the East Coast Road (Constellation to Forrest Hill) Route has been included in this
Option No further investment Full investment In between option
Cost $0 $14.7m $0 - $14.2m
Rate impact 0% 0.15% 0% - 0.15%
Impact on average rate bill $0.00 $5.60 (each year) Up to $5.60 (each year)
The question that was asked was: What should the councils level of investment in strategic cycleways be? The North Shore City Cycling Strategy 2009 can be accessed via www.northshorecity.govt.nz.
The Decision
The council has resolved that the strategic cycling budget be increased by amounts of $500,000 in years 2016/17, $1m in years 2017/18 and $1m in years 2018/19, with priority being given to off-road routes, or where safe separation between various raod users can be assured.
5. Development contributions
Background
Councils may require individuals and developers to pay for assets or contribute to the cost of adding capacity to existing assets where needed. This relates to network infrastructure (transport, water, wastewater, wastewater treatment and stormwater), community infrastructure (libraries, leisure and community centres) and community park assets and reserves. The Local Government Act 2002 requires local authorities to adopt a Development Contributions Policy in their long-term council community plans. The Development Contributions Policy must: Summarise the capital expenditure to fund new or additional infrastructure required as a result of growth Explain the methodology for calculating a development contributions charge for each separate Activity for which development contributions shall be required Contain a schedule which specifies the contributions payable Explain why, how and when contributions may be required and the basis for remission, postponement or refund Capital works infrastructure projects related to catching up the service needs of the existing community (backlog) or which are renewing existing assets are not included in the calculation of a development contribution charge.
We are proposing to amend our Development Contributions Policy as part of our ongoing policy improvement effort and to take account of the consequences of the High Court decision. The council believes that development contributions must be fair and reasonable, and part of a consistent, integrated and equitable approach to funding the planning for the city. The main focus of the work to amend the policy has been on: Better definition around the timing of an assessment and the consequent payment of a development contributions assessment Improved methodology for the allocation of capital works costs that are constructed in anticipation of a growing community and to the existing community where spare capacity exists and it is appropriate to do so
The council's Development Contributions Policy should be read in the context of its Revenue and Financing Policy (see Module 5 - Policies), which contains the council's overarching financial policy statements and objectives. The nature of capital works projects for which contributions would be sought are fully explained in the asset management plans relevant to each Activity for which a development contribution is charged.
The Options
1. Proposed changes to 2006 Development Contributions Policy The proposed option was an updated and revised Development Contributions Policy for North Shore City Council. The changes included in the revised policy are a result of specialist advice, detailed analysis and consideration of the decision of the High Court. The wording in the revised policy has been reworked from that in earlier documentation. This has resulted in a clearer explanation of the relationship between the assessment process and the various components of the policy relevant to the calculation of a residential or nonresidential development contributions charge. The key changes to the policy are The cost allocation methodology section now includes: - recognition that certain projects may have multiple outcomes/impacts - allocation based against levels of service - updated overview of the process from project cost through cost allocation to funding model - definition of the key output categories of the cost allocation - filters to focus the analysis leading to use of either the standard methodology or the alternative transitional benefit method
The issue
The council's 2004 Development Contributions Policy was subject to a Judicial Review resulting from a challenge by a group of developers. That policy was shown to have erred at law but was not quashed. The 2006 Development Contributions Policy also remained operable. The council was required to review its development contributions policy to ensure that it is aligned with other relevant council policy and meets statutory requirements, and has been working with the developers group since the decision to address matters of relief and remedy. The council has reviewed and updated its Development Contributions Policy following advice from its legal, economic and asset management advisors. The review has resulted in a number of changes to the Development Contributions Policy to meet the requirements of legislation and the decision of the High Court. The council has not changed its cost allocation methodology or assessment processes for parks reserves as this area was supported by the decision of the High Court in Neil and others.
- expansion of the description of the funding model process that follows a cost allocation process - with particular focus on making the current "backcharge" calculation. This backcharge is a deduction in recognition of the growth community becoming future ratepayers who will share in the servicing of debt currently being incurred by the existing population for the backlog component of growth projects - introduction of a land use type related to minor units of less than 40m2 floor area to cater for minor developments of the granny flat type There is an amended section to better describe assessment of stormwater for mixed use or multi-storey residential developments to balance out the charging of demand created by average residential Household Unit Equivalent (HUE) and nonresidential. This is achieved by making a residential HUE charge against the total number of units on the floor level with the greatest number of residential units. Any non-residential impervious area outside of the residential footprint will be charged based on non-residential rates A special assessment threshold of 50 per cent below standard HUE has been introduced to cater for situations where particularly low demand exists A section has been added that specifically addresses Unit titles. This makes the distinction between a building existing prior to 2004 policy (and where the developer's intent for that "project to build" was not to unit title) as being exempt. There is an enhanced section relating to Fee Simple subdivision around existing buildings to better reflect the approach to unit title and the relationship to demand and contributions already paid Timing of payment is now timed to fit with collection of s224c certificates, building consents, service connections, and land use consent where certain conditions prevail indicating anticipated demand e.g. earthworks State integrated schools will be administered on the same basis as the Crown following the council's decision on a variation to the City Plan 2006 - 2016 consulted upon during the Annual Plan 2008-2009 Appendix A includes an amended Schedule of Charges for 2006 - 2016 and 2004 2014 respectively and a Schedule of Charges 2009 - 2024. A list of consent types is also included which was previously in the information set and shows where council will seek to make an assessment of a development and its demand
Contributions Policy is proposed to operate from 1 July 2009 and amends earlier development contribution policies whilst also providing a new development contribution schedule of charges for 2004-2014 and 2006-2016 respectively, as well as for the period 2009-2024.
2. Status Quo or no change to existing policy

The council could not continue indefinitely with the operation of the 2004 Development Contributions Policy because of the outcome of the judicial review, but, subject to a possible challenge through a further judicial review, the council could continue with its 2006 Development Contributions Policy. However, given that many of the principles of the 2004 Development Contributions Policy are carried forward to the 2006 Development Contributions Policy, the council assessed that there is a likelihood that the latter policy may be challenged leading to future costs to defend the policy and a possible detrimental effect on council's funding stream from this source.
3. No Development Contributions Policy

The council considers that not having a Development Contributions Policy is untenable as this would place a financial imposition on ratepayers without an interest in the development of property. The proposed changes to the policy will have a longer term financial impact that will provide a certain and beneficial income stream to the council. The question that was asked was: What Development Contributions Policy should the council adopt?
The Decision
The council resolved to adopt the 2009 Development Contributions Policy including the updated schedule of charges. The Policy can be found in Module 5 - Policies of this City Plan 2009-2024.
The proposed 2009 Development Contributions Policy is included in Module 5 Policies. This policy provides the basis for the methodology used for the calculation of a development contribution charge schedule and the process for the assessment of a development's demand and assessed contribution. The 2009 Development
North Shore in the region

The City Plan is informed by the Auckland regions strategic planning framework which provides the overarching context that guides development within North Shore City. Regional strategies and frameworks, such as the Auckland Sustainability Framework and the Auckland Regional Growth Strategy, need to be reflected and indeed given effect to within the City Plan together with the range of future underlying drivers of change such as population growth, economic development and climate change. The North Shore City Council planning framework is presented in diagrammatic form below:
One Plan
The ultimate aim for the One Plan for the Auckland region (One Plan) is to provide a single strategic framework and plan of action for the Auckland region. In the short-term it is about delivering better on existing decisions and commitments, and setting a clear direction for how the region will achieve its aspirations for sustainable development. Longer-term it is about making and implementing better decisions, guided by the Auckland Sustainability Framework's visions of a resilient region that can adapt to change. One Plan will be developed in a staged approach. The first version of One Plan was endorsed by the Regional Sustainable Development Forum on 10 October 2008. This forum represents an unprecedented partnership between local government, the Mana Whenua and central government and is responsible for the development of the plan. The first version of One Plan consists of three main elements: 1. Seven One Plan Programmes of Action. 2. An infrastructure inventory 3. A set of further priority areas One Plan Programmes of Action The following seven programmes are designed to drive the region forward in the short term: Improving Public Transport - focusing on the electrification of the Auckland Urban Rail Network, and connections with associated public transport and integrated land use initiatives Completing the Network - building on the completion of the Western Ring Route, connecting with land use and transport initiatives which are intended to maximise the social and economic benefits of the motorway to surrounding communities and business Digital Auckland Region - leveraging off private sector investment to accelerate delivery of high speed open broadband access, thereby invigorating business and enriching people's lives throughout the region Destination Auckland Region - ensuring that in preparing for, and hosting, the Rugby World Cup 2011 the region captures the full potential of that event to develop the region as a global destination and major events location CBD and Waterfront - building on, and tying together, those projects and initiatives planned or underway in the CBD and waterfront area that will together contribute to world class CBD and a waterfront worthy of the Auckland region Building communities - centering around the Tamaki Transformation Project, connections with the Tamaki Innovation Precinct and Auckland-Manukau Eastern Transport Initiative to provide a focus on improving the social and economic wellbeing for people living in communities of need
Growth Through Skills - to support the National Skills Strategy and evolving Regional Skills Action Plan to enhance our regional skill base
One Plan will also include an infrastructure inventory. This inventory consists of current transport, water and energy priorities. Ultimately this will develop into an integrated and coordinated regional infrastructure plan to ensure that future infrastructure decisions reflect the direction and goals of the Auckland Sustainability Framework and the Regional Growth Strategy. It will promote integration across different forms of infrastructure to enable prioritisation and improved delivery. A set of further priority areas have been identified for further development towards future versions of One Plan. These include social development, energy and climate change, and Maori aspirations. One Plan is intended to improve, co-ordinate and ensure delivery of our regionally significant investments. The first version of One Plan focuses on a limited number of nationally and regionally significant priorities that have already been decided and in some cases are already underway. As part of our commitment to the first version One Plan, this council has agreed to reflect the plan and its ambitions through our LTCCP. Therefore, throughout this document the projects/programmes contributing to One Plan Version 1 have been specifically identified. Many of the elements that make up the One Plan Programmes of Action have already undergone some form of public consultation. However, through the LTCCP process the public has an opportunity to comment on the council's commitments for the next 15 years, as well as those projects/programmes contributing towards One Plan Version 1. www.aucklandoneplan.org.nz
North Shore in the community

While our future development is constrained by a number of factors (not least, our small geographic area), it is also important to note that the current environment in which we live presents us with important opportunities. Two complementary strategies encompass the range of opportunities available to us. We term these: Building on our strengths Sustainable North Shore Successfully implementing these strategies, each of which is built up from elements from the four well beings, will enable North Shore City to continue to be a vital part of the Auckland region. Well-Being and strategic goal Pathways for achieving strategic goal Improvements to accessibility throughout the City for public transport i.e. bus lanes and priority measures, particularly across town between east and west Improvements to accessibility throughout the City for active transport modes such as walking and cycling Additional and evolving mechanisms to secure funding for infrastructure, area improvements and re-development of centres, business areas and corridors The ability to create and improve amenity through management approaches and mitigation of floodplains and stormwater upgrades Continuing protection, enhancement and extension of local character and identity in residential areas and town centres Geotechnical investigation of the city's land stability Approaches to enhance connection and cohesion of communities and social/cultural networks through local area-based planning and comprehensive inclusive planning processes
Building on our strengths

Maintain and enhance North Shore's social, economic, environmental and cultural infrastructure. Well-Being and strategic goal Social infrastructure Social cohesion Pathways for achieving strategic goal Continuing centre development and improvement, as key focal points for community activity and facilities at a local, district and sub-regional scale Identification and support for more affordable housing locations and types of housing that reduce the land cost component of development Proactively promote the North Shore as a safe city in line with World Health Organisation (WHO) guidelines Develop walking and cycling routes and provide appropriate facilities to improve community cohesion The rate of job growth in the City over the last decade has been double the rate of population growth. If we are to continue to provide more jobs for our residents close to where they live this rate of job growth must be supported and encouraged Business area redevelopment, particularly of older light industrial areas, as new un-developed business land opportunities get taken up in the City Increased quality, frequency and accessibility within and into the city from the Busway and stations, providing opportunities for new focal points of activity. Potential future rail services and connections north and south Environmental infrastructure Green spaces
Cultural infrastructure Inclusiveness
Our volunteers
North Shore City has a strong, well established volunteer network, whose members take great pride in their work. The support of the non-profit sector is invaluable to maintaining the high standards that we enjoy in a wide range of civic amenities, for example in staffing our Citizens Advice Bureaus, assisting in the maintenance of our parks and reserves, and contributing in a multitude of ways for the provision of health and education services. Such examples are but a small representation of the contribution made by volunteers and this not-for-profit activity has been recognised by council with a significant increase in the Council Grants Scheme funding provision. It is all too easy to forget that volunteers add great value financially by the donations of their time and expertise, thereby often enabling the council to implement plans at a reduced cost, and ensuring that many projects can go ahead which otherwise might not have been able to for quite some time. Additionally, the work of volunteers helps to build a sense of community and reduces costs to ratepayers for many services, which in turn increases the capacity available for other purposes.
Economic infrastructure Economic viability
Sustainable North Shore

Enhance the sustainability of North Shore's unique character in order to preserve the community for future generations
Well-being and Strategic Goal
Pathways for achieving strategic goal Extend the monitoring and action programme to restore waterways into live streams through initiatives such as the streamside assistance programme and Wai Care Anticipate and plan for development pressures through acquisition and improving quality of existing reserves in centres including through the development of connected corridors of open space that blend a wide range of experiences - visual, amenity, habitat, landscape and activity-based Manage parks in a sustainable manner and continue to follow an integrated planning approach Maintain and enhance current waste minimisation programmes Provide and promote sustainable transport modes. Encourage and promote a wide range of opportunities for the enjoyment of and participation in the arts, by all sectors of the community Identify and support opportunities to integrate the arts into the planning and implementation of key city-wide initiatives, including those which contribute to the promotion of a vibrant and distinctive city identity Foster and value the artistic and cultural uniqueness of Tangata Whenua and the cultural diversity within the city Maintain community-based programmes to support newcomers to the City, such as Settlement Support New Zealand
Well-being and Strategic Goal Social infrastructure A great place to live, work and play
Pathways for achieving strategic goal More flexible housing options Partnerships with Government agencies Maintenance of North Shore City's status as the safest city in New Zealand through community-based safety promotion and through the development of a positive safety culture and safe environments for all Provide a wide range of spaces in which people can enjoy leisure and recreation in diverse ways Maintain the North Shore volunteer and notfor-profit sectors to support quality community engagement Make North Shore City a truly inclusive city with the right policies and services to support all of our communities Promote the clustering of knowledge companies in the North Harbour industrial estate Promote and support sustainable enterprises and job growth in business and financial services, information and communications technology, health, sport and leisure, education, retail, and niche manufacturing Acknowledge and advance the contribution of the arts to the economic development of the city Protect and enhance key environmental values Maintain and enhance the city's beaches and wastewater management system through completing Project CARE Maintain and enhance the city's streams and beaches by controlling discharges into these environments as well as by improving natural amenity values including riparian margins in and around these steams
Cultural infrastructure A truly multi-cultural and involved community
Economic infrastructure An economically viable city
Environmental infrastructure An appropriate environmental footprint
Our future
The City Direction module of the City Plan 2009-2024 is a framework that guides the medium to long-term (30-year) change and development of North Shore City in a way that responds to global and regional challenges to best meet the city's identified outcomes. It also provides a foundation for North Shore City's long-term planning and helps give direction to the future structure of the city. By establishing and reinforcing some key principles and directions for the city, it provides guidance for managing growth and change in a way that can protect and enhance our city's environment and lifestyle. This module builds on the strategy set out in the original spatial development framework for the city contained in the City Blueprint 2001. Although this City Plan extends out to 2024, the Module encompasses a longer-term view of the city since it responds to high-level strategic drivers. The module describes the city vision, and the community's wishes (expressed in its community outcomes) as well as guiding ideas or concepts (what we have called City Principles) that affect the broad spatial development of the city (here termed City Directions). These in turn strongly influence the council's strategies and plans, including our District Plan, and it is these that directly impact council programmes, activities and projects. Against the background of the growing diversity of our community, the council is increasingly involved in the governance of community initiatives in collaboration with a wide range of agencies. It is important to note, therefore, that the council programmes and activities are but one agent of change in shaping the future of our city; the plans and activities of a wide range of individuals and other agencies, including NZ Police, the Waitemata District Health Board, Harbour Sport and the Ministry of Social Development, to name but a few, also play a major role. While the City Principles section of the City Direction module addresses those guiding ideas and concepts that should be taken into account when planning for the future, the "city directions" section offers a set of spatial strategies. These are presented as a series of inter-related layers that culminate in an overall view of how our city will look and function in the longerterm. Each layer addresses a specific aspect of our future city. Thus, the layers focus on our natural environment; our residential environment; our town centres; the transport systems that we shall need; the core central spine of our city; and the network of recreational and cultural facilities that will be required. The six layers are brought together in an integrated picture of the future that we have termed "Future City". Although we cannot predict the future with any degree of certainty, much of what constitutes this picture of the future already exists. We believe that this integrated view expresses a plausible pattern for the development of our networks and places of significance that will form the basis of our future city. By presenting it here we are looking to provide the community at large with a realistic foundation upon which to base its plans for the future. See Module 2 - City Direction for detail.
Community outcomes
The Local Government Act 2002 requires all councils to carry out a process to identify community outcomes by giving the community the opportunity to discuss what they think is important in terms of the present and future social, economic, environmental and cultural well-being of their community. It is important to understand that our council is only one of a number of organisations that provide services to the community and contribute towards achieving community outcomes. The next page indicates those parties currently actively engaged in delivering our community outcomes, although there are other parties that also play an important role. In 2005 we began our 'Conversations with the Community'. These conversations took place with a variety of sectors such as business, arts, education, youth, migrants, sport, Maori and government departments. Over 55 focus groups were held with around 900 participants, and post cards, fact sheets and newsletters were sent out to 75,000 households.
The following organisations contributed to the State of the City report -
Nga Tangata O Te Raki Pae Whenua

Karakia/Whakatauki Ko te amorangi ki mua Ko te hapai o ki muri E nga iwi, e nga reo, e nga karangarangatanga maha o te Raki Pae Whenua, tena koutou Tena koutou me o tatou tini mate, kua a hinga atu nei, e te tangata, e nga mate haere haere. Takoto koutou i roto o te ringa kaha o to tatou Matua i te Rangi, Hoki atu kia koutou nga morehurehu o ratou ma, tena koutou, tena koutou, tena koutou katoa. This is an acknowledgement fo all peoples, languages and cultures within North Shore. Salutation to all those who have journeyed to their spiritual homes. Rest in the arms of our Father in heaven, farewell. Now we cast our thoughts to our city and the issues that lay before us. Greetings once, twice, thrice.
Customary Rights
Through enduring occupation to the current day, Tangata Whenua assert and claim an intimate relationship with Te Raki Pae Whenua (North Shore). The history of their occupation has many layers and involves a complex web of successive occupation, migration and conquest. The evidence of this extensive occupation by Tangata Whenua is evident in our place names, archaeological sites, landscape features and many waahi tapu or sacred sites. This also includes the waiata (songs) and purakau (myths, stories) that express their relationship with the land. As a result of this occupation, a number of Iwi claim customary rights as Tangata Whenua in Te Raki Pae Whenua. They continue to exercise these rights as Kaitiakai (guardians), to awhi (embrace) and manaaki (support) those who are resident within their rohe or tribal boundaries. The practice of kaitiakitanga by Tangata Whenua is an essential part of Maori culture. It aims to ensure that we live in balance with the plants, animals, soil, air, water and each other to guarantee a sustainable future for following generations. Kaitiakitanga can be witnessed today through rahui or the protection of significant areas, karakia/blessings, and other cultural obligations. Maori who reside outside of their traditional rohe possess a special relationship with the descendants of this rohe. It is acknowledged that as tauahere or tangata manene (Maori residents from outside of their tribal rohe), they are afforded respect and support as kindred spirits residing alongside tangata whenua, acknowledging therefore the customary rights of their tangata whenua hosts. Tauahere enjoy and possess the same cultural aspirations to live and be Maori. Their associations through local marae, wananga, kohanga reo, kapa haka, provide the opportunity to express and enjoy their indigeneity. One of the strong cultural values that maori possess is whanaungatanga, i.e. the value of relationships. Whakatauki Toi tu te whenua whatu ngaro ngaro te tangata Na te mahi tahi ka whiwhi tatou te rawe Mauri tu mauri ora kia tatou katoa Land stands forever while mankind passes over By working together we can benefit all Stand tall, stand strong together.
Introduction
The following section represents a cultural perspective designed and developed by Tangata Whenua to assist the North Shore community to gain a better understanding of Maori concepts, teachings and values. The North Shore City Plan provides us with an opportunity to challenge, change, and improve the way we do things. We operate in a bicultural society, and therefore it is fitting to apply a multi-dimensional approach to our city wide outcomes and solutions. The explanations that follow are a snapshot of Maori traditional customary concepts and practices to assist North Shore City Council and wider community to gain a better appreciation of our culture. Commitment by council is key to a succcessful relationship with Tangata Whenua and Maori. The Local Government Act 2002 (LGA 2002) and the Resource Management Act 1991 (RMA) both place upon local authorities, in the carrying out of their duties and responsibilities, a number of requirements relating to Maori. These include (but are not limited to):
Te Tiriti O Waitangi/Treaty of Waitangi

It is important to remind ourselves that Tangata Whenua were an intimate part of the fabric of the land well before Te Tiriti O Waitangi and continue to be a strong part of the weave in this contemporary world. So in that context, Te Tiriti O Waitangi afforded, through the Crown, the opportunity for tauiwi (non-indigenous peoples of Aotearoa) the opportunity to come and share in the beauty and splendour of Aotearoa as articulated in articles one and two in particular of Te Tiriti O Waitangi.
Financial Strategy
Financial overview
The information presented here is a summary of the projected financial information for the City Plan 2009-2024. Further detailed information can be found in: Module 3 which has detailed financial information for each activity of council Module 4 which includes a full set of financial statements for the council Module 5 which includes information about our policies such as the Treasury Management Policy, Revenue and Financing Policy, Rating Policy etc
Summary
The average rates increase in 2009/10 is 5.2 per cent excluding Auckland Regional Amenities funding, and an overall average rates increase of 5.2 per cent over the 15 years of the plan The average rates increase for 2009/10 is 5.7 per cent including the Auckland Regional Amenities, MOTAT and Museum levies The total annual rates for the average land value residential property is expected to rise from $1,813 in 2008/09 to $1,916 in 2009/10; this is $136 less than the projected rates bill for 2009/10 in the City Plan 2006-2016 There are water price increases included in the plan period. This is the first time in eight years water prices have been increased and this is due to bulk water price increases from Watercare Services Limited The city will invest $1.7 billion dollars in new capital expenditure over the next 15 years and $0.9 billion in renewing existing infrastructure. The graph below shows the main activities where capital expenditure will occur Some key projects which have been delayed include the Albany Community Board Area Library facility and the Northern Recreational Aquatic facility Council debt is projected to increase over the period of the plan due to the large capital investment programme. Debt is expected to increase up to a peak of just over $706m and then drop down to about $356m by the end of the 15 years There have been some delays of capital expenditure compared to what was in the previous City Plan 2006-2016; this is mainly due to lower projected income levels
Water Supply, $178m Parks, $289m
Libraries, $75m Other, $82m
Transport, $1,131m
Wastewater, $583m
Stormwater, $261m
Total capital expenditure projected over 15 years, split by activity
Introduction
The council is required under the Local Government Act to prepare a prudent and balanced budget. This requires the council to carefully consider and deliberate on the options available and ensure that the City Plan includes a financial strategy that is sustainable in the long term. The City Plan integrates a large amount of information ranging from asset management data, council policies, service performance data, capital investment programmes and assumptions about various risks and projections into the future. The consultation and submission process with the public is a way for the council to obtain feedback on the draft plan and the financial strategy included in this plan. The council is required to consider all the factors contributing to the plan and ensure that the end result when integrated together is a plan which is prudent, balanced and generally "makes sense". The information included in this financial strategy section of Module 1 includes information about: Risks and assumptions Property rates increases Rates affordability Water price change Capital expenditure and funding Debt Income and expenditure Financial position Contingent liabilities
this. The additional rates increase in 2009/10 will be a 0.5 per cent increase. In 2009/ 10 the average rates increase, excluding this new Auckland Regional Amenities Act 2008 funding requirement is 5.2 per cent while after adding it on will result in a total average rates increase for a residential property of 5.7 per cent. The total annual rates for an average land value residential property is forecast to rise from $1,813 in 2008/ 09 to $1,916 in 2009/10 and $3,854 in 2023/24 (these numbers are inclusive of GST). A revaluation of rateable values for all properties in the city was undertaken in September 2008. This revaluation process is completed every three years. The average increase in land value for residential properties was about 24 per cent and for business properties it was 41 per cent. The revaluation does not provide the council with any additional income, rather it reapportions how rates will be collected. The new revised property values will be used for rating for the first time in 2009/10 year. The information below aims to provide some guidance to ratepayers as to what the likely impact of the rates increases will be in 2009/10. The examples are based on properties that have increased in value by the average increase. The effect of the revaluation will vary for individual properties. For most ratepayers the effect of the revaluation will not be significantly different from the average change. The effect of the proposed rates increase for 2009/10 on the average residential property:
Description of rates for a property of average land value ($386,204 for 2009/10) General Council Rate Residential 1 Uniform Annual General Charge Uniform Annual Sewerage Charge Uniform Annual Waste Management Charge Total Council Rate Museum levy rate MOTAT levy rate Auckland Regional Amenities levy rate Total (GST inclusive) What you pay now during 2008/09 599 728 417 27 1,771 30 12 1,813 What is set for 2009/10 620 769 447 27 1,863 30 12 11 1,916
Risks and assumptions

Module 4 includes detailed information about the significant forecasting assumptions and associated risks. The council has carefully considered the risks and assumptions on which this plan is based. The current economic climate and world financial crisis are key considerations in preparing the plan. The various funding sources of council, such as user charges and central government subsidies have been carefully considered when preparing this plan. The inflation assumptions have been revised downwards early this year due to new economic data that became available. The growth of the population in North Shore City is expected to continue to grow as it has for many years. The growth assumption is projected at just over 1 per cent per annum into the future. If any of the assumptions on which the plan is based are significantly altered during the period, the council will need to reconsider its strategy going forward and possibly make changes
Property rates increases

The average property rates increase in this City Plan over the 15 years is proposed to be 5.2 per cent including inflation. The previous City Plan 2006-2016 included an average increase of 8 per cent per annum over the period of the plan. The Auckland Regional Funding Act 2008 has been introduced by central government and will take effect from 2009/10. This Act requires North Shore residents to contribute to the costs of certain facilities or organisations which operate in the Auckland region. The impact for residents of the North Shore is that a further rates increase will be required to fund North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 32
How the proposed rates could affect you:

2008/09 Land Value
Residential 1 rate 100,000 200,000 312,376 600,000 2,000,000 1,377 1,582 1,813 2,403 5,275 124,000 247,000 386,204 742,000 2,474,000 1,459 1,674 1,916 2,537 5,557 82 92 103 134 282 6.0% 5.8% 5.7% 5.6% 5.3%
You can get more detail about these options from the council offices or from our website. www.northshorecity.govt.nz and search under "rates payment assistance".
2009/10 Rate $ % Increase Increase
2008/09 Rate
2009/10 Land Value
Water price change

The price of water has not been increased since 2001/02. This City Plan proposes annual increases in the water price to offset projected increases from water suppliers Watercare Services Limited, as well as fund the maintenance and renewal costs of the water network. The proposed water price change for 2009/10 is an average increase of 7 per cent which equates to an $18 increase in the average water bill for a residential property from $258 to $276 per annum.
(average)
(average)
Rural Rate (No sewerage) 300,000 600,000 800,000 1,138,000 2,000,000 1,370 1,986 2,396 3,090 4,858 371,000 742,000 990,000 1,408,000 2,474,000 1,443 2,090 2,522 3,251 5,110 73 104 126 161 252 5.3% 5.3% 5.3% 5.2% 5.2%
Capital expenditure
The prospective financial statements include a significant capital works programme which includes $1,690m of new capital expenditure and $909m of renewal capital expenditure over the 15 year period. The following graph shows how much is proposed to be invested in capital expenditure such as purchasing, developing and renewing assets. The main activities where capital investment is planned are Transport $1,131m, Wastewater $583m, Parks $289m, Community Services $109m, Stormwater $261m and Water Supply $178m.
(average)
Business Rate (including 5 uniform sewerage charges) 100,000 200,000 545,000 800,000 2,000,000 4,173 5,505 10,108 13,502 29,495 141,000 282,000 768,000 1,126,000 2,816,000 4,448 5,864 10,746 14,342 31,317 275 359 638 840 1,822 6.6% 6.5% 6.3% 6.2% 6.2%
(average)
Direct capital expenditure

250 200
230
222 200 168 67 70 75 79 169 168
Although the total average increase for 2009/10 is 5.7 per cent including the Auckland War Memorial Museum, the Museum of Transport and Technology and the Auckland Regional Amenities rates, changes to individual property rates will vary according to the property type and land value as well as the effect of the 2008 revaluation of land values.
200
172 155 34 39
176 37 147 120 42 39 48 134 55 55 157 160
181 168 66 63 60
67
150 $m
88
100 138 50 116 139
Rates affordability
The council recognises and acknowledges that some ratepayers with limited income may have difficulty in meeting all their financial commitments. The council has been concerned about the level of rates increases that have been needed to fund infrastructure and has attempted to keep the rates affordable for the community as much as possible. There are two options available to assist ratepayers with limited incomes who are having difficulty meeting all their financial commitments, these being: The council's rates postponement policy available for ratepayers experiencing financial circumstances which affect their ability to pay their rates The improved rates rebate scheme administered by the council and funded by central government
162 105 81 86 102 106 108 118 134
155 130 93 90 81
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years New assets Renewal of assets Total
The following graph shows a summary of the main funding sources for the councils capital works programme.
Capital funding
250 200 200 176 172 155 150 $m 49 16 31 35 100 37 15 50 71 92 100 20 12 34 35 23 55 28 35 52 50 54 53 41 48 28 31 61 78 64 35 39 38 28 31 33 33 39 25 120 23 21 54 56 59 63 157 147 134 20 21 160 168 25 22 67 42 40 47 47 40 41 41 181 31 75 85 93 62 66 74
$m
debt requirements. Financial disciplines such as spreading debt maturity dates, maintaining additional bank funding facilities for liquidity purposes, and maintaining strong bank/ investor relationships support council's ability to achieve its debt programme.
Projected debt
230 34
222 27 200 168 25 27 169 24 168

1,000 1,200
25
800 535 569 600 639 723 672 770
815
855
898
925
960
1,004
600
468 401
503 464
400
434 243 326 457 504 531 573 606 636 656 673
700
706
669
587
200
486 356
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
0
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years Loans Development contributions Rates Subsidies, grants and other Total
Years projected debt Debt constraint
Council debt
The main source of funding for the capital investment programme is loans. As a result of the capital investment programme, total loans increase from a forecast level of $326m in June 2009 to a peak of $706m in 2019/20. The capital works programme is projected to reduce in the last few years of the plan mainly due to the completion of the Wastewater Project CARE programme in 2021. Debt levels consequently reduce in the last few years of the plan down to $356m by June 2024. The Treasury Management Policy has a number of debt limits contained in it, all of which are achieved during the period of the plan. Debt does however rise up close to the maximum of the income to debt ratio limit during the early years of the plan and then drops down to a more favourable level towards the later years of the plan. With the increased debt programme over the next 15 years of the City Plan, council recognises the need for raising new debt and refinancing existing debt. To best position itself to achieve its financial objectives and projected debt programme the council: Ensures financial risks around the debt programme such as liquidity and funding risks are clearly understood, proactively monitored and managed by management on a disciplined ongoing basis. This best enables council to access debt funding as and when required, achieve acceptable pricing, terms and conditions on future
Maintains its debt projections within sector recognised debt capacity limits that are set out in the council approved Treasury Management Policy. The debt capacity limit is lower than some of the high growth city councils which better positions council when accessing different funding markets.
The council may seek a credit rating from an internationally recognised credit rating agency. This would bring the council into line with other city councils with large debt programmes that have or are likely to seek a credit rating. A credit rating supports council's financial objectives and disciplines set out in the Treasury Management Policy, and better positions council when raising debt in the different funding markets.
Council income and expenditure

Annual total operating expenditure rises from a level of $271m in 2009/10 to $457m in 2023/24 primarily as a result of increased capital investment in the city impacting on finance costs, depreciation and increased maintenance, as well as annual inflationary increases.
The costs of delivering services together with the financing costs of the capital investment programme result in additional funding requirements. Before proposing future rates increases, we look at every possible source of funding that may be available to the council. In this long term plan we have included funding from loans, subsidies from central government agencies, contributions from development in the city and user charges for specific services delivered. The graph below shows the trend of main sources of income for the council.
Expenditure
800 700
Income
600
800
500 $m 400 300 200 100 0 241

15
268
19
271
24
293
31
306
33
322
37
340
39
357
42
372
44
386
46
399
48
412
49
430
50
440
50
447
46
453
39
457
31
700 600 500 $m 426 40 39 55 448 41 40 55 482 43 41 65 543 44 43 77 570 46 45 74 599 48 45 73
616 48 47 68
640 50 48 66
669 51 49 68
46 121 59
52 135 63
55 126 66
60 134 68
63 140 70
67 147 72
71 156 74
75 164 76
79 170 79
82
85
89
93
97
100
103
106
514 44 42 72
177
182
188
196
200
206
213
218
400 300
312 32 29 65 186 267 14 28 28 197
309 34 30 37 209
335 36 31 45
356 37 32 48
380 37 34 52
400 39 36 51
81
83
86
91
93
96
99
102
200 100 0
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
223
239
256
274
292
312
333
356
379
405
432
453
477
501
Years Personnel costs Other expenses Depreciation Finance costs Total
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years Rates income Income for capital projects User charges Other income Total
Financial position
The next graphs show the difference between what we own and what we owe to other parties. The total value of council assets is projected to increase steadily from the projected year end position in June 2009 of $4,422m. Our total liabilities are comparatively much lower and are projected to be $453m at June 2009.
Liabilities
12000
10000
8000
$m
Assets
12000 9,686 10,166
6000
4000
10000 7,405 7,858 8,321
8,778
9,222
2000 328 0
238 90
453
333
120
551
438
1 13
580
461
11 9
627
506
122
651
530
120
688
570
11 9
720
595
1 25
748
61 5
1 33
767
626
141
783
631
1 52
808
649
158
813
649
163
775
598
1 77
693
466
226
592
244
462
262
8000 $m 5,612 5,932 6,266 6,618
6,995
348
200
6000 4,306 4,422 4000

4,252 4,376
4,733
5,016
5,323
4,684
4,966
5,271
5,560
5,878
6,21 2
6,562
6,938
7,347
7,799
8,261
8,71 7
9,1 60
9,622
1 0,1 01
2000
54
47
49
50
51
52
53
54
56
57
58
59
60
61
63
64
65
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years Current assets Non current assets Total
12000 10000 7,508 8,004

4411 4811
8000 $m
6,622 6,228 5,870 5,547 5,243 6000 4,961 3019 2721 4,435 4,695 2177 2440 3,978 3,969 4,182 1693 1929 1471 4000 1055 1262 844
681 674
2000 0
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years Retained earnings Other reserves Total
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years Current liabilities Non current liabilities Total
Equity (assets less liabilities)
9,704 9,093 8,530 7,051
3337
3675
4033
3297
3296
3339
3381
3433
3490
3550
3617
3693
3788
3901
4032
4171
4329
4497
4682
4893
Cash Flow
The following graph shows the main categories of cashflow movements. It is assumed that the councils net cashflow position for each year will be neutral (or zero) through the City Plan 2009-2024.
Cash flows
(net position zero in each year of the City Plan) Years
Contingent liabilities
There are a few contingent liabilities which the council is aware of. The main items are: Weathertightness building defects The council is subject to claims in respect of weathertightness building defects. The actuarial calculation in June 2008 of the value of the known claims expected to be paid by council was $13.2m, and this has been taken into account when preparing this City Plan. There is uncertainty as to the future levels of claims that the council may be liable for and no provision has been made for future new claims that may arise. The value of these claims may be material. Information surrounding these claims is subject to extreme uncertainty and therefore no provision has been made for them. This City Plan includes a change to the Treasury Management Policy which allows for weathertightness claim payments to be funded by way of loans and repaid over a maximum period of ten years.
236 250 270 297
400 300 200

64 20 161 17 182 27 6 215
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
100
108
83 68 -152
88 20 87 87 -107 -176
45 101
25 109
41 113
33 128
29 138
201
0 -100 -200 -300 -400 Net cashflow from operations Net cashflow from financing activities
-170 -147 -134 -155 -160 -168 -181 -200 -228 -221
-37
-82
-101
-130
-199
-168
-169
-167
Net cashflow from investing activities
Development contributions The development contribution policy approved in the last City Plan 2006-2016 was the subject of a judicial review in the High Court. The outcome of the case was received in March 2007 where the judge ruled that there were some errors in the policy that the council must correct in consultation with the group of six developers that brought the case before the courts. The process of resolving this has taken time to progress as some of the matters involved are complex. The amended policy is included in this draft plan for consultation. This plan includes $537m of development contributions income to fund growth-related capital expenditure. Provision has been made in the plan for the loan funding of development contribution refunds of $13.3m that will need to be made depending on the outcome of the new policy. Loss or reduction of this development contributions funding source would have a significant effect on the council's ability to complete and fund the current programme. Watercare guarantee In July 2008, the council joined the other shareholding councils of Watercare Services Limited to provide the creditors of Watercare with a guarantee of Watercare's debt. Auckland City Council firstly provided a guarantee for the debt with back-to-back indemnities by the other shareholding council's in proportion to their shareholding. North Shore City Council's percentage of any liability called under this guarantee is 11.5 per cent. This arrangement was put in place by the shareholding councils in order to minimise long-term price increases for bulk water and wastewater services purchased from Watercare. North Shore City Council's financial exposure is projected to be a maximum of $66m based on Watercare's funding plan for the year ended 30 June 2009, based on a first call where all the council's paid their respective shares. Litigation The council has received a claim in relation to the Northern Busway and the associated changes to the roading network. The council is working to resolve this claim with its solicitors. Part of this claim has been settled, no further liability has been recognised in relation to this claim as any further amount is uncertain.
$m
Audit report
Under draft legislation currently before the House, the Local Government Commission (LGC) is to be given the power to determine final boundaries for the Auckland Council. Section 29 (1) of the Local Government (Tamaki Makaurau Reorganisation) Act 2009 requires existing Auckland Councils to continue to perform their role as local authorities during the transition period. Although the City Council will be dissolved after 31 October 2010, the LTCCP of the City Council will continue in force beyond that date and is therefore of ongoing relevance to the community it currently governs. After that date the LTCCP of the City Council will be integrated into the new governing structure, subject to the decisions of the ATA and the LGC. For this reason, the LTCCP for the City Council has been developed on a going concern basis.
Report to the readers of North Shore City Council's Long-Term Council Community Plan for the fifteen years commencing 1 July 2009 The Auditor-General is the auditor of North Shore City Council (the City Council). The Auditor-General has appointed me, John Scott, using the staff and resources of Audit New Zealand, to report on the Long Term Council Community Plan (LTCCP), on his behalf. The Auditor-General is required by section 94(1) of the Local Government Act 2002 (the Act) to report on: the extent to which the LTCCP complies with the requirements of the Act;
Opinion
the quality of information and assumptions underlying the forecast information provided in the LTCCP; and the extent to which the forecast information and performance measures will provide an appropriate framework for the meaningful assessment of the actual levels of service provision. Overall Opinion In our opinion the LTCCP of City Council incorporating volumes 1 to 5 dated 30 June 2009 provides a reasonable basis for long-term integrated decisionmaking by the City Council in the transition period to 31 October 2010, and by the Auckland Council thereafter, and for participation in decision-making by the public and subsequent accountability to the community about the activities of the City Council until 30 October 2010, and the Auckland Council thereafter. In forming our overall opinion, we considered the specific matters outlined in section 94(1) of the Act which is set out below. We also considered the uncertainty regarding future local government arrangements for the Auckland region and the potential impact of this uncertainty on the validity of key assumptions used by the City Council in preparing the LTCCP.
It is not our responsibility to express an opinion on the merits of any policy content within the LTCCP.
The use of information contained in this LTCCP

The Government decided to dissolve this City Council and the other existing local authorities that govern the Auckland region (collectively the existing Auckland Councils) after 31 October 2010, and to establish a single unitary authority, the Auckland Council, to govern the entire Auckland region from 1 November 2010. The Local Government (Tamaki Makaurau Reorganisation) Act 2009, enacted in May 2009, provides for the transition to new local government arrangements. The Auckland Transition Agency (ATA) has been established to facilitate the transition and to enable the Auckland Council to operate on and from its establishment on 1 November 2010. This will involve developing the Auckland Council's structure and operational arrangements and determining how the systems, plans and policies of this
Opinion on Specific Matters Required by the Act In our view: the City Council has complied with the requirements of the Act in all material respects demonstrating good practice for a council of its size and scale within the context of its environment; the underlying information and assumptions used to prepare the LTCCP provide a reasonable and supportable basis for the preparation of the forecast information; and the extent to which the forecast information and performance measures within the LTCCP provide an appropriate framework for the meaningful assessment of the actual levels of service provision, reflects good practice for a Council of its size and scale within the context of its environment.
arrangements and determining how the systems, plans and policies of this Council and other existing Auckland Councils and local government organisations will be linked to, and integrated within, that structure is uncertain at this stage. It is not currently known to what extent the future decisions of the ATA and the Auckland Council may affect the forecast information within this LTCCP, by giving rise to: any additional costs of reorganisation and reorganisation savings; the transfer of assets and liabilities into or out of the City Council; and the revision of the City Council's existing funding policies.
Also, it is not currently known how the LGC may determine the boundaries for the Auckland Council and the extent to which any boundary changes may affect the forecasts included within this LTCCP. We consider the disclosures made by the City Council on page 7 of Module 1 regarding the uncertainty about the key assumptions affected by the uncertainty arising from new local government arrangements for the Auckland region to be adequate. The validity of key assumptions used by the City Council to prepare the LTCCP depends on the future decisions of ATA, the Auckland Council and the LGC, and the LTCCP is subject to change based on these future decisions. It is not practical for us to quantify the potential effect of the resolution of this uncertainty on the forecast information within the LTCCP. Actual results are likely to be different from the forecast information since anticipated events frequently do not occur as expected and the variation may be material. Accordingly, we express no opinion as to whether the forecasts will be achieved. Our report was completed on 30 June 2009, and is the date at which our opinion is expressed. The basis of the opinion is explained below. In addition, we outline the responsibilities of the City Council and the Auditor, and explain our independence.
Disclosures of the uncertainty arising from new local government arrangements for the Auckland region. In forming our unqualified opinion, we considered: the effect of the requirement that the ATA must confirm the LTCCP before it is implemented; and the City Council's disclosures regarding the potential impact of the uncertainty about the new local government arrangements for the Auckland region on key assumptions used by the City Council to prepare the LTCCP.
The Council must obtain confirmation from ATA before implementing the LTCCP Section 31 of the Local Government (Tamaki Makaurau Reorganisation) Act 2009 requires existing Auckland Councils to get written confirmation from the ATA before implementing certain decisions, including a decision to adopt or amend a LTCCP. The City Council obtained written confirmation from the ATA on 29 June 2009.
Basis of Opinion
The Council's disclosures about the potential impact of the uncertainty on key assumptions used to prepare the LTCCP The assumptions used to prepare the LTCCP are based on the cumulative decisions and the best information currently available to the Council. However, the outcome of the decisions of the ATA, and subsequently the Auckland Council, when developing the Auckland Council's structure and operational We carried out the audit in accordance with the International Standard on Assurance Engagements 3000: Assurance Engagements Other Than Audits or Reviews of Historical Financial Information and the Auditor-General's Auditing Standards, which incorporate the New Zealand Auditing Standards. We have examined the forecast financial information in accordance with the International Standard on Assurance Engagements 3400: The Examination of Prospective Financial Information.
We planned and performed our audit to obtain all the information and explanations we considered necessary to obtain reasonable assurance that the LTCCP does not contain material misstatements. If we had found material misstatements that were not corrected, we would have referred to them in our opinion. Our audit procedures included assessing whether: the LTCCP provides the community with sufficient and balanced information about the strategic and other key issues, choices and implications it faces to provide an opportunity for participation by the public in decision making processes; the City Council's financial strategy, supported by financial policies as included in the LTCCP is financially prudent, and has been clearly communicated to the community in the LTCCP; the presentation of the LTCCP complies with the legislative requirements of the Act; the decision-making and consultation processes underlying the development of the LTCCP are compliant with the decision-making and consultation requirements of the Act; the information in the LTCCP is based on materially complete and reliable asset or activity management information;"the agreed levels of service are fairly reflected throughout the LTCCP; "the key plans and policies adopted by the City Council have been consistently applied in the development of the forecast information; the assumptions set out within the LTCCP are based on best information currently available to the City Council and provide a reasonable and supportable basis for the preparation of the forecast information; the forecast information has been properly prepared on the basis of the underlying information and the assumptions adopted and the financial information complies with generally accepted accounting practice in New Zealand; "the rationale for the activities is clearly presented; the levels of service and performance measures are reasonable estimates and reflect the key aspects of the City Council's service delivery and performance; and the relationship of the levels of service, performance measures and forecast financial information has been adequately explained within the LTCCP.
We do not guarantee complete accuracy of the information in the LTCCP. Our procedures included examining on a test basis, evidence supporting assumptions, amounts and other disclosures in the LTCCP and determining compliance with the requirements of the Act. We evaluated the overall adequacy of the presentation of information. We obtained all the information and explanations we required to support our opinion above.
Responsibilities of the Council and the Auditor

The City Council is responsible for preparing a LTCCP under the Act, by applying the City Council's assumptions and presenting the financial information in accordance with generally accepted accounting practice in New Zealand. The City Council's responsibilities arise from section 93 of the Act. The Council must get written confirmation from the ATA before implementing the decision to adopt the LTCCP, in accordance with section 31 of the Local Government (Tamaki Makaurau Reorganisation) Act 2009. We are responsible for expressing an independent opinion on the LTCCP and reporting that opinion to you. This responsibility arises from section 15 of the Public Audit Act 2001 and section 94(1) of the Act.
Independence
When reporting on the LTCCP we followed the independence requirements of the Auditor-General, which incorporate the independence requirements of the Institute of Chartered Accountants of New Zealand. Other than this report and in conducting the audit of the Statement of Proposal for adoption of the LTCCP and the annual audit, we have no relationship with or interests in the City Council.
John Scott Audit New Zealand On behalf of the Auditor-General Auckland, New Zealand
Matters Relating to the Electronic Presentation of the Audited Long-term Council Community Plan This audit report relates to the Long Term Council Community Plan of North Shore City Council for the ten years commencing 1 July 2009 included on the City Council's website. North Shore City Council is responsible for the maintenance and integrity of the City Council's website. We have not been engaged to report on the integrity of North Shore City Council's website. We accept no responsibility for any changes that may have occurred to the Long Term Council Community Plan since they were initially presented on the website. The audit report refers only to the Long Term Council Community Plan named above. It does not provide an opinion on any other information which may have been hyperlinked to or from the Long Term Council Community Plan. If readers of this report are concerned with the inherent risks arising from electronic data communication they should refer to the published hard copy of the audited Long Term Council Community Plan as well as the related audit report dated 30 June 2009 to confirm the information included in the audited Long Term Council Community Plan presented on this website. Legislation in New Zealand governing the preparation and dissemination of financial information may differ from legislation in other jurisdictions.
Directory
MAYOR AND COUNCILLORS
Back row: Dianne Hale; Ken McKay; Kevin Schwass; Lisa Whyte; Callum Blair Middle row: Joy Brett; Grant Gillon; Jan OConnor; Vivienne Keohane; Chris Darby; Margaret Miles Front Row: Tony Holman; Julia Parfitt (Deputy Mayor); Andrew Williams (Mayor); Heather Brown; Ann Hartley North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 43
MAYOR Andrew Williams
DEPUTY MAYOR Julia Parfitt
THE COUNCIL
COMMUNITY BOARDS
COMMUNITY SERVICES & PARKS COMMITTEE
STRATEGY & FINANCE COMMITTEE
INFRASTRUCTURE & ENVIRONMENT COMMITTEE
REGULATORY COMMITTEE
CONTRACT MANAGEMENT COMMITTEE
CITY PLAN HEARINGS COMMITTEE
Chairperson Tony Holman Deputy Joy Brett Members Callum Blair Heather Brown Chris Darby Grant Gillon Dianne Hale Ann Hartley Vivienne Keohane Ken McKay Margaret Miles Jan OConnor Julia Parfitt Kevin Schwass Lisa Whyte Andrew Williams
Chairperson Grant Gillon Deputy Kevin Schwass Members Callum Blair Joy Brett Heather Brown Chris Darby Dianne Hale Ann Hartley Tony Holman Vivienne Keohane Ken McKay Margaret Miles Jan OConnor Julia Parfitt Lisa Whyte Andrew Williams
Chairperson Ken McKay Deputy Vivienne Keohane Members Callum Blair Joy Brett Heather Brown Chris Darby Grant Gillon Dianne Hale Ann Hartley Tony Holman Margaret Miles Jan OConnor Julia Parfitt Kevin Schwass Lisa Whyte Andrew Williams
Chairperson Callum Blair Deputy Jan OConnor Members Joy Brett Heather Brown Chris Darby Grant Gillon Dianne Hale Ann Hartley Tony Holman Vivienne Keohane Ken McKay Margaret Miles Julia Parfitt Kevin Schwass Lisa Whyte Andrew Williams
Chairperson Julia Parfitt Deputy Heather Brown Members Grant Gillon Dianne Hale Tony Holman Kevin Schwass Andrew Williams
Chairperson Andrew Williams Deputy Julia Parfitt Members Callum Blair Joy Brett Heather Brown Chris Darby Grant Gillon Dianne Hale Ann Hartley Tony Holman Vivienne Keohane Ken McKay Margaret Miles Jan OConnor Kevin Schwass Lisa Whyte
Mayor and Councillors

Mayor
Mr Andrew Williams, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 486 8687
Birkenhead/Northcote
Miss Paula Gillon. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 480 1835 Mrs Ann Hartley, JP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 483 7572 Mr Tony Holman, QSO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 418 1057 Mrs Lindsay Waugh (Deputy Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 418 1620 Mrs Lucy Whineray . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 480 9458 Mrs Jennifer Yorke, JP (Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 483 5043
Deputy Mayor
Mrs Julia Parfitt, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 478 8971
Central Ward
Mr Chris Darby . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Dianne Hale, QSO, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Ken McKay, QSM, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Jan OConnor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Kevin Schwass . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 446 0504 445 0455 488 0468 486 4499 486 3100
Devonport
Mr Roger Brittenden . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Mike Cohen QSM (Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Chris Darby . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Dianne Hale, QSO, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Jan Holmes (Deputy Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Tim McBride . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 445 3868 445 9914 446 0504 445 0455 445 2763 446 6080
Harbour Ward
Mrs Heather Brown . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Grant Gillon. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Ann Hartley, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Tony Holman, QSO. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Vivienne Keohane . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479 9343 480 1835 483 7572 418 1057 444 7694
East Coast Bays

Mrs Joy Brett, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 478 5285 Mrs Sally Cargill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 441 4677 Mr David Cooper (Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479 8017 Mrs Julia Parfitt, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 478 8971 Mr Dan White . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 473 2208 Mr Peter White (Deputy Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479 4887
Northern Ward
Mr Callum Blair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Joy Brett, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Margaret Miles, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Julia Parfitt, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Lisa Whyte . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 478 9913 478 5285 413 9734 478 8971 413 7389
Glenfield
Mrs Heather Brown. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479 9343 Mr John Gillon (Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443 1683 Mr Nick Kearney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 483 2378 Mrs Vivienne Keohane . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 444 7694 Mr Chris Marshall (Deputy Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443 7753 Mr David Thornton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443 6771
Community Board Members

Albany
Mr Malcolm Black . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Callum Blair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Laurie Conder . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr John McLean (Chairperson). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Andy Riley (Deputy Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Margaret Miles, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 413 9415 478 9913 444 4718 479 1856 413 8299 413 9734
Takapuna
Mr John Crews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mrs Fay Freeman, ONZM, JP (Deputy Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . Mr Martin Lawes, JP (Chairperson) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Ken McKay, QSM, JP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Kevin Schwass . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Mr Michael Sheehy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 410 8651 489 1181 444 9691 488 0468 486 3100 445 1461
Senior Management
CHIEF EXECUTIVE John Brockies
CHIEF FINANCIAL OFFICER Dale Lott
GM CUSTOMER AND INFORMATION SERVICES Tony Rogers
GM STRATEGY & POLICY Ann Prendergast
GM INFRASTRUCTURE SERVICES Geoff Mason
GM COMMUNITY SERVICES Lorretta Burnett
GM ENVIRONMENTAL SERVICES Alison Geddes
Responsibilities
Human Resources Revenue Finance Risk Management Property Management Procurement Corporate Sustainability Democracy Services
Responsibilities
Information services Records Archives Programme Management Actionline Communications and Marketing Customer service
Responsibilities
Land use planning District Plan processes Environmental monitoring Asset Management co-ordination City development strategy Development Contributions Economic Development City Plan
Responsibilities
Transport services Roading & Traffic Civic and Commercial Services Project Services Traffic Safety and Enforcement Water Supply Wastewater Stormwater
Responsibilities
Cemeteries Housing for Older People Leisure Services Libraries Parks Community Partnerships and Programmes Grants Frontline Customer Services Civil Defence Events City Promotion Tourism
Responsibilities
Building Consents Resource Consents Compliance and Monitoring Health Inspections Dog control Bylaws Liquor Licensing Environmental Sustainability Waste minimisation
Area Offices
Role and purpose
The council has six area offices. A full range of the councils services is capable of being accessed from any of these offices, with one office located in each of the community board areas. They are an important link with the councils customers and enable the community boards to function by providing information, administrative support and professional advice. Customer services managers are responsible for running the offices. They work cooperatively with managers of specific assets, like parks and roading, to ensure that the councils services meet the communitys needs. Each area office regularly monitors the use of services. Customers are surveyed to identify their satisfaction with the quality of service and to assess areas for improvement At each area office residents can: obtain information about the consent process obtain application forms relating to development issues obtain information on the progress of local works, e.g. road works, mowing berms find out who to contact about council works, activities and programmes including stormwater, wastewater, roading and traffic control, waste management , parks and community events pay for all council-related fees (except for consents which should be paid at 521 Lake Road, Takapuna) register dogs make reservations for council-owned recreation facilities including halls, parks and reserves, and apply to have a road closed for a special event apply for water meters access the councils Geographical Information System (GIS) and Property Information Register (PIR)
Actionline
A 24-hour, seven days a week customer service was established by North Shore City in mid-1992 to provide around-the-clock service and rapid response to urgent problems. Called Actionline, the service is run by a team of skilled customer service representatives linked by computer and radio telephone to staff and contractors who respond rapidly to problems ranging from flooding to noisy parties. They can also answer questions on opening hours, rubbish collection days, and more. Recent enhancements include improved telephone service with 84 per cent of calls answered within 20 seconds. More questions can be answered by the first person to answer the telephone. Actionline receives an average of 3000 calls each day of which 700 require specific action to be taken. Most of these calls are about water leaks, sewage overflows, roadworks, rubbish collections, traffic signal failures or neighbour-related problems ranging from barking dogs to smoky incinerators. For less urgent problems the council has a telegram-style, pre-paid postage card called Actiongram which is available from all council area offices, libraries and leisure centres. Actiongram provides residents with the opportunity to freepost, fax or hand deliver their requests for non-urgent service.
Note: The council has centralised its resource and building consent services, and its advisory services, at one office at 521 Lake Road, Takapuna.
CONTENTS - MODULE 2 - CITY DIRECTION
Introduction ................................................................................................ 5 Structure and City Vision ............................................................................ 7 North Shore City ......................................................................................... 9 The Planning Context ............................................................................... 13 Challenges and Drivers of Change ........................................................... 15 Community outcomes .............................................................................. 19 City Principles ........................................................................................... 21 City Directions .......................................................................................... 25 Council Strategies and Plans ..................................................................... 45 Community outcomes in detail ................................................................ 47
North Shore City Council City Plan 2009-2024 - Module 2 - City Direction Page 3
Introduction
This module of the City Plan 2009-2024 is a framework that guides the medium to longterm (30-year) change and development of North Shore City in a way that responds to global, regional and local challenges. It also provides a foundation for North Shore City's long-term planning and helps give direction to the future structure of the city. By establishing and reinforcing some key principles and directions for the city, it provides guidance for managing growth and change in a way that can protect and enhance our city's environment and lifestyle. This module builds on the strategy set out in the original spatial development framework for the city contained in the City Blueprint 2001. The module articulates a longer-term view of the city, out to 2039 and beyond. Against the background of the growing diversity of our community, the council is increasingly involved in the governance of community initiatives in collaboration with a wide range of agencies. It is important to note, therefore, that council programmes and activities are but one agent of change in shaping the future of our city; the plans and activities of a wide range of individuals and other agencies, including NZ Police, NZ Fire Service, NZ Navy, the Waitemata District Health Board, Harbour Sport and the Ministry of Social Development to name but a few, also play a major role. While the City Principles section of this module addresses those guiding ideas and concepts that should be taken into account when planning for the future, the City Directions section offers a set of spatial strategies. These are presented as a series of inter-related layers that culminate in an overall view of how our city could look and function in the longer term. Each layer addresses a specific aspect of our future city. The layers focus on our natural environment, our residential environment, our town centres, the transport systems that we shall need, the core central spine of our city, and the network of recreational, community and cultural facilities that will be required. The six layers are brought together in an integrated picture of the future that we have termed "Future City". Although we cannot predict the long term future with any degree of certainty, much of what constitutes this picture of the future already exists. We believe that this integrated view expresses a plausible pattern for the development of our city, its networks and places of significance. By presenting it here in the City Plan, we are looking to provide the council and the community at large with a realistic foundation upon which to base its plans for the future. There will be changes to local and regional planning approaches resulting from the Governments decisions regarding Auckland governance and emerging work streams of the Auckland Transition Agengy. The requirement for a new spatial plan for the region that contains a vision for the future will likely incorporate future directions for North Shore that will be usefully informed by the contents of this module. The council believes therefore, that the community outcomes, City vision, principles and directions for North Shore City should become the citys contribution to be reflected in a new spatial plan for Auckland.
Figure 1: City Plan structure
Structure and City Vision

The structure of this module, and its relationship to the rest of the City Plan and other council strategies, plans and programmes is shown in Figure 1. This diagram illustrates that the city vision, and the community's wishes (expressed in its community outcomes) as well as guiding ideas or concepts (what we have called city principles) impact upon the broad spatial development of the city (here termed city directions). These in turn strongly influence the council's strategies and plans, including our District Plan, and it is these that directly impact council programmes, activities and projects. Furthermore, the diagram shows how the external environment impacts our overall planning process. It is recognised that regional strategies and frameworks, such as the Auckland Sustainability Framework (ASF), the Auckland Regional Growth Strategy (ARGS) and One Plan for the Auckland region (One Plan), need to be reflected and given effect to, together with the range of future drivers of change such as population growth and economic development. North Shore City endeavours to employ best practice approaches to managing and developing its city in a sustainable way. The North Shore community's own aspirations, expectations and values also need to be reflected in the long-term strategy. These are collected in the community outcomes derived from extensive city-wide consultation during 2005 and 2006, and contained in the City Plan 2006-16. Community outcomes are the long-term objectives of all activity in the city. The achievement of these outcomes is not solely the responsibility of the council but of all communities, agencies, organisations and groups in the city. A set of City Principles have been identified to guide strategies, planning and decisionmaking. They are comprehensive in terms of the spectrum of values that are present in our society and can be used to develop and assess policies, programmes and outcomes for their alignment or relevance to community outcomes. The principles apply to all council activities and locations across the city and guide future spatial development identified by the City Directions. City Directions indicate the future locations of growth, change and development over the next 30 years. It is important, however, to retain the flexibility to adapt to changing circumstances over time. These directions reflect not only the importance of the city's environment and existing suburban areas where most people live, but also the importance of our town centres and corridors where people live, work and play. It is proposed that most growth and development will occur in and around these centres and corridors, including the accessible central corridor (or 'spine') from Takapuna to Albany that forms the backbone of the city's business and employment, and is generally the most accessible part of the city. Many of the themes in the City Direction module are visionary in nature and could take many years to achieve. A long-term programme of action will be developed to indicate how and when the City Directions will be implemented. Through the transition to a new unitary Auckland Council, a new regional LTCCP, spatial plan and one District Plan will be prepared that should take identified directions, programmes and projects forward.
City Vision Our City is prosperous, dynamic and diverse, and offers a range of quality lifestyles; has an abundance of education and employment opportunities; has an abundance of leisure, entertainment and cultural opportunities; is easy to move around; is safe; values and protects our environment.
North Shore City

Our Place
Covering an area of 13,000 hectares, North Shore City is predominantly surrounded by sea with the longest unbroken urban coastline (141 km) in the country. The city borders Rodney District to the north and Waitakere City to the west. The rest of the city faces the Hauraki Gulf to the east and Auckland City across the Waitemata Harbour to the south. North Shore City is within the Auckland region, which consists of seven territorial local authorities - Auckland, Manukau, North Shore and Waitakere City Councils and Franklin, Papakura and Rodney District Councils. The Auckland Regional Council is the regional planning and governance body for the region that stretches from Wellsford in the north to beyond Pukekohe in the south. North Shore City has a distinctive natural environment which includes coastal areas, streams, volcanic landforms, estuaries and a diverse range of flora and fauna. A number of significant landscapes such as Lake Pupuke, Mount Victoria, the Hauraki Gulf Maritime Park, Long Bay Regional Park and Kauri Point give North Shore City its specific identity, while the diverse coastal environment ranging from the sandy beaches and sandstone cliffs along the east coast to the bush-clad escarpments of the Waitemata, contribute to a range of often unique recreational and visual experiences. There is a variety of town centres of different sizes and functions. Our biggest centres, Takapuna and the developing Albany Centre, are of regional scale and importance. These town centres are home to high quality retail shopping, industrial and technology parks, educational institutions, sports, leisure and performing arts facilities, libraries and community facilities. population growth rate of 1.5 per cent. The highest rate of growth is projected to occur in the northern part of the city. Ethnicity North Shore City's continued population growth has been accompanied by an increasing mix of ethnicities, cultures and languages. Although the population is predominantly European, there is an increasing number of people from other ethnic groups, particularly people with a South African, Korean or Chinese background. It is likely that North Shore City will become more diverse culturally in coming years. According to Statistics New Zealand, the Asian population in particular is projected to increase from 19 per cent in 2006 to 28 per cent by 2021 and the European population will decline from 75 per cent in 2006 to 67 per cent by 2021. The pie-chart below illustrates the proportions of North Shore City's population by ethnicity at the 2006 census. Figure 2: North Shore City is home to a wide range of cultures
Source: Statistics New Zealand
Middle Eas tern/Latin Am erican/African, 1.8%
Other ethnicity, 0.1%
As ian, 18.6%
Pacific peoples , 3.3% Maori, 6.3%
Our People
North Shore City is the fourth largest city in New Zealand by population, with an estimated population of 223,000 (as at 30 June 2008). At the 2006 Census, 205,605 people indicated that North Shore City was their usual place of residence, an increase of 19.4 per cent over the figure at the 1996 census. The area that became North Shore City experienced strong post-war population growth, particularly during the 1960s and 1970s following construction of the Auckland Harbour Bridge. Whilst population growth has since slowed, it is still rising at a relatively high rate compared with the national growth rate. The population of the city is expected to grow to reach around 312,000 by 2041, equating to a rise between 2006 and 2041 of some 106,400 and an average annual
New Zealander, 9.8%
European, 67.5%
Note that the five largest groups of people in the European category are NZ Europeans, English, Dutch, British and Australians.
North Shore City has a lower proportion of Maori and Pacific Islanders than either the Auckland region or New Zealand as a whole. On the other hand, its proportion of people with Asian ethnicity is roughly the same as for the Auckland region and is considerably higher than the national figure. Among other "non-New Zealand" ethnicities, North Shore City has higher proportions of British/English, South African, and Other Europeans than either the Auckland region or New Zealand as a whole. The resident Maori population in North Shore City is relatively small compared to other cities in the Auckland region. At the time of the 2006 Census, there were 12,516 people who identified with the Maori ethnic group and usually lived in North Shore City, equating to approximately one in fifteen people (6.1 per cent) in North Shore City. When compared to the rest of the population, the Maori population is significantly younger. Approximately 70 per cent of the Maori population is below the age of 34. Household income and composition North Shore City is a medium to high income city with a median household income of $69,100 compared with $51,400 nationally and it is likely that the city's favourable position regarding household income will be maintained into the future. The percentage of North Shore City's households that have incomes below $70,000 annually is smaller than that for the Auckland region as a whole or for New Zealand. 49.3 per cent of North Shore households earn a combined income of over $70,000 a year (Source: Statistics New Zealand). There are currently approximately 86,000 households in the city. The types of households and families are changing as lifestyles and work patterns change. According to Statistics New Zealand, while the majority of households are comprised of families (80 per cent), the proportion of one-person households makes up a significant 19 per cent. It is expected that, over time, the average number of people per household will decrease as the population ages and different family structures other than the traditional nuclear family continue to establish. Summary Population growth and the changing demographics of the people within North Shore City have an influence on the natural, economic, cultural and social environment. Population change influences future resource use and demand for goods and services. Changes in ethnicity and age have an impact on the way in which services are planned for and provided. Changing patterns of families and households have implications for income levels, health outcomes, and housing needs. Understanding who our people are helps to address these issues.
Our Community
Understanding the impact of city growth and development on the quality of life of people within our community is important. This understanding enables us to consider options to meet the needs of the community. Issues such as health, safety, education and training, housing, leisure and community cohesion influence our quality of life. Health and physical activity A physically active community contributes to a healthy community. North Shore City has many parks and sporting facilities enabling people to take part in sports and other physical activities. It is also recognised as one of the healthiest cities in New Zealand with its residents having the highest life expectancy in the Auckland region. The Waitemata District Health Board is the largest in New Zealand, serving a population of almost half a million people living in North Shore City, Waitakere City and the Rodney District. Many of the city's sporting facilities have a national and international reputation, attracting local people and sporting enthusiasts from near and far. There are five council-operated leisure centres in the city, three of which have swimming pools. The city has four golf courses with moderately priced membership and green fees. Sportsfields, walking and running trails, athletic parks, tennis and indoor sports stadia are spread throughout the city, reflecting an active sporting culture. The city also hosted four World Championship and Olympic qualifying sailing events off Takapuna Beach in the summer of 2008. 37 per cent of residents are physically active every day, while over 86 per cent are physically active at least once a week (Census 2006). In many cases the natural environment of the city, such as clean beaches, provides the resources for physical activities. The city's network of footpaths and cycle ways also provides opportunities for physical activity and recreation. Crime and safety Sustained reductions in crime have underpinned the city's status as having the lowest crime rate of any New Zealand city. North Shore City received accreditation as a World Health Organisation (WHO) Safe Community in 2007. The North Shore Policing Centre near Constellation Drive, which opened in 2006, is the North Shore City Police headquarters and enables residents to access the full range of police services from a central and easily accessible location. The centre also provides working facilities for other agencies such as Child Youth and Family Services, Strengthening Families and other partner groups.
The table below illustrates rates of total recorded crime per 10,000 people for the years 2004 to 2007 for North Shore City and across New Zealand as a whole. Figure 3: North Shore City is relatively safe and is achieving a sustained reduction in crime
Source: Statistics New Zealand (New Zealand Recorded Crime Tables)
The city's residents are well educated with many children attending high decile schools. The number of students in North Shore City attending high decile schools (9 and 10) was above 72 per cent in 2007 (Source: Ministry of Education). In 2006, around 21 per cent of our community held university degrees as their highest form of qualification (Source: Statistics New Zealand). Home Ownership
1200 1000 Crime rate per 10,000 800 600 400 200 0 North Shore City Location 2004 2005 2006 2007 New Zealand
With many attractive suburbs, great beaches and highly popular school zones, the city continues to be a popular place to live, work and play. The city has some of the Auckland region's most sought-after suburbs and continues to be the most expensive city for home ownership in the country. The median house price increased by 32 per cent between 2004 and 2008 (reaching $510,000 in June 2008), although there has been some decline since then. The average rental price is also among the highest in the country. Rates of home ownership in the city have declined in line with the national trend, from about 79 per cent in 1991 to about 52 per cent in 2006 (Source: Statistics New Zealand). However, a further 15 per cent of dwellings in 2006 were held in family trusts where the residents were effectively the owners. Whilst high housing costs are a factor in declining home ownership rates, other contributing factors are a more flexible labour market, demographic changes and changes to household formation. Government-owned housing is available for people on low incomes who are not able to afford their own homes, with a large proportion of this type of housing in the western areas of the city such as Northcote and Beach Haven. Housing New Zealand Corporation is investing in new and refurbished housing as part of the Northcote Central Project, in partnership with the council and local community. Arts and Culture Arts and culture reflect the city's vibrancy and social and cultural well-being. North Shore City has a thriving arts community and is home to talented artists and craftspeople whose work is known throughout New Zealand and overseas. With the greatest provision of community arts facilities of any city in the region, community enthusiasm and support for the arts is strong. Support from a variety of organisations and many dedicated volunteers make services at the city's seven community arts facilities possible. Funding of community arts comes from a variety of sources including local and central government, national creative funds and charitable trusts. The place that became North Shore City has long been attractive to authors, many of national repute, and has a long history of associated literary activity, including being
A safe community is more than just about low crime rates; it's also about having facilities and programmes that respond to community needs in terms of safety. North Shore City offers a number of injury prevention and safety programmes. The "Make it a Safe Summer" campaign promotes safety messages relating to water, dogs, alcohol, boating and driving. Incidents of drowning have greatly reduced as a result of this campaign with lifeguards patrolling the city's beaches over the summer months. Other community initiatives include promoting safety in school playgrounds and workplace safety. Despite increasing traffic volumes, road fatalities last year were considerably lower than in the late 1990s. But the overall numbers of minor injuries and crashes on the city's roads remain at a higher level than a few years ago, and a continuing focus on injury prevention and safety programmes is required. Education An educated population adds to the vibrancy and creativity of a city and is needed for it to remain competitive in the global economy. North Shore City offers a range of high quality education and training opportunities from early learning centres, schools and universities to many private training institutes.
home to many publishing houses and providing a strong library network offering numerous seminars and workshops in this area. The city is also home to the Bruce Mason Centre, a professional theatre and performing arts centre; the North Shore Events Centre; the Michael King Writers Centre; a large number of organisations providing opportunities for musicians; and a vibrant school arts environment with many schools having theatre and arts facilities available to the wider community.
basis and focus on looking at ways to promote their area while others have set up as Business Improvement Districts (BIDs). BIDs are areas within the city where local businesses have agreed to work together, with support from the council, to improve their locality and attract new businesses and customers. Funding for the initiative comes from a special rate (a 'targeted rate') which the businesses within a set area agree to pay in order to fund improvements. North Shore City has taken up the government's broadband challenge, with the council and network operator, Vector, teaming up to provide high-speed internet access to the community. So far over 40 schools, libraries and other community organisations have been connected. Government funding of $4.6m enabled this joint venture. Access to affordable broadband is critical if the city's technology and knowledge-based industries are to grow. Broadband helps businesses reduce transaction costs, boost efficiency and reach bigger markets. It is hoped that this venture will serve as a catalyst to stimulate both the wider community pickup of broadband services and the investment in infrastructure by the various private sector operators. A growing economy puts pressure on the city's infrastructure. Many projects are being undertaken to improve the city's existing infrastructure to better cater for future generations. Upgrades to the city's wastewater network, the wastewater treatment plant outfall, and roading network will improve the capacity, safety and reliability of these essential services. Undeveloped business-zoned land is becoming scarce. After the remaining land has been used in coming years, business growth can only be accommodated by redevelopment and intensification of existing sites such as in the Wairau Valley. Figure 4: A diversified workforce with particular strength in the services sector
16,000 14,000 12,000 Number 10,000 8,000 6,000 4,000 2,000
Our Economy
A thriving and developing local economy is a vital contributor to peoples' quality of life. Employment levels, economic growth and income levels are closely linked with the standard of housing, health care and education. North Shore City's economy has performed well in recent years, and has been keeping pace with growth elsewhere in the Auckland region, whilst expanding faster than the country as a whole. The number of businesses and people employed within the city continues to grow. The city has a variety of vibrant retail centres, attractively-designed business parks at Smales Farm and North Harbour Industrial Estate, three tertiary educational institutions, and several high quality sports and leisure facilities. The main industry in the city is property and business services which has been steadily growing since 2002 and accounts for over 41 per cent of all businesses in North Shore City. Also important are the retail and wholesale trades, construction, manufacturing, finance and insurance, and health and community services. Technology-based and creative sector companies are important growth areas for North Shore City. The city's economy is forecast (as at 2008) to continue growing by about 2.7 per cent annually over the next decade with full-time employees growing from about 84,000 people to about 140,000 people. Much of the city's employment is in the service sector, with property and business services growing particularly strongly in recent years. Manufacturing, on the other hand, has declined, although it still plays an important role. Retail trade has the largest share of employees in the city at 16 per cent. This accounts for almost 18 per cent of the Auckland region's total retail employment. With employment growth in the city outstripping population growth, an increasing number of residents work locally, and the city is beginning to attract commuters from elsewhere in the Auckland region. Enterprise North Shore is the city's economic development agency. Its focus is on encouraging business growth, investment and meaningful employment in the city. It works closely with local, regional and national stakeholders to add value to the local community in its implementation of the city's Economic Development Strategy. Massey University's research into industries the city would benefit from attracting has led to the city focusing on attracting businesses from the technology, health, sport and education sectors. Town centre associations play a key role in maintaining and improving the entrepreneurial culture in their local area. Some associations are run on a voluntary
Manufacturing
Accomm. and food
Transport and Storage
Property and Business
Retail Trade
Construction
Finance and Insurance
Health and Comm
Wholesale Trade
Education
2005
2006
2007
Cultural and Recreation
The Planning Context

North Shore City is one of seven local authority areas in the Auckland region. As well as the direction and requirements of legislation, a number of existing and endorsed strategies and frameworks operating in the Auckland region require to be considered and taken account of, or given effect to, when planning for the future of the city. These include the Auckland Sustainability Framework, One Plan, the Auckland Regional Growth Strategy and other regional strategies such as those for land transport and economic development. At a city level, these strategies and plans include the City Blueprint (2001), the District Plan, the City Plan, and the council's current functional strategies including water, transport, parks, and economic development. The City Blueprint has been reviewed during 2007 and 2008, the outcomes of which have been incorporated in this module of the City Plan. Legislation and National Strategies A number of important legislative changes have occurred in recent years, notably the Local Government Act 2002, which makes it clear that a key purpose for local government is to promote the social, economic, cultural and environmental wellbeing of communities in collaborative ways which aim to achieve the outcomes that communities believe are important. Such community outcomes were defined for the city in 2005. The State of the City report, published in October 2008, monitored the progress being made towards achieving them. The Local Government (Auckland) Amendment Act 2004 (LGAAA) requires local authorities in the Auckland region to change their plans and policies to make their land transport and land use provisions consistent with the Auckland Regional Growth Strategy. Consequently, district plans and transport strategies are now required to embrace a multi-modal transport network and locate more activities near passenger transport routes, as well as encourage urban densities that are supportive of efficient services. The North Shore City District Plan (operative October 2002) has been changed to reflect these requirements. The amendments seek to promote more intensive mixed-use development, which is important for reducing long-distance travel demand and for providing town centres with a wider range of activities. This should therefore assist the long-term goal of sustainable urban development. The Land Transport Management Amendment Act 2008 (LTMAA) places requirements on the Auckland Regional Land Transport Strategy (RLTS), which in turn influences the programme of local government transport activities that receive central government funding in the Auckland region. The LTMAA 2008 requires the RLTS to take the New Zealand Transport Strategy (NZTS) into account; contribute towards an affordable, integrated, safe, responsive and sustainable land transport system; and take into account future regional growth, economic and land-use considerations thus integrating transport and land use planning. A review of the RLTS is currently taking place and a revised version is expected by April 2010. Meanwhile, the updated NZTS 2008 places greater emphasis on moving people by sustainable modes rather than by private car. The NZTS 2008 sets out targets to increase the numbers of people walking, cycling and using public transport by 2040 to align transport planning with sustainability goals. The first Government Policy Statement 2009/10 - 2018/19 on transport translates these targets into short-term targets thus guiding central government funding. Regional Strategies and Plans The Auckland Regional Growth Strategy (ARGS) was published in November 1999. The Strategy sets out a vision for managing population growth in the Auckland region. By 2050 the region was projected to be home to 2 million people, and the purpose of the Strategy was to ensure growth is accommodated in a way that meets the best interests of the region's inhabitants. The ARGS was prepared by the Regional Growth Forum, a partnership of the region's territorial local authorities and the Auckland Regional Council. At the time, the Strategy represented a cooperative and not a prescriptive planning document, with flexibility for councils in responding to it. All councils in the region signed a Memorandum of Understanding outlining a package of commitments to implement the Strategy, including a requirement to prepare Sector Agreements. These are agreements between neighbouring councils on how to implement the Strategy, and are intended to identify the planned capacity for development in a sector over 20 years to 2021. The Northern and Western Sector Agreement, which includes North Shore City with Rodney District and Waitakere City Councils, was signed in 2002. The Agreement considers the form, scale and location of growth opportunities and established a forum for sub-regional collaboration on planning for growth and development. Since that time, a need has been identified for additional land for business development in the sector, leading to proposals for changes to the 'metropolitan urban limit' (MUL) in Rodney District at Silverdale, and in Waitakere City at Westgate and along the Hobsonville corridor. North Shore City is constrained in its ability to increase the amount of business land available and is working with the other councils and the ARC on a sub-regional approach to future planning and development capacity.
The Auckland Regional Policy Statement (1999) is the regions statutory planning policy document. The Statement lists the 'growth' areas that have been identified through the ARGS and indicates timings for changes to district plans to accommodate the growth required. It also provides guidance about the types of living and employment densities to be aimed for within centres and along key transport corridors. North Shore City had already changed its district plan to take account of, and align with, its City Blueprint which set out a 20-year strategy for managing growth and change. Consequently, the changes required to the district plan as a result of the Auckland Regional Policy Statement were significantly reduced. A review of the ARGS entitled Growing Smarter: An evaluation of the ARGS 1999, released in 2007, proposed a series of actions that seek to advance its implementation more effectively, particularly its core 'compact city' growth concept. A more refined classification of centres, business areas and corridors in the region is expected to result in more targeted prioritisation of regional investment and resources into fewer, more strategically important, locations. The level of likely future growth to be accommodated within the region will be explored and evaluated in the next review of the Auckland Regional Policy Statement, scheduled for 2009, which is likely to include a refined growth concept for the region. The Auckland Sustainable Cities programme was undertaken over three years from 2004, being part of the government's Sustainable Development for New Zealand Programme of Action which gave particular priority to addressing the issue of sustainability in Auckland. Noting that, with over 85 percent of New Zealanders living in urban communities, cities are an essential focus for government action on sustainability, the programme identified the need for a long-term framework to guide the future sustainable development of the Auckland region. This became known as the START project (Sustaining the Auckland Region Together), a collaboration of the seven Auckland local authorities together with the ARC and central government. The START project culminated in the production and endorsement by the Regional Growth Forum in September 2007 of the Auckland Sustainability Framework (ASF). The ASF has a 100-year perspective. Its programme of action seeks to respond to sustainability challenges by guiding the region through a number of key behavioural shifts away from 'business as usual' in order to achieve a set of sustainability goals which lie at the heart of the ASF.
The eight goals and eight shifts contained in the ASF are to be reflected in regional and local strategies and plans across the Auckland region. They are as follows: Long-term Goals for the Auckland Region
A fair and connected society Pride in who we are A unique and outstanding environment Prosperity through innovation Te puawaitanga o te tangata: self-sustaining Maori communities A quality, compact urban form Resilient infrastructure Effective, collaborative leadership
Shifts in thinking, planning, investment and action

Put people at the centre of thinking and action Think in generations, not years Value te ao Maori Activate citizenship Create prosperity based on sustainable practices Reduce our ecological footprint Build a carbon neutral future Integrate thinking, planning, investment and action
The ASF is the overarching framework for the region as well as driving the development of One Plan, which is "the Auckland region's first single strategic framework and plan of action for a sustainable future." One Plan seeks over time to align and implement all regional and local strategies to deliver effective implementation of key initiatives for the region and to realise the goals of the ASF. The first version of One Plan for the Auckland region was endorsed by the Regional Sustainable Development Forum (successor to the Regional Growth Forum) in October 2008 and may be followed by further refinement and development in coming years. The public's opportunity to comment on One Plan was included in the feedback processes to the draft City Plan in order to achieve some cross referencing between the planning processes for North Shore City and the wider region. Transition from current regional strategies, plans and frameworks into the context of the single unitary planning environment of the Auckland Council from November 2010 is a very substantial process that is now under way. The requirement for, and definition of, a new spatial plan and LTCCP for the region is set out in broad terms in Government decisions to date, and will be clarified by the Auckland Transition Agency. It is likely that the existing plans and strategies, and ongoing work to further refine them will inform or be part of the new planning framework for the region.
Challenges and Drivers of Change

Global and other external drivers of change need to be considered when planning for the future of the city so that we can respond to the challenges and the opportunities that these present. Such challenges include resource availability and climate change, while the drivers range from population growth and diversity to the nature of employment and the local economy in a time of global economic uncertainty. These factors each require assessment in relation to the aspirations of the community, current and future. This will help enable the kind of place and lifestyle desired and will reflect the values held by the community as expressed through the community outcomes which are described in sections 6 and 11 of this module. Some of the future challenges and drivers of change are summarised below as they relate to North Shore City. Resources Energy demand has been increasing, as has oil consumption particularly for private vehicle transport. Obtaining secure ongoing supply of non-renewable sources of energy will prove more difficult in future. Greater energy efficiency and conservation can be assisted by a more compact urban form and the encouragement of alternative renewable energy sources Land resources and productive soils can be overrun by urban development favouring greenfield locations. Growth management approaches can address costly expansion Material consumption continues to increase as does the amount of resources required to sustain urban development. Ways need to be found to use resources more efficiently Technology Drivers related to technological improvement include the ongoing advances in time saving and efficiency afforded by the internet and broadband, evolving production technologies, improvements to energy efficiency and renewable energy technology, the reduction in size of goods through downsizing and a possible greater demand for local sourcing of materials In spatial terms technological changes may lead to multi-locational working and changes to retail patterns reducing the need to travel. There may be changes to patterns and locations of work (perhaps more home-based) and service provision arising from increased and improved remote IT access
Lifestyle The city's residents and businesses will continue to expect and demand a high quality built and natural environment, amenities and facilities, as an attractive place to live and also as a draw card for a skilled workforce and business investment Changing demographic makeup (age and ethnic structure) will require greater choice and options for different residential lifestyles, living environments and recreational opportunities
Population North Shore City is likely to experience continuing population growth, which historically (since 1991) has been at about 2.3 per cent per annum. The projected growth by Statistics New Zealand (incorporating medium fertility, mortality and migration assumptions) suggests a population of about 261,000 by 2021 and 312,000 by 2041; Half this growth is expected from natural increase within the city, and half from national and international migration Household size is projected to decrease in future years, from an average 2.86 persons per household in 2006 to 2.67 persons per household around 2041, and this trend will further increase the need for additional dwellings. There could be up to 120,000 households in the city by 2041 Like the rest of New Zealand, North Shore City is experiencing an ageing of its population, but this is not taking place at a faster rate than in the rest of the country. As a result of this ageing trend, provision will be needed for a wider variety of housing, particularly for more 1-2 bedroom dwellings located closer to town centres, health and transport facilities Continued population growth has been accompanied by increasing cultural and ethnic diversity due to immigration and this is a trend that is likely to continue
Climate change Climate change is predicted to result in more extreme weather and sea level rise causing flooding, wet weather overflows, coastal inundation and accelerated erosion Public health, bio-security and agriculture may be affected. Displaced people from around the world may place pressure on North Shore City and the rest of the region to accommodate additional people as migrants Addressing climate change will require the Auckland region to reduce greenhouse gas emissions through careful management of patterns of urban development and rural activity as well as alternatives to car travel Responding to climate change will require infrastructure upgrades to meet changing levels of service requirements in the future
Figure 5: North Shore City's population and number of households are likely to continue to grow significantly
Figure 6: Labour force growth continuing

Employment in North Shore City is currently estimated to reach about 118,000 by 2041, implying average growth of slightly over one percent annually.
350,000
140,000
300,000
120,000
250,000 200,000 Households 150,000 100,000 50,000 0 2006 2011 2016 2021 2026 2031 2036 2041 Year Population
100,000 Number Employed 80,000 60,000 40,000 20,000 0 2006 2011 2016 2021 Year 2026 2031 2036 2041
Economy There is a continuing need for employment growth as the city's population increases, both to enable local employment opportunities and for economic development purposes to maintain prosperity While there may be less pressure for longer-term growth as the city's population ages, the likelihood of a progressively longer working life for people will lead to a demand for a wider variety of employment opportunities The city is continuing to experience a decline in traditional 'Group 1' business activities (manufacturing, storage, transport activities) and an increasing demand for higher-value job intensive activities such as office based financial and business service, Information and Communication Technology (ICT), leisure and retail, and these trends are likely to extend into the future
Number
Infrastructure There will be continuing demand for better, more efficient and improved physical infrastructure, particularly transport connections and choices, along with 3 waters (stormwater, wastewater, and water supply) upgrades and stream/beach water quality improvements. Increasing costs and additional burdens on infrastructure from climate change are probable Provision will be required for additional quality, or more intensively developed, city-wide and local social infrastructure including schools, hospitals and other medical facilities, community centres, libraries and recreational facilities, parks and open spaces within a developing city With demand for essential services increasing over time, provision needs to be made for energy, information and communications infrastructure to meet growing expectations Infrastructure projects may be accelerated in partnership with Central Government as part of the Governments economic stimulus package
Affordability The increasing costs of housing, energy, food, building, insurance, leisure activities and other required items for living present affordability issues for households living in the city. This also affects the citys ability to pay for future improvements to, and additional provision of, city infrastructure Such affordability issues might result in a requirement to reduce levels of service and the ability to meet community expectations over time
Best practice The evolution of governance structures, together with changes to strategic planning and decision making processes, and the increasing emphasis on evidence-based policy and planning as opposed to a 'predict and provide' model, are all likely to drive changes both in the manner in which the city is planned and to planning outcomes The identification of new and additional tools and mechanisms to encourage better patterns of development and re-development, and the increasing use of incentives in addition to rules and regulations (for example user charging and 'externality' taxes, e.g. for waste) will also be increasingly important in the context of planning for the future city As the city redevelops and intensifies, the need for integrated planning will increase. There is a requirement to keep up to date with international best practice in order to maintain the attractiveness of North Shore City as a place in which people and businesses wish to stay or to which they will wish to locate Continuing collaboration between the Auckland public libraries through membership of the eLGAR consortium allows the sharing of expertise and collective experience to provide expanded services that could not be achieved by any one library
Leadership As our society and services become more complex, it is important that the council shows leadership to showcase better ways to achieve certain outcomes, specifically in areas where the current awareness of what can be achieved is not present
Community outcomes
Community outcomes are the results, qualities, or end-states that the people of the city collectively want to achieve. A range of objectives and outcomes have previously been identified in the city and region, which have at various times set out relevant directions for the city to consider, give effect to, or to deliver, such as in the Auckland Regional Growth Strategy (ARGS) 1999, the City Blueprint 2001 and the Auckland Sustainability Framework (ASF) 2007. Identified in 2005, community outcomes are important objectives for the future of the city that should be clearly stated. Community outcomes are not wholly the responsibility of council to deliver, as there are many organisations and groups, including Government and the wider community directly, that are closely involved in their achievement along with council programmes and facilitation. We were told: that residents love their city that residents welcomed the conversation that community, family and a sense of belonging are all important that residents want the city to reach its potential - and that it should be brought to life! that our young people must be cherished, celebrated and given a place in our community Residents told us that for our city to succeed four things needed to be present in every aspect of our community: Leadership - Council and community leadership Celebration - Celebrating what we have, identifying and promoting who we are Community - Cohesion, a sense of belonging, a sense of place; a community where people get to know each other Partnerships - Sharing ideas, resources and progressing together Views were collated into a series of 16 community outcomes and we used them to underpin both the City Plan 2006-2016 and this current City Plan 2009-2024. The community outcome statements can be accessed via the following link:
The Community Outcomes Process

Community outcomes were developed during the preparation of the City Plan 200616, as required by the Local Government Act 2002. The North Shore community was given the opportunity to discuss what it thought was important in terms of the present and future social, economic, environmental and cultural well-being of the city and community. The resulting community outcomes are about the North Shore community (not the council) defining a vision for the future, and are seen as goals or a desired state of affairs which we will aim to achieve over a period of time. (Refer to Module 2 City Plan 2006-16). In 2005, we began a dialogue with the residents of North Shore City and asked for information about: What the community liked or didn't like about North Shore City and its communities What was valued and held important What were the issues that most needed to be addressed The dialogue Thousands of residents responded at a wide variety of venues as well as through feedback through postcards and by email. Apart from responses from individuals, we received feedback from community groups, sports and interest groups, business leaders, schools, government agencies, migrant groups, community boards and many others.
http://www.northshorecity.govt.nz/?src=/your_council/community-outcomes/ overview.htm
Progress towards achieving the 16 community outcomes is being monitored using a wide range of measures. The results of this monitoring can be found in our State of the City Report, which was published in October 2008. The State of the City Report informs the community about: the current state of progress towards achieving each community outcome the current state of progress regarding District Plan outcomes the issues that are impacting progress, either positively or negatively
the effectiveness of the activities implemented to help achieve positive outcomes The effectiveness of the policies and processes that the council has employed and suggestions to improve them or make them more efficient
HOUSING Our housing meets the needs of our community. PERSONAL SAFETY and CRIME People feel safe and secure in their everyday lives. COMMUNITY SERVICES and FACILITIES Our services and facilities meet the needs of our community. EDUCATION and TRAINING Our education and training opportunities reflect our community's diverse needs. PHYSICAL ACTIVITY, SPORT and PERSONAL HEALTH Our people have the opportunity to be active, fit and healthy. BUSINESS and ECONOMY Our economic environment is visionary, vibrant and sustainable. CITY IDENTITY and BRANDING Our city identity and brand are recognised, promoted and celebrated locally and internationally. EMPLOYMENT Our city attracts, retains and grows businesses that provide a range of quality employment opportunities. ARTS and CULTURE Our city celebrates our diversity with arts, music and culture. OUR PEOPLE Our people have a voice, their diversity is celebrated and our youth are cherished and supported. HERITAGE Our natural and built heritage is protected, promoted and celebrated. MAORI We will work together to support and celebrate Te taha whanau (social well-being); Te taha wairua (spiritual well-being); Te taha hinengaro (mental well-being); and Te taha Tinana (physical well-being) within Te Raki Pae Whenua. For greater detail on the community outcomes see section on Community Outcomes in Detail.
The report presents statistics and commentary to illustrate the steps being taken by the community, council and other agencies in achieving the community outcomes. While it focuses on North Shore City, the report also contains many comparisons with neighbouring territorial authorities and with New Zealand as a whole. Monitoring of community outcomes is an ongoing activity and we aim to produce an updated State of the City Report in 2011. This document can be accessed via the following link: www.northshorecity.govt.nz select About the City.
Community Outcomes Summary

The following are the community outcomes, derived from the 2006-16 City Plan process: PARKS and OPEN SPACES Our parks and open spaces are attractive and meet the needs of our community. NATURAL ENVIRONMENT Our natural environment is protected, enhanced and promoted. TRANSPORT Our transport systems are safe, reliable, efficient and environmentally friendly. BUILT ENVIRONMENT Our built environment is of a high quality.
City Principles
City Principles are concepts that guide our thinking and planning. They are used when developing or reviewing plans or strategies, and assisting with decision-making and project development. They are useful as broad and comprehensive factors that should be collectively considered when making choices or decisions about the future growth, change and development of the city. The City Principles that we have identified are: Leadership and Good Governance Environmental Sustainability Quality Urban Form and Design Connection and Integration Resilience and Adaptability Efficiency and Affordability Prosperity and Innovation Fairness and Inclusion Health and well-being Community Involvement Effective Partnerships City Design Principles celebrate leadership in other people and nurture new leaders. Providing good governance, making decisions, taking action and accepting responsibility should be based on enabling wide participation in decision-making processes that are open, transparent and consistent with agreed policies and frameworks. Good governance also requires those making decisions to be accountable for their decisions, especially to those most affected by these decisions, including the future generations that will live in the city. Environmental Sustainability Promoting and working with the community towards improving the city's environmental sustainability will help safeguard the choices and welfare of future generations, protect biological diversity, reduce damage to essential resources and ecosystems, and help maintain systems essential to support life. The impact of development and activity in the city on the environment needs to be carefully managed, particularly by adopting more sustainable building and infrastructure forms, approaches, materials and practices. Energy and water conservation should be advanced and resources used wisely to minimise waste. Stewardship of the environment requires responsibility being taken for how we use the resources that the environment provides, to protect them and not use them at rates or in ways that lead to their exhaustion or depletion. Quality Urban Form and Design A liveable, attractive city requires that the physical environment in which we live is safe, provides a sense of place, is pleasant and has a high level of amenity. The application of the 'compact city' approach to managing growth and development in the region establishes an urban pattern of town centres of different sizes as a focus for growth, well connected to surrounding residential areas and employment locations within a contained urban area. This is considered to be a more sustainable pattern of development than continuing low-density expansion. Buildings and homes should be well designed, secure and have access to sun, open space, reliable energy and water supplies and should also be connected to information and sanitary services. Neighbourhoods should have access to social and community services and public spaces which are attractive and safe for everyone and which encourage people to socialise and interact. Areas and places of character or heritage value should be protected from significant change and enhanced for the future. Connection and Integration The different parts, networks, systems and places in the city are often connected and have close interrelationships that need to be considered and managed when undertaking improvements or development. Decisions and actions in one area, or to
These principles are interrelated and interdependent. It is acknowledged that to consider and apply one of the principles may often require that other principles are addressed beforehand, at the same time, or may need to follow afterwards to achieve the best results. The application of these principles to the ongoing task of achieving the citys community outcomes in the short, medium and long term is considered to be the way fo taking the city on a more sustainable future path. Sustainability in its broad sense, including not only environmental but also social, economic and cultural aspects, is therefore the overarching principle and outcome for the city. It applies to both the way things are done and the results or outcomes that are achieved. Weaving together the principles (the processes and approaches) with the outcomes (the values and aspirations of the community) as strategies and programmes are developed, is the ongoing work of the council, other agencies and the community in the quest for sustainability. Leadership and Good Governance Leadership at all levels in the city is required to develop and deliver the desired outcomes into the future. Leadership should be inclusive and consensus-oriented, but also courageous in the face of uncertainties and risks in a changing and challenging environment. Leaders and decision-makers can provide direction and can also encourage communities to influence their own direction. They can support and
address a specific issue, may have related flow-on effects to other areas or networks that are not recognised by artificial boundaries. Awareness of the wider context and the larger environment will assist better decisions and actions in the city, and should be a feature of regular planning and development activity. Good connections between and within areas and activities should be promoted, and there should be a variety of choices available for people. We should seek to match growth and development with the requirements of the user and the capacity of the environment and infrastructure, better understanding inter-relationships, and cumulative and indirect impacts arising from development. Resilience and Adaptability The future contains risks and uncertainty and therefore it is important to build systems, structures and infrastructure that are durable, can support our needs and can deal with the unexpected to maintain acceptable levels of service. Enhancing the capacity of people, organisations, places and networks to respond to unusual or unknown events, constraints or challenges over time will be increasingly essential. Diversity in many aspects of the city, for instance biological and built form, can assist communities and the city as a whole to adapt more readily to changes in circumstance or patterns of demand and supply of resources. Adaptable approaches to cities are ones that are flexible to accommodate change, and can be converted or expanded to meet changing activities and needs. Efficiency and Affordability Cities are intensive users of land, resources and capital. Cities and their communities should strive to reduce waste and improve utilisation of resources by developing and using infrastructure, services and facilities to their maximum potential and benefit. To promote efficiency, communities should work to redirect and manage demands rather than continuously attempt to meet them. Many activities in cities can be intensified where most needed to maximise use of space and reduce impact of development on sensitive areas. The necessary items required by people and the community to lead healthy and productive lives should be accessible and affordable for the diverse range of people who wish to be here. Agencies should consider the cost of providing services and infrastructure over time and the relative security and scale of possible sources of funding to ensure adequate provision in ways that meet expectations and achieve desired outcomes. This will require tradeoffs between competing priorities. Prosperity and Innovation Prosperity is about individuals and communities being abundant in the things needed to be happy and content. A community cannot be prosperous unless it is viable and vital in economic terms. The city must provide opportunities to use resources, to work and create, to share ideas and reward effort and skill, to learn and to achieve. The conditions, facilities and infrastructure in the city need to be optimised to enable people and businesses of all kinds to innovate, create and deliver products,
approaches and solutions that are in demand. Entrepreneurial skills and a supportive intellectual and business environment are important for future opportunities for wealth and income generation to be realised. This needs to be supported by a culture of learning where people extend their capabilities and knowledge throughout life. Fairness and Inclusion All people in the city should have equitable access to the resources they require to meet basic needs such as housing, food and transport, and access to opportunities for work, education, support, and participation in the social life of their community. To lead meaningful lives, people need to feel included in families, neighbourhoods, communities, and society regardless of their income, gender, cultural or ethnic background, age, mobility, or circumstances. Over time, barriers caused by prejudice, intolerance and lack of understanding should be reduced. As the city develops there should be fairer access to the benefits of growth and development, with a focus on areas or parts of the community where there is need and inequality. Fairness also extends across generations, enabling people of the future to have similar access to needs, opportunities and choices available in the present. People should be able to be active citizens and be enabled to participate in public affairs by agencies that operate and engage in open and honest ways. Health and Well-being The physical, mental, emotional and spiritual health of individuals in the community is a fundamental aim of civilised society. The pursuit of healthy living and lifestyles individual and social - through personal and social activities and services is an important contributor to well-being in an holistic sense. Individual and collective community well-being and active participation in seeking and maintaining well-being can create a positive spirit in the city and can enhance personal and social development. It is important that facilities and amenities are provided for people to pursue pastimes, to recreate, and to access services that provide for a desirable quality of life. The application of effective community development approaches and programmes is important to improve the quality of life and opportunities for people, and to meet particular challenges or issues that arise in communities. Community Involvement Planning and decision-making for the future of the city, and areas or features within it, should involve and encourage participation of all members, groups and stakeholders in the community. Information on issues, options and proposals should be available to affected and interested people and their active participation encouraged both to enable communities to develop approaches that best suit their needs and to develop responsibility towards development of the community. This should help foster trust over time between all participants in the processes of city life and result in more appropriate and suitable solutions.
Effective Partnerships Cities are complex and have many elements that combine to create the place where we live, work, play and visit. No one organisation can control or make decisions for the whole city, so therefore it is important that all levels of government, the private sector, non-government organisations, groups and communities work together in a coordinated and collaborative manner to plan for and achieve desired outcomes. The creation and maintenance of partnerships requires mutual support, openness, trust and commitment to a relationship over time in ways that can be effective in delivering required or desired outputs while enduring and developing over a longer term for broader goals and outcomes to be achieved. City Design Principles How the city looks, functions and feels has a direct impact on quality of life. The city has many interesting, and in some cases unique, features to be recognised and reinforced in how change is managed in the natural and built environment. A set of design principles as follows makes the key features of good urban design explicit, and should be considered by all players in the development of the city when planning for new development or other changes. Access and Connections The city should be designed to facilitate access to places and people, activities, employment, shops and community facilities in a relatively direct and convenient way whether by foot, cycle, public transport or car and by all ages, including those with physical impairments. A city form that can maximise connections and provide a variety of routes and transport choices will ensure high levels of accessibility and convenience. Connectivity and permeability (the number of alternative routes through) are most important in and around pedestrian-orientated local and town centres. It is necessary to provide pedestrians with a wide choice of walking routes to minimise walking distances between destinations. Respect for the pedestrian Over time there has been a steady erosion in the quality of the pedestrian environment, with roads being used more intensively and often widened at the expense of pedestrian space. Traffic priority measures have dominated even in areas used mainly by pedestrians. The quality of the pedestrian environment is important on all streets, including arterials, and needs to be considered in their design. Making sense of our environment The design of the city structure, its neighbourhoods, centres, developments and connections need to be sufficiently clear and easily understood to allow people to find their way around the city and understand the opportunities the city environment has
to offer. This knowledge is dependent on the clarity of visual cues, such as the placement of parks and buildings, that assist people in understanding their environment and the way the city fits together. Character and identity On a city-wide scale the way in which city form, topography, open space and the natural environment are interwoven with the built environment will often make a lasting impression. From a neighbourhood and local perspective qualities such as the form, appearance, age, uses and activities of an area set it apart from the rest of the city. Character and identity should be reinforced at every opportunity. Variety and choice Without variety there is little choice. The city must reflect the diversity of its people and their lifestyles and allow for a choice of environments, housing types, building types, uses and activities. A rich mix of different activities within centres provides a choice of experiences at various times that can contribute to a safe and vibrant environment. Providing for a variety of environments that support different lifestyles enhances the flexibility of the city and its ability to respond to future changes. Safety It is important to design our city and neighbourhoods to reduce the potential for crime and perceptions of insecurity. Increasing the level of street activity and visibility of public space are techniques that can be used. They have implications for the design of suburbs, town and local centres, public spaces and the buildings that frame them. Crime prevention through environmental design approaches should be applied where possible in city development and redevelopment.
City Directions
City Directions are a set of key spatial (i.e. related to geography, locations and relationships between places) building blocks that can underpin the future management of growth, change and development of the city. They give a North Shore City-specific direction that provides a bridge between the short to medium term plans and programmes presently in place and identified in the City Plan and the long-term enduring community outcomes, and strategies that could yet be put in place. The City Directions are: Natural City: protecting and extending green and blue networks Living City: enhancing suburban character and heritage Centres City: developing town centres Moving City: improving and developing movement corridors Working City: redeveloping the central spine and supporting the economy Healthy City: supporting healthy, diverse and active communities Future City: integrating the parts into the whole
Managing development and change within the city in the longer-term, and in ways that address the key challenges ahead, will require an integrated planning approach that is adaptable and also improves the resilience of the existing city's form and infrastructure. The spatial, or plan-based, representation of these directions form a development framework that shows where areas of change and areas of protection or stability could be in the city in the future, and how these components interrelate and integrate. Throughout Module 3 the Council programmes, projects and actions listed under each City Direction that follows have been identified by the use of the following symbol:
City Directions
Natural City: protecting and extending green and blue networks North Shore City's environment is highly valued. Our community considers nature and natural elements to be fundamental parts of the city's physical environment and life. Great importance is placed on preserving, conserving and developing the city's natural environment for the benefit of people in the city and for future generations. The council through the City Plan recognises the importance of the city's coastline and beaches, people's access to them, and beach and stream water quality. These features are interwoven with the way we live in, view, and use the city. Views of the Hauraki Gulf, Waitemata Harbour, and volcanic cones from locations within the city add to the city's unique sense of place. Access to these views emphasises the city's topographical setting and helps people understand where they are in the city. To maintain the city's general 'green and leafy' appearance, given the continuing pressure for further development, our network of reserves needs to be protected, expanded and enhanced. Demand is increasing for walkways and access along the coast and through natural bush areas. It is recognised that recreation reserves need to be designed and developed to cater for a range of purposes. People should be aware of the choices available to them through the ease of visual and physical access to reserves and their design. It is also important to look creatively at a range of smarter environmental practices. These can improve water and air quality, and reduce the impact of urban development on the wider environment including natural habitats that contribute to the biodiversity within the city and region. The effective management of stormwater and wastewater is fundamental to maintaining water and environmental quality in the city, as well as improving general living conditions. Many see this as a vital role for the council to continue to prioritise so that our precious natural and coastal assets are preserved and not degraded. To move in this direction we will: protect and enhance natural open spaces, bush reserves, native vegetation and biodiversity protect the open rural nature of the open countryside 'green belt' area in the north of the city link and extend green corridors through and around the city continue to acquire parks and reserves, and improve their quality (particularly in areas where there is to be growth and development) strengthen the 'green and leafy' visual appearance of the street environment protect and enhance the marine and coastal environment continue to improve beach and stream water quality
continue to maintain, improve and extend the city's stormwater and wastewater management networks
Council programmes, projects and actions to realise this Direction: Green Corridor development To develop 5 connected corridors of open space through and around the city over time that blend a wide range of experiences - visual, amenity, landscape and activitybased. Parks acquisition programme The purchase of additional park land where there is an identified need or where opportunities arise in the city, in accordance with the councils strategic objectives Network plans The preparation of plans to identify and deliver the provision of facilities associated with parks and open space such as sports, recreational walking, stream and coastal access. Reserve management and development plans Management plans developed for reserves acquired under the Reserves Act, and development plans where complex requirements on reserves need to be considered. Ecological restoration programme A city-wide programme to restore high-value ecological areas within the city parks and stream network. Stormwater management programme The provision and maintenance of assets and systems that collect stormwater runoff from properties and roads in the city and convey them to streams, water bodies and the sea. This includes provision for overland flow paths where no reticulation is available or storm flow could be larger than system capacity. Stormwater catchment management plans Completion of remaining stormwater catchment management plans (SCMP's) and updating of existing management plans where required, and progressing with improvements identified in SCMP's aimed at minimising flooding and improving water quality. Stream restoration programme A rehabilitation, clean up and restoration programme focused on improving and protecting the ecological and amenity values of 12 selected streams in the city. Project CARE - beach water quality An ongoing waste water network improvement programme to apply an integrated approach to resolving beach pollution problems to an acceptable target level by 2021. Coastal management review An investigation of issues affecting the City's coastline, to deliver a co-ordinated set of policies through mechanisms such as funding, acquisitions and District Plan controls.
Living City: enhancing suburban character and heritage The city has a range of living environments providing for the different lifestyle choices of its residents. The council through the City Plan and District Plan seek to strengthen diversity in housing choice, and retain the character of established residential neighbourhoods. North Shore City's many pleasant and leafy suburban neighbourhoods are highly valued by the community. The council recognises the need to identify the most sensitive of these neighbourhoods and prevent the erosion of their character by further inappropriate infill development. It is also acknowledged that development cannot continue to occur where infrastructure is inadequate, thereby requiring careful coordination of infrastructure provision and upgrade with development potential across the city. The city has a long history of settlement, and some of its older urban areas have special historical and architectural significance. A notable pattern of development, urban and architectural design is shown in these locations, such as in Devonport and Northcote Point, which has led them to be protected. Any new development in these areas is to be in keeping with this rich context. Good urban and building design is encouraged not just in conservation areas of the city but throughout urban and suburban neighbourhoods. Guidance, advice, incentives and controls will continue to be provided and enhanced to improve the quality of the local neighbourhood environment progressively over time. Established, relatively stable residential areas of the city are where most people in the city live. This creates opportunities for facilities, services and employment to be located close by and the ability for people to work from their home as a more flexible arrangement enabled by improvements in communications technology. Many business activities can comfortably exist in residential areas. Controls over these activities can provide a level of certainty that make some businesses very good neighbours. Recent and future physical residential growth and expansion in the city has been provided by structure plans. These plans have sought to comprehensively design and develop new urban areas over time, to include features that make them examplary new residential communities. Structure plan areas in Greenhithe and Albany will continue to develop and Long Bay will begin its urban future guided by its structure plan.
To move in this direction we will: protect and enhance heritage character areas and valued neighbourhoods maintain the character and identity of stable suburban areas improve the design and quality of development accommodate a limited amount of general and redevelopment infill housing provide opportunities for employment from home and for local needs to be met locally continue to develop the green network to provide for a diverse range of recreational activity provide new residential communities through comprehensive area structure plans
Council programmes, projects and actions to realise this Direction: Heritage strategy The identification, protection and management of the city's heritage resources - built, cultural and natural - will be developed further in this integrated strategy that will provide for community engagement in historic heritage places and features, their use and interpretation. Devonport Transport and Land Use Study and Strategy A study looking at long-term options and scenarios for future land use in the Devonport Peninsula and associated transport initiatives to service them. May lead to further refinement of scenarios, future District Plan changes and transport capital programmes. Urban Design Action Plan A number of projects and investigations into ways and means to improve urban design in the city, its handling in the resource consent process, and the way council undertakes its own capital works. Also seeks to build urban design capability within council and the development community.
Centres City: developing town centres Our communities have grown up around town and village centres. These centres are a focus for retail, leisure, business and community facilities. As the city has developed, town centres have grown and increased in number to serve the needs of residents and increasingly of employees and visitors. Not everyone wishes, or can afford, to live in a detached house on its own section. Increasing numbers of people are choosing more intensive forms of housing, such as town houses, terraced housing and apartment living. Demand for these forms of housing is stronger around town centres and this reflects the regional growth management approach. These centres offer a range of community and commercial facilities and are accessible by public transport. As population increases, new dwellings can be accommodated in and around centres of varying size and function. In North Shore City there are generally four types or levels of centre that can be recognised and planned for. Albany and Takapuna are both 'subregional' centres of significant scale in terms of residential and employment activity, and growth potential. They are very accessible and generally serve the north and south of the city respectively for higher order retail, commercial, and civic functions, complementing each other and capitalising on their particular locational strengths. They are also locations for significant growth in more intensive forms of accommodation, as the citys population increases. A number of smaller town centres are distributed around the city, being locations for future growth and development serving suburban areas. These include Milford, Highbury, Browns Bay, Northcote, Glenfield, Sunnynook and Devonport. The latter however, has a more limited potential for growth and development due to its particular heritage value within and surrounding the centre. The potential for change in the scale, form and height of buildings in and around these town centres is significant, reflecting their role along with Takapuna and Albany as 'growth centres'. These centres are well located on or near major arterial routes and the quality transit networks (bus routes). Up to 20 local centres around the City provide important facilities, retail and jobs at a more local level. They present growth prospects in the longer term if required, enabling local accessibility to goods and services and modest residential intensification. The centre classification is completed by the network of small neighbourhood centres of between one and four shops and services, providing for daily needs of surrounding residential areas. Growth in these centres is not envisaged to any significant scale, yet there may be additional neighbourhood and local centres created over time. In providing for more intensive housing development in and around centres a key issue is the quality of public spaces. Attention needs to be given to creating spaces
that are attractive, safe, vibrant and enjoyable. High quality design is required in public and private development in and around our centres, from building design to street paving and furnishings as, in general, centres are the most highly used and experienced places in the city. The council has addressed the future potential of larger centres and their future opportunities and improvements through centre planning approaches that will continue around the city. To move in this direction we will: improve the viability, attractiveness, operation and economic activity of existing centres maintain local and neighbourhood centres and enable some of these centres to develop more local living and employment opportunities identify and provide for new local or neighbourhood centres in the City where there is a need develop and intensify business and residential development in and around key town centres enable major sub-regional centres of Takapuna and Albany to significantly develop and intensify the provision of employment and housing enhance the prospects for tourism to the city's centres and areas of visitor interest
Council programmes, projects and actons to realise this Direction: Centres review and strategy The review project will assess performance of centre plans and common elements for future centre plans. Following a review of the composition and performance of current centres, a strategy will be developed that identifies future location, role and function of centres within a framework for their future development. Takapuna Centre Strategic Review This work will look at the future development of Takapuna and its surrounding areas over the next 50 years. A strategic direction for the centre will be set, identifying the infrastructure investment necessary to support its future and a series of precinct plans. Northcote Central Project and town centre plan This ongoing partnership project involves council working with Housing New Zealand and the local community to improve the area and plan for its future redevelopment. This includes infrastructure, housing, open space, community facilities and an improved town centre. Milford, Sunnynook and Glenfield centre plans The preparation of 'next generation' centre plans for these key town centres where additional growth and enhancement is expected. This will be informed by the centres review and strategy. Business Improvement Districts (BIDs) BIDs are a local economic development approach which involves a 'targeted rate' being applied to a defined area, normally a town centre, which raises funds to be used to promote or develop that area.
Moving City: improving and developing movement corridors A transport system that is effectively planned and managed supports quality lifestyles and economic development. The transport network in the city needs to provide efficient access to residential, recreational and business land uses. At the same time, the location of different types of land use will affect the nature of transport demand. For example, it is more expensive to provide high quality public transport for lower density, dispersed land uses than for a more compact urban pattern. Mixed land use, where residences and jobs are close to each other, reduces transport demand. At the local level, safe, convenient and attractive pedestrian access encourages people to walk rather than use cars for short trips to shops, schools and community amenities. City residents and businesses are heavily reliant on the local and strategic road network for both short and longer trips. The dominant demand is for car travel, but roads and road corridors are also important for bus and cycle travel and for pedestrians. The city's key transport network connects town centres, commercial areas and residential locations. It also links with the state highway system for travel within the city and for travel within the Auckland region and beyond. Ferry services connect the city with the Auckland CBD. Together with the Northern Motorway and State Highway 18, the key transport network comprises a ladder of arterial roads based on the main north-south routes of Onewa Road-Glenfield Road-Albany Highway to the west of the City and Wairau RoadForrest Hill Road-East Coast Road to the east. These north-south corridors are subject to high demand and many sections comprise three lanes or more. Important cross-city connections in the key transport network are Esmonde Road, Wairau Road, Constellation Drive, Rosedale Road and Oteha Valley Road. Nationally and regionally there is a strong commitment to reducing the demand for car travel for sustainability, funding and health reasons. It is also a high priority for the council. Development and enhancement of the public transport system is essential to achieving this priority. The Northern Busway has now been completed and work continues in expanding bus priorities, such as bus lanes, to facilitate better travel for buses throughout the city. Walking and cycling strategies will identify important actions to promote alternatives to car use, for instance cycle lanes and parking, and improving the safety and quality of the walking network in the city. Over the longer term, a higher capacity transport network is planned to be developed. Its flexibility will allow for growth in general traffic demand and increased numbers of buses. This will be provided through three or more lanes (including HOV and bus
lanes), increased intersection capacity and enhanced traffic management. Much of the higher capacity network already exists. Planned transport corridor upgrading projects will add to these. Residential and business land use along a number of sections of the key transport network has intensified or is intensifying. At the broad level, the Northern Motorway and Northern Busway provide a high capacity central spine along which the prime economic activity of the City is located or closely connected. In the longer term, if a rail connection is completed to the North Shore, this will accelerate the attractiveness of this spine for further redevelopment. Other development corridors could be identified adjacent to the central spine and around the city. Some of these, as well as other new corridors, will be identified for growth and development over the medium to longer term. They could be either major high capacity routes or smaller connecting arterial roads. These corridors could be for either residential development or mixed business-residential activity. They will need to be supported by frequent bus services and improved amenity to mitigate the effects of adjacent traffic. To move in this direction we will: improve accessibility and connection enabled by key transport routes within the city and between other parts of the region take a flexible approach to providing increased road corridor capacity where additional lanes and intersection improvements are required integrate land use and transport to reduce transport demand and support transport efficiency identify and plan for further intensification of residential and business land use along appropriate key transport corridors plan for, and safeguard options for, further intensification of land use and increases in transport capacity (particularly via public transport, including rail) along the city's central spine provide for cycling and walking through implementing the strategic cycle network and measures to make walking safer and more attractive
Council programmes, projects and actions to realise this Direction: Improving transport corridors Implementation of key corridor projects including road widening, works for improvements to traffic flows, new link roads and other upgrades along arterial traffic routes in the city. Strategic corridors strategy Investigation, evaluation and development of a strategy for development and improvement of key transport corridors in the city and their potential to accommodate residential or mixed business development.
Transport safety programme Council will continue to work closely with other agencies to deliver the road safety strategy to reduce road accidents for all user groups. Includes physical and design improvements, regulation and enforcement, communication and education. Public transport improvements Ongoing programmes to improve bus services, such as bus priority measures to support the Northern Busway, dedicated bus lanes, priority signalling, upgrading of bus stops and travel time information, and improvements at ferry terminals. Travel behaviour change initiatives Working with the community to encourage and support safe, active and more sustainable travel choices e.g. walking and cycling. Involves working with schools, business and local communities. Management of local traffic issues Continuing work with communities and local areas to provide acceptable levels of service and improvements to the network, including at intersections, crossings, and local area traffic management initiatives. Implementation of cycling and walking strategies Planning and implementation of cycle ways and facilities is well underway, including education and promotion of benefits and safety. An implementation plan will follow the draft walking strategy, to identify programmes to support walking e.g. footpath upgrades and lighting. State Highway initiatives Investigation in collaboration with New Zealand Transport Agency of integrating city routes with the national network, including a third Waitemata Harbour crossing, extension of the Northern Busway, and developing State Highway 18 to a full motorway to the northern motorway.
Working City: redeveloping the central spine and supporting the economy The city has real advantages in attracting business development. The city's workforce is well educated and highly skilled, major universities have located here, and the city's natural setting is internationally considered to be of high quality. Employment areas through the central spine of the city in particular are well served by the motorway network and Busway stations are located close to major areas of employment. The importance of creating not only jobs but also the right types of jobs to match the education, skills and aspirations of people in the city is important if better live-work relationships are to develop. Living closer to work can slow increases in peak hour traffic levels and in particular limit growth in cross-harbour congestion. There is potential for an additional harbour crossing, with public transport emphasis, connecting with the Auckland CBD thereby making the central business areas of the city even more accessible and attractive to business, customers and employees. The city's Economic Development Strategy envisages a future with a thriving technology and knowledge-based economy. The city's universities act as image builders and can, in partnership with other businesses, provide the springboard for innovative knowledge and technology based business development. Along with city schools, they attract international students. All these tertiary institutions are in proximity to the central spine of the city. The city has a limited amount of business zoned land. After the remaining vacant sites have been developed, business and job growth will only be achieved through more intensive use of existing land and increased home-based employment. New and expanding industrial (Group 1)* and commercial (Group 2)** business activity will continue to locate in the North Harbour and Rosedale business estates, and around Constellation and Apollo Drives, in the short to medium term. The provision of additional business land in other parts of the Northern and Western Sector (including Waitakere City and Rodney District) could assist the more intensive development of the city's business land as opportunities are created for business that have outgrown their city sites to locate nearby in the region. The lack of new undeveloped business land will herald the need and demand for progressive business land redevelopment in business areas in the southern part of the city in the corridor from Takapuna through to Smales Farm and significantly the Wairau Valley. This corridor of progressively more intensive Group 2 predominant business redevelopment will transform this highly accessible location in the long term. This will require significant improvements in amenity and infrastructure to enable, in the longer term, a fringe of more intensive residential areas, serviced by corridors either side, providing employee support to the central spine area. The investigation and assessment of the potential of the central spine for business redevelopment will be a focus for the council, to prepare for the required land use changes and investment to realise its important redevelopment potential.
* ** Group 1 includes industrial users such as manufacturing, construction, warehousing etc. Group 2 includes retail, business services, education, finance etc.
To move in this direction we will: encourage knowledge and creative enterprises to locate or expand in the city enable more intensive business re-development along the central spine of the city generally from Takapuna to Albany, particularly in the Wairau Valley utilise the accessibility afforded by the Northern Busway and stations to support business development continue to develop North Harbour and Rosedale locations for general business activity provide opportunities for more intensive living environments close to central spine employment areas and transport facilities continue to provide for employment activity in specific locations across the city, including centres
Council programmes, projects and actions to realise this Direction: Wairau Valley transport and land use study This study investigates potential future scenarios for the redevelopment and environmental improvement of the Wairau valley business area, and transport improvements required to unlock its possible future intensification. Wairau Valley and central spine redevelopment initiative A significant and substantial initiative that will investigate, assess and plan for the future redevelopment and connection of the central spine of business areas in the city, from Takapuna to Albany. Major land redevelopment and infrastructure upgrade is envisaged, supported by innovative land development approaches. Residential development study An investigation of the future potential and nature of possible intensification of residential precincts adjoining the accessible central spine employment areas. Supporting the North Shore economy A continuing partnership of council with Enterprise North Shore, the city's economic development agency, to support and grow local businesses and the economy. Targeted Business Attraction Programme Delivered through Enterprise North Shore, this programme aims to attract businesses organisations to the city from target sectors (technology, education, finance and professional services, health and sports) to further generate employment and investment. Advocacy for broadband development and uptake Increasing broadband availability, access and usage in the city by working with others to increase market demand, infrastructure investment, and educational opportunities particularly through the city's schools. Co-ordination for international student and business attraction Including support for Study North Shore and operation of international programmes of city schools and universities, Sister City activities and investment programmes.
Healthy City: supporting healthy, diverse and active communities Recreation and leisure are important components of a quality lifestyle. As the city grows and changes we need to develop and expand the city's cultural and recreational assets. It is also important that the community is supported to be healthy, safe, and with a sense of well-being. Different community facilities serve different catchment sizes. Facilities that work at a city-wide level need to be located centrally to ensure convenient access. Where possible they should be close to other activities and facilities in order to provide a diverse range of choices in a single location. Cultural and social facilities work best in settings that encourage pedestrian activity and a varied street culture. A network of smaller scale community, social and cultural facilities is needed to serve all communities in the city. Where appropriate these should be next to or within town, local or neighbourhood centres. People living in and around centres help support the viability of these facilities. The range of facilities needs to cater for different age groups and cultures. This will include sporting facilities, community centres, arts and cultural centres, and churches, to name but a few. Some facilities are of wider regional and even national importance, such as North Harbour Stadium and the Bruce Mason Centre. Such amenities should be recognised and supported to perform their role as key attractors of people and activity. Key centres should be identified and become a focus for youth activities. These centres must offer good access (particularly for walking and public transport) and safe environments that are vibrant and well-used. Sports, arts and recreational precincts will be identified and supported in the city to focus resources on clusters of activity that are accessible to northern and southern parts of the city. The city has an existing network of parks, reserves and activity beaches that are highly valued by the community for their visual amenity and their use for organised and informal recreation. We need to continue to enhance existing parks as well as taking up opportunities for new reserves to meet the future demands of the city's inhabitants. Walking and cycling networks throughout the city also provide opportunities for physical exercise and recreation. Vital to the operation of the city and the health, support and education of its residents are schools, universities, hospitals, doctors clinics and other essential services. In many cases these facilities and institutions are well-distributed in the city, or centrally and accessibly located for the population, e.g. North Shore Hospital north-west of Takapuna Centre.
This social infrastructure needs to keep pace with the changing demographics and growing population in the city, and to become more responsive to the changing needs and increasing expectations of its users. To move in this direction we will: provide for a range of recreational opportunities and for healthy and active lifestyles provide quality sports and active recreation facilities and develop accessible recreation precincts facilitate provision of accessible services for health promotion, cultural and community support promote community safety and security foster community development approaches that are empowering, progressive, and encourage participation, particularly for youth recognise and support cultural and lifestyle diversity in the community, and support new residents and migrants support partnerships with the not-for-profit sector to deliver services and facilities support a skills, learning and personal development culture in the city recognise and support Tangata Whenua, taurahere and values of Maori in the city's development and management reduce and minimise pollution of streams and beaches, and provide healthy drinking water
Council programmes, projects and actions to realise this Direction: Youth and Positive Ageing strategies Building on the successes of the North Shore Youth Council and representation at Community Boards, the youth strategy will promote youth voice in the city, places and events for young people and innovative engagement approaches. The strategy is supported by the Youth Destination Plan, which promotes places and spaces designed for young people. The multi-agency positive ageing strategy assesses current and future needs of the city's older people to guide planning and enhancement of their opportunity for living positively. North Shore Disability strategy The vision of this community-based strategy is and inclusive city where people of all abilities are highly valued and contribute to the community. A set of goals and actions seek to uphold citizenship, build capacity, improve services, promote participation and diversity for all. Community partnerships and programmes The council works with government and the not-for-profit sector to facilitate the development and provision of a wide spectrum of community infrastructure, services and programmes. These include community development coordinators in community board areas, community centres and houses, community information providers e.g. CAB, facilities for use by sector groups e.g. PHAB, collaborative partnership approaches including the Multi-agency strategic team (MAST) in Harbour Ward, and investment in major city sports and events facilities.
Arts and cultural strategies These strategies recognise how council works with others (trusts and societies) to support and provide a network of arts and cultural spaces across the city e.g. NorthArt, the Pumphouse, and the Michael King Writers' Centre. They provide for display, performance, education and creative production of community-based art and cultural expression. Sports and recreation strategy and network plans Along with the continuing provision of community infrastructure (e.g. leisure centres, sports grounds, ActivZone), the strategy will address accessibility and sustainability of services and facilities into the future. Network plans will provide for the provision of the various asset elements individually e.g. leisure centres. Partnership Plan work with SPARC, Harbour Sport and others on a will provide an integrated approach to delivering activity, sport and health outcomes. Housing for older people Council owns and maintains 458 units across 25 sites in the city for older people, ranging from 2 bedroom units to single bed-sits. This supports outcomes for affordable housing and provides safe, secure environments that are close to shops and amenities for older adults on low incomes. Reserve management and development plans Management plans will continue to be developed for reserves, and development plans prepared where facilities are provided on reserves. As recreational and leisure trends change these plans will need review and adjustment. Community grants programme Ongoing investment and support of the community and not-for-profit sector through grant allocations from nine council community grants programmes. Include community partnership agreements that cover 3 year grant contract periods. Library strategy A strategy for the provision of city libraries and services into the future with a vision for libraries that engage, inspire and inform citizens and help build strong communities. ShoreSafe North Shore City achieved World Health Organisation accreditation as a safe community in 2007. A ShoreSafe coordinator is funded by council, ACC and Ministry of Health. Crime Prevention A multi-agency crime prevention reference group, funded through the Ministry of Justice, supports crime prevention and community safety initiatives throughout the city.
Future City: integrating the parts into the whole The true nature of cities reflects complexity, diversity, and expression of culture and history. When planning for the future of the city, and managing the multitude of distinct yet interrelated activities and programmes operating concurrently, it is important to recognize and remember that places and people do not easily or readily break down into components or parts. Places and people have many and varied characteristics that must be considered together and holistically when considering intervening or putting a plan into action. Although it is often helpful to contemplate and manage the city as a series of discrete components, networks or systems, in reality everything is connected. Actions can have broader and perhaps unintended consequences and impacts. Addressing one set of issues through a particular approach or discipline can have both positive or negative effects on other parts of the same place or community. In particular, as the city develops it is important to co-ordinate the provision of essential infrastructure, such as wastewater networks, with the release of development capacity. Integrated planning requires the careful understanding of a location and its community. The range of possible options, approaches and opportunities must be developed and assessed against a spectrum of criteria. This will require multidisciplinary and multi-agency cooperation and understanding to achieve the best and most appropriate results in the long term, depending on the scale of activity proposed and the extent of the location and community affected. The integrated combination of the previous six City Directions represents a possible picture of the future of the city. This picture expresses the layers of interwoven networks and places of significance in the city, and indicates what is important in terms of future city form and activity. Much of the picture already exists, and is to be progressively maintained and improved. The council and its partners are committed to working more consistently in an integrated fashion, with the community, in ways that consider a range of outcomes and possibilities, and the priorities or trade-offs that can inform better decisionmaking for a developing city.
To move in this direction we will: consider and carefully combine all elements of community outcomes, city principles and directions in the development of strategies, plans and programmes in the city carefully assess priorities and tradeoffs between objectives in relation to the development of particular areas or places in the city better co-ordinate the provision of social and physical infrastructure with future development apply integrated planning approaches to planning and development activity consider and accommodate the wider context and impacts of development and activity within and beyond the place or the city
Council programmes, projects and actions to realise this Direction: The City Plan The 15-year North Shore Long Term Council Community Plan (LTCCP) that establishes the outcomes and direction of the city, what the activities of council will be, how decisions and resources will be integrated and coordinated, how much he activity will cost and how it will be paid for, and how the community will participate. District Plan review and changes To assist with research, preparation and consultation on a review of the North Shore District Plan, as part of the likely development of one district plan for the region. The review should look to strengthen area-based planning, embrace new technology for simplifying its display and use, and reflect a clear strategic direction from objectives through to rules and assessment criteria. Environmental and sustainability education and practice in the community Increasing community awareness and responsibility of environmental sustainability through education and action programmes for key audiences (schools, businesses, residents), and the support of local environmental initiatives. Good solutions guidance and communication programme Provision of non-statutory guidelines and guidance documents for a range of city development and environmental activities, to promote improved outcomes in design and implementation of new development and improvements across the city e.g. mixed-use development, apartment living.
Spatial allocation of growth and development

Population and employment projections indicate that by 2039, North Shore City could be home to an additional 100,000 people and could require an additional 50,000 jobs to accommodate the local labour force. Through an analysis of existing capacity, and considering the City Directions, an indicative proportional allocation of this projected growth to locations in the city has been developed (shown in figures 7, 8 and 9). The indicative future allocation of growth to these general locations enables more certainty for infrastructure provision, development investment, and community expectations. The allocation also represents an emphasis on locations that are more readily able to accommodate change due to their accessibility and the ability to enhance and provide levels of service, notably larger centres and key transport corridors. It is important to acknowledge that some amount of change is expected in most parts of the city, but to a scale that is considered manageable and without affecting their fundamental qualities. Some locations, particularly in and around centres, will change more noticeably and intensively than others. To bring about these changes will require additional work and incentives to encourage or require such development in ways that provide quality outcomes appropriate to the particular locations. Figure 7: Indicative allocation of future population growth to 2039
Figure 8: Indicative allocation of future employment growth to 2039
Central spine
Corridors
5% 10%
Suburban areas
20%
Local centres
Sub-regional centres
10%
30%
Suburban centres
25%
Figure 9: Indicative change in population and employment by location

Location Sub-regional centres Takapuna and Albany Centre Suburban town centres Browns Bay, Milford, Highbury, Northcote, Glenfield, Sunnynook, Devonport Local & neighbourhood centres 20 local and over 40 other centres Corridors Development corridors along major and other arterial roads Central Spine Business and adjoining residential areas from Takapuna to Albany Suburban areas Including structure plan areas Greenhithe, Albany, Long Bay Total Population 2006* 4,800 11,300 Population 2039** 34,800 36,300 Employment 2006* 13,000 9,300 Employment 2031*** 27,000 15,300
Suburban areas
Central spine
10% 5%
Local centres
25%
Suburban centres
15%
Corridors
14,000 16,700
24,000 26,700
5,200 11,300
7,200 16,300
10%
4,300
9,300
28,200
39,200
Sub-regional centres
35%
154,500
174,500
18,300
22,300
205,600
305,600
85,300
127,300
* Based on Census 2006 (Statistics NZ) ** indicative only *** based on Market Economics Economic Futures Model
Normally this will be achieved through area-based centre and corridor planning processes, and business area re-development initiatives. When engaging in planning for places or areas that may be locations for possible growth in numbers of dwellings or businesses, the council with its partners and community, should be aware of the scale of change and growth indicatively sought. In this way, options can be developed that best integrate and manage growth into the local situation in realistic and future-thinking ways.
In reality the timing of growth and development is influenced and controlled by the state of the property market and the economy, and also by the development capacity provided for through the District Plan. As further centre plans proceed, followed by corridor management plans and area redevelopment initiatives (particularly in older business areas), additional capacity will be opened up. This capacity increase will typically not follow a smooth 'linear' path but will reflect 'step' increases as changes to the District Plan become operative, for the market to then respond to with further development proposals. Figure 10: Indicative timing and sequencing of development locations to 2039
Timing of development
Accommodating growth and development in locations across the city, according to the City Directions and indicative allocations, will occur progressively over the next 30 years and beyond, depending on the rate of growth experienced. Not all locations for potential change will need to be opened up or made ready to accommodate additional people, dwellings or employment in the early years of the City Plan. Periodic and systematic monitoring of growth and development activity will inform the evaluation process that may lead to further development potential being released in the most appropriate locations, through plan changes or District Plan reviews. It is ancitipated that the development capacity in the current District Plan zoning in the city will enable another 10-15 years of development activity. There are still large parts of new urban or structure plan areas in the north of the city to be developed, which will take a number of years to realise. Figure 9 shows an indicative sequence of development opportunities by location to 2039. It indicates that as general infill and redevelopment infill opportunities decrease in suburban areas in the first 10-15 years, other locations will need to accommodate the projected growth. This will typically follow a 'centres first' approach, whereby major sub-regional (particularly Albany centre) and suburban town centres take a larger proportion of growth in the first 10-15 years, followed by a progressive opening up of opportunities in corridors, local centres and within and around the central spine, as a response to growth rates and projections out to beyond 20 years. The sequence of development also recognises the lead times and priorities for planning processes, new infrastructure upgrades and programmes to enable growth to be serviced. Public transport accessibility and water services are particularly critical in this timing. The sequence will also be affected by the possible realisation of large projects such as an additional harbour crossing and any potential northern rail link along the Busway corridor or central spine. Such large initiatives could act as catalysts for a step change in the provision of development opportunities in key locations.
Council Strategies and Plans

Legislative
City Plan 2009-24 District Plan 2002 Annual Plan
Network Plans
Water Demand Management 2007 Integrated Catchment Management 2007 Wastewater Catchment Management (2002-2015) Water Management Strategy Plan for Coastal Waters, Streams and Lake Pupuke 2004 Stormwater Catchment Management 2006-16 Transport Strategy Implementation 2004 Cycle Implementation 2004-14 Road Safety Action 2008 Parks Acquisition 2006
Strategies
Project CARE 2008 Stormwater 2004 Transport 2006 Water Supply 2005 North Shore Disability 2008 Parks 2007 Sports and Recreation 2009 Libraries 2008 North Shore Arts 2004 North Shore City Positive Ageing 2007 Economic Development 2005 North Shore City Events 2008 Walking 2009 Cycling 2009 Road Safety 2006-16 Sustainable Communities 2008
Town Centre and renewal Plans

Highbury 2006 Browns Bay 2001 Devonport 2001 Albany Village 2001 Albany Centre 2006 Takapuna 2001 Northcote central 2005
Structure Plans
Greenhithe 1997 Bayswater Marina 2001 Long Bay 2004
Asset Management Plans (2008)

Wastewater Wastewater Treatment Plant Stormwater Transport Water Supply Libraries Parks Leisure Services Community Facilities Housing for Older Adults Cemeteries Property Services
Other Plans
Parks Ecological Enhancement 2008 Playground 2009 Recreational Cycling 2007 Recreational Pedestrian 2009 Library Network 2008, Libraries Collections Crime Prevention 2008, Tourism, Youth Destinations 2008 Waste Minimisation 2005 City Blueprint 2001 Water Services Assessments 2004
Community outcomes in Detail

This section outlines North Shore City's community outcomes in detail. These are all about the community (not the council) defining a vision for the future. They relate to the type of city that the community wishes to build for the future based on the social, economic, cultural and environmental well-beings. The intention will be to comprehensively review these outcomes in the lead up to the City Plan 2012-27 in 2011. In the pages that follow we include: Statements about what the community has indicated it sees as important in each outcome, as well as what it would like to see achieved in the future A list of the measures, or trend indicators, used to measure the progress being made to achieve each community outcome A selection of some of the community's ideas for making progress in each outcome; A summary about what a range of community organisations are doing towards progressing the outcomes sought Some highlights about the progress being made to achieve each community outcome A brief summarising statement designed to give a broad indication as to how we believe progress is being made towards achieving the objectives of a particular community outcome
The status included in each statement ('Progressing'; 'Satisfactory'; 'Improving'; 'Achieving') is derived from the set of measures monitored for each community outcome, and these are examined in detail in our State of the City report.
PARKS and OPEN SPACES Our parks and open spaces are attractive and meet the needs of our community What the community has indicated it would like from this outcome:
Who is doing what The council owns, maintains and protects parks, acquiring new parkland as opportunities arise The Crown, ARC and private individuals also own parkland Some highlights of the progress we are making to achieve community outcomes include: Over 145 kilometres of the city's coastline is in parkland - 78 per cent of the western coastline and 53 per cent of the eastern coastline There are 94 sportsfields and 120 playgrounds in North Shore City Annual capital expenditure on parks is in the order of $24m Over 700 hectares of ecologically important natural areas are protected within council owned parkland, while parks also help to protect over 1,000 hectares of significant landscapes such as volcanic cones and coastal areas Between 2000 and 2005, an average of 84 per cent of residents reported that they were satisfied with the provision of parks in the city Overall, the State of the City Report shows that we are ACHIEVING the community outcomes for Parks and Open Spaces.
We recognise the importance of having our parks and open spaces well maintained and protected. We want to have plenty of attractive parks and open spaces to enjoy in a variety of different ways. We will need good facilities that meet these different needs. We need more information about the history and heritage of our local area so that we can better appreciate the places in which we live. We have wonderful parks and a beautiful coastline and we want everybody to have equal access to these areas.
Measures that are being used to indicate progress include: Percentage of people living within 400 metres (walking distance) of public open space Area (ha) of parks and reserves per 1,000 population Residents' satisfaction with parks, beaches and sportsfields Number and usage of parks, beaches and sportsfields Some of the community's ideas as a way forward include: Educate the community about environmental issues that affect parks and open spaces Minimise weeds and protect the biodiversity in our parks and open spaces Support ongoing acquisition and development of reserves and parkland Ensure that security and safety is included in the design of parks and open spaces Provide information to the community about the history of their local areas Provide facilities in our parks and open spaces that meet the needs of older adults and people with disabilities
NATURAL ENVIRONMENT Our natural environment is protected, enhanced and promoted What the community has indicated it would like from this outcome:
We value our natural environment and want to know about environmental issues and the ways in which we can help deal with them. We want our native bush, birds and fish to be protected. We are proud of our unique natural treasures and want to ensure that these are protected and can be enjoyed by the whole community. We want the impact that existing and future development has on our natural environment to be as minimal as possible. We want to know more about energy efficiency and how to minimise waste so that we can sustain the environment for our future generations.
Measures that are being used to indicate progress include: Air quality (number of times air quality guidelines and annual average levels of PM10, CO2 and NO2 emissions are exceeded) Water quality, including recreational and stream water quality Residents' perception of air and water pollution as a problem Quantity of waste disposed of in landfills (commercial and domestic) Percentage of total household waste collected that is diverted from landfill to beneficial use (waste recycled or reused) Change in land use Hectares of conservation-zoned land and native bush Number and size of ecological protected sites (under District Plan) Residents' satisfaction with the natural environment Residents' rating of air and water pollution as a problem in their city
Some of the community's ideas as a way forward include: Provide information to the community and developers on environmental issues and effective actions that can be taken Reduce weeds and pests on private and public land Improve the quality and standard of consent processes and monitoring of environmental problems Ensure developers and contractors adhere to the guidelines on the environmental impacts of development Promote energy-efficient building design Provide education programmes about minimising waste Who is doing what ARC monitors pollutants. The council provides and integrates the management of the three water services (water supply, wastewater collection and treatment and stormwater services) Government has established a National Energy Efficiency and Conservation Strategy to promote energy efficiency, energy conservation and the use of renewable sources of energy which the council is promoting Some highlights of the progress we are making to achieve community outcomes include: North Shore City is upgrading public stormwater systems, building stormwater ponds and installing filters in drains to improve the quality of stormwater that flows to streams and beaches In 2006, three quarters of residents believed that air pollution was not a problem, while just over one-fifth felt that it had been a problem Only 19 per cent of people felt affected by odour from the Rosedale Wastewater Treatment Plant in 2006, compared with 39 per cent in 2004 77 per cent of residents are satisfied with the quality of the natural environment 49 per cent of household waste was diverted from landfill to beneficial use in the 2006/07 financial year, a rise of 7 per cent over the figure for the 2002/03 financial year The improvement programme to improve beach water quality by reducing wet weather overflow events from the wastewater network is one-third complete with the frequency of overflows reducing in areas where upgrades were completed such as Browns Bay, Wairau and Kahika. Overflows in other areas remain problematic. Overall, the State of the City Report shows that we are on our way in ACHIEVING the community outcomes for the Natural Environment.
TRANSPORT Our transport systems are safe, reliable, efficient and environmentally friendly What the community has indicated it would like from this outcome:
We want to be able to easily move around our city in a variety of different ways. We want roads to be less congested and safer. We want footpaths and cycle-ways that are accessible and safe for all users. We want to have up to date information about our public transport system so that we know where and how to use it. We want to have good public transport links that are near to where we live so that we have other options of travelling to work and school. We want to have more energy efficient ways of travelling so that our environment is cleaner. We have a beautiful coastline that should be used to its potential including water transport such as ferry services.
Measures that are being used to indicate progress include: More sustainable means of transport to work (e.g. cycle, bus, ferry, walk) Distances travelled (kms) by mode of transport Residents' frequency of use of public transport (in the last 12 months) Residents' rating of public transport as safe, affordable and convenient Number of vehicles that pass vehicle emissions standards Length of roads, cycleways and walkways Number of road, cycle and pedestrian fatalities and injuries Traffic congestion
Some of the community's ideas as a way forward include: Provide safe transport infrastructure such as pedestrian crossings, lighting and bus stops Ensure that land-use planning is integrated with transport planning Promote alternative modes and routes of transport such as ferries and cycleways Investigate alternatives to reduce congestion, e.g. ferry, monorail, staggered starting and finishing times for schools and businesses Who is doing what The New Zealand Transport Agency develops and maintains the State Highway network, while the council develops and maintains the remaining road, pedestrian and cycle network The Auckland Regional Transport Agency is responsible for managing the passenger transport services in the region, while the council funds and maintains infrastructure to support services such as bus stations Some highlights of the progress we are making to achieve community outcomes include: In 2006, just over a quarter of residents used public transport at least once a week The Northern Busway, opened in 2008, has already proven to be successful by attracting increasing numbers of commuters month by month Whilst the number of injury crashes on our roads has risen over the past ten years, the number of serious or fatal injury crashes has not increased, dropping between 2004 and 2007 Overall, the State of the City Report shows that we are PROGRESSING towards achieving the community outcomes for Transport.
BUILT ENVIRONMENT Our built environment is of a high quality What the community has indicated it would like from this outcome: Some of the community's ideas as a way forward include: Ensure that development retains a high standard of design, materials and environmental conservation Ensure activities within town centres and villages are compatible, e.g. residential/ commercial interface Develop town and village centres that link well to services and amenities, e.g. public transport, parking, community facilities, libraries, shops, parks, etc Educate decision makers and the wider public on the NZ Disability Strategy and ensure compliance with the code Who is doing what The council is leading the effort to tackle the growing issue of graffiti in the city, including through its own removal programme, and by coordinating a number of different community organisations to help remove graffiti The council has prepared Good Solutions Guides for apartments, mixed use developments and heritage The council has adopted the NZ Urban Design Protocol and a number of projects to improve urban design practice in the city The council undertakes and implements centre plans integrated with all divisions to plan for the future of our centres development Some highlights of the progress we are making to achieve community outcomes include: In 2008, 83 per cent of residents and 77 per cent of business people have a sense of pride in the look and feel of North Shore City, according to the annual residents and Business Satisfaction Survey Graffiti is a growing issue within North Shore City. On average council officers attend to 2500 graffiti sites per year, and removing graffiti costs between $500,000 and $700,000 per year In 2006, 56 per cent of residents rated graffiti as a problem; 35 per cent rated noise as a problem; 49 per cent rated vandalism as a problem; and 42 per cent rated litter as a problem Overall, the State of the City Report shows that we are IMPROVING our ability to achieve the community outcomes for the Built Environment.
We want the places where we live and work to be designed and developed in ways that can best meet the needs of our community for now and in the future. We want our town centres and villages to have a range of activities for people and business and link well with services and amenities such as public transport, libraries and shops. We want our local areas to have attractive streets and buildings that add to a vibrant atmosphere with festivals, markets and community events. We want our houses and buildings to be well designed and more energy efficient to ensure that the impact on our natural environment is as minimal as possible. We want to ensure that our heritage sites and buildings are protected and promoted.
Measures that are being used to indicate progress include: Number of dwellings, type and density Population density and projections Hectares of public open space Perceptions of access to key local services (shopping centres, public transport, schools) Residents' sense of pride in the way their city looks and feels Residents' rating of graffiti, noise pollution, and rubbish and litter as a problem in their local neighbourhood Residents' rating of perceived safety in their neighbourhood and local town centre at night
HOUSING Our housing meets the needs of our community What the community has indicated it would like from this outcome:
We enjoy living in North Shore City and want to be able to continue to live here. We want our homes to be close to community facilities such as libraries, shops and parks so that we feel a part of our local community. We want houses that are built to last and that can meet a variety of needs including emergency housing and housing for the elderly. We want first home buyers to have the opportunity to live in the city and purchase well designed, affordable homes that are safe and in desirable areas. We want to know that our families will be able to live here in the future.
Measures that are being used to indicate progress include: Housing tenure (own and rent) by income Median dwelling sale prices Median rent Median household/family income Housing costs as a proportion of income Household crowding index (or number of people per house) Housing costs as a proportion of income Household crowding index (or number of people per house) Proportion of population receiving the accommodation supplement by age, sex, ethnicity and family type Number of council and central government-owned housing Residents' perception of feeling safe in their home/neighbourhood at night Some of the community's ideas as a way forward include: Increase affordable and healthy housing for our low-income residents
Ensure that planned housing developments include provision for community facilities Increase and maintain council-provided housing, i.e. housing for the elderly Increase amount of emergency housing available for identified groups, e.g. mental health patients, single males and families Work with the Energy Commission to improve living conditions in older houses Make quality houses more accessible for first-home buyers through partnerships
Who is doing what Housing New Zealand Corporation (HCNZ) is a key housing stakeholder that provides houses for people on low incomes. HCNZ is a signatory to the Urban Design Protocol. The council provides housing for older people who require it The Bays Community Housing Trust has a programme to provide good quality housing for people with mental illness Some highlights of the progress we are making to achieve community outcomes include: Over the past few years, North Shore City has experienced a change in types of housing being built, particularly towards compact and high-rise buildings North Shore City has the fourth highest rent to income ratio in the country, at 23.3 per cent In line with trends elsewhere, rates of home ownership in North Shore City have declined markedly, from 78.9 per cent in 1991, to 52.5 per cent in 2006, a decline of 26.4 per cent over 15 years Overall, the State of the City Report shows that we have SATISFACTORY progress in achieving the community outcomes for Housing.
PERSONAL SAFETY and CRIME People feel safe and secure in their everyday lives What the community has indicated it would like from this outcome:
We want our city to be a place where we feel safe, both inside and outside our homes. We want to have neighbours who look out for each other and community programmes that address personal safety issues. We want to know how to prevent injury in and around our homes. We want to be able to travel around the city safely, whether by car, bike or foot. We want our town centres and villages to be built with safety in mind with appropriate lighting and security. We appreciate what the police do and want to have positive relationships with them. We want safe entertainment opportunities for our youth so they don't have to go outside our city to have fun.
Measures that are being used to indicate progress include: Hospitalisations and deaths from intentional and unintentional injuries Hospitalisations and deaths from falls Number of substantiated and reported cases of child abuse and neglect Workplace fatalities and injuries Total crime per 10,000 people Number and rate of burglary, violent, sexual, car and drug offences per 10,000 people Number of youth apprehensions by age group and ethnicity Residents' sense of safety (from crime) in their home, neighbourhood and town centre after dark Residents' perception of safety of children playing unsupervised outside Some of the community's ideas as a way forward include:
Support crime prevention through environmental design (including minimum security standards for dwellings and commercial premises) Implement actions of Memorandum of Understanding between the council and NZ Police Provide more local venues for youth activities and events and late-night transport Create opportunities for people to get to know their neighbours and encourage safe neighbourhood practices
Who is doing what The Police headquarters at the North Shore Policing Centre enables residents to access a full range of police services from a central and easily accessed location The New Zealand Fire Services maintain six fire stations in the city, located to ensure easy access to any affected area Neighbourhood Watch is active in running a number of safer community programmes The Safer Families Foundation is an established agency in the city that works with women and children who have experienced domestic violence Some highlights of the progress we are making to achieve community outcomes include: Sustained reductions in crime since 1999 have underpinned North Shore City's status as having the lowest crime rate (at 680 crimes per 10,000 people in late 2007) of any New Zealand city At 28.6 per 10,000 people, the rate of commercial burglaries is the lowest of any urban area in the Auckland region Over 90 per cent of residents felt safe in their homes and in their neighbourhoods after dark, according to one recent survey The 'Make it a Safe Summer' programme has gone a long way in helping to reduce the number of drownings at North Shore City's beaches. Overall, the State of the City Report shows that we are ACHIEVING the community outcomes for Personal Safety and Crime.
COMMUNITY SERVICES and FACILITIES Our services and facilities meet the needs of our community What the community has indicated it would like from this outcome:
Who is doing what The council runs four Citizens Advice Bureaux, a number of community centres and houses, together with seven separate libraries and a mobile library service Some highlights of the progress we are making to achieve community outcomes include: 19 per cent of residents use community halls North Shore City's leisure facilities recorded over 1,060,000 visitors during 2007/08 Our libraries recorded almost 1.7 million visitors in 2007 North Shore City has 11 community centres and houses that reflect the distinctive character of the community they serve Commencement of the new Birkenhead Library and Civic Centre building on the Nell Fisher Reserve
As our city develops it is important that we have services and facilities that meet community needs, particularly in high areas of growth such as Albany. We want services and facilities that reflect our cultural diversity that we can use for a variety of activities and events. We want a Civic Centre and the opportunity to showcase that we are New Zealand's fourth largest city by promoting what we have through our world-class facilities.
Measures that are being used to indicate progress include: Number of visitors to community halls and centres Number of events and visitors to major facilities, e.g. Bruce Mason Centre Number and frequency of visits to local libraries Distribution of facilities (number of people living within a suitable walking distance to a community facility) Residents' satisfaction with quality of recreation and leisure facilities available in the city Percentage of people involved in voluntary work Some of the community's ideas as a way forward include: Undertake research to determine social infrastructure needs and identify gaps including barriers to community services and facilities Provide community facilities in areas of high need, e.g. Albany Community Centre and Crche Actively encourage the development of multi-use facilities and amalgamations of these facilities Provide electronic real time information to meet specific identified needs
Overall, the State of the City Report shows that we are ACHIEVING the community outcomes for Community Services and Facilities.
EDUCATION and TRAINING Our education and training opportunities reflect our community's diverse needs What the community has indicated it would like from this outcome:
Support and encourage opportunities for life-long learning including technology (e.g. adult continuing education) Explore ways for business leaders and associations to provide better learning opportunities and leadership to schools and the community
We want to be employed in jobs that are relevant to our education and skills. We want to know what jobs are available in the city so that we know what the employment opportunities are. We want there to be different types of education and training that can match specific needs such as education for Maori, new migrants and older adults. We want to have the opportunity to participate in education and training regardless of our age. We want to be able to use leading-edge technology in our schools and universities and to give us the option of learning from home.
Measures that are being used to indicate progress include: Highest qualification gained Qualifications gained by school leavers Percentage of new school entrants who have participated in early childhood education Percentage of pupils within each school decile Participation in community education Number of modern apprenticeships Number of people undertaking industry training Number of tertiary students by institutional group Percentage of skilled migrant applications Some of the community's ideas as a way forward include: Match education and skills-based training with employment opportunities Undertake a study of current and projected city needs to identify the skills gap and relationship between businesses and education
Who is doing what Auckland University of Technology, Massey University and Unitec maintain three tertiary education campuses in the city 14 secondary schools serve the city, while there are 42 state primary schools, four integrated schools together with a number of independent schools All libraries provide free internet access and formal learning centres at Glenfield, Albany Village and Northcote Libraries. Libraries also provide access to over 60 electronic databases A new website has been developed to allow the community to be even more interative with the library. This receives some 300,000 visits a year Some highlights of the progress we are making to achieve community outcomes include: The proportion of North Shore City students attending high decile schools (9 and 10) increased from 72 per cent in 2002 to 76 per cent in 2007 The proportion of school leavers with little or no formal qualification has declined from 6.2 per cent in 2005 to 3 per cent in 2007 There are three tertiary education campuses in North Shore City: Massey University, Auckland University of Technology, and Unitec 13.4 per cent of residents aged 15 and over were studying full-time in 2006 Overall, the State of the City Report shows that we are IMPROVING our ability to achieve the community outcomes for Education and Training.
PHYSICAL ACTIVITY, SPORT and PERSONAL HEALTH Our people have the opportunity to be active, fit and healthy What the community has indicated it would like from this outcome:
We want a city of active, fit and healthy people. We want a better understanding of good nutrition and physical activity and how to avoid long-term health problems. We want sport and recreation facilities and events, improved cycle-ways and walkways, and plenty of open space and playgrounds to encourage us to keep active and fit. We want our schools and workplaces to be supportive of health initiatives such as healthy eating and exercise. We want our health providers to include services for issues such as obesity, mental health and addictions. We want our young people to have health services that are specific to their needs.
Measures that are being used to indicate progress include: Low birth weight babies per 1,000 live births Major causes of hospitalisation Residents rating of overall health Rate of Type 2 diabetes by age and ethnicity Rate of obesity by age and ethnicity GPs per head of population Number of people living outside primary and secondary health service provider areas Barriers to accessing healthcare Drinking water quality (compliance with NZ Drinking Water Standards) Residents' rating of overall emotional health Residents' frequency of physical activity
Some of the community's ideas as a way forward include: Develop and implement the Physical Activity Strategy Educate people about healthy eating and physical activity and promote their benefits Provide information about all healthcare providers, wider health issues and where and how to access health services Encourage schools to have tuck shop policies and nutrition guidelines that promote a healthy lifestyle Increase the number of walking school buses and travel-wise plans Who is doing what The Waitemata District Health Board's corporate office and major hospital are located in Takapuna The Millennium Institute of Sport and Health attracts many national and international visitors The North Harbour Stadium is home to the North Harbour rugby team and New Zealand soccer Sport and Recreation New Zealand has a wide range of current investment and interests in the city including through the Auckland Region Physical Activity & Sport Strategy and the North Harbour Physical Activity Strategy The council provides and maintains leisure centres, parks, sportsfields and reserves Some highlights of the progress we are making to achieve community outcomes include: North Shore City has the highest life expectancy levels in the Auckland region, for both males and females The Millenium institute of Sport and Health recorded over half a million visitors during 2006 The majority (82 per cent) of residents experienced no barriers to visiting a GP In 2006, 89 per cent of residents rated their health positively
Overall, the State of the City Report shows that we are ACHIEVING the community outcomes for Physical Activity, Sport and Personal Health.
BUSINESS and ECONOMY Our economic environment is visionary, vibrant and sustainable What the community has indicated it would like from this outcome:
Continue to develop tourism based on the city's cultural and environmental attractions, sports and special events
We recognise the importance of having a strong local economy. We want our city to be recognised as a leader in economic development. We want to establish what the city's identity is and to promote this locally, nationally and internationally. We want to be a city that attracts businesses through a supportive and vibrant business environment. We want transport services that help businesses to operate effectively. We want our businesses to be energy efficient and use practices to minimise waste. We want people to visit our city because of its beautiful location, leisure and entertainment opportunities, and significant venues.
Measures that are being used to indicate progress include: Number, size and type of local businesses and employers Value of commercial and residential building consents issued Retail expenditure and annual percentage change in retail sales Number of visitor guest nights purchased Some of the community's ideas as a way forward include: Implement North Shore City's Economic Development Strategy and ensure that it is kept up to date and properly resourced Develop a strong and consistent brand/identity Encourage sustainable business practices, e.g. energy efficiency for lighting, heating, production and transport Work with other local authorities to provide shared services including creating consistent and user-friendly regulatory processes
Who is doing what Enterprise North Shore is an important advocate for business in the city The council in partnership with Vector Communications has fast-tracked high-speed internet access to homes, schools and businesses The council attracts and hosts major sporting and other events that attract visitors and publicity Some highlights of the progress we are making to achieve community outcomes include: North Shore City's economy has been growing at a strong average rate in recent years Although residential building appears to be slowing, the value of non-residential building consents remains high and grew by 8.4 per cent in the year ending March 2008. Around 26,400 businesses were located in North Shore City as at February 2007, a 15 per cent increase year-on-year North Shore City recorded the third highest retail sales per capita in New Zealand in 2006, at $18,313 Overall, the State of the City Report shows that we are IMPROVING our ability to achieve the community outcomes for Business and Economy.
CITY IDENTITY and BRANDING Our city identity and brand are recognised, promoted and celebrated locally and internationally What the community has indicated it would like from this outcome:
Some highlights of the progress we are making to achieve community outcomes include: A strong identity helps to promote North Shore City locally and internationally as a place in which to live, work and play The city hosts a range of diverse arts and cultural events each year, as well numerous national and international sporting events that contribute to the local economy and which assist in promoting the city both nationally and overseas Overall, the State of the City Report shows that we have SATISFACTORY progress in achieving the community outcomes for City Identity and Branding.
We want an identity established for our city that builds on the city's strengths and we want it to be promoted so that we can celebrate who we are as a city. We want people within the city and outside the city to know what is unique and significant about the North Shore. We know that we have significant facilities and events and want these to be recognised and utilised. We want the city to have a heart- a central location that incorporates civic buildings and functions such as a town hall that can host events like citizenship ceremonies.
Measures that are being used to indicate progress include: Residents know the city's identity Number of visitors to city events and major facilities Some of the community's ideas as a way forward include: Establish a city identity that promotes the city's strengths Develop a brand for the city and market this locally, nationally and internationally Ensure branding is significant and visible, e.g. a gateway entrance to North Shore City Establish a heart and civic centre for the city Who is doing what The city hosts a range of national and international sporting events Community Coordinators across the city run the Summer Fun programme to encourage community participation in a range of activities
EMPLOYMENT Our city attracts, retains and grows businesses that provide a range of quality employment opportunities What the community has indicated it would like from this outcome:
Provide information and facilitate opportunities for migrants and refugees to find employment
We enjoy living in our city and want to be able to work in the city as well. We want to know what employment opportunities are available in the city so that we can get the right education and training to get a good job. We want our schools and universities to know and provide the kind of education and training we need to match the needs of our business community. We want to have a variety of businesses in the city, especially creative and innovative businesses so that our young people are attracted to work here.
Measures that are being used to indicate progress include: Percentage of residents who feel that they are using their work skills, training and experience in their current job Percentage of people in full and part-time employment by industry and occupation Median personal income by hours worked; Average weekly earnings Percentage and average number of employees Unemployment rate by age, sex and ethnicity Number of type of job vacancies Residents' satisfaction with work/ life balance Some of the community's ideas as a way forward include: Encourage business leaders to collectively establish business and employment opportunities in the city Develop mixed-use town centres and villages so that people can live close to where they work Inform young people (particularly school leavers) about employment opportunities available within the city
Who is doing what Enterprise North Shore's North Shore Skills and Employment Programme, has established a number of initiatives to improve linkages between job-seekers, education and training providers and employers in order to help create a more efficient local labour market Nation-wide programmes active in the city and aimed at improving linkages between schools and workplace include the Lions Foundation Young Enterprise Scheme, the National Gateway Programme, and Education for Enterprise Some highlights of the progress we are making to achieve community outcomes include: Employment grew by 28.5 per cent from 2001 to 2006, compared with nationwide growth of 19.7 per cent About 63 per cent of residents travel to a workplace in North Shore City, while about 25 per cent of jobs are filled by people from outside the city Much of North Shore City's employment is in the service sector, with property and business services growing particularly strongly in recent years. Manufacturing, on the other hand, has declined, although it still plays an important role Overall, the State of the City Report shows that we are IMPROVING our ability to achieve the community outcomes for Employment.
ARTS and CULTURE Our city celebrates our diversity with arts, music and culture What the community has indicated it would like from this outcome:
We want to celebrate the arts in our city and ensure that they are visible to people who live in the city and people who visit the city. We want to have public spaces and affordable facilities for arts and cultural events such as exhibitions, market days, and music and food festivals. It is important that we know about the different cultures in our city and that we can share our culture and experience the culture of others. We want everyone to recognise that art and culture contributes to the well-being of the community including the local economy and personal health.
Measures that are being used to indicate progress include: Number of people employed in arts and culture industry Number of local arts and culture businesses Residents' perception that their city has a culturally rich and diverse arts scene Residents' sense of community with others in their neighbourhood Some of the community's ideas as a way forward include: Establish an arts infrastructure to develop, support and promote arts within the city Plan and provide for public spaces that are suitable and accessible for community events (including areas of new growth) Promote how arts and culture contribute positively to social well-being (including mental health)
Who is doing what The Lakes House Arts Centre offers a range of art education programmes The Michael King Writers' Centre, established in 2007, is New Zealand's first The Mairangi Arts Centre provides a gallery for art exhibitions as well arts education programmes Libraries offer a range of loval and overseas author events on an almost weekly basis Libraries have well used collections of books in several languages with strength in Chinese and Korean Some highlights of the progress we are making to achieve community outcomes include: Over 100,000 people visit the city's arts facilities every year During the summer, the city's outdoor music and cultural events are attended by over 200,000 people New Zealand's first writers centre, the Michael King Writers Centre, is located in North Shore City Overall, the State of the City Report shows that we are IMPROVING our ability to achieve the community outcomes for Arts and Culture.
OUR PEOPLE Our people have a voice, their diversity is celebrated and our youth are cherished and supported What the community has indicated it would like from this outcome:
We have many different cultures within our city and we want there to be many opportunities for these different voices to be heard. We want to know more about how our council makes decisions so that we can be involved in decisions that affect us. We want our different cultures to be celebrated. We want the young people in our city to feel supported and to have more youth events and facilities so that they can have fun within our city.
Measures that are being used to indicate progress include: Residents' perception that a diverse culture makes their city a better place to live Number and ethnicity of residents gaining citizenship Voter turnout at local government elections Residents' perception that their council makes decisions in the best interest of their city Residents' understanding of council decision-making processes Top (five) languages spoken in the city (other than English) Residents' satisfaction with youth events and facilities in the city Some of the community's ideas as a way forward include: Create opportunities for 'voices' of different cultures and minority groups to be heard Provide more opportunities and events to promote cultural diversity Work towards achieving a better community understanding of cultural diversity Provide information which celebrates and fosters understanding of the different cultures of our city Provide community-based information and support services for new migrants Provide and promote more facilities and events for young people, e.g. ActivZone, music concerts and festivals
Who is doing what The Shore Youth Council aims to provide a voice for young people to speak to decision makers in the city and to enable a youth approach to providing solutions to youth issues Age Concern acts as an umbrella organisation for all groups offering services to those over 60 years of age. CCS Disability Action is a key provider of support to people with disabilities The Salvation Army runs a range of community services from its Community Ministries located at Glenfield Six Community Boards respond to resident and community issues and submissions, and where problems arise or where issues and initiatives need to be promoted, they act as community leaders Libraries offer a broad range of childrens programmes including twice weekly Thyme Time sessions for 0-3 year olds, Rakau reading programmes and school holiday programmes. Storytime sessions are also held, some being in Mandarin Some highlights of the progress we are making to achieve community outcomes include: North Shore City has an increasing mix of ethnicities. Whilst its population is predominantly European in origin (about 67 per cent), an increasing proportion is made up of people of Korean and Chinese origin Almost 40 per cent of the city's population was born overseas, compared with 22 per cent nationally Young people aged 10 -19 make up 15 per cent of the city's population Generally, voter turnout to local body elections has been low compared with the region and the country as a whole Overall, the State of the City Report shows that we are IMPROVING our ability to achieve the community outcomes for Our People.
HERITAGE Our natural and built heritage is protected, promoted and celebrated What the community has indicated it would like from this outcome:
Libraries are currently digitising their collection of over 5,000 historic photographs and these are being made accessible through http://www.localhistoryonline.org.nz
We recognise the importance of understanding and appreciating our history and heritage. We want everyone to know about the city's heritage so that we can better appreciate our local areas and so that our history can be passed through the generations. We want celebrations that promote our city's heritage. We want our historical buildings, sites and natural areas protected so that we can remember the heritage that makes our city significant.
Measures that are being used to indicate progress include: Number of and application for heritage sites Number of heritage buildings demolished or removed from heritage records Some of the community's ideas as a way forward include: Ensure sites of archaeological significance are protected including Pa, Wai and middens Ensure that decision making and planning promotes and protects our built heritage (including strict and robust compliance with the District Plan provisions) Provide storyboards in public places to depict the historical significance of the area Establish and promote an annual heritage week to celebrate and promote the city's treasures Who is doing what The North Shore Heritage Trust administers a fund that is used to provide grants towards the stabilisation, repair or restoration of heritage buildings in the city North Shore Heritage Week celebrates a range of heritage-associated events and activities, and is supported by the council Libraries have an extensive North Shore local history collection. This includes a range of oral history interviews with well known residents
Some highlights of the progress we are making to achieve community outcomes include: Birkenhead and Devonport have the largest number of heritage sites in North Shore City There are 391 buildings, objects and places of heritage significance, and 125 scheduled archaeological sites 1,500 historic photographs have been digitised and made available through the librarys website Overall, the State of the City Report shows that we have SATISFACTORY progress in achieving the community outcomes for Heritage.
MAORI We will work together to support and celebrate Te taha whanau (social wellbeing); Te taha wairua (spiritual well-being); Te taha hinengaro (mental wellbeing); and Te taha Tinana (physical well-being) within Te Raki Pae Whenua. What the community has indicated it would like from this outcome:
Some highlights of the progress we are making to achieve community outcomes include: Over 8.8 per cent of Maori in North Shore City have a bachelor degree, almost double the national figure Maori unemployment levels in North shore City have fallen in recent years Overall, the State of the City Report shows that we are PROGRESSING towards achieving the community outcomes for Maori.
Maori want to celebrate with all peoples of Te Raki Pae Whenua the uniqueness of Maori as the indigenous culture. The aspiration of Maori is for all people of Te Raki Pae Whenua to protect, preserve and treasure te taiao (natural environment) for future generations. Maori want to have more cultural amenities that are appropriate to meet the needs of Maori and the wider community. Maori want to have educational facilities and services that are appropriate to meet the developing needs of Maori. Maori want a council that recognises, supports and delivers, long term, on their aspirations and needs. Create opportunities that support, encourage, celebrate taiohi (youth) to develop and succeed.
Who is doing what Through its Mo Wai Te Ora Maori health programme, the Waitemata District Health Board seeks to ensure Maori receive health services that satisfy their needs effectively The North Shore Maori Warden Association located at Northcote, offers a range of family-related support services Te Puna Hauora Health & Social Services provides a comprehensive range of primary health services North Shore libraries continues to catalogue the books in the Awataha Marae Library and make them available through the North Shore Librarys own catalogue
Many organisations contribute to the community outcomes -
CONTENTS - MODULE 3 - ACTIVITIES
Council introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Significant forecasting assumptions. . . . . . . . . . . . . . . . . . . . 9 Infrastructure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Wastewater . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Stormwater . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Transport. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Water Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Governance and Leadership . . . . . . . . . . . . . . . . . . . . . . . . 169

Governance and Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
Council Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177

Property Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177 Corporate Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177 Service Delivery. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178
Council-Controlled Organisations . . . . . . . . . . . . . . . . . . . 181 Water and Sanitary Assessments. . . . . . . . . . . . . . . . . . . . . 189

Summary Water Services Assessment . . . . . . . . . . . . . . . . . . . . . 190 Summary Public Toilets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202 Summary Cemeteries and Crematoria. . . . . . . . . . . . . . . . . . . . . 206 Summary of the Waste Minimisation Plan 2005 . . . . . . . . . . . . . 208
Environmental Management . . . . . . . . . . . . . . . . . . . . . . . . 61
City Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Environmental Consents and Compliance . . . . . . . . . . . . . . . . . . . 70 Environmental Protection. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78 Waste Minimisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Community Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Libraries. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 Parks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104 Leisure Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114 Community Partnerships, Programmes and Civil Defence . . . . 124 Housing for Older People. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138 Cemeteries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148
Economic Development . . . . . . . . . . . . . . . . . . . . . . . . . . . 159

Economic Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160
North Shore City Council City Plan 2009-2024 - Module 3 - Activities Page 3
North Shore City Council City Plan 2009-2024 - Module 3 - Activities Page 4
Council introduction
Module 2 - City Direction sets out the forces at play in and around our city and provides an insight into what the future may look like. In order to meet those challenges many different parties need to come together to play their part in making North Shore City a great place to live, work and play. This module is the council's statement of what it intends to do over the life of this plan in order to meet those challenges presented in Module 2. It is the cornerstone of the City Plan document and provides detailed information on what you can expect the council to be involved in and the financial consequences of the actions being planned. The information here is a summary of the detail contained in a significant amount of planning material held by the council from activity strategies through to detailed Asset Management Plans. Throughout the document you will find links to Module 2, Module 4 and Module 5. This module is organised by grouping our activities into like type Our big asset activities of wastewater, stormwater, water supply (fresh water) and transport are found first in the infrastructure grouping. This is the area of greatest spend, accounting for approximately 80 per cent of capital works and 50 per cent of operational spend. Next are the Environmental activities of City Planning (District Plan, City Plan and community planning), Environmental Consents and Compliance, Environmental Protection (dog, food, liquor, noise licensing and inspection and environmental education) and waste minimisation. In general this is our regulatory arm. Community Services are grouped together to contain Libraries, Parks, Leisure Services, Community partnerships, programmes (including arts and grants) and Civil Defence, Housing for Older People and Cemeteries. Economic Initiatives incorporate Economic Development and our City Branding and tourism activities. Governance incorporates the activities of our elected members. considerable effort in making sure that it understands what our community desires. From this work we have been able to establish that there is a strong relationship between what the community desires, and what we currently are striving to provide. The rationale and requirement for council being in each of these businesses (output areas) comes from a complex set of legislative, regulatory and community - driven needs. It is important to note that while there is a strong drive by council to contribute to the community outcomes, this is only one of the drivers behind why council exists. Legislative requirements require councils to undertake certain roles, e.g. production of a district plan under the Resource Management Act.
Alignment with Module 2 - City Direction

In order to clearly identify for the reader those parts of this module where principles and directions are clearly aligned with the regionally agreed One Plan for Auckland, we have identified appropriate projects with the following symbol:
The parts of this module that align with the City Programmes identified in Module 2 are identified with the following symbol:
Performance Management Framework

Our performance management framework consists of two components: Level of Service statements, measures, targets and monitoring; Performance and level of service measures The Level of Service statements contained here are a sub-set of the more detailed infrastructure and asset management framework contained within our Asset and Activity Management Plans. The performance and level of service measures are used to monitor the overall performance of the activity, and are reported through councils Annual Reports. The following symbol has been used to identify where these two management frameworks align:
Part of our legislative responsibilities are to record information on our Council Controlled Organisations (businesses where council has an interest) and the outcomes of our water and sanitary assessments and these can be found at the back of this module.
Importance of the community outcomes

Under the Local Government Act 2002 the importance of the community outcomes has been greatly emphasised. The council has embraced this direction and has spent
North Shore City Council City Plan 2009-2024 - Module 3 - Introduction Page 5
How councils activities relate to our City Direction

This section describes how the council's activities align with the principles and directions discussed in Module 2 - City Direction. The alignment and links between Module 2 and this module are very complex. In order to explain these links simply, the following symbols have been used in the table: strong alignment aligned
Activity Strategies Economic Initiatives Waste Minimisation Community Partnerships, Programmes & Civil Defence Housing for Older People
Leisure Services
Environmental Consents and Compliance
Environmental Protection
Water Supply
City Planning
Wastewater
Stormwater
City Principles
Environmental sustainability Quality urban form and design Connection and integration Resilience and adaptability Prosperity and innovation Fairness and inclusion Community involvement Effective partnerships Leadership and good governance
Parks
City Direction
City Directions
Natural city Living city Centres city Moving city Working city Healthy city Future city
Cemeteries
Transport
Libraries
Councils contribution to the Community Outcomes by activity

Community outcomes and the councils activities
The following sections summarise the councils contribution to the community outcomes. These contributions are categorised as: direct - part of the councils primary service delivery or activities indirect some contribution, but not the primary contributor Note: the councils Governance and Leadership activity provides an indirect contribution to all of the community outcomes, due to the nature of the councils statutory role, and the requirements of the Local Government Act 2002.
Output Area / Activity Economic Initiatives Waste Minimisation Community Partnerships, Programmes & Civil Defence Housing for Older People
Leisure Services
A. Parks and Open Spaces B. Natural Environment C. Transport D. Built Environment E. Housing F. Personal Safety and Crime G. Community Services and Facilities H. Education and Training I. Physical Activity, Sport and Personal Health J. Business and Economy K. City Identity and Branding L. Employment M. Arts and Culture N. Our People O. Heritage
Parks
Community Outcome
Governance & Leadership
Water Supply
City Planning
Wastewater
Stormwater
Cemeteries
Transport
Libraries
Significant forecasting assumptions

The City Plan has been prepared incorporating the following assumptions. These assumptions are based on qualified officers best judgement utilising the best available techniques and information sources. Estimates are based on the most accurate information available at the time of preparation. The actual results are likely to vary from the information presented in this plan and the variations may be material. . The council will continue its involvement in all its current Activities The council takes all reasonable planning precautions against natural disasters. Civil Defence readiness is maintained at all times and council capacity is protected with a back up site to continue disaster response. Appropriate insurance policies for nominated assets are in place and maintained The council will continue to operate a Development Contributions Policy as described in Module 5 Policies, throughout the life of this City Plan. The policy has been revised since the last City Plan Risk - The councils development contribution policy went through a judicial review process in 2007. The plan currently includes $537m of development contributions income to fund growth-related capital expenditure. Loss or reduction of this funding source would have a very significant effect on the councils ability to complete and fund the current capital works programme. The plan does not include any provision for any ongoing expenditure in relation to any future possible judicial review Provision has been made for weathertightness building defects payments. An actuarial estimate of the current claims by council was $13.2m at June 2008. The council has not previously increased rates to fund these claims however there are currently a large number of claims that are nearing completion and are likely to be resolved over the next two to three years. The plan includes provision for the payment of these claims to be funded by loans Risk - Councils exposure will increase and additional provisions will be required. The actuarial estimate of claims is based on councils liability arising from active claims notified to council and claims lodged in the Weathertight Homes Resolution Service as at 30 June 2008. It is almost certain that new claims will be lodged and it is possible that the assumptions underlying councils exposure to each claim such as the ability of other respondents to meet their legal liability - will change and create the need for additional provisions in the future Climate change - Emissions Trading Scheme (ETS) - The effects of ETS have been factored into other assumptions throughout this document. The impacts include an inflationary increase in the first two years of approximately 1 per cent Risk - The current Government has signalled possible changes to this scheme which could significantly affect the growth and financial impacts reflected in the plan Significant assets - All current and new assets acquired through the period of this plan will be treated as per the table below
Source of funding for replacement (see the Revenue and Funding Policy in Module 6) Depreciation Depreciation Depreciation Depreciation None Depreciation Depreciation No replacement is intended at the end of the current life of the cemetery The buildings and cremators are depreciated Depreciation
Significant asset Roading network Wastewater network and treatment plant Water Supply network Stormwater network Reserves network Public libraries Public leisure centres Public cemeteries
Useful lives (See the Accounting Policy in Module 5) 5 to 100 years 15 to 100 years 15 to 100 years 50 to 100 years Indefinite 5 to 100 years 5 to 100 years 33 years remain (see the cemetery sanitary assessment in Module 5)
Risk or uncertainty New Zealand Transport Agency subsidies availability/value Resource consent conditions Resource consent conditions Public health effects if not properly maintained Public health effects if not properly maintained Resource consent conditions Public health effects if not properly maintained Availability of land at an affordable price Resource consent conditions Ability of existing sites to meet functional requirements Resource consent conditions Ability of existing sites to meet functional requirements Resource consent conditions Public health effects if not properly maintained
Housing for Older People
5 to 100 years
Building standards changes
North Shore City Council City Plan 2009-2024 - Module 3 - Significant Forecasting Assumptions Page 9
Growth (for further detail on the changing social and demographic composition of North Shore City, see Module 2)
Year 1 2009/10 Year 2 2010/11 Year 3 2011/12 Year 4 2012/13 Year 5 2013/14 Year 6 2014/15 Year 7 2015/16 Year 8 2016/17 Year 9 2017/18 Year 10 2018/19 Year 11 2019/20 Year 12 2020/21 Year 13 2021/22 Year 14 2022/23 Year 15 2023/24
Significant asset
Population (percentage change) Dwellings Rating units Separate Parts % units growth including titles
225,594 1.2% 80,223 86,473 0.4%
228,492 1.3% 81,185 87,510 1.2%
231,390 1.3% 82,741 88,648 1.3%
234,371 1.3% 84,066 90,412 1.3%
237,352 1.3% 85,390 91,563 1.35
240,333 1.3% 86,715 92,708 1.3%
243,314 1.2% 88,040 93,847 1.2%
246,295 1.2% 89,365 94,980 1.23%
249,276 1.2% 90,689 96,106 1.2%
252,257 1.2% 92,014 97,227 1.2%
255,238 1.2% 93,339 98,340 1.1%
258,219 1.2% 94,663 99,531 1.2%
261,200 1.2% 95,988 100,635 1.1%
263,979 1.1% 97,174 101,724 1.1%
266,758 1.1% 98,361 102,831 1.1%
Source: Statistics New Zealand, North Shore City Growth Model
Risk The impact of higher or lower growth levels could have a significant effect on this plan. The retiming of the capital works programme because of different growth patterns and the subsequent effect on rates could be significant, however this would take a considerable shift in the growth assumptions that are currently being used
Inflation
Index Year 1 2009/10 Year 2 2010/11 Year 3 2011/12 Year 4 2012/13 Year 5 2013/14 Year 6 2014/15 Year 7 2015/16 Year 8 2016/17 Year 9 2017/18 Year 10 2018/19 Year 11 2019/20 Year 12 2020/21 Year 13 2021/22 Year 14 2022/23 Year 15 2023/24
Expenditure - excluding staff costs Expenditure - staff costs only Construction Land Books buying Reseals
2.2% 3.0% 5.0% 4.0% 2.2% 8.0%
2.5% 3.0% 5.2% 5.0% 2.5% 8.0%
2.5% 3.0% 4.7% 5.0% 2.5% 8.0%
3.0% 3.0% 4.2% 5.0% 3.0% 8.0%
3.0% 3.0% 4.2% 5.0% 3.0% 8.0%
2.5% 3.0% 4.2% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
Source: Statistics New Zealand, North Shore City Council Model
Risk The uncertainty of higher or lower inflation will have a significant impact. With expenditure levels of more than $250m operating, and $150m capital, a one per cent movement in inflation could increase or decrease costs by $3m with corresponding changes to funding sources
New Zealand Transport Agency Subsidy

Subsidy 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
New Zealand Transport Agency subsidy operating New Zealand Transport Agency subsidy capital
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
Source: New Zealand Transport Agency
Risk New Zealand Transport Agency subsidies are included at current percentage rates for al 15 years. If subsidies were reduced by 10 per cent on both operating and capital expenditure, further rates-funded expenditure of $2m to $3m annually would be incurred if existing programmes were continued.
Return on investments (For detail regarding councils investment in these Council Controlled Organisations see later section)
Investment 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
NSC Holding Ltd Watercare Services Ltd
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
Average interest rates

Interest Rate 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
Investment Borrowing
5.5% 6.5%
5.5% 7.0%
5.5% 7.0%
5.5% 7.1%
5.5% 7.1%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
Source: Current interest rate and consumer price index
Risks Projected interest costs on borrowings range between $24m and $50m per annum in the City Plan 2009-2024. A change to the average interest rate incurred on council borrowings compared to the assumption above could be large; for example, a one percent movement in interest rate costs would imply a $3m to $7m change in the costs for the year. The council manages its borrowings in line with the Treasury Management Policy (Module 5) which includes the use of interest rate risk management practices to reduce the uncertainty of interest rate movements through the fixing of funding costs. Specialist treasury expertise is utilised to ensure best practice management of the risks. Land values of private properties in the city are revalued every three years for rating purposes, with the last revaluation in September 2008. These revaluation changes, given the nature of the real estate market, are likely to be significant. In this City Plan we have estimated three-yearly valuations based on the following index.
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
Property revaluation
14.0%
15.0%
15.0%
15.0%
15.0%
No significant asset disposals have been included Vested Assets are those assets acquired by the council from development of property by private concerns. The rate and value of vested assets collected by the council varies due to the rate of private property development occurring. For budgeting purposes the average collection rate has been applied. The value of these assets is minor and ongoing maintenance of them is built into all budgets Resource consents
Significant Resource Consents Current Term All expire between 2011 and 2037 Renewal Date Varies from 2009-2037 Risk or Uncertainty In 2011 there will be a review of the dam authorisation of the storage ponds which could result in their decommissioning which may have a significant financial impact. However, the performance of the ponds at present is such that the environmental effects are minor. Construction has started and the new tunnel and outfall is scheduled to be operational prior to the expiry of the resource consents for the existing tunnel and outfall. The network consents cover the operation, maintenance and upgrading of the wastewater and stormwater networks. Contaminant management, flooding and riparian management are key issues that are yet to be finalised. The ability to meet 2021 is a risk due to uncertainties related to growth, funding and feasibility/consentability of individual works. Larger projects not covered by the network consents would require their own consent process.
Wastewater Treatment Plant 18 consents
WWTP current tunnel and outfall WWTP new tunnel and outfall Wastewater network consents Stormwater network consents 2010-2037 All expire between 2012 2041 (under Appeal)
Expires 2010 Awaiting resolution of Appeals
Physical works contracts that fall outside of the network consents
Unknown
Unknown
The forecast financial statements have been prepared in accordance with the councils Revenue and Financing (Module 5), Rating (Module 5) and Accounting policies (Module 4). The City Plan also includes a Funding Impact Statement (Module 5) to provide information about the various revenue and financing mechanisms to be used by the council.
Infrastructure
The citys infrastructure is its lifeblood. It enables people to have a high quality of life, our environment to be protected, and businesses to operate more effectively. Our infrastructure constantly requires renewing as it ages, and expansion as the city grows. More recently the council has been upgrading the infrastructure to improve the citys environmental performance and to protect the environment for current and future generations. It is the significant activity that uses the most resources and is one of our highest priorities. Four output areas make up the Infrastructure significant activity - Wastewater - Stormwater - Transport - Water Supply
Prospective financial information - Infrastructure

Actual 2007/08 $000 O pe rating S tate me nt Income General rates and other revenue Targeted rates - s ew erage Targeted rates - w ater s upply Us er c harges P roperty inc om e O perating grants and s ubs idies O perating s ubs idy - NZ Trans port Agenc y C apital grants and s ubs idies - other C apital s ubs idy - NZ Trans port Agenc y D evelopm ent or financ ial c ontributions Ves ted as s ets W ater c onnec tion fees Total inc om e E xpe nditure E xpenditure Financ e c os ts D eprec iation of intangible as s ets D eprec iation of infras truc ture D eprec iation of fixed as s ets Total operating expenditure O pe rating surplus/(de ficit) C apital and R e se rv e s Funding S tate me nt C apital and res erves funding requirem ents : C apital e xpe nditure New as s ets R enew al as s ets Ves ted as s ets Total c apital expenditure Loans repaid Trans fers to general and s pec ial res erves Total funding required Funde d by O perating s urplus Funding from non-c as h expens es Loans rais ed P roc eeds from s ale of as s ets Trans fers from s pec ial res erves Fore cast 2008/09 $000 Y e ar 1 2009/10 $000 Y e ar 2 2010/11 $000 Ye ar 3 2011/12 $000 Ye ar 4 2012/13 $000 Ye ar 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Ye ar 14 2022/23 $000 Year 15 2023/24 $000
44,759 33,932 21,092 4,554 235 1,861 7,003 22,311 15,273 7,431 9,946 534 168,931
47,406 36,157 20,613 5,778 224 1,900 8,264 250 14,567 4,940 7,990 273 148,362
53,493 39,078 22,042 6,067 180 1,533 9,640 17,087 13,502 10,676 307 173,605
57,264 42,441 23,960 6,232 124 1,571 10,073 21,025 15,736 11,077 524 190,027
62,280 46,108 26,015 6,686 127 1,611 10,541 19,395 20,897 11,494 537 205,691
69,265 50,092 27,992 7,969 131 1,659 10,914 20,541 22,359 11,926 608 223,456
73,793 54,433 30,125 8,192 135 1,709 11,507 19,738 22,388 12,374 627 235,021
82,148 59,156 32,419 8,364 138 1,751 12,007 20,985 23,846 12,840 642 254,296
90,428 64,186 34,877 8,570 141 1,795 12,492 21,439 23,438 13,323 718 271,407
98,750 69,636 37,523 8,662 145 1,840 12,919 25,279 27,768 13,859 736 297,117
108,761 75,632 40,361 8,927 149 1,886 13,362 31,269 27,825 14,426 754 323,352
117,519 82,514 43,413 9,024 152 1,933 13,822 33,792 28,981 15,016 838 347,004
124,129 90,194 46,686 9,244 156 1,982 14,297 26,721 31,894 15,631 859 361,793
134,521 97,786 50,203 9,387 160 2,031 14,789 25,229 31,878 16,270 880 383,134
166,592 100,512 53,989 9,612 164 2,082 15,300 26,741 26,008 16,936 972 418,908
180,780 103,318 58,052 9,722 168 2,134 15,832 23,986 25,987 17,629 996 438,604
194,952 106,214 62,418 9,994 172 2,187 16,383 25,377 25,978 18,351 1,021 463,047
67,128 11,796 34,669 282 113,875 55,056
72,240 14,864 458 39,010 372 126,944 21,418
79,397 19,759 460 41,241 194 141,051 32,554
83,655 25,566 460 45,487 234 155,402 34,625
88,195 27,598 48,115 700 164,608 41,083
93,558 30,666 50,972 1,127 176,323 47,133
98,426 32,430 54,077 1,130 186,063 48,958
103,903 34,734 57,177 1,100 196,914 57,382
109,377 36,677 60,168 1,090 207,312 64,095
113,852 38,797 63,135 1,101 216,885 80,232
117,616 40,601 66,107 1,115 225,439 97,913
120,837 42,203 68,333 1,123 232,496 114,508
124,462 43,149 70,817 1,132 239,560 122,233
127,742 42,539 73,390 1,143 244,814 138,320
131,513 39,570 75,679 1,154 247,916 170,992
135,730 34,343 77,402 1,168 248,643 189,961
139,846 27,462 79,865 1,181 248,354 214,693
101,599 29,153 9,946 140,698 5,572 569 146,839
93,852 33,519 7,990 135,361 7,428 1 142,951
104,718 31,920 10,676 147,314 10,038 157,352
67,193 34,017 11,077 112,287 6,751 119,038
90,786 35,988 11,494 138,268 7,118 145,386
69,022 41,863 11,926 122,811 7,690 130,501
72,708 46,018 12,374 131,100 8,181 139,281
79,639 47,450 12,840 139,929 13,732 153,661
90,134 52,520 13,323 155,977 19,890 175,867
101,889 55,181 13,859 170,929 26,343 197,272
116,682 58,153 14,426 189,261 36,206 225,467
130,653 58,847 15,016 204,516 43,275 247,791
122,812 58,517 15,631 196,960 48,229 245,189
110,739 61,644 16,270 188,653 60,036 248,689
73,801 66,401 16,936 157,138 103,508 26,796 287,442
69,026 69,625 17,629 156,280 120,766 28,838 305,884
58,937 77,144 18,351 154,432 138,123 29,609 322,164
55,056 34,951 56,832 146,839
21,579 39,840 81,532 142,951
32,554 41,895 81,653 1,250 157,352
34,625 46,181 25,639 12,593 119,038
41,083 48,815 52,213 3,275 145,386
47,133 52,099 31,269 130,501
48,958 55,207 35,116 139,281
57,382 58,277 38,002 153,661
64,095 61,258 50,514 175,867
80,232 64,236 52,804 197,272
97,913 67,222 60,332 225,467
114,508 69,456 63,827 247,791
122,233 71,949 51,007 245,189
138,320 74,533 35,836 248,689
170,992 76,833 39,617 287,442
189,961 78,570 37,353 305,884
214,693 81,046 26,425 322,164
North Shore City Council City Plan 2009-2024 - Module 3 - Infrastructure Page 13
Wastewater
1. Introduction
The wastewater network collects sewage from residential and industrial properties in the Metropolitan Urban Limits of the city and the Okura village and transports the accumulated sewage to the wastewater treatment plant (WWTP) at Rosedale through a system of public wastewater network assets. Treated effluent from the WWTP is discharged to sea through an effluent outfall pipe 600m from the coast opposite Kennedy Park near Castor Bay. The following activities are carried out to ensure that the service levels are met: Maintenance and operation of the wastewater network, the WWTP and the tunnel/ outfall Monitoring asset condition and performance through modelling, condition surveys and inspections Installation of new assets to meet growth requirements and to sustain the agreed levels of service Acquisition of new assets Asset renewal Compliance enforcement (trade waste monitoring; inflow/infiltration control through private drainage surveys) Assessment and minimisation of environmental effects Public education on wastewater issues The wastewater system comprises the wastewater public network and the WWTP (including the treated effluent tunnel and outfall). Encourage our contractors and suppliers to work in safe and environmentallyresponsible ways that contribute to a sustainable community. Partner with government, business and community organisations to progress toward a more sustainable environment
Objectives
We will maintain, operate and improve the wastewater system to protect public health, while minimising adverse environmental effects or nuisance from wastewater discharges, wet and dry weather overflows, odours and noise We agree to collect your domestic and industrial wastewater and transport it to our wastewater treatment plant at Rosedale where it will be treated before being discharged to the environment We will provide wastewater catchment plans that show the location of wastewater services and identify improvement works to meet legal requirements and/or council objectives now and in the future We will control trade waste discharges and will inspect all A and B type trade waste consent holders at least annually We will ensure that our infrastructure can cater for existing and future needs while meeting the Levels of Service We will work with the community using environmental education and other initiatives to reduce demand; to look after public and private assets and the performance of the network We endeavour to map and minimise the ecological footprint of activities related to wastewater where practicable We will put in place appropriate controls, incentives and guidelines for development and building activities to ensure that the wastewater objectives are met We will monitor and enforce legal requirements related to development and building activities
Vision
To be a leader in the field of wastewater services by meeting or exceeding our customers' service, health and safety and environmental expectations Implement innovative, cost effective and environmentally-friendly practices in our planning, design, construction, operation and maintenance activities, that protect public health and safety and enhance our natural environment. Involve the community and other stakeholders in our decision-making processes and foster open and effective communication with all interested parties Comply with legal requirements; where no regulations exist we will endeavour to set our own standards in consultation with the community Focus on continual improvement of our practices through staff training, by increasing our efficiency and encouraging the appropriate use and reuse of natural resources, wherever possible
Expected Outcomes
We aim to provide high quality wastewater services at a reasonable cost We will reduce the number of wet weather overflow events to a maximum of two events per annum (annual average, based on computer simulation) in 2021 We aim to meet all legal requirements We aim to meet and or facilitate meeting the City Vision, City Outcomes, City Principles and City Directions as identified in this City Plan We aim to control the amount of inflow and infiltration of stormwater into the public as well as the private wastewater network to a level identified in the catchment plans
North Shore City Council City Plan 2009-2024 - Module 3 - Wastewater Page 14
Project CARE: "Establishing and meeting the community's beach water quality expectation" The Project CARE strategic planning process was launched in 1998 to apply an integrated approach to resolving the beach pollution problem. After extensive public consultation, a design target of two wet weather overflow events per year (annual average, based on modelling) in 2021 was adopted. The planning process was completed in 2002 with the adoption of the Wastewater Network Strategic Improvement Programme (WNSIP). The 04/14 and 06/16 City Plans aimed to complete the WNSIP by 2021. Planned improvements included the identification of priority catchments and instigation of detailed catchment planning in those local catchments. These catchment planning processes include flow gauging, model build and calibration and options analysis to identify improvement projects to meet local design targets that were set as part of the strategic planning process. Good progress has been made in implementing the WNSIP. Many projects have been completed or are well under way. Key projects completed include the Browns Bay Storage Tunnel, the Silverfield and Kahika Storage tanks, the Oteha Valley Trunk sewer and the Wairau trunk sewer upgrades, the Northboro storage tunnel and the Seaview pumping station in Milford. The total amount of money spent to date (July 2008) is approximately $124 million (actual costs). The number of wet weather overflows in areas affected by these works has reduced significantly. Overflow frequencies in other areas remain problematic and need the WNSIP to be completed to meet the wet weather overflow performance target in the future. Currently about 50 per cent of the beach areas have overflows that meet the target. The WNSIP has been updated to ensure the target can be met in 2021 and to include any changes in scope and costs as a result of further planning work undertaken to date. A total of $303 million is required to complete the programme. This amount has been affected by high cost escalation with costs of this type of work almost doubling over the last 8-10 years. The main reasons for the cost escalation have been the market (labour and material costs) and improved quality of work and work practices. At the same time savings have been achieved over time as a result of project rationalisation and refinements made.
2. Effects of the Wastewater activity

There is growing recognition of the effects resulting from the wastewater activity. These include:
Summary of significant effects Well-being Social Positive Appropriate collection of wastewater discharges protects public health; controlled discharges of properly treated sewage allows the public access to safely swim and use water environments; it provides a safe environment for the whole community Negative Good sanitation is essential for life and to avoid disease. Public health may be affected by dry and wet weather overflows, discharging on land and/or into streams and beaches. The level of treatment by the wastewater treatment plant and the point of discharge can also affect public health. As a result of discharges of untreated wastewater (overflows), beach warning signs will be erected from time to time advising when its not safe to swim. Disruption to individual property owners might occur as a result of reactive or planned works. Properly treated and disposed of Ecosystems in the receiving wastewater effluent protects environments may be adversely sensitive receiving environments affected by spills or overflows of and improves the natural untreated sewage; smell and noises environment. The reduction of from the WWTP and pumping the number of dry and wet stations may create nuisance or weather overflows will reduce impact public health; and the the risk of bacterial operation and maintenance of our contamination of our streams assets. and beaches. Environmental damage during the construction of new works is mitigated through resource consent conditions. The operation and maintenance of our assets includes the production of greenhouse gases through energy use, wastewater treatment processes and biosolids.
Environmental
Economic
Cultural
Restricted capacity can result in constraints on development potential and business capacity; the cost of the investment in infrastructure; significant costs and time to implement the system upgrade and overflow reduction improvement projects; significant compliance costs for developers, businesses and individual households. Respects cultural sensitivity Receiving waters may be adversely around receiving environments; affected if wastewater is not receiving environments are properly treated and, where improved. overflows occur, could adversely affect health by the collection of shellfish to eat.
Allows for better use of the available developable land; provides infrastructure to enable business development in the community. A good working wastewater system, meeting its Levels of Service, will increase property values and keep the city as a good place for people to live, work and play.
3. Contribution to community outcomes

A B Parks and open spaces Natural environment Ensure that work on assets has minimal impact and where possible, maximise use. Protect and enhance stream and beach water quality. Regulate and monitor water quality. Minimum impact of development on the natural environment in development areas. Minimise use of energy and generation of waste in operating the wastewater system.
C D
Transport Built environment Minimise risks to public health related to discharges of overflows to streams and beaches . Plan and collaborate with developers in the design, build and infrastructure of the built environment Provide minimum requirements for development/ building related activities and designs to protect the environment. Provide wastewater systems in residential areas.
The council is committed to minimising detrimental effects of the wastewater activity where possible. As required by the Resource Management Act 1991 (RMA) Council has lodged an application with the Auckland Regional Council (ARC) for consents to operate its public wastewater and stormwater networks. The documentation, supporting our consent application aims to demonstrate that we have: Robust wastewater management and planning processes Good knowledge of our public wastewater and stormwater systems, located or discharging into the Coastal Marine Area and streams Sound understanding of potential environmental and cultural effects associated with providing wastewater services Improvement programmes to reduce the number of wet weather overflow events and improve beach water quality Robust maintenance, operation and renewal practices
E F G H I J K L M
Housing Personal safety and crime Community Services and Facilities Education and training
Provide wastewater systems in facilities. Raise awareness and educate community on our natural environment and how to enjoy and protect it.
Physical activity, sport and personal Minimise risks to public health related to discharges health of overflows to land, streams and beaches. Business and economy City identity and branding Employment Arts and culture Our people Heritage Avoid pollution of sensitive cultural areas. Provide quality infrastructure for business and the economy. Clean and safe beaches are essential for city image. Efficient and reliable wastewater infrastructure is essential for good economic climate.
The ARC has granted consents that were not acceptable to council. As a result council has appealed and we are currently in a mediation process with the Auckland Regional Council to resolve the outstanding appeals. Our aim is to agree environmentally robust and economically viable practices and targets. Wastewater services impact directly on the sustainability of the city, mainly in the area of receiving environmental impacts and public health, but also in the areas of noise, odour and greenhouse gas impacts. These are being addressed through the conditions of the Network Consents and our long term capital and renewal programmes.
N O
Direct contribution Indirect contribution
4. Relevant strategies, plans and Acts

Legislation The authority and responsibilities of the council with respect to providing wastewater services are outlined in the following pieces of legislation: Local Government Act 2002 Resource Management Act 1991 and amendments North Shore City Wastewater Bylaw Building Act 2004 Health Act 1956 Civil Defence Emergency Management Act 2002 Water Services Assessments A periodic assessment of our water services activities is required under the Local Government Act 2002. Our first assessment was completed in June 2005. Plans The following documents are applicable to wastewater management: National Strategies and Plans NSCC Strategic Documents, District Plan & Structure Plans Asset Management Plan Regional Air, Land and Water Plan and other Regional Strategies and Plans Coastal Plans, Town Centre Plans, Transport Services, Community Services Integrated Catchment Management Plans and Wastewater Catchment Management Plans Project CARE reports Project CARE strategic planning outcomes Annual Plan 04/14 and 06/16 City Plans (Long Term Council Community Plan) Infrastructure Design Standards Manual Network consents and related documentation
5. Relevant programmes, projects, actions

The key projects to be implemented in 2009/10 are as follows: Albany lakes sewer improvements Rosedale tunnel and outfall Birkdale sewer improvements Hillcrest sewer improvements Bayswater catchment rehabilitation Forrest Hill catchment rehabilitation Construction of a new pumping station in Oteha Valley Commencement of works to receive flows from the Long Bay Structure Plan area These projects (except Long Bay trunk sewers) are part of WNSIP and are driven by the need to reduce the number and volume of wet wastewater overflows.
6. Strategic priorities
In the next three years we will focus our efforts on the following key strategic initiatives: Northern Trunk Sewer system to ensure that overflow frequencies in these areas will exceed target. Work will start on major upgrades required in the Albany, Browns Bay, Torbay and Long Bay area to cater for increased demand and to reduce wet weather overflow. Work is scheduled to be completed by 2015 The construction of the new effluent outfall is the largest single wastewater network project undertaken by Council. It will cost over $118m and will be completed by 2010 Birkdale and Hillcrest sewer upgrades are significant capital projects that will alleviate capacity constraints and reduce wet weather overflows in the Birkenhead and Hillcrest areas (at present we have temporary development delays in the Birkdale area due to sewer deficiencies)
7. Asset information
The wastewater system collects sewage discharges from residential and industrial properties in the Metropolitan Urban Limits of the city and the Okura Village and transports the accumulated sewage to the Wastewater Treatment Plant (WWTP) at Rosedale through a system of public wastewater network assets. The collected sewage is treated at the WWTP to the required standard and the treated effluent is discharged into the Hauraki Gulf off the coast of Castor Bay. The value of assets covered in the Wastewater Network AMP 2009 and the WWTP AMP 2009 (given in Table 1) is approximately $740 million and represents 33 percent of Council's overall investment in infrastructure assets.
Table 1 - Value of WW Assets as of 30 June 2008 Asset Class Qty Pipes, Tunnels & Effluent Outfall (km) 1,331 Manholes/ Access Points (no.) 30,695 Public Laterals (m) 12,700 Pump Stations (no.) 89 Storage Tanks & Facility (no.) 6 WWTP 1 Total 2008 Valuation DRC = Depreciated Replacement Cost AD = Annual Depreciation
In 2000 the council applied for resource consents for the ongoing operation of the WWTP (Project Rosedale). The consents were granted in 2002; their conditions have determined the service levels of the WWTP in the following areas: Air discharges Effluent standards Increased treatment capacity New effluent In the period from 2001 to 2008 we have completed a $52m upgrading programme to meet the requirements of the resource consents, minimise odour and keep pace with population growth. We have also identified future works for $37m which will be completed by 2030. The new effluent tunnel and marine outfall due for completion by mid-2010 will separately cost $118m and will discharge high quality treated effluent from the treatment plant 2.8km out to sea into the Rangitoto Channel. The transportation of sewage within the wastewater network is aided by 89 pump stations. Storage tanks are provided to contain excessive wet weather flows at strategic locations . The city is divided into 41 wastewater catchments, reflecting the geographical features of the land and the configuration of the wastewater trunk reticulation. The wastewater catchments are organised into seven combined drainage catchments which form the basis for development of Integrated Catchment Management Plans (ICMP).
DRC $(K) 524,125 78,126 5,389 19,105 13,546 100,344 740,635
AD $(K) 4,562 1,051 70 702 230 3,484 11,354
The wastewater network has grown to keep pace with the growing city. The oldest wastewater reticulation is found in Devonport and Northcote, while the sewer network in Albany and Greenhithe was installed in the last 20 years. Prior to the local government reforms in 1989 every borough and village community within the North Shore region had its own sewerage system, discharging untreated or partially treated sewage into the Waitemata Harbour or the Hauraki Gulf. In 1960 the North Shore Drainage Board, which was formed nine years earlier to manage the regional wastewater issues, made a decision to implement a regional "separate" (not collecting stormwater run off) sewerage scheme with a single treatment facility. An extensive network of new trunk sewers was constructed to connect the existing local sewerage systems to the new treatment plant in Rosedale. The treatment plant was built in stages and was handed over to North Shore City Council after the local government reforms in 1989. Council immediately commenced an upgrading programme to meet the needs of the rapidly increasing population, to comply with tightened environmental standards and to address deferred maintenance, renewal and upgrading.
8. Capacity statements
Future wastewater demand is determined by the population growth, per capita water supply consumption and rainwater inflow/infiltration (I/I) rates. The forecast 2050 population contributing to wastewater flows in the model is 374,000. The 374,000 is made up of 296,000 resident population (similar to the 2002-CARE model) and 78,000 commercial equivalent population. The population data was sourced from the NSCC Growth Model using the high growth scenario under city blueprint conditions. Recent estimates from Auckland Regional Council indicate that population estimates for 2050 may be higher than those used in the current growth models. The high growth scenario for 2051 has increased the projected population from 296,000 to 380,000 residents. It is uncertain whether the city can and will be able to cater for this demand. Further planning work will be carried out over the next 3 years to address this issue. The net wastewater discharges per capita are expected to decrease slightly over the next 20 years as a result of the implementation of water supply demand management initiatives (described in the council's Water Supply Demand Management Action Plan 2004). Currently a far more dramatic decrease in water demand is being investigated. Inflow and infiltration (I/I) of rain water into the wastewater system will be a key factor influencing future wastewater volumes in the next 20 years. The initiatives for I/I minimisation to avoid sewage overflows during storm events are outlined in the Project CARE Report and are incorporated into the capital, renewal and operation programmes for the next decade (WINSIP). Although the effect of excessive infiltration in the "leaky" catchments will be managed through pipe rehabilitation, the I/I will continue to be a major contributor to future wastewater volumes due to the aging of the network and the effects of climate change. It is expected that climate change will produce more intensive and frequent rainfalls, which in turn will increase the rate of rainwater infiltration into the wastewater network.
The council will continue to introduce new initiatives to meet the levels of service in a cost effective and environmentally sustainable manner. The following activities can improve the performance of the system: Controlling the volume and composition of trade waste discharges (ongoing) Improving the efficiency of the wastewater network (ongoing) Investigating alternative wastewater disposal options (on hold) Improved pricing methodology (on hold) Managing customer expectations through education and consultation (ongoing)
Regional Strategy
The 2004/5 Statement of Corporate Intent agreed between Watercare Services Ltd (WSL) and its Shareholders Group of councils, which include North Shore City, required WSL to co-ordinate the development of an integrated regional water, wastewater and storm water vision. The Three Waters Vision was completed by the required date of June 2005, with input from all councils and network operators in the region. On completion of the Vision, WSL and the other participating organisations agreed to develop a regional Three Waters Strategic Plan as part of an on-going programme. The Three Waters Draft Strategic Plan (TWDSP) is one of a series of documents prepared as part of the Auckland Region Three Waters Strategic Planning Programme. North Shore City Council submitted to this draft plan in September 2008 with conditional support for most of the outcomes and recommendations. The Mangere Wastewater Treatment Plant, owned and operated by WSL will be at capacity by 2027, so additional wastewater treatment plant capacity needs to be identified for the Auckland region. To allow for a 15 year planning and construction period, a final decision needs to be made by 2012, which will allow some time for further assessments. The report recommends that our wastewater treatment plant at Rosedale should be part of the regional solution. One of the preferred solutions is that Rosedale will cater for 1.5 million people in 2100. More planning work needs to be undertaken to confirm the best treatment solution for the region before a final decision can be made. Consultation with the North Shore community will be undertaken when adequate information is available.
9. Statement of levels of service

Council has been monitoring the performance of the public wastewater network since 1996. Selected performance indicators have been measured and the results have been reported through the council's Annual Reports. We have consulted with the community on the main deliverables in each key service area using focus groups discussions, customer surveys and presentations, publications in the local press and particular consultation projects. The Levels of Service are measurable statements describing the contributions of wastewater activity towards achieving the desired community outcomes.
Community Outcome Natural Environment Natural Environment Key Service Area Legislative Compliance Customer Service Legislative Compliance Customer Service Legislative Compliance Customer Service Legislative Compliance Legislative Compliance Environmental Protection Level of Service Statement The operation of the wastewater network will comply with all relevant resource consent conditions. Measures and targets No Abatement Notices 100% 2007/08 Performance 0 100%
+ +
The compliance of trade waste discharges with consent conditions for type A and type B customers will be inspected annually.
Natural Environment
Percentage of Type 1 overflows meeting the design target of no more than 2 wet weather overflows per annum (annual average, based on computer modelling). The operation of the WWTP will comply with the conditions of the resource consents.
100% in 2021 (resource consent compliance enforced from 2021 onwards) No Abatement Notices 100% by 2021 (resource consent compliance enforced from 2021 onwards) 80% or more 80% or more 80% or more 95% or more 95% or more Less than 1 per 20 pump stations or not more than 5 per annum 100
33%
Natural Environment Natural Environment
0 33%
Percentage of significant purposely built overflow locations meeting the design target of no more than 2 wet weather overflows per annum (annual average, based on computer modelling). Residential and business customers are satisfied with council's handling of requests for service.
Natural Environment Built Environment Natural Environment Built Environment Business and Economy Business and Economy Business and Economy Business and Economy Natural Environment Business and Economy Natural Environment
Customer Service Customer Service Quality Quality Quality Environmental Protection
+ + + + + + +
85% 95% 98% 98% 87% 4
Residential and business customers are satisfied with the overall wastewater service.
Urgent sewer network faults (priority 1) are responded to within 1 hour of notification. Dry weather overflows contained within 3 hours of notification. Non-urgent sewer network faults (priority 3) are responded to within 3 working days of notification.
Dry weather overflows at pump stations will be managed at an acceptable level. The number of dry weather overflows within the reticulation will not exceed 100 per 100 km.
51
Note 1: Note 2:
This level of service statement is linked to the performance measures on the next page. Classification based on risk to system and environment. Type A = high risk to customers, generally by contaminants; Type B = medium risk to customers, generally by volume; Type C = low risk to customers; Type 1 overflows = discharge over 1,000 m 3 per annum
Performance and level of service measures

We will report our success in achieving the standards to you through the following performance measures:
Residents and businesses are satisfied with the council's handling of requests for service Target 2009/10 = 80%
100% 80% 60% 40% 20% 0%
2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 88% 83% 85%
100% 80% 60% 40% 20% 0%
Residents and businesses are satisfied with the overall wastewater service Target 2009/10 = 80% 89% 95%
80%
No abatement notices received. 2007/08 0 0 2008/09 0 0 2009/10 0 0 2010/16 0 0
Network WWTP
Trade Waste Compliance of trade waste discharges with consent conditions for type A and B customers are inspected annually. 2007/08 100% 100% 2008/09 100% 100% 2009/10 100% 100% 2010/16 100% 100%
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
Type A (High Risk) Type B (Medium Risk)
Number of dry weather overflows at pump stations NOT to exceed Target 2009/10 = 5
18 16 14 12 10 8 6 4 2 14
Number of dry weather overflows in the reticulation NOT to exceed Target 2009/10 = 100
100% 80%
Percentage of dry weather overflows contained within 3 hours of notification 100%100% Target 2009/10= 95% 98%
7 4
250 200 150 100 50 40 32 51 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
60% 40% 20% 0%

2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
100% 80% 60% 40%
Percentage of urgent sewer network faults responded to in one hour 98% Target 2009/10 = 80% 96% 93%
100% 80% 60% 40%
2022/23
Percentage of non-urgent sewer network faults responded to within three working days Target 2009/10 = 95%
100% 100% 87%
Total operating expense per rateable property (rating units-separate parts)

$700 $600 $500 $400 $300 $200 $100 $$351 $336 $377
20% 0%
2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
20% 0%
2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
Financial graphs - Wastewater

Wastewater direct capital expenditure (excludes vested assets)
80 76.1 1.8
Wastewater capital funding
80 70 53.3 60 50 $m 40 30 20 10 42.6 10.7
76.1 12.0 60.8 60.8 9.5 44.0 37.5 64.1 51.3 10.2 16.0 26.2 22.1 9.8 12.3 11.7 14.3 18.6 24.3 28.6 33.0 26.0 14.4 36.9 37.0 7.8 9.0 13.1 48.4 52.4 45.0 15.4 16.7 16.2 7.6 8.6 18.5
20 38.7 30 70
9.6 53.3
60.8 6.8 52.3 44.0 37.5 33.0 10.6 10.6 9.9 21.8 19.8 18.1 10.8 2.0 14.3 1.8 5.0 7.1 11.7 15.9 13.9 23.9 25.3
62.3 9.9 54.7 9.7

$m
60.8 51.7
62.3 54.7
60 50 40
52.3 15.4
51.7 14.7
12.4
2.3 12.1
13.2
14.5 14.5
6.7
12.5
12.6
64.7 47.3
26.2 26.0 22.1 7.9 9.3 8.1 9.9
29.5
35.2 16.7 39.3 13.3 12.6 0.9 3.5 2.9 5.2 16.2 18.5
10.6 7.9
10
18.1
13.2
13.2
10.3 -
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years New assets Renewal of assets Total

Loans
Wastewater operating expenditure (excludes loans repaid)

140 120 100 80 $m 60 40 20 20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
140 120
100 83.8 80 70.9 76.9
32.4 11.5 4.3 16.6
37.9 13.6 8.0 16.4
42.4 14.4 10.6 17.4
48.4 16.4 13.3 18.6
49.3 16.6 13.6 19.2
50.8 17.3 13.7 19.8
51.9 17.9 13.6 20.4
53.5 18.5 13.9 21.0
55.3 19.4 14.1 21.8
57.2 20.1 14.5 22.7
58.9 20.6 14.7 23.6
60.3 21.3 14.8 24.2
61.7 22.1 14.8 24.8
60.8 23.6 9.8 27.4
$m
62.4 22.9 14.1 25.4
61.9 23.5 12.3 26.1
60.0 24.5
60 40 35.0 37.2 40.1 43.5
7.2 28.3
20 33.9 36.2 39.1 42.4 46.1 50.1
Years Expenditure Finance costs Depreciation Total
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years Targeted rates - sewerage Development contributions Total
Wastewater income (excludes vested assets and development contributions)
99.2 91.5
107.7 101.9 104.8
47.2
51.2
55.6
60.3
65.4
54.4
59.2
64.2
69.6
75.6
82.5
90.2
97.8
100.5 103.3 106.2
Years Targeted rates - sewerage User charges Total
Prospective financial information - Wastewater

Notes Actual 2007/08 $000 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Year 6 2014/15 $000 Year 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Year 14 2022/23 $000 Year 15 2023/24 $000
Operating Statement Income Targeted rates - sewerage User charges Operating grants and subsidies Development or financial contributions Vested assets Total income Expenditure Expenditure Finance costs Depreciation of intangible assets Depreciation of infrastructure Total operating expenditure Operating surplus/(deficit) Capital and Reserves Funding Statement Capital and reserves funding requirements: Capital expenditure New assets Renewal assets Vested assets Total capital expenditure Loans repaid Transfers to general reserves Total funding required Funded by Operating surplus Funding from non-cash expenses Loans raised Total funding of capital 1
33,932 1,005 71 2,469 1,253 38,730
36,157 1,008 78 1,760 1,120 40,123
39,078 1,032 6,790 1,717 48,617
42,441 1,058 7,908 1,777 53,184
46,108 1,084 9,266 1,840 58,298
50,092 1,117 9,904 1,904 63,017
54,433 1,150 9,908 1,971 67,462
59,156 1,179 10,564 2,040 72,939
64,186 1,209 10,574 2,111 78,080
69,636 1,239 12,533 2,200 85,608
75,632 1,270 12,565 2,292 91,759
82,514 1,302 13,203 2,388 99,407
90,194 1,334 14,532 2,488 108,548
97,786 1,368 14,525 2,592 116,271
100,512 1,402 13,252 2,701 117,867
103,318 1,437 13,242 2,814 120,811
106,214 1,473 13,230 2,932 123,849
16,606 4,315 11,513 32,434 6,296
16,419 7,963 458 13,099 37,939 2,184
17,399 10,572 460 13,932 42,363 6,254
18,613 13,312 460 15,986 48,371 4,813
19,194 13,552 16,586 49,332 8,966
19,776 13,669 17,314 50,759 12,258
20,403 13,640 17,896 51,939 15,523
21,025 13,939 18,533 53,497 19,442
21,809 14,115 19,383 55,307 22,773
22,703 14,458 20,066 57,227 28,381
23,579 14,734 20,574 58,887 32,872
24,186 14,833 21,271 60,290 39,117
24,763 14,834 22,107 61,704 46,844
25,396 14,094 22,930 62,420 53,851
26,139 12,279 23,504 61,922 55,945
27,384 9,811 23,615 60,810 60,001
28,304 7,188 24,521 60,013 63,836
42,577 10,693 1,253 54,523 1,939 56,462
64,101 12,022 1,120 77,243 3,245 80,488
51,289 9,498 1,717 62,504 5,471 67,975
16,029 10,188 1,777 27,994 3,524 31,518
12,277 9,801 1,840 23,918 3,636 27,554
14,316 11,692 1,904 27,912 3,473 31,385
18,589 14,394 1,971 34,954 3,465 38,419
24,328 13,129 2,040 39,497 5,540 45,037
28,602 15,436 2,111 46,149 7,710 53,859
36,919 15,423 2,200 54,542 9,838 64,380
37,041 14,656 2,292 53,989 13,309 67,298
48,364 12,388 2,388 63,140 15,323 78,463
52,434 9,909 2,488 64,831 16,752 81,583
44,999 9,653 2,592 57,244 20,392 77,636
8,968 7,781 2,701 19,450 33,203 26,796 79,449
8,574 7,611 2,814 18,999 35,779 28,838 83,616
7,886 10,590 2,932 21,408 37,340 29,609 88,357
6,296 11,513 38,653 56,462
2,184 13,557 64,747 80,488
6,254 14,392 47,329 67,975
4,813 16,446 10,259 31,518
8,966 16,586 2,002 27,554
12,258 17,314 1,813 31,385
15,523 17,896 5,000 38,419
19,442 18,533 7,062 45,037
22,773 19,383 11,703 53,859
28,381 20,066 15,933 64,380
32,872 20,574 13,852 67,298
39,117 21,271 18,075 78,463
46,844 22,107 12,632 81,583
53,851 22,930 855 77,636
55,945 23,504 79,449
60,001 23,615 83,616
63,836 24,521 88,357
Note 1: The plan includes a strong commitment to the continued delivery of investment in wastewater infrastructure. This includes the completion of the wastewater tunnel and outfall in 2010 and the completion of the Project CARE programme in 2021. The income from targeted rates for sewerage have been increased in order to fund this investment. Finance costs increase significantly for this activity due to the large capital works programme. Note 2: New capital expenditure over the 15 years of the plan totals $411m and renewal capital expenditure totals $172m. The new wastewater tunnel and outfall is currently under construction and is projected to cost $118m; the 2007/08 to 2009/10 years include costs for this project. The financial provisions for the Project CARE programme results in a large spend in the years prior to 2021 with a peak of total spend of $62m in 2019/20. For further details of this output area's capital projects in the plan, please refer to the capital projects section in Module 4 of this City Plan. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation about the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Wastewater.
Stormwater
1. Introduction
Stormwater runoff from properties and roads within most of the city is collected through a system of public and private stormwater assets and is conveyed to streams and the sea. Where no reticulation is available or where stormflows are larger than reticulation capacity, stormwater flows use overland flow paths to a point where it can naturally discharge into a stream, the marine environment or reticulated areas somewhere down stream. The following activities are carried out to minimise the nuisance and detrimental environmental effects of stormwater runoff: Maintenance and operation of the stormwater assets Monitoring asset conditions and performance through modeling, condition surveys and inspections Installation of new assets to meet growth requirements and to sustain the agreed levels of service and acquisition of new assets Promoting regulative mechanisms to incorporate a sustainable approach to stormwater management, including controls in the District Plan (land-use), as well as by integrating with other council activities such as Transport and Parks Maintain and enforce legal requirement related to stormwater management on private properties Protect or improve stream condition by controlling discharges into streams (quantity and quality) and by managing and restoring streams. The aim is to prevent stream erosion, reduce pollution and improve the overall quality of the stream environment as well as to enhance streams Educating the public on stormwater issues and encouraging low impact stormwater solutions at the property as well as in the public space
Objectives
Recognition that the effects of stormwater cannot be controlled by managing stormwater assets only but that the overriding driver for stormwater is the land-use and that integration with other activity areas is critical to achieve the stormwater objectives We will provide and maintain an effective stormwater system for residential, commercial and industrial properties within the urban limits of the city. We aim to protect and enhance the ecological and amenity values of our streams and beaches We will maintain, operate and improve the stormwater system to protect public health, while minimising adverse environmental effects of stormwater discharges We aim to minimise the nuisance of flooding and to protect flood prone habitable buildings We aim to minimise pollution by silt and other pollutants to our streams and marine environment We aim to work in partnership with the community and where warranted put legal mechanisms in place to ensure stormwater objectives are met in the most efficient manner Stormwater management should be integrated into the developments and redevelopment design from the start of the planning process Most important is that prevention is better than mitigation; secondly stormwater should be managed as close to the point of origin as possible Reliance on natural processes within the soil mantle and plant community The re-use of stormwater for non-potable use is accepted and encouraged as a mitigation tool with the added benefit of reducing water demand (see water supply activity statements)
Vision
To provide and maintain a public stormwater drainage system to a high standard so that the effects of flooding, erosion, stream degradation and water pollution is minimised and natural streams are protected and enhanced To protect and enhance the ecological and amenity values of the streams and beaches in the city by managing the stream system including the riparian margins and headwaters as well as by providing access to them To manage stormwater to ensure that people, property and the environment are protected from the adverse effects of flooding, erosion, stream degradation and water pollution through: - Good urban planning, urban design and lot design - Planning all physical works to incorporate stormwater management as close to source as possible and other best practice from the outset - Using rainwater as a resource where practicable
Expected Outcomes
We aim to provide high quality stormwater services at a reasonable cost We will continue our commitment to implement improvement works that are required to meet overall stormwater objectives, typically identified as part of the catchment planning process We aim to meet all legal requirements We aim to contribute towards meeting the City Vision, City Outcomes, City Principles and City Directions as identified in this City Plan We will provide stormwater catchment plans that show the location of stormwater services, and identify improvement works and other actions to meet the objectives We will ensure that stormwater reticulation will cater for existing and future needs and that flows be controlled in such as way that the receiving stream system will be able to convey stormwater flows while minimising environmental effects on the streams
North Shore City Council City Plan 2009-2024 - Module 3 - Stormwater Page 26
We will work with the community using Environmental education and other initiatives to look after public and private assets, and the performance of the network We will work with the community using Environmental education and other initiatives to look after our streams located both in public as well as private ownership We will put in place appropriate controls, incentives and guidelines for development and building activities to ensure overall stormwater objectives are met We will monitor and enforce legal requirements related to the management of stormwater on private properties All steps shall be taken to minimise the increase or change in peak flows and volumes from a site or development, relative to natural (pre-development) runoff to the greatest extent practicable. Specifically the aim is that there shall be no net increase in peak flow rates from the development, no increase in stream erosion and no increase in effects of stormwater on downstream properties All developments shall incorporate, to the greatest extent practicable, Low Impact design principles set out in accordance with the District Plan (including plan changes 22, 23, 24 and 25), Council's Infrastructure Design Standards Manual and the principles contained in the ARC's TP 124 Low Impact Design Manual All development shall to the greatest extent practicable, avoid the discharge of silt and other contaminants from the site during and after construction We will endeavour to map and minimise the ecological footprint of activities related to stormwater where practicable
development at design stage. North Shore City has a large proportion of impervious surfaces, which lead to increased and concentrated stormwater runoff Promoting the use of sustainable solutions such as rainwater harvesting, revegetation, rain gardens and swales etc Identifying integrated solutions between flood mitigation, stream management and contaminant management initiatives, as well as opportunities for cooperation between council departments Using the concept of best practicable option, taking into account the four wellbeings of environmental, social, cultural and economical values, in accordance with the requirements of the Local Government Act 2002
This revised Stormwater Strategy recognises the need for a shift in focus by the Council from the provision of stormwater services (mosty reticulation) to the management of stormwater and its effects on our environment. This includes the need for an integrated approach to stormwater management using sustainable solutions This strategy draws the following conclusions: The most important message is that stormwater cannot be managed/controlled by operating a stormwater network in isolation but that the most important driver for the effects of stormwater runoff (quantity and quality) is the use of the land, therefore land use controls and management, and integration with other council activities, are essential to meet stormwater objectives Stormwater Policies will provide the means for delivering the Stormwater Strategy and Water Management Strategy; these policies have and will trigger changes to existing policies, the Stormwater Bylaw and the District Plan It is more effective to incorporate stormwater management principles into a development from the start, than to retrofit solutions after the development has taken place There is a long lead time and environmental degradation will continue until the stormwater objectives are implemented and take effect
Stormwater Strategy
The council adopted a Stormwater Strategy to address wider stormwater issues in 2004. The strategy provides guidelines for managing the increase in stormwater volumes and contaminants, so that negative effects such as flooding and erosion are minimised, streams are protected and enhanced and the amenity value of streams and beaches is preserved or improved. Twelve streams have been targeted for protection and enhancement, based on their ecological value. The key objectives for the council are to: Minimise adverse effects of overland flow and flooding Reduce sediment discharges to the environment Improve the state of our streams Reduce the amount of stormwater-borne contaminants getting into our water bodies Ensure appropriate and effective stormwater treatment as far as practicable, taking into account long term operability and whole of life costs The key principles for management of stormwater and its effects are: Promoting prevention rather that mitigation by requiring all new developments or re-developments to incorporate stormwater management objectives into their
2. Effects of the Stormwater activity

There is growing recognition of the effects of stormwater runoff. These include: Summary of Significant Effects Well-being Social Negative Damage to properties due to stream erosion or the alteration of natural flow paths. Flooding which can affect public health and safety as well as cause property damage. Public safety, bacterial contamination of beaches and erosion of beaches. Disruption during the implementation of works. Stream degradation. Stream erosion by inadequately controlled discharges. Reduced baseflows. Barriers for fish, contamination by sediments and other pollutants. Beach erosion by stormwater outlets. Transfer of contaminants such as silt, nutrients, toxic substances and bacteria between areas and damage to the marine environment. Minor effects during construction. Stormwater strategy and its Some controls will affect development related action plan (e.g. possibilities and will come at a shortplan changes) will prompt term cost. better overall outcomes an Existing stormwater issues include efficiencies through costs associated with damage related integration of activities to flooding and stream erosion and between stormwater and personal safety. other output areas such as There is a significant cost related to the land use, transport, parks as improvement works required to meet well as the development the stormwater strategy objectives. industry. The lack of economic price signals is a barrier to changes in behaviour and development / stormwater management practices. Positive Stormwater Strategy and related action plan and improvement works programme are aimed at reducing flooding and its impact on affected properties; they aim at providing a safe environment for the whole community. Changes to a different way of stormwater management will result in a better protection and possible enhancement of a number of selected streams.
Cultural
Contamination of the receiving Acknowledges the significance of the receiving environments is unacceptable to iwi. waters; receiving environments are improved.
Environmental
The council is committed to minimising detrimental effects of stormwater activity where possible. As required by the Resource Management Act 1991 (RMA), the council has lodged an application with the Auckland Regional Council (ARC) for consents to operate its public wastewater and stormwater networks. The documentation supporting this consent application aimed to demonstrate that we have: A robust stormwater management strategy Good knowledge of the public wastewater and stormwater assets, located or discharging into the coastal marine area and streams Sound understanding of environmental and cultural effects associated with managing stormwater runoff Robust maintenance, operation and renewal practices The Auckland Regional Council (ARC) has granted consents that were not acceptable to us. As a result we have appealed and we are currently in a mediation process with the ARC to resolve the outstanding appeals. Our aim is to agree environmentally robust and economically viable practices and targets. Stormwater services impact directly on the sustainability of the city in two main ways: flood mitigation impacts and receiving environment impacts. These are being addressed through the activities described in our 2004 Stormwater Strategy. Stormwater also has an indirect influence on sustainability through its relationship with land use, water supply and wastewater. Stormwater harvesting reduces peak stormwater flows and reduces the demand for treated potable water for non-potable uses. Stormwater also infiltrates the wastewater system causing overflows during wet weather.
Economic

A Parks and open spaces Manage, regulate and monitor stormwater in parks and open spaces. Maximise amenity values of open spaces including stream environments. Integrate stream and open space management, including weed management. Regulate and monitor stormwater systems. Protect and enhance streams (in-stream and riparian margins). Reduce and control weeds and pests in the streams and their riparian margins. Minimise effects from stormwater discharges (quantity and quality) by prevention and at-source treatment. Improve public awareness and ownership of streams through education and other initiatives. Provide the citys transport system with environmentally friendly stormwater management, fit for purpose in the context of the issues addressed during the stormwater catchment planning process. Provide access to and along streams for walking and/ or cycling for amenity and/or connectivity reasons. Plan and collaborate with developers in the design, construction and operation of developments and infrastructure that meets overall stormwater objectives. Reduce flooding by implementing improvement programmes and avoiding building within floodplains and/or obstructing overland flow paths. Regulate , monitor and enforce controls during and after development to ensure problems are not worsened and where possible improved. Ensure that buildings and building activities do not compromise riparian margins. Identify where the built environment can be enhanced through integration with the stream/water environment, including the environment.
Housing
Natural environment
Provide stormwater systems in residential areas where justified. Ensure overland flow paths are protected and reinstated where required. Ensure on site stormwater management is considered, implemented where justified or required and operated as intended. Encourage the re-use of stormwater for non-potable use. Ensure that the use of stormwater devices such as rain gardens, roof gardens and the re-use of rainwater for non-potable use is considered and promoted for reasons additional to stormwater such as amenity, insulation and savings in water supply. Ensure hazardous situations in public spaces related to stormwater are identified and managed (e.g. by fencing). Ensure that flooding hazards are identified and addressed where possible and justified. Ensure that flooding hazards are identified and addressed where possible and justified Ensure that flooding hazards are identified and addressed where possible and justified sport and Minimise bacterial pollution of streams and beaches. Manage risks related to the bacterial pollution of streams and beaches. Provide quality infrastructure and where possible improve open space such as streams for business and economy to make the city a place to be proud of. Well looked after natural and safe environment is essential for the identity of the city. Stormwater essential service for the economy including employment. Significant, visual stormwater projects should consider the inclusion of art in the scope of the project. Streams and marine environment and culturally sensitive specific heritage features to be identified and considered as part of the catchment planning process.
Personal safety and crime
Transport
G H I
Community Services and Facilities Education and training Physical activity, personal health Business and economy
Built environment
K L M N O
City identity and branding Employment Arts and culture Our people Heritage

Legislation The authority and responsibilities of the council with respect to stormwater management are outlined in the following legislation: Local Government Act 2002 Resource Management Act 1991 and amendments NSCC Stormwater Bylaw Building Act 2004 Health Act 1956 Civil Defence Emergency Management Act 2002 Water Services Assessments A periodic assessment of our water services activities is required under the Local Government Act 2002. Our first assessment was completed in June 2005 and a summary of that assessment can be found on page 189 of this document. Recommendations from this assessment are included in the forward works programme of this activity. Plans The following documents are applicable to stormwater management: National Strategies and Plans NSCC Strategic Documents, District Plan & Structure Plans Asset Management Plan Regional Plan Air, Land and Water, Regional Policy Statement and other Regional Strategies and Plans Coastal Plans, Town Centre Plans, Transport Services, Community Services Integrated Catchment Management Plans and Stormwater Catchment Management Plan NSCC District Plan including variations Annual Plan Long-Term Council Community Plan (City Plan) Infrastructure Design Standards Manual and practice notes/guidelines Network consents (under appeal)
Work in partnership with the community to restore streams on private properties Raingarden projects in the Eskdale catchment
In the next three years, we will concentrate our efforts on the following key strategic initiatives: Implementing District Plan amendments through hearings and possible appeal process to support holistic approach to stormwater and stream management Completing the scheduled Stormwater Catchment Management Plans Progressing the Stream Restoration Programme; it is focused on improving and protecting stream ecological and amenity value in the 12 selected streams Progressing other improvement works as identified in the catchment management plans (aimed at minimising flooding and improving water quality) Carry out pilot programmes related to the restoration of streams on private properties and addressing overland flow issues on private properties. The outcomes of these pilots can be used to review the next City Plan Resolve the appeals related to the Network Consents for our stormwater network

The key projects to be implemented in the next three years are as follows: Construction of water quality treatment wetlands/ponds in the Kyle, Awaruku, Oteha Valley, Northboro and Wairau Valley catchments Major culvert and overland flow path upgrades in the Hillcrest catchment Stream protection and rehabilitation works in the Lucas Creek and Taiaotea catchments Contribution to District Plan review Implementation of a monitoring and enforcement programme for private stormwater devices
The stormwater network has grown to keep pace with the growing city. The oldest stormwater reticulation is found in Devonport and Northcote and the newest is found in the central and northern parts of the city. The value of stormwater assets exceeds $540m and represents 22 per cent of the council's investment in stormwater assets as at 30 June 2008.
Figure 1 - Summary of Stormwater Assets as at 30 June 2008 Asset Description Qty DRC ($000) AD ($000) Pipelines (km) 1,071 460,352 4,696 Manholes (no.) 23,933 46,923 608 Catchpits (no.) 74 105 2 Channels (km) 22 19,258 301 Inlets/ outlets (no.) 2,441 1,764 40 Pump station (no.) 1 355 9 Detention Structures (no.) 128 9,864 93 Quality Devices (no.)18 2,109 1,958 39 TOTALS 540,579 5,788 DRC = Depreciated Replacement Cost AD - Annual Depreciation
Streams are recipients of stormwater run off and are subject to particular attention due to their environmental and amenity value. In order to protect the streams it is important that the discharges are managed (peak flows, volumes and quality) and that the stream is managed (in stream habitat, fish passage, protection of headwater, riparian margins, etc). The key stream management objectives are described in the Stormwater Strategy and incorporated in the stormwater catchment management plans. For planning and management purposes, the city is divided into 47 stormwater catchments. The stormwater catchments are grouped into seven combined drainage catchments, which provide a common basis for the development of ICMPs. Stormwater disposal remains the landowners responsibility in many areas. The stormwater system consists of a primary reticulation of purposefully designed pipes, channels and ponds, aided by a secondary system of overland flow paths. The quality of the stormwater in some areas is improved through the installation of water quality devices (ponds, rain gardens etc.). Attenuation devices are sometimes installed to protect the receiving waters from excessive stormwater volumes and flows. There are two non-asset elements of the stormwater system that deserve particular attention due to their role in the overall stormwater management: overland flow paths and streams.
Prior to the local government reforms in 1989, every community in the North Shore region managed stormwater in a different manner. The extent and complexity of stormwater networks were driven by population growth and housing density. The public stormwater systems in the older parts of the city have been designed to different standards. Some areas, like Devonport, had little purposefully installed stormwater reticulation and relied on the natural topography and watercourses for stormwater disposal. Where reticulated stormwater network was available, its primary purpose was to convey stormwater runoff away from road carriageways. The stormwater reticulation, installed in the rapidly developing areas of Albany, Greenhithe and Glenfield during the 1980s and 1990s was designed to provide better flood protection to properties. Water quality treatment devices and retention structures were introduced to mitigate the effects of increased stormwater volumes and peak flows on stream and coastal environments. Overland flow paths form an essential part of the stormwater system. They complement and enhance the performance of the stormwater infrastructure during extreme storm events and in case the reticulation gets blocked, and convey stormwater away from properties in areas without stormwater reticulation. The need for protection of overland flow paths is recognised in the District Plan, the Stormwater Bylaw and the Stormwater Strategy 2004.
The urbanisation of the city and intensification of development will lead to increased stormwater volumes and peak flows in certain parts of the city. The proportion of impervious surfaces, which is an important factor in determining stormwater volumes is likely to increase as the population increases. Changing climate conditions will result in more frequent and more intensive rainfalls. These conditions are likely to increase the flow extremes - higher peak flows and lower low flows - and change the hydrological regime of streams. Traffic intensification will lead to more contaminants being washed into the stormwater system and transported to the receiving waters, adversely affecting flora and fauna of streams. Stormwater management will have to deal with increased stormwater volumes, more pronounced peak flows and deteriorating water quality. We are in the process of assessing the capacity of the stormwater system and its ability to cope with current and future stormwater flows as part of the Stormwater Catchment Management Plans. It has been found that certain parts of the stormwater system have insufficient capacity to accommodate the increasing stormwater volumes and provide adequate flood protection. Particular concerns are the areas with limited stormwater infrastructure, which rely on surface drainage, in some cases also in relation to land stability. Another concern is flooding in areas such as Wairau, where mitigation through the provision of infrastructure is either not possible or prohibitively expensive. Integration with land use and transport is required to address this problem. Capacity issues within the stormwater system will be further identified in the stormwater catchment plans and will be resolved through various solutions including asset and non-asset solutions.

Council has been monitoring the performance of the public stormwater network since 2001. Selected performance indicators have been measured and the results have been reported through the council's Annual Reports. We have consulted with the community on the main deliverables in each key service area. Various tools were used in the consultation process: focus group discussions; customer surveys and presentations; publications in the local press and particular consultation projects. Water Assessments As required by the Local Government Act 2002 (LGA), the council has completed detailed assessments of its water supply, wastewater and stormwater services. The
Community Outcome Parks and Open Spaces Natural Environment Transport Built Environment Housing Business and Economy Parks and Open Spaces Natural Environment Transport Built Environment Housing Business and Economy Key Service Area Legislative Compliance Level of Service Statement
feedback provided through the consultation process does not indicate any significant changes from the current service levels. Network Consent Consultation (Kokopu Connection) As part of the application to the ARC for resource consents to operate our wastewater and stormwater networks, we have consulted on a wide range of issues associated with the environmental effects of our wastewater and stormwater networks, including stream protection. We are currently in a mediation process to resolve appeals against the granted consents. The Levels of Service (LoS) are measurable statements that describe the contributions of the stormwater activity towards achieving the desired community outcomes. The Levels of Service support the following strategic outcomes:
Measures and targets No abatement notices 2007/08 Performance 0
Number of abatement notices or prosecutions for non compliance with resource consent conditions for stormwater network operations.
+
Flood Protection Stream/Environment Protection The council will identify and implement improvement works required to meet the strategic outcomes in these key service areas. Complete identified improvement projects as per financial statements to a level of $9.6m capital per annum (2008/09 dollar values, non-inflated). Complete identified improvement projects as per financial statements, to a level of $3.2m operational per annum (2008/09 dollar values, non-inflated). Customer Satisfaction Customer Satisfaction Quality of Service Quality of Service Quality of Service Residential and business customers are satisfied with the overall stormwater service. New Measure
New Measure
Built Environment Business and Economy Built Environment Business and Economy Built Environment Business and Economy Built Environment Business and Economy Built Environment Business and Economy
+ + Reported flooding of habitable properties in a 1-in-20 year storm event per 1,000 properties. + Urgent stormwater works are responded to within one hour. + Non-urgent stormwater works are responded to within three working days. +
80% or more 60% or more 4.5 per 1,000 properties 85% 95%
94% 73% 1.1 per 1,000 properties 61% 95%
Residential and business customers are satisfied with the council's handling of requests for service.
Note 1:
This level of service statement is linked to the performance measures on the next page.

Residential and business customers are satisfied with Council's handling of requests for service Target 2009/10 = 60%
Residential and business customers are satisfied with the overall stormwater service Target 2009/10= 80%
Environmental impact Number of abatement notices or prosecutions for non compliance with resource consent conditions for stormwater network operations 2007/08 2008/09 2009/10 2010/16 Target 0 0 0 0 Actual 0 No abatement notices or prosecutions received
100% 80% 60% 40% 20% 0%
69% 73% 62%
100% 80% 60% 40% 20% 0%
81%
92% 94%
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
Percentage of urgent stormwater works responded to within one hour Target 2009/10 = 85%
10.0 8.0
Reported flooding of habitable properties in a 1-in-20 year storm event per 1,000 properties Target 2009/10 < 4.5
Percentage of non-urgent stormwater works responded to within three working days Target 2009/10 = 95%
96%96% 100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 61%
6.0 4.0 2.0

0.2 1 .1
98% 97% 95% 100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23

2022/23
N/B: Measure started in 2006/07
Total operating expenditure per rateable property (rating units-separate parts)
$350 $300 $250 $200 $150 $100 $50 $-
$1 30
$1 39
$ 150
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
Financial graphs - Stormwater

Stormwater direct capital expenditure (excludes vested assets) 25
19.0 17.7
3.0 3.2
Stormwater capital funding

23.5
25
22.4 21.4 19.0 1.4 3.0 17.7 16.8 1.4 3.2 3.3 1.5 17.5 1.5 3.5 17.6 1.8 3.6 17.7 1.8 3.6 19.5 2.1 4.2 20.4 2.0 2.1 4.5 4.8 5.1 5.5 2.0 2.0 23.5
20
16.8
3.3
17.5
3.5
17.6
3.6
17.7
3.6
18.7
3.9
19.5
4.2
20.4
4.5
21.4
4.8
22.4
5.1
5.5
20
18.7 1.9 3.9
15 $m 10
8.6
1.5
13.0 9.0 7.4

2.4 2.1 2.6
15 $m
13.0 1.3
8.2
2.1
15.9 10.4
14.5
13.4
14.1
14.1
14.1
14.8
15.3
15.9
16.6
17.3
18.0
10
8.6 1.1 1.5
8.2 0.6 2.1
9.0 7.4 1.1 2.1 4.3 5.3 1.2 2.4
2.6 14.5 9.1 13.8 14.6 15.2 16.0
13.1
5
7.1 6.1 5.4 6.6
11.9
12.5
12.3
12.3
12.8
13.2
5
5.7 5.2
21 22 16 17 10 09 11 08 12 13 14 15 18 19 20 23 20 22 /
Total
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
16 /
08 /
09 /
07 /
11 /
12 /
10 /
13 /
14 /
15 /
17 /
18 /
19 /
20 /
20
21 /
20
20
20
20
20
20
20
20
For the years ending 30 June New assets Renewal capital expenditure Total
Loans General rates
Development contributions
20
20
For the year ending 30 June
20
Stormwater operating expenditure (excludes loans repaid) 70 60 50 $m 40 30 20 10 12.9 5.1 1.7 6.1 14.1 5.8 2.2 6.1 15.1 6.2 2.2 6.7 16.3 6.5 2.7 7.2 17.9 6.8 3.1 8.1 20.0 7.1 3.9 9.1 22.0 7.4 4.8 9.8 24.2 7.6 5.7 10.9 25.8 7.8 6.3 11.6 27.5 8.1 7.0 12.4 28.6 8.4 7.4 12.8 29.6 8.6 7.8 13.2
$m 70
Stormwater income (excludes vested assets and income for capital projects)
20
Subsidies, grants and other
20
20
20
23 /
60 48.8 50 38.5 40 30 20 10.1 11.5 11.2 10 9.9 12.2 12.9 14.5 16.8 18.9 22.0 24.8 27.6 30.5 34.9
54.0
30.6 8.9 8.2 13.6
31.5 9.1 8.4 14.0
32.1 9.4 8.3 14.4
32.1 9.7 7.7 14.8
31.8 9.9 6.7 15.1
32.9
48.8 27.6 30.4 32.9 34.9 38.5
54.0
12.2
12.9
14.4
16.8
18.9
22.0
24.8
/22 /08 /09 /13 /14 /18 /19 /20 /21 /23 /24 /10 /11 /12 /15 /16 /17 07 008 009 010 011 012 013 014 015 016 017 018 019 020 021 022 023 2 2 20 2 2 2 2 2 2 2 2 2 2 2 2 2 2 For the years ending 30 June
Expenditure
Finance costs
Depreciation
Total
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years General rates Other Total
24
59.8
59.8
Prospective financial information - Stormwater
Notes
Actual 2007/08 $000
Forecast 2008/09 $000
Year 1 2009/10 $000
Year 2 2010/11 $000
Year 3 2011/12 $000
Year 4 2012/13 $000
Year 5 2013/14 $000
Year 6 2014/15 $000
Year 7 2015/16 $000
Year 8 2016/17 $000
Year 9 2017/18 $000
Year 10 2018/19 $000
Year 11 2019/20 $000
Year 12 2020/21 $000
Year 13 2021/22 $000
Year 14 2022/23 $000
Year 15 2023/24 $000
Operating Statement Income General rates and other revenue User charges Operating grants and subsidies Capital grants and subsidies Development or financial contributions Vested assets Total income Expenditure Expenditure Finance costs Depreciation of infrastructure Total operating expenditure Operating surplus/(deficit) Capital and Reserves Funding Statement Capital and reserves funding requirements: Capital expenditure New assets Renewal assets Vested assets Total capital expenditure Loans repaid Total funding required Funded by Operating surplus Funding from non-cash expenses Loans raised Total funding of capital 1
9,864 48 227 411 944 2,669 14,163
11,216 28 283 250 570 1,600 13,947
12,231 10 1,069 2,290 15,600
12,908 10 1,248 2,370 16,536
14,449 11 1,342 2,453 18,255
16,825 11 1,441 2,539 20,816
18,895 11 1,442 2,627 22,975
21,982 12 1,532 2,719 26,245
24,794 12 1,537 2,815 29,158
27,553 12 1,819 2,933 32,317
30,449 13 1,828 3,056 35,346
32,908 13 1,915 3,184 38,020
34,917 13 2,113 3,318 40,361
38,452 14 2,110 3,457 44,033
48,756 14 2,006 3,602 54,378
53,985 15 2,013 3,753 59,766
59,796 15 2,004 3,911 65,726
6,144 1,688 5,060 12,892 1,271
6,082 2,237 5,789 14,108 (161)
6,708 2,229 6,201 15,138 462
7,190 2,652 6,503 16,345 191
8,062 3,076 6,790 17,928 327
9,079 3,867 7,072 20,018 798
9,832 4,787 7,369 21,988 987
10,893 5,652 7,610 24,155 2,090
11,646 6,337 7,849 25,832 3,326
12,417 6,952 8,104 27,473 4,844
12,791 7,442 8,355 28,588 6,758
13,212 7,826 8,607 29,645 8,375
13,601 8,155 8,867 30,623 9,738
13,998 8,396 9,128 31,522 12,511
14,412 8,287 9,391 32,090 22,288
14,817 7,670 9,655 32,142 27,624
15,141 6,705 9,925 31,771 33,955
7,062 1,511 2,669 11,242 796 12,038
6,069 2,086 1,600 9,755 1,107 11,023
5,382 2,066 2,290 9,738 1,238 10,976
6,569 2,398 2,370 11,337 678 12,015
10,392 2,560 2,453 15,405 762 16,167
15,945 3,007 2,539 21,491 883 22,374
14,543 3,152 2,627 20,322 1,135 21,457
13,444 3,306 2,719 19,469 2,143 21,612
14,069 3,477 2,815 20,361 3,346 23,707
14,080 3,557 2,933 20,570 4,639 25,209
14,093 3,645 3,056 20,794 6,584 27,378
14,758 3,899 3,184 21,841 7,984 29,825
15,315 4,169 3,318 22,802 9,005 31,807
15,913 4,470 3,457 23,840 11,602 35,442
16,601 4,781 3,602 24,984 21,290 46,274
17,260 5,118 3,753 26,131 26,395 52,526
17,974 5,484 3,911 27,369 32,481 59,850
1,271 5,060 5,707 12,038
5,789 5,234 11,023
462 6,201 4,313 10,976
191 6,503 5,321 12,015
327 6,790 9,050 16,167
798 7,072 14,504 22,374
987 7,369 13,101 21,457
2,090 7,610 11,912 21,612
3,326 7,849 12,532 23,707
4,844 8,104 12,261 25,209
6,758 8,355 12,265 27,378
8,375 8,607 12,843 29,825
9,738 8,867 13,202 31,807
12,511 9,128 13,803 35,442
22,288 9,391 14,595 46,274
27,624 9,655 15,247 52,526
33,955 9,925 15,970 59,850
Note 1: The plan includes a strong commitment to the continued delivery of investment in stormwater infrastructure to achieve strategic outcomes for the city. This activity is funded mainly from general rates and loans. Note 2: New capital expenditure over the 15 years of the plan totals $206m and renewal capital expenditure totals $55m. The capital works programme includes flood protection and network expenditure, Stormwater quality works and stream and coastal works. For further details of this output area's capital projects in the plan, please refer to the capital projects section in Module 4 of this City Plan. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Stormwater.
Transport
1. Introduction
North Shore City Council manages and maintains the city's transport and road assets according to the terms set out in the Local Government Act 2002 (LGA). Under the LGA 2002, the council has an obligation to provide for and satisfactorily maintain city transport facilities such as roads and footpaths. Planning, programming and administration of the transport network and systems, including integration with the national highway network, is carried out in-house. Implementation of physical works (operational, maintenance and new and renewal capital works) is primarily contracted out to external parties. Under the governments proposed new arrangements for Auckland governance, the new Auckland Council or an organisation under it, may be responsible for the role that North Shore City Council currently has in managing the citys transport network. The services provided by transport activity are essential for the well-being of people and the economy. The following activities are carried out to fulfill the council's role in managing and maintaining the city's transport network and in meeting Community objectives: Local and regional planning Implementation of transport projects and programmes, such as safety programmes and corridor improvement projects Maintenance and upgrading of transport infrastructure Management of transport assets Parking enforcement North Shore City is growing rapidly, and with it, traffic growth which puts pressure on the transport network, the city's environment, its safety and convenience. The population of the city is expected to grow to about 312,000 people by 2040 and the number of trips to increase by 71 per cent to 1,480,000 a day. Pressure on the transport network is clearly evident in increased traffic congestion. The council recognises the need to provide for and promote alternatives to car travel to reduce the effects of congestion and car usage. At the same time it also recognises the need to continue providing for road traffic in newly developing areas and for maintaining and improving the existing road network. The challenge for the council is to provide a transport system that meets community needs while contributing towards long term social, economic and environmental sustainability. This section shows how transport activities will contribute towards the community outcomes and how progress towards them will be measured. Key Decision Area Strategic Cycleways (Please refer to Module 1 - Summary, page 18) The council asked for feedback on how much to invest in extending the cycling network in the city, and outlined three expenditure options. The Decision The council has resolved that the strategic cycling budget be increased by $500,000 in 2016/17, $1m in 2017/18 and $1m in 2018/ 19.
Vision
The North Shore City (NSC) Transport Strategy 2006 underpins the council's transport activities. The strategy aims: "to provide and support an integrated, safe, responsive and sustainable transport system that meets the transport needs of the North Shore community, enhances city development and minimises adverse social and environmental impacts".
Objectives and requirements

Council transport activities and objectives are affected by legislative requirements, and national and regional transport strategies. The council is required to act in accordance with the Local Government Act 2002 (LGA), the Local Government (Auckland) Amendment Act 2004 (LGAAA), and for transport in particular, the Land Transport Management Amendment Act 2008 (LTMAA) and the Government Policy Statement on transport. The LTMAA 2008 prescribes key priorities for transport. Transport is required to be affordable, integrated, safe, responsive and sustainable. The LGAAA 2004 places a responsibility on councils to achieve better integration between land use and transport and to achieve a sustainable transport system. The Government Policy Statement 2009/10-2018/19 (GPS), released in May 2009, sets out the desired outcomes that the government wishes to achieve from its investment in land transport. The councils transport activities need to contribute towards these outcomes to attract government funding. The GPS places high priority on national economic growth and productivity. Transport investment and activities supported by the council are also to take into account the objectives and policies of the Auckland Regional Land Transport Strategy (RLTS). The objectives of the RLTS 2005 (currently under review) closely align with the LTMAA 2008 objectives.
North Shore City Council City Plan 2009-2024 - Module 3 - Transport Page 38
Community consultation under the LGA 2002 identified the outcomes that form the basis of the NSC Transport Strategy 2006. These outcomes along with other NSC plans and strategies, and the requirements of national and regional government, make up the framework for the transport objectives that follow: Assist economic development Enhance safety, personal security and health Improve access and mobility Protect and promote public health Promote and support environmental sustainability Support the achievement of city growth objectives
2. Effects of the Transport activity

The effects of transport activity are both positive and negative. Transport provides an essential service to the community, which is regarded as a strong positive outcome. However, there are negative outcomes from transport, such as the adverse effects on the natural environment, which need to be managed. The positive and negative effects of transport activity are summarised below in terms of how they impact on the four well-beings.
Summary of Significant Effects Well-being Social Positive Provides essential access within and between communities to housing, employment, education, sport and leisure activities, and community services. Allows for mode choice (e.g. walking, cycling, public transport). Provides opportunities for recreation and physical activity through active modes. Provides access to parks, open spaces, streams and coastline. Supports development of more vibrant town centres. Promotion of more sustainable and energyefficient modes of transport. Mitigation of adverse effects of transport activities can have positive environmental effects such as stormwater treatment programmes. Negative Main roads can divide communities. Potential safety risks. Traffic noise. Health effects from air pollution. Increased traffic flow can negatively affect amenity of neighbourhoods.
Expected outcomes
The outcomes expected from the NSCC Transport Strategy are as follows: A transport system that: provides for access and the transport needs of people, businesses and communities efficiently connects the city's centres by public and private transport promotes efficient use of road space results in centres and transport corridors that are attractive and safe allows for and encourages transport mode choice integrates with land use planning and supports city growth strategies is safe and affordable for all modes of travel
City Residents who: walk, cycle and use public transport in increasing numbers are more safety conscious and are less likely to be injured or killed are more able to drive, walk and cycle safely are healthier and fitter Environmental
A City Environment that: is less affected by the air, water and noise impacts of transport activity is more pleasant and attractive to be in results in the sustainable use of resources
Air pollution and water contamination from roads and vehicles on the surrounding environment. Use of finite natural resources.
Economic
Cultural
Connects people and business. Supports business activity and city growth. Integrates with land use development. Attracts business investment in the city. Provides access to cultural activities.
Cost of accidents. Costs associated with traffic congestion. Affects property values.

A B Parks and open spaces Natural environment Provide primary transport infrastructure including access to parks and open spaces. Efficiently manage the citys transport system in conjunction with the New Zealand Transport Agency and the Auckland Regional Transport Authority. Mitigate the adverse effects of transport on the natural environment. Facilitate transport choice (walking, cycling and public transport) to enhance sustainability. Deliver a transport system that is safe, reliable, efficient and environmentally friendly. Provide attractive transport corridors and enhance street amenity, particularly in town centres. Provide access development. to housing and facilitate housing
No significant impacts identified.

C D E F G H I Transport Built environment Housing Personal safety and crime Community Services and Facilities Education and training
Provide education, enforcement and infrastructure to enhance personal safety and help prevent crime. Provide access, via different modes of travel, to community services and facilities. Provide access, via different modes of travel, to education and training services.
Physical activity, sport and Facilitate cycling and walking as a means of exercise through personal health infrastructure provision and promotion. Manage road network for public sporting events such as the Auckland Marathon. Business and economy A safe, reliable, efficient and environmentally friendly transport network enables access within and between communities for people and for business. Special projects such as the Northern Busway are unique to the North Shore and help to promote the citys identity. A safe, reliable, efficient and environmentally friendly transport network enables access to employment and helps to attract and retain employees and grow businesses. Provide access, via different modes of transport, to the arts and to cultural activities. Seek views of the people in the community when planning major programmes and developing strategies.
K L
City identity and branding Employment
M N O
Arts and culture Our people Heritage

The key legislation, strategies and plans that impact on the councils transport activity are outlined below. Legislation Resource Management Act 1991, Land Transport Act 1998 Local Government Act 2002 Local Government (Auckland) Amendment Act 2004 Land Transport Management Act 2003 Land Transport Management Amendment Act 2008 Draft Utilities Management Act 2008 Local Government Act 1974 (sections not repealed in the LGA 2002) Governance Policy Statement 2009/10 to 2018/19 (GPS) National level New Zealand Transport Strategy 2008 National Land Transport Programme Regional level Auckland Sustainability Framework 2008 Auckland Regional Growth Strategy 1999 Auckland Regional Policy Statement 1999 (under review) Regional Land Transport Strategy 2005 (under review) Draft Auckland Transport Plan 2009 Draft Auckland Regional Arterial Road Plan 2009 Sustainable Transport Plan 2006-2016 Auckland Passenger Transport Network Plan 2006-2016 Regional Parking strategy 2009 Draft Regional Road Safety Plan 2004-2010 Local level NSC District Plan NSC City Blueprint NSC Transport Strategy 2006 NSC Cycling Strategy 2009 NSC Walking Strategy 2009 NSC Road Safety Strategy 2006 Corridor Management Plans NSCC Transport Asset Management Plan NSCC Traffic Control Bylaw

Corridor projects: Corridor upgrades Road improvements New roads Key transport programmes: Safety Public transport Walking Cycling Travel behaviour change programmes Minor road improvements
Council transport priorities are aimed at achieving the city's transport vision and expected transport outcomes, as well as meeting national and regional objectives and requirements including the draft Regional Land Transport Plan. Key priorities are: Implement measures to support the Northern Busway and other public transport improvements Implement approved transport corridor projects Improve transport safety Implement the Walking Strategy and the Cycling Strategy Travel behaviour change initiatives Manage existing transport assets Northern Busway and other public transport improvements The implementation of the Northern Busway project is largely complete. However, planning and implementation of bus priority measures to support the Northern Busway project is ongoing. Measures include dedicated bus lanes, joint bus/HighOccupancy Vehicle lanes, and priority signaling at traffic lights. A new Busway station is planned to coincide with access improvements such as extension of the Northern Busway to Orewa. Other public transport improvements include upgrading of suburban bus stations and bus stops throughout the city network. An average of 30 new or upgraded bus shelters is planned each year to support both the Northern Busway project and the wider city network. Suburban bus station projects include: Greville Road/ Rosedale Road starting 2019/2020 The installation of real-time bus information signage has commenced and will continue at major urban bus stops in North Shore City during 2009/10. North Shore City Council City Plan 2009-2024 - Module 3 - Transport Page 43
The City Plan allows for improvements to the facilities at the ferry wharf at Bayswater, as well as improved access to the ferry wharves at Stanley Bay and Beach Haven. The council is also investigating the provision of ferry terminal infrastructure at Takapuna and Browns Bay. Corridor projects Corridor projects include some new roads, road widening and other works to improve traffic safety flows, and other road improvements that will allow best use for all road users. Major transport projects that are already underway or have been approved by the council to commence during this City Plan are: Glenfield Road (James Street to Sunset Road) Onewa Road (Lake Road to Sylvan Avenue) Lake Road (Esmonde Road to Jutland Road) East Coast Road (Hastings Road to Rosedale Road) Albany Highway (Schnapper Rock Road to SH17) Anzac Street corridor (Fred Thomas Drive to Auburn Street) Other major projects proposed include: Glenvar Road Kyle Road Gills Road to Oteha Valley Road Transport safety The council is committed to improving transport safety. The council will continue to work closely with the Police, the New Zealand Transport Agency and other organisations to strive for the best practicable safety outcomes for the North Shore. Activities set out in the NSC Road Safety Strategy aim to reduce road trauma for all road user groups, including pedestrians, cyclists and motor vehicles. Key interventions are: Engineering and design improvements Regulatory controls and enforcement Education and communication The strategy identifies road safety issues for North Shore City, highlights actions to address them, and sets targets for reducing the number of casualties. There is an increasing focus on taking a proactive approach to addressing road safety issues. Funding has been reduced since the previous City Plan 2006-2016, as the council needs to test the ability of implementing the safety programme. Walking and cycling The Cycling Strategy 2009 sets out city-wide actions to promote and support cycling and cyclist safety. Actions include developing quality cycle networks, maintaining cycle infrastructure and integrating cycling with public transport. Reduced funding for cycling will still contribute towards implementation of the Cycling Strategy albeit at a slower rate than envisaged in the City Plan 2006-2016. The funding provides for two off-road cycle paths that are already well progressed in their design and a further $2.5m for projects that will be identified as part of the cycle network implementation plan. Other parts of the strategic cycle network will progress in conjunction with road upgrade projects such as the Lake Road, Albany Highway and East Coast Road upgrades.
An NSC Walking Strategy 2009 has been prepared to improve the walking environment and to encourage an increase in walking. A Walking Implementation Plan will follow, which will contain projects, programmes and ongoing activities to achieve the expected outcomes of the strategy. The resulting programme of actions will involve coordination and promotion of walking in North Shore City. Projects already planned which support walking include footpath improvements, street lighting and measures to improve town centre amenity. Travel behaviour change programmes The aim of the travel behaviour change programme is to work with the community to encourage safe, active and sustainable travel choices. In addition to supporting walking, cycling and public transport strategies, the programme targets: Schools - through the TravelWise programme and education Businesses - through the Workplace Travel Plan programme and education Communities - through initiatives such as Personalised Journey Planning and Neighbourhood Accessibility Planning Manage existing transport assets The management focus for existing transport assets is on providing a level of service acceptable to the users while preserving the assets to ensure long-term sustainability. Management activities include operation, maintenance, renewal, upgrading and improvement of the network. The city's Transport Asset Management Plan provides the basis for the management of the network. Current operation, maintenance and renewal activities of the transport network cost around $40m per year. Minor road improvements The council has an ongoing program of minor road improvements that incorporates minor safety improvements, including isolated intersection improvements, pedestrian crossing upgrades and Local Area Traffic Management - a scheme which responds to local traffic issues. New Zealand Transport Agency The council works closely with the New Zealand Transport Agency to integrate the city's roads with the national highway network. Future potential projects, which are under investigation at present, are: Second Waitemata Harbour crossing Transformation of State Highway 18 between Albany Highway and State Highway 1 into a full motorway Extension of Northern Busway north of Albany Ramp signaling to control access to and traffic flows on the national highway network Takapuna Public Parking Progress towards the delivery of a significant public carpark facility on the old Gasometer site in Takapuna, as a component of a multi-use development of the site, will continue. It is anticipated that this council-owned and managed facility will commence operation in 2012, focusing on commuter parking provision close to the CBD, and financial provision has been made within both the new capital and future operational budgets for this strategic project. Completion of this facility will enable full implementation of the Takapuna Public Parking Policies.
The council's transport network includes more than 680km of roads, over 1,000km of footpaths, almost 50km of cycle ways (25km on-road cycle lanes and 24km off-road cycle paths), 72 bridges, over 14,000 street lights, 71 traffic signals, 430 bus shelters, signage and on- and off-street parking facilities. The total replacement cost of the network would be around $865m (June 2008), which is made up of the following assets as outlined in the table below. We are continuously assessing our existing assets for their performance and managing the results of that information. The council employs experienced staff who collect and analyse an extensive amount of information on our asset performance on a daily, weekly, monthly and yearly basis as appropriate. This data indicates changes in demand or consumption patterns, and/or changes to level of service being provided that need our attention. This is reflected in our Asset Management Plans, which are updated regularly. Work programs for maintenance, renewals and replacements are then prepared to meet the challenges faced by those assets, and these are reflected in the Asset Management Plan and subsequently the City and Annual Plans.
Asset Traffic services - Signs - Sign supports - Traffic signals Street lighting -Poles -Brackets -Lanterns Structures - Bridges and culverts - Retaining walls Road pavement base Road pavement surface Road formation Footpaths Drainage - Surface water channels - Catch pits Off-street parking - Pavement layer and surface - Lighting Public transport - Bus shelters - Bus stations Street furniture - Seats Litter bins Pay and display Totals Key information - Transport assets 2008 Quantity Replacemen Asset Condition (June 2008) t cost $11.5m Percentage in "good" or "better" condition: 23,499 nos. Signs - 95 per cent 17,556 nos. Sign supports - 98 per cent 71 locations Traffic signals - 97 per cent $18.3m Percentage in "good" or "better" condition: 8,688 nos. Poles - 78 per cent 14,533 nos. Brackets - 98 per cent 14,416 nos. Lanterns - 98 per cent $48.7m Percentage in "good" or "better" condition: 72 nos. Bridges and culverts - 100 per cent 482 nos. Retaining walls - 98 per cent 685km $302m Smooth Travel Exposure (STE*) is 79 per cent (target is 75 per cent) 685km $65.8m 685km $187.5m 1,047km $85.3m 88 per cent of footpaths are in "good" or "better" condition $116.8m Percentage in good or better condition: 1,286 km Surface water channels - 99 per cent 11,823 nos. Catch pits - 98 per cent $5.1m Percentage in "good" or "better" condition: 110 locations Pavement layer and surface - 94 per cent 548 nos. $21.2m 430 nos. 5 nos. $2.8m 990 nos. 812 nos. 57 nos. $865 m Percentage in "good" or "better" condition: Bus shelters - 95 per cent 98 per cent of street furniture is in "good" or "better" condition
The existing road network generally has sufficient capacity to support the current needs of North Shore City road users - except at peak hour on some arterial roads. Capacity relates to the ability of the transport system to move people and goods safely and efficiently. Key factors which put pressure on the ability of the city's transport network to meet demand include: Continuing growth in the use of private vehicles Increasing population High traffic volumes over much of the arterial network Land use changes, such as urbanisation of rural areas, leading to increased traffic Other factors such as fuel prices, carbon emissions and global warming may affect future demand for transport, but their effects are uncertain at present. Single occupancy car travel is a significant cause of congestion on arterial roads. Congestion will be addressed to some extent by travel demand management initiatives, improvements to public transport, walking and cycling, and promotion of high occupancy vehicle lanes. There will also be planned improvements to the road network to increase capacity such as bus priority measures, selective additional lanes and intersection improvements.
STE measures the proportion ( per cent) of Vehicle Kilometres Travelled (VKT) in a year that occurs on smooth sealed
9. Statement of level of service

The services being provided by the transport activity have been grouped into key service areas as follows: Movement of Vehicles Movement of Cyclists / Pedestrians Movement of People Safety of Network Sustainability Customer Satisfaction Quality of Services and Amenity
The following table shows a representative sample of the levels of services the council is aiming to achieve within each area and how the council will measure and monitor progress towards the targets. For a detailed description of levels of services, please see Section 3 of the Asset Management Plan. Challenges to maintaining and improving levels of service include: Traffic growth Declining customer satisfaction on road and footpath condition Increasing costs - for example, bitumen for road resealing, power and maintenance costs Air and water contamination from transport activities The programs and projects proposed in this City Plan aim to address some of these issues.
Community Outcome Transport Business and Economy Transport Business and Economy Transport Business and Economy Transport Business and Economy Transport Business and Economy Transport Business and Economy
Key Service Area Customer Satisfaction Customer Satisfaction Movement of Vehicles
Level of Service Statement Customers are satisfied with the overall condition of the surface of main roads. Customers are satisfied with the condition of the footpaths. Provide transport infrastructure to ensure reliable travel times between city centres during peak periods. Provide a smooth and comfortable road carriageway. Maintain transport network to preserve assets to ensure long-term sustainability. Provide infrastructure facilities to improve patronage of public transport (buses and ferries). Implement programmes to improve safety of the transport network.
Measures and targets 60% or more customers are satisfied. 60% or more customers are satisfied.
2007/08 Performance
+ +
59% 52% 18% variation 79%
Maximum 20% variation in the average travel time during peak periods.
+
Smooth travel exposure index is 75% or greater. Overall asset condition (excluding road pavement) - not greater than condition grade 3 (1 = Excellent to 5 = Bad). Percentage increase of annual passenger numbers carried by public transport across harbour bridge during morning peak period - greater than 2.2% per annum. Number of fatal/serious crashes on the network decreasing 5 year rolling average: 2009/10 52 2010/11 50 2011/12 48 2012/13 46 Rate of compliance within response times as specified in the maintenance contracts - 95% or better.
Movement of Vehicles Quality of Service and Amenity Movement of People
+ + +
1.9
6.7%
Transport Personal Safety and Crime
Safety of Network
52
+ +
96%
Transport Business and Economy
Quality of Service and Amenity
Transport network repairs are attended within specified response times.
Note 1:

We will report our success in achieving the standards to you through the following performance measures.
Financial graphs - Transport

Transport direct capital expenditure (excludes vested assets)
120
Transport capital funding
120 100 85.4 80 63.1 $m 60 40 20 20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4

-
93.8 75.3 31.9 29.3
97.4 85.8 82.3 85.2 81.4 73.3 34.8 36.7 41.5
100
85.4
93.8
97.4 85.8 82.3 85.2
81.4 73.3
62.8 17.2 38.1 16.7 45.6 21.4
20.0 59.9 18.0 65.4 41.8 34.4 34.7 57.2 22.8 58.4 23.7
70.2 63.3 27.5 25.6
33.8 42.9
80 22.7 63.1 $m 62.8 59.9 12.6 33.6 10.6 14.6 5.2 11.1 28.7 6.0 9.1 12.1 13.4 15.2 40.5 14.3 10.3 14.9 10.3 16.1 9.6 20.5 19.7 63.3 57.2 58.4 60 18.3 37.2 38.1 40
75.3 70.2 25.3
31.3
33.8 26.7 25.2 26.7 24.0
14.4
45.1 61.8 63.6 51.0 45.6 43.7 38.5 28.2
21.4 21.0 17.3 10.6 11.0
25.4 20.2 21.3 22.0 23.1 25.8 26.8 28.0 14.2 9.8 9.8 9.8 20.8 10.2
18.5 12.5 12.5 29.7 29.4 22.9 12.9 14.2
48.7
37.7
42.7
45.9
20
9.7 3.7 12.5
10.4 2.4 10.8
20.8
19.0
19.8
22.9
7/ 0
8/ 0
9/ 1
0/ 1
2/ 1
4/ 1
5/ 1
6/ 1
8/ 1
0/ 2
1/ 2
2/ 2
20 0
20 0
20 0
20 1
20 1
20 1
20 1
20 1
20 2
20 2
New assets
Renewal of assets
Total
Loans
For the year ending 30 June Development contributions General rates Subsidies, grants and other Total
Transport operating expenditure (excludes loans repaid)

180 160 140 120 100 $m 80 60 40 20 49.3 14.8 5.7 28.8 53.7 16.3 4.5 32.9 60.5 16.9 6.8 36.9 66.0 18.6 9.3 38.2 70.9 20.6 10.6 39.7 76.9 22.7 12.7 41.6 81.4 24.7 13.3 85.9 26.7 14.2 90.1 28.4 15.0 94.2 30.3 15.8 110.8 111.9 112.0 105.9 108.6 98.6 102.3 33.5 17.5 34.7 18.1 36.0 18.0 37.3 38.5 15.2 39.6
Transport income (excludes vested assets and income for capital projects)
180 160 140 120 $m 100 80 60 47.0
8.8
20 2
20 1
20 2
20 1
20 1
20 1
20 1
For the years ending 30 June
153.0 143.4
18.1 18.7
32.4 16.6
17.1
12.3
50.8
10.0
57.4
11.4
61.1
11.8
65.5
12.3
71.8
12.7
75.1
13.4
81.0
13.9
87.2
14.4
93.3
14.9
101.1
15.4
108.0
15.9
113.3
16.4
120.8
17.0
17.5
117.8 60.2 65.6 71.2 78.3 84.6 89.2 96.1
126.8 135.2
43.4
45.0
46.6
48.1
49.7
51.3
53.2
54.6
56.4
58.2
60.1
40 20 -
34.9
36.2
41.3
44.4
47.8
52.4
54.9
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the year ending 30 June Expenditure Finance costs Depreciation Total
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years General rates User charges Subsidies, grants and other Total
3/ 2
1/ 1
3/ 1
7/ 1
9/ 2
162.2
Prospective financial information - Transport

Notes Actual 2007/08 $000 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Ye ar 8 2016/17 $000 Ye ar 9 2017/18 $000 Ye ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Ye ar 12 2020/21 $000 Ye ar 13 2021/22 $000 Ye ar 14 2022/23 $000 Ye ar 15 2023/24 $000
Operating Statement Income General rates and other revenue User charges Property income Operating grants and subsidies Operating subsidy - NZ Transport Agency Capital grants and subsidies - other Capital subsidy - NZ Transport Agency Development or financial contributions Vested assets Total income Expenditure Expenditure Finance costs Depreciation of infrastructure Depreciation of fixed assets Total operating expenditure Operating surplus/(deficit) Capital and Reserves Funding Statement Capital and reserves funding requirements: Capital expenditure New assets Renewal assets Vested assets Total capital expenditure Loans repaid Total funding required Funded by Operating surplus Funding from non-cash expenses Loans raised Proceeds from sale of assets Transfers from special funds Total funding of capital 1
34,895 3,267 235 1,563 7,003 21,900 15,273 3,711 5,625 93,472
36,190 4,544 224 1,539 8,264 14,567 2,380 4,950 72,658
41,262 4,815 180 1,533 9,640 17,087 5,157 5,553 85,227
44,356 4,954 124 1,571 10,073 21,025 6,013 5,775 93,891
47,831 5,381 127 1,611 10,541 19,395 9,633 6,006 100,525
52,440 6,631 131 1,659 10,914 20,541 10,311 6,246 108,873
54,898 6,821 135 1,709 11,507 19,738 10,335 6,496 111,639
60,166 6,963 138 1,751 12,007 20,985 11,001 6,756 119,767
65,634 7,139 141 1,795 12,492 21,439 10,577 7,026 126,243
71,197 7,201 145 1,840 12,919 25,279 12,526 7,307 138,414
78,312 7,434 149 1,886 13,362 31,269 12,542 7,599 152,553
84,611 7,499 152 1,933 13,822 33,792 12,927 7,903 162,639
89,212 7,687 156 1,982 14,297 26,721 14,218 8,219 162,492
96,069 7,795 160 2,031 14,789 25,229 14,214 8,548 168,835
117,836 7,986 164 2,082 15,300 26,741 9,765 8,890 188,764
126,795 8,060 168 2,134 15,832 23,986 9,752 9,246 195,973
135,156 8,296 172 2,187 16,383 25,377 9,761 9,616 206,948
28,812 5,660 14,553 282 49,307 44,165
32,868 4,493 15,931 372 53,664 18,994
36,876 6,750 16,674 194 60,494 24,733
38,159 9,304 18,334 234 66,031 27,860
39,687 10,618 19,869 700 70,874 29,651
41,601 12,669 21,541 1,127 76,938 31,935
43,376 13,325 23,577 1,130 81,408 30,231
45,003 14,205 25,617 1,100 85,925 33,842
46,624 14,997 27,354 1,090 90,065 36,178
48,116 15,815 29,203 1,101 94,235 44,179
49,658 16,570 31,240 1,115 98,583 53,970
51,287 17,523 32,356 1,123 102,289 60,350
53,162 18,075 33,567 1,132 105,936 56,556
54,613 18,009 34,881 1,143 108,646 60,189
56,390 17,113 36,158 1,154 110,815 77,949
58,221 15,225 37,328 1,168 111,942 84,031
60,117 12,309 38,439 1,181 112,046 94,902
48,719 14,360 5,625 68,704 2,768 71,472
21,436 16,705 4,950 43,091 2,998 46,089
45,645 17,150 5,553 68,348 3,227 71,575
41,828 18,026 5,775 65,629 2,476 68,105
65,397 19,957 6,006 91,360 2,630 93,990
34,401 22,782 6,246 63,429 3,237 66,666
34,701 23,707 6,496 64,904 3,433 68,337
37,713 25,578 6,756 70,047 5,715 75,762
42,704 27,464 7,026 77,194 8,234 85,428
45,933 29,344 7,307 82,584 10,874 93,458
61,836 31,916 7,599 101,351 14,710 116,061
63,588 33,801 7,903 105,292 17,912 123,204
50,965 34,798 8,219 93,982 20,135 114,117
45,553 36,739 8,548 90,840 25,143 115,983
43,693 41,525 8,890 94,108 44,062 138,170
38,461 42,897 9,246 90,604 52,755 143,359
28,157 45,109 9,616 82,882 61,798 144,680
44,165 14,835 12,472 71,472
18,994 16,303 10,792 46,089
24,733 16,868 28,724 1,250 71,575
27,860 18,568 9,084 12,593 68,105
29,651 20,569 40,495 3,275 93,990
31,935 22,668 12,063 66,666
30,231 24,707 13,399 68,337
33,842 26,717 15,203 75,762
36,178 28,444 20,806 85,428
44,179 30,304 18,975 93,458
53,970 32,355 29,736 116,061
60,350 33,479 29,375 123,204
56,556 34,699 22,862 114,117
60,189 36,024 19,770 115,983
77,949 37,312 22,909 138,170
84,031 38,496 20,832 143,359
94,902 39,620 10,158 144,680
Note 1: This activity has a variety of income sources which includes operating and capital subsidies from NZ Transport Agency, user charges (such as parking fees), development contributions income and general rates funding. Operating expenditure has increased in 2009/10 partially due to the transfer of the road reserve and tree maintenance budgets totalling $1.6m to the Transport activity; this was previously budgeted for in the Parks activity. Other increases in operating expenditure are mainly due to contract price increases for the delivery of services such as maintenance works as well as the associated costs of the large capital works investment programme. Note 2: New capital expenditure over the 15 years of the plan totals $681m and renewal capital expenditure totals $451m. The new capital works programme includes public transport improvements, road corridor upgrades, traffic safety improvements, new parking facilities and town centre improvements. For further details of this output area's capital projects in the plan, please refer to the capital projects section in Module 4 of this City Plan. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Transport.
Water Supply
1. Introduction
The public water supply network supplies water for domestic, commercial and industrial use to over 200,000 people within the metropolitan urban limits of North Shore City. The city receives water from the Hunua Dams, Waitakere Dams and the Waikato River through a bulk water supply scheme, operated by Watercare Services Limited (WSL) , which is a council organisation jointly owned by North Shore City and other local councils across the Auckland region. The council provides water supply services through a network of water supply assets to run households and businesses, maintain public health and for use in firefighting. The following activities ensure the agreed service levels are met: maintenance and operation of the water supply system risk assessment (including public health) of water supply activities monitoring of asset conditions and performance through hydraulic modelling, condition surveys and inspections local and regional planning installation of new assets to meet growth and levels of service requirements acquisition of new assets asset renewals compliance enforcement (backflow prevention) monitoring of water quality for compliance with the NZ drinking water standards preventing potable water wastage (leak detection) maintaining a bulk water supply contract with Watercare Services Ltd public education on water supply issues encouraging the reduction of water demand such as the use of rain tanks for nonpotable water use Focus on continual improvement of our practices through staff training, by increasing our efficiency and encouraging the appropriate use and reuse of natural resources, wherever possible Encourage our contractors and suppliers to work in safe and environmentallyresponsible ways that contribute to a sustainable community. Partner with government, business and community organisations to progress towards a more sustainable environment
Objectives
We will provide a safe and reliable water supply service and high quality drinking water to residential, commercial and industrial properties within the Metropolitan Urban Limit, that meets the Ministry of Health Drinking water Standards New Zealand 2000 We will regularly monitor the quality of drinking water We will supply water for firefighting as required by the NZ Fire Code of Practice, free of charge We will encourage water conservation, minimise the use of potable water wastage and promote the use of rain water for non-potable use We will give priority in the restoration of water supply to customers with special needs We are committed to providing a minimum of one day's notice for scheduled water supply interruptions We will operate a citywide backflow prevention programme to reduce the risk of contamination We will operate, maintain and renew the network to ensure that we can provide service now and into the future We will endeavour to map and minimise the ecological footprint of activities related to water supply where practicable
Expected Outcomes Vision

To be a leader in the field of water supply services by meeting or exceeding our customers' service, health and safety and environmental expectations Implement innovative, cost effective and environmentally-friendly practices in our planning, design, construction, operation and maintenance activities, that protect public health and safety while protecting and enhancing our natural environment Involve the community and other stakeholders in our decision-making processes and foster open and effective communication with all interested parties Comply with legal requirements; where no regulations exist we will endeavour to set our own standards in consultation with the community We aim to provide high quality water supply services at a reasonable cost We aim to use water in a sustainable and environmentally friendly way and prevent wastage of this valuable natural resource We will meet all legal requirements We will contribute towards meeting the City Vision, City Outcomes, City Principles and City Directions as identified in this City Plan
North Shore City Council City Plan 2009-2024 - Module 3 - Water Supply Page 50
2. Effects of the Water Supply activity
Summary of Significant Effects Well-Being Social Positive Water is essential for life; it promotes health through the availability of high-quality potable water; it provides safety to the community and property from fire. Negative Disease can be transmitted through reticulated networks; service disruption during network upgrades and new construction.
Council is committed to minimising any detrimental effects of water supply activity where possible. We support the water conservation initiatives outlined in the Auckland Regional Water Plan 2004. We have been investigating water conservation opportunities in accordance with the targets outlined in the Auckland Sea to Sky Plan 2008 and the Auckland Regional Three Waters Project 2008. More planning work has to be carried out to justify, refine and agree to this ambitious target. Water services impact directly on the sustainability of the city mainly by using natural resources in a sustainable manner e.g. through minimising wastage of high quality drinking water for non-potable use and by reducing leakage from the system. These are being addressed through initiatives outlined in the Demand Management Plan 2005 and the Leakage Management Framework 2008.
Environmental
Economic
Cultural
Significant areas are required to collect water into reservoirs. The use of highly treated water for non-potable use and the treatment of drinking water will require the use of energy and chemicals. The construction of large infrastructure projects will have effects on the environment. Allows for more intensive use of Restricted or low-quality water property; availability of easily supply impacts economic accessed water for firefighting activity and vibrancy; the cost of reduces the risk of fire damage acquiring, maintaining and in the community; providing operating water infrastructure. infrastructure enables business The lack of economic price signals and community development. is a barrier to prompt positive changes in behaviour related to the desired reduction of the use of potable water (volume based wastewater charging and/or staggered water rates). Reduced water levels in waterways where water is extracted for the use of drinking water might be unacceptable to local Iwi.

A B C D Parks and open spaces Natural environment Transport Built environment Provide water supply to parks and open spaces where required. Reduce water demand to prevent natural resources being used more than necessary. Align work on water supply systems with roading improvements. Plan and collaborate with developers in the design, build and infrastructure of the built environment. Provide service for existing and future demand related to water needs as well as for fire fighting. Provide water supply systems in residential areas including firefighting. Provide water supply to facilities. Educate and raise awareness around the need to reduce potable water demand and related energy use.

Legislation Council's authority and responsibility for providing water supply services are outlined in various government Acts and are supported by policies and bylaws. Below are the main legislative documents regulating the provision of water supply services: Local Government Act 1974 (sections not repealed in the LGA 2002) Local Government Act 2002 Resource Management Act 1991 and amendments Building Act 2004 Fire Code of Practice 1992 and amendments Health (Drinking Water) Amendment Act 2007 Civil Defence Emergency Management Act 2002 Water Services Assessments A periodic assessment of our water services activities is required under the Local Government Act 2002. Our first assessment was completed in June 2005 and a summary of that assessment can be found on page 190 of this module. Plans The following documents are applicable to water supply: Asset Management Plan Infrastructure Design Standards Manual Water Supply Strategy Water Services Comprehensive Renewal Strategy 2004 Water Supply Maintenance Strategy (draft) Water Supply Demand Management Action Plan 2005 District Plan Annual Plan Long Term Council Community Plans (City Plan) 2004/14 and 2006/16
E F G H
Housing Personal safety and crime Community Services and Facilities Education and training
I J K L M N O
Physical activity, sport and personal Provide good quality potable water and encourage health the use of it. Business and economy City identity and branding Employment Arts and culture Our people Heritage Water supply is an essential service. Provide quality and fit-for-purpose infrastructure for business and economy.

The key projects to be implemented in 2009/10 are as follows: Renewal and upsizing of water mains in Ocean Road and the adjoining roads off Alton Avenue, Martin Crescent, Liston and Lenihan Streets Upgrade water mains 150mm to 300mm diameter in Rosedale Road, Vanderbilt to William Pickering. Improve flows and meet fire fighting levels of service as appropriate Renewal of water mains, flow and pressure improvements in Park Avenue Renewal of water mains Chelsea View Street (Portsea, Harper and Fitzpatrick) Renewal of water mains and new link improvements for security of supply in Bentley Avenue and Battlefield Place
Other project programmes include installation of zone meters and chambers for monitoring purposes. These projects are driven by the need to keep the level of water supply interruptions at the agreed levels.
At present North Shore City uses around 20 million cubic meters of water per annum. Water supply to all customers is metered, except for fire fighting supply. Although the responsibility for the quality of bulk water supply lies with Watercare Services Ltd, the council is monitoring a wide range of water quality parameters for compliance with the current NZ Drinking Water Standards. The city is divided into two zones (Southern and Western Zones) to facilitate water quality monitoring.
In the next three years, we will focus our efforts on the following key strategic initiatives: Progress the update of the Zone Management Plans Review the Water Supply Strategy for the council. The strategy will cover all aspects of water supply services and will utilise the findings from the Water Supply Leakage Management Framework 2008 Review Water Supply Renewal Strategy Develop a meter renewal strategy as part of the Comprehensive Water Services Renewal Strategy 2004 review Identify opportunities to optimise the water supply network. This includes rationalising boundaries of water supply zones, implementing pressure management opportunities, improving district metering to facilitate leakage management and improving the security of supply Analyse and quantify the growing renewal needs related to the increasing trends in bursts in small diameter AC and PVC pipes
The council's water supply assets are organised into a system that delivers water for domestic, commercial and industrial needs to properties within the metropolitan urban limits of the city. The value of water supply assets (as shown in the table below) exceeds $219m, representing 12 per cent of the council's overall investment in infrastructure assets.
Summary of Water Supply Assets as at 30 June 2008 Asset Description Qty DRC ($000) Pipelines (km) 1,341 147,207 Fire hydrants (no.) 7,483 6,023 Valves (no.) 14,475 22,049 Pump stations (no.) 8 1,361 Reservoirs (no.) 3 2,212 Other facilities (no.) 36 499 Service connections (no.) 77,692 33,613 Water meters (no.) 77,692 6,908 TOTALS 219,874 DRC = Depreciated Replacement Cost AD - Annual Depreciation
AD ($000) 2,095 143 537 51 34 13 759 558 4,191
Future water supply demand will be driven by population growth and expected water consumption. The projection is that the water supply consumption per capita, as shown in the figure below, will decrease by five percent over the next 20 years to meet the water conservation objectives of the Auckland region (described in the Auckland Water Management Plan 2004 and the council's Water Supply Demand Management Action Plan 2005).
Water Supply Consumption per Capita
Future water supply demands will in part be influenced by the council's demand management initiatives, designed to meet the levels of service in a cost effective and environmentally sustainable manner. These demand management initiatives are described in Council's Water Supply Demand Management Action Plan and include the following: Investigating tariff options to encourage water conservation Education initiatives Regulation: such as water saving devices Network efficiency: pressure management and leakage control Subsidies Encouraging alternative water supplies and water re-use The capacity of the water supply network meets present water supply requirements, apart from some areas where the fire fighting capacity does not meet the requirements of the Fire Code of Practice.
290 Water consumption per capita ( l/p/day) 280 270 260 250 240 230 220 210 200 190 180 170 1987/88 1988/89 1989/90 1990/91 1991/92 1992/93 1993/94 1994/95 1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29
actual
forecast

Council has been monitoring the performance of the public water supply system since 1996. Selected performance indicators have been measured and the results have been reported through Annual Reports. The key water supply service measures and targets have been identified in close consultation with the North Shore community. Consultations have been carried out through focus group discussions, customer surveys and presentations, publications in the local press and particular consultation projects. The Levels of Service are measurable performance indicators and targets, describing how water supply management practices contribute to the delivery of the social, economic, environmental and cultural outcomes identified by the community. The Levels of Service (LoS) support the following strategic outcomes:
Community Outcome Natural Environment Built Environment Business and Economy Built Environment Business and Economy Built Environment Business and Economy Built Environment
Key Service Area Water Quality Quality of Service Quality of Service Quality of Service Quality of Service
Level of Service Statement Council will maintain grade "a" as per Ministry of Health grading for the water distribution network. Unplanned water supply interruptions are restored within 2 hours following the loss of supply. Reported urgent maintenance works are responded to within one hour. Reported non-urgent maintenance works are responded to within three working days.
Measures and targets Achieve "a" grading.
2007/08 Performance Grade "a" achieved 86% 80% 90% New measure
+ + + +
80% or more. 85% or more. 85% or more. 100%.
The council will maintain minimum pressure of 200 kPa at the meter connection point (measured every 5 years through hydraulic modelling). Percentage of hydrants meeting the required fire fighting flow standard of 15 l/s. Unaccounted for" water will not exceed agreed targets
Built environment Natural Environment Transport Built Environment Business and Economy Built Environment Business and Economy Built Environment Business and Economy
Note 1:
Quality of Service Service Sustainability
97% Less than 12% of the water input.
97% 11.8%
+ +
Customer Satisfaction Customer Satisfaction
Percentage of residential and business customers satisfied with the overall water supply service. Percentage of residential and business customers satisfied with Council's handling of service requests .
90% or more. 80% or more.
99% 83%
+ +

Residents and businesses are satisfied with the council's handling of service requests Target 2009/10 = 80%
Residents and businesses are satisfied with the overall water supply service Target 2009/10 = 90%
Water supply quality Council will maintain grade "a" as per Ministry of Health grading for the water distribution network 2007/08 a
Grade a Description Completely satisfactory Negligible level of risk Demonstrably high quality
100% 80% 60% 40% 20% 0%
81% 81% 83%
98% 99% 99% 100% 80% 60% 40% 20% 0% 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
Network
Where -
2008/09 a
2009/10 a
2010/16 a
2006/07
2008/09
Percentage of "unaccounted for" water (I.e. through breaks and leaks) Target 2009/10 < 12%
20.0% 11.8% 15.0% 12.0% 11.9% 10.0% 5.0% 0.0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
100% 80% 60% 40% 20% 0% 2006/07
Percentage of hydrants meeting the required fire fighting flow standard of 15 litres/second Target 2009/10 = 97%
100% 99% 97%
Percentage of unplanned water supply interruptions are restored within two hours of reported loss of supply Target 2009/10 = 80%
100% 80% 60% 40% 20% 0%
85% 87% 86%
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
Percentage of urgent maintenance works responded to within one hour Target 2009/10 = 85%
97% 94% 80%
100% 80% 60% 40% 20% 0%
Percentage of non-urgent maintenance works responded to within three working days Target 2009/10 = 85%

$500 $450 $400 $350 $300 $250 $200 $150 $100 $50 $2022/23
100.0% 80.0% 60.0% 40.0% 20.0% 0.0%
88%
96% 90%
$223 $231 $223
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
Financial Graphs - Water Supply
Water Supply direct capital expenditure (excludes vested assets)

25 20.9 20 16.9 15.1 15 $m 10.9 10 5.8 5 2.6 3.2 5.0 2.7 2.2 5.6 3.2 2.4 6.2 3.4 2.8 6.4 4.4 3.7 2.7 4.4 4.9 4.2 4.8 5.0 3.7 3.9 4.1 4.3 4.5 4.7 4.9 8.7 9.6 4.8 9.6 6.1 6.9 7.9 8.8 9.6 10.8 11.8 11.6 12.7 13.7 16.0 12.3 14.0
$m
Water Supply capital funding

25
20.9
20
16.9 15.1 13.7 12.7 11.8 10.9 8.7 5.8 5.0 5.6 6.2 6.4 5.2 3.8 1.3 4.6 1.0 5.1 2.9 0.7 3.6 3.8 5.3 5.0 4.7 5.3 13.8 6.3 8.2 10.4 12.6 9.6 9.6 11.6
18.7
18.7
15
10
16.5
19.6
5.4
5
5.5 4.0 0.8
5.5
5.6
4.5
3.5
2.3
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
07 /
0.0
1.4
2.1
1.3
0.3
21
18
19
13
14
15
10
08
09
11
12
16
17
20
22
23 22 / 20
20 /
18 /
13 /
14 /
09 /
20
20
20
20
20
20
20
For the years ending 30 June
New assets
Renewal of assets
Total
Loans Targeted rates - water supply Development contributions Total
W ater Supply operating expenditure (excludes loans repaid)

80 70 60 50 $m 40 30 19.2 20 10 3.5 15.6 21.2 4.2 16.9 23.1 4.4 18.4 24.7 4.7 19.7 26.5 4.9 21.3 28.6 5.0 23.1 30.7 5.2 33.3 5.4 36.1 5.6 38.0 5.8 39.4 5.9 40.3 6.1 41.3 6.3 42.2 6.5 43.1 6.6 43.7 6.8 44.5
$m 80 70
Water Supply income (excludes vested assets and income for capital projects)
20
20
20
20
20
20
20
20
20
For the year ending 30 June
08 /
10 /
11 /
12 /
15 /
16 /
17 /
19 /
21 /
23 /
24
62.6 58.3 54.2 43.6 46.9 50.4
60 50 40 30 21.3 22.3 24.2 26.2 28.2 30.3 32.6 35.1 37.7 40.6
7.0
20.8
24.8
27.0
29.3
30.6
31.6
32.2
32.9
33.7
34.6
35.3
36.3
20 10 21.1 20.6 22.0 24.0 26.0 28.0 30.1
32.4
34.9
37.5
40.4
43.4
46.7
50.2
54.0
58.1
62.4
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the years ending 30 June Expenditure Finance costs Depreciation Total
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years Targeted rates - water supply User charges Total
Prospective financial Information - Water Supply

Operating Statement Income Targeted rates - water supply User charges Developm ent or financial contributions Vested assets W ater connection fees Total incom e Expenditure Expenditure Finance costs Depreciation of infrastructure Total operating expenditure Operating surplus/(deficit) Capital and Reserves Funding Statement Capital and reserves funding requirem ents: Capital expenditure New assets Renewal assets Vested assets Total capital expenditure Loans repaid Transfers to general and special reserves Total funding required Funded by Operating surplus Funding from non-cash expenses Loans raised Total funding of capital 1
21,092 234 307 399 534 22,566
20,613 198 230 320 273 21,634
22,042 210 486 1,116 307 24,161
23,960 210 567 1,155 524 26,416
26,015 210 656 1,195 537 28,613
27,992 210 703 1,237 608 30,750
30,125 210 703 1,280 627 32,945
32,419 210 749 1,325 642 35,345
34,877 210 750 1,371 718 37,926
37,523 210 890 1,419 736 40,778
40,361 210 890 1,479 754 43,694
43,413 210 936 1,541 838 46,938
46,686 210 1,031 1,606 859 50,392
50,203 210 1,029 1,673 880 53,995
53,989 210 985 1,743 972 57,899
58,052 210 980 1,816 996 62,054
62,418 210 983 1,892 1,021 66,524
15,566 133 3,543 19,242 3,324
16,871 171 4,191 21,233 401
18,414 208 4,434 23,056 1,105
19,693 298 4,664 24,655 1,761
21,252 352 4,870 26,474 2,139
23,102 461 5,045 28,608 2,142
24,815 678 5,235 30,728 2,217
26,982 938 5,417 33,337 2,008
29,298 1,228 5,582 36,108 1,818
30,616 1,572 5,762 37,950 2,828
31,588 1,855 5,938 39,381 4,313
32,152 2,021 6,099 40,272 6,666
32,936 2,085 6,276 41,297 9,095
33,735 2,040 6,451 42,226 11,769
34,572 1,891 6,626 43,089 14,810
35,308 1,637 6,804 43,749 18,305
36,284 1,260 6,980 44,524 22,000
3,241 2,589 399 6,229 69 569 6,867
2,246 2,706 320 5,272 78 1 5,351
2,402 3,206 1,116 6,724 102 6,826
2,767 3,405 1,155 7,327 73 7,400
2,720 3,670 1,195 7,585 90 7,675
4,360 4,382 1,237 9,979 97 10,076
4,875 4,765 1,280 10,920 148 11,068
4,154 5,437 1,325 10,916 334 11,250
4,759 6,143 1,371 12,273 600 12,873
4,957 6,857 1,419 13,233 992 14,225
3,712 7,936 1,479 13,127 1,603 14,730
3,943 8,759 1,541 14,243 2,056 16,299
4,098 9,641 1,606 15,345 2,337 17,682
4,274 10,782 1,673 16,729 2,899 19,628
4,539 12,314 1,743 18,596 4,953 23,549
4,731 13,999 1,816 20,546 5,837 26,383
4,920 15,961 1,892 22,773 6,504 29,277
3,324 3,543 6,867
401 4,191 759 5,351
1,105 4,434 1,287 6,826
1,761 4,664 975 7,400
2,139 4,870 666 7,675
2,142 5,045 2,889 10,076
2,217 5,235 3,616 11,068
2,008 5,417 3,825 11,250
1,818 5,582 5,473 12,873
2,828 5,762 5,635 14,225
4,313 5,938 4,479 14,730
6,666 6,099 3,534 16,299
9,095 6,276 2,311 17,682
11,769 6,451 1,408 19,628
14,810 6,626 2,113 23,549
18,305 6,804 1,274 26,383
22,000 6,980 297 29,277
Note 1: The council purchases bulk water from Watercare Services Ltd and then sells this water to property owners in the city (this is referred to as a targeted rate for water supply). The council has not increased the price of water to residents for the last seven years, however this City Plan includes annual price adjustments to offset the projected increases in costs from Watercare Services Ltd as well as to fund capital works for the city. Note 2: New capital expenditure over the 15 years of the plan totals $61m and renewal capital expenditure totals $117m. This plan includes in particular an increased renewals capital expenditure programme to fund works on the ageing network as identified in the asset management plans. For further details of this output area's capital projects in the plan, please refer to the capital projects section in Module 4 of this City Plan. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Water Supply.
Environmental Management
Many people come to live and work on the North Shore because of the lifestyle and environment the city offers. We need to make sure the qualities that make our city special are protected and enhanced - now and for the future. By identifying the type of city we want, the council can plan the future of our city, enhancing its environmental features and heritage. Controls for development and by-laws make sure the special qualities of our city are preserved while monitoring the health of our environment. As our population increases and urban development intensifies, further pressures are placed on our environment. Because of these pressures the councils environmental management activity has become more important. Four output areas make up the Environmental Management significant activity - City Planning - Environmental Consents and Compliance - Environmental Protection Waste Minimisation.
Prospective financial information - Environmental Management

Actual 2007/08 $000 Operating Statement Income General rates and other revenue Targeted rates - pool safety Targeted rates - waste management User charges Operating grants and subsidies Total income Expenditure Expenditure Weathertightness claims - funded from loans Finance costs Depreciation of fixed assets Total operating expenditure Operating surplus/(deficit) Capital and Reserves Funding Statement Capital and reserves funding requirements: Capital expenditure New assets Total capital expenditure Loans repaid Operating deficit Total funding required Funded by Operating surplus Funding from non-cash expenses Loans raised Total funding of capital Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Year 6 2014/15 $000 Year 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Year 14 2022/23 $000 Year 15 2023/24 $000
29,039 137 2,031 19,961 167 51,335
26,153 143 2,037 18,391 100 46,824
23,005 143 2,056 19,444 814 45,462
24,647 143 2,083 19,905 831 47,609
26,250 143 2,110 20,294 849 49,646
27,741 143 2,137 20,830 871 51,722
28,901 143 2,165 21,390 894 53,493
29,814 143 2,191 21,914 914 54,976
30,194 143 2,217 22,449 935 55,938
31,339 143 2,244 23,046 956 57,728
32,310 143 2,271 23,671 977 59,372
32,969 143 2,296 24,298 999 60,705
33,779 143 2,324 24,890 1,022 62,158
34,807 143 2,350 25,499 1,045 63,844
34,848 143 2,376 26,149 1,069 64,585
35,191 143 2,402 26,787 1,093 65,616
36,032 143 2,428 27,443 1,118 67,164
51,267 5 51,272 63
46,766 49 13 46,828 (4)
45,148 5,515 250 130 51,043 (5,581)
46,472 2,612 554 127 49,765 (2,156)
48,129 2,115 674 48 50,966 (1,320)
49,905 1,935 765 47 52,652 (930)
51,462 626 785 44 52,917 576
52,908 420 744 41 54,113 863
53,881 448 677 34 55,040 898
55,695 596 30 56,321 1,407
57,425 492 30 57,947 1,425
58,857 387 30 59,274 1,431
60,415 282 30 60,727 1,431
62,193 177 30 62,400 1,444
63,694 90 30 63,814 771
65,378 51 30 65,459 157
66,931 38 30 66,999 165
68 68 68
1,714 1,714 4 1,718
64 5,609 5,673
583 2,156 2,739
843 1,320 2,163
1,052 930 1,982
1,246 7 1,253
1,324 1,324
1,380 1,380
1,437 1,437
1,455 1,455
1,461 1,461
1,461 1,461
1,474 1,474
801 801
187 187
195 195
63 5 68
13 1,700 1,718
28 130 5,515 5,673
127 2,612 2,739
48 2,115 2,163
47 1,935 1,982
583 44 626 1,253
863 41 420 1,324
898 34 448 1,380
1,407 30 1,437
1,425 30 1,455
1,431 30 1,461
1,431 30 1,461
1,444 30 1,474
771 30 801
157 30 187
165 30 195
North Shore City Council City Plan 2009-2024 - Module 3 - Environmental Management Page 61
City Planning
1. Introduction
The Resource Management Act (RMA) requires the council to manage the environment in a sustainable manner to protect and enhance the environment. North Shore City, along with the rest of Auckland, has experienced rapid population growth over the last 10 years and the rate of change and growth is expected to continue. This output area is concerned with planning and managing the city in this changing and challenging environment. This is done through policies and guidelines for development and environmental protection, reflected through the District Plan. The District Plan manages development and activities within the city and is a requirement of the RMA. The District Plan is required by the RMA to be reviewed in its entirety every ten years and more frequent changes are made between full reviews to address matters that need a more immediate response. The next review is due to be completed by 2012. We need to identify what sort of city we want in the future and the range of housing choice that should be provided. We need to protect and enhance the city's environmental features and ensure land use zoning, transport and infrastructure capacities support one another. Better place-making planning for intensive housing environments and funding for infrastructure can help us create attractive, high-quality places to live and work. The Local Government Act requires the council to promote community wellbeing and to have regard to all of its diverse communities. The council will respond strategically to these requirements and other government legislation. Part of the response is to develop and maintain partnership agreements with external agencies. The council has chosen to provide this activity primarily through in-house expertise.
Objectives
Ensure an operative District Plan is in place Process changes to the District Plan to ensure the plan is up to date and relevant, including a full review within the 15 year planning period Ensure that a fully compliant Development Contributions Policy is in place and relevant to the growth of the city Participate in the Regional Sustainable Development Forum Regional Policy Statement review, including the Regional Growth Strategy, One Plan and similar workstreams to ensure North Shore City is represented appropriately Plan and co-ordinate town centre planning for the city Ensure an adopted City Plan (Long Term Council Community Plan) is in place Ensure that community outcomes are set and monitored
Key Decision Area Development Contributions (Please refer to Module 1 - Summary, page 19) The council asked for feedback on its Development Contributions Policy. A number of changes are proposed, based on the outcome of the Judicial Review process, and an updated 15 year capital works programme, as outlined in Module 5 - Policies. The Decision A revised Development Contributions Policy has been adopted, the details of which can be found in Module 5 - Policies.
North Shore City Council City Plan 2009-2024 - Module 3 - City Planning Page 62
2. Effects of the City Planning activity

The significant effects of this activity upon the well-being of the community are:

A Parks and open spaces Natural environment Plan to ensure open spaces are provided for and integrated with communities and development. Regulate and monitor the protection of the natural environment. Promote the protection and enhancement of the natural environment. Plan to ensure safe, reliable, environmentally friendly transport. efficient and
Summary of Significant Effects Well-Being Social Positive Crime Prevention through environmental design, enhanced ease of movement, improved urban design, improved ability to recreate and have access to leisure facilities, improved amenity values, providing a wide range of housing choices. Protection of significant landscape features, protection of sites of ecological significance, improved overall stream and beach water quality, retention of hinterland. Integration of land use and transport, protection of business against reverse sensitivity effects, maintaining an availability of sites for business use, intensifying development in and around centres. Attract, retain and grow businesses that will provide a range of quality employment opportunities. Maintaining built heritage values, giving better recognition to archaeological sites and cultural values through the development process. Negative Loss of residential character in some areas, loss of private open space.
C D
Transport Built environment
Promote improvements in design and urban design quality in the city. Regulate and monitor city development. Plan for a broad range of housing choice, to meet the needs of our community. Support crime prevention through environmental design initiatives. Manage environmental hazards. Plan to ensure integrated provision of services and facilities to meet the needs of the community. Plan to support opportunities. education and training
E F G
Housing Personal safety and crime Community Services and Facilities Education and training Physical activity, personal health Business and economy sport
Environmental
Potential loss of some amenity trees, increased background noise levels, development impacts on streams and beach water quality.
H I
and Plan to ensure integrated provision of recreation facilities and opportunities and a healthy living and work environment. Plan and regulate for business land supply, support economic development initiatives including business area regeneration and employment intensification. Plan for and implement the city vision. Plan for a broad range of employment opportunities and business areas. Promote centre redevelopment to create vibrant town centres, with arts and cultural facilities to meet the needs of the community. Plan processes collaboratively and using consultation, to ensure people have a voice and our diversity is recognised. Plan to protect, promote and celebrate natural and built heritage.
Economic
Reviewing the appropriateness of some smaller business zones, scarce resource rationing for business and residential land, cost of compliance for businesses.
K L M
City identity and branding Employment Arts and culture
Our people
Cultural
Limited ability to integrate Tangata Whenua values.
Heritage

Legislation Local Government Act 2002 Resource Management Act 1991 and amendments Hauraki Gulf Marine Park Act 2000 Hazardous Substances and New Organisms Act 1996 Biosecurity Act 1993 Conservation Act 1987 Wildlife Act 1953 Affordable Housing Act 2008 Gambling Act 2003 Prostitution Reform Act 2003 Local Government Act 2002 Sale of Liquor Act 1998 Public Health Act 1956 Local Government (Auckland) Amendment Act Plans The strategic framework for city planning is aligned with the City Directions, as described in Module 2. The following documents are applicable to city planning: District Plan, including structure plans National Policy Statements adopted (Coastal) and in development (Electricity Transmission, Freshwater Management and Renewable Energy) Auckland Regional Growth Strategy One Plan for the Auckland region/ Auckland Sustainability Framework New Zealand Biodiversity Strategy Auckland Regional Land Transport Strategy 2005 Regional Plan Air, Land and Water 2005 Regional Policy Statement 1999 Draft Regional Land Transport Plan Auckland Regional Plan: Coastal Auckland Regional Plan: Sediment Control Coastal Plans Town Centre Plans (Takapuna, Devonport, Highbury, Albany Village, Browns Bay, Northcote) Transport Strategy Long-Term Council Community Plan (City Plan)/ Annual Plan Heritage Strategy Parks Strategy New Zealand and North Shore Positive Ageing Strategies New Zealand and North Shore Disability Strategies New Zealand and Auckland Regional Settlement Strategy Youth Development Strategy Aotearoa National Alcohol Plan

The key projects to be undertaken in the next three years are as follows: Implement: Auckland Sustainability Framework Monitoring and reporting on the state of the environment and development and change within the city The Urban Design Action Plan The Development Contributions Policy Develop: A plan for the protection of significant natural areas 10 relationship agreements with external agencies and stakeholders A strategic planning group for safety initiatives on the North Shore A North Shore Alcohol Plan and Policy (2009) A North Shore Youth Strategy (2009) A housing needs assessment (2009) A Community Wellbeing Strategy (2010) A policy around crime prevention through environmental design A City Direction Action Plan Review: The Prostitution Bylaw (2010) The Gambling Venue Policy (2011) Community Outcomes for the 2012 City Plan Trends of land use and development to test policy effectiveness Coastal Management Progress: Finalisation of an urban design code within the District Plan Centres Review and Centre Plans, including studies of Takapuna and Northcote Central Regional Growth Strategy Review and Regional Policy Statement Review Collaboration with national / regional authorities re transport land-use integration LGAAA Appeals Stormwater Management Rural character and greenbelt study Devonport Peninsula Transport and Land Use Strategy Heritage Strategy Strategic Corridor Study Wairau Valley Transport and Land Use Strategic Study Programme that supports the citys World Health Organisation Accreditation as a Safe City Settlement support services to newcomers (migrants) Partnership agreements with external agencies
In the next three years we will concentrate our efforts on the following key strategic initiatives: City and regional growth management planning District Plan Changes implemented through hearings processes to support holistic environmental planning Produce a Proposed Reviewed District Plan by June 2012 Facilitate and champion the identification, prioritisation and achievement of community outcomes
7. Asset Information
This activity does not employ any physical assets

We will provide high-quality environmental policy and advice, seeking at all times the best outcomes for the city. We will engage the community in an inclusive and effective manner on growth and development in a way that assists in building sustainable communities and capacity.
Community Outcome Built Environment
Key Service Area Quality
Level of Service Statement Prepare and implement an agreed city development strategy reflecting regional commitments and supporting the council's longterm strategic goals. Develop, implement and maintain a District Plan in accordance with the RMA and reflecting the desires of the community and environmental sustainability. Effective consultation with the community and interested parties on matters affecting the future well-being of communities and the environment. Build and maintain strong relationships with iwi and external agencies to ensure the highest quality outcomes for the community.
Measures and targets Ensure development strategy completed and included in City Plan. Successful completion of all changes to District Plan. Number of formal appeals to decisions - 0. Number of formal partnership agreements - 15.
2007/08 Performance New measure
All
Service
New measure
All
Service
New measure
All
Service
+ + + + + +
11 New measure 93% 76% (Natural) 80% (Built) 15 0%
Satisfaction of partners - 80%. All Parks and open spaces Natural environment Built environment Business and economy All All Quality Quality Number of originally excluded District Plan items made operational. Percentage of small and medium plan changes determined within nine months of original notification. Service Service Agreed programme of urban design protocol action plan projects implemented. Residents and businesses are satisfied with the quality of the natural and built environment and their cultural and social well-being. 80% completion of agreed urban design programme.
Residents and business that are satisfied - 80%. Residents and business that are satisfied - 80%. 15 75%
Note 1:

We will report our success in achieving the standards to you through the following performance measures.:
Residents and businesses are satisfied with the natural environment Target 2009/10 = 80%
100% 80%
Residents and businesses are satisfied with the built environment Target 2009/10 = 80%
81% 80%
100% 80%
Percentage of agreed urban design protocol action plan projects im plem ented Target 2009/10 = 80%
93% 86%
100% 80% 60% 40% 20% 0%
73%
71%
76%
60% 40% 20% 0%
60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
2022/23
Number of originally excluded District Plan items made operative (total 19 items) Target 2009/10 = 15
100%
Percentage of small and medium plan changes determined within nine months of original notification Target 2009/10 = 75%
80%
40 35 30 25 20
Number of formal partners engaged in progressing the community outcomes Target 2009/10 = 15
30 25 20 15 10 5 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23

5 13 14 1
60% 40% 20%
50%
15 10 5 0 9
11
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23

$140 $120 $100 $80 $60 $40 $20 $$73 $83 $89
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
2022/23
0% 0%
Financial graphs - City Planning

City Planning operating expenditure
14 12 9.7 10 8.2 8 $m 6 4 2 20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
City Planning income

13.1 13.3
10.2
10.5
10.6
11.0 10.3
11.5
11.7
12.0
12.6
12.7
14 12 10 8 7.6 8.2 8.9 9.2 9.7 10.2 11.0 10.3 11.5 11.7 12.0
12.6
12.7
13.1
13.3
10.5
10.6
8.9 7.6
9.2
7.6
8.2
8.9
9.2
9.7
10.2
10.5
10.6
10.3
11.0
11.5
11.7
12.0
12.6
12.7
13.1
13.3
$m
6 4 2 7.4 7.9 8.5 8.7 9.4 9.9 10.2 10.3 10.0 10.6
11.1
11.2
11.6
12.1
12.2
12.5
12.7
For the year ending 30 June Expenditure Depreciation Total
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years General rates User charges Operating grants and subsidies Total
Prospective financial information - City Planning

Note s Actual 2007/08 $000 Fore cast 2008/09 $000 Ye ar 1 2009/10 $000 Ye ar 2 2010/11 $000 Ye ar 3 2011/12 $000 Ye ar 4 2012/13 $000 Ye ar 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Ye ar 8 2016/17 $000 Ye ar 9 2017/18 $000 Ye ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Ye ar 12 2020/21 $000 Ye ar 13 2021/22 $000 Ye ar 14 2022/23 $000 Ye ar 15 2023/24 $000
O pe rating State me nt Income General rates and other revenue User charges O perating grants and subsidies Total inc om e Expe nditure Expenditure Total operating expenditure O pe rating surplus/(de ficit) 1, 2, 3
7,377 99 148 7,624
7,885 237 100 8,222
8,513 323 99 8,935
8,737 352 98 9,187
9,360 275 97 9,732
9,855 228 97 10,180
10,178 189 97 10,464
10,348 194 97 10,639
9,980 199 97 10,276
10,633 253 97 10,983
11,123 322 97 11,542
11,241 381 97 11,719
11,550 391 97 12,038
12,075 401 97 12,573
12,201 438 97 12,736
12,538 449 97 13,084
12,703 461 97 13,261
7,624 7,624 -
8,222 8,222 -
8,935 8,935 -
9,187 9,187 -
9,732 9,732 -
10,180 10,180 -
10,464 10,464 -
10,639 10,639 -
10,276 10,276 -
10,983 10,983 -
11,542 11,542 -
11,719 11,719 -
12,038 12,038 -
12,573 12,573 -
12,736 12,736 -
13,084 13,084 -
13,261 13,261 -
Note 1: The council has included in this City Plan additional funding of $0.6m in 2009/10 in order to progress heritage strategy initiatives (this funding increases up to $1.1m in 2010/11 and then reduced down to $0.7m in 2015/16). The Plan also includes funding to complete District Plan improvement work. Note 2: There is no capital expenditure for this activity. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for City Planning.

1. Introduction
The city's beaches, native bush areas and open spaces create an attractive environment for people to live, work and play. All development in the city needs to be sensitive to the city's natural and built environment, and the city's heritage features. Attractive and innovative development can create appealing places for living, working and shopping, enhancing the character and environment of the city. The council has a statutory requirement to carry out certain duties contained in the Resource Management Act (RMA) and the Building Act. Site monitoring ensures development complies with health and safety standards and the desired outcome of the District Plan. Where necessary, action is taken to ensure compliance. To assist people with information on development issues, an information service is provided for building, planning, engineering and property information. The council has chosen to provide this service through in-house expertise. Activities undertaken by the regulatory unit include: Building consent processing and inspections Resource consent processing Compliance and monitoring Weathertightness processing and case management Tree consent processing Resource management appeals Customer information service Development contribution administration
Objectives
The objectives and associated approach are shown below. To effectively manage the citys urban form - Manage application, assessment and processing of consents - Manage urban development through applying the intent of the District Plan and RMA in a best practice manner - Regulate and monitor consent conditions to ensure easy access, including making it safe to cycle and walk. - Monitor and enforce consents to ensure quality residential housing and commercial/public development - Undertake engineering inspections for subdivisions and cross leases to ensure asset standards are maintained - Provide an information service for development issues - Provide specialist expertise, education and enforcement for landscape and tree protection, building design and heritage conservation - Clearly communicate the District Plan rules and design standards to key stakeholder groups To ensure a quality built environment for the city - Undertake inspections of buildings and facilities to ensure Building Act Compliance - Encourage voluntary compliance through public education and awareness initiatives - Effectively manage weathertightness claims - Provide input and ongoing feedback on District Plan rules to ensure optimum practicability and effectivenes. - Ensure all issued consent conditions are effective and enforceable - Monitor resource consent conditions, particularly at the development phase, to ensure compliance To ensure operations achieve best practice - Maintain accreditation as a Building Consent Authority - Ensure all operations follow best practice Deliver excellent service through quality people - Determine what customers need and value, and design service delivery accordingly - Monitor customer satisfaction levels and channel improvement opportunities to improve performance
North Shore City Council City Plan 2009-2024 - Module 3 - Environmental Consents and Compliance Page 70
2. Effects of the Environmental Consents and Compliance activity


A Parks and open spaces Ensure open spaces are created and maintained within new subdivisions where applicable. Ensure development complies with the organisations asset standards. Regulate and monitor consents to minimise impact of development on the natural environment. Regulate and monitor consent conditions to ensure sustainable and easy access. Regulate and monitor consent processes for the design and build of the built environment. Implement plans to ensure quality housing. Regulate and monitor consents to ensure quality housing.
Summary of Significant Effects Well-Being Social Positive Safe and healthy environment. Buildings better designed for people with disabilities. Promotes sustainable use of natural and physical resources. Promotes development in a controlled manner. Energy efficiency. Enabling and monitoring appropriate levels of growth and development within the city. Promote and harness cultural diversity within the city. Negative Conflicting views on what constitutes the best outcomes. Restricts individual options for property use. Trade-offs are made between the growth of the City and the environmental outcomes.
B C D E F G Natural environment Transport Built environment Housing Personal safety and crime Community Services and Facilities Education and training Physical activity, sport and personal health Business and economy City identity and branding Employment Arts and culture Our people Heritage
Environmental
Economic
Costs of consent process and compliance with conditions.
H I J
Cultural
Difficulties can be experienced communicating to a wide number of different cultural groups.
Implement plans and strategies to support business and the economy.
K L M N O
Implement plans and strategies to protect heritage assets.

Legislation: Resource Management Act 1991 Building Act 2004 Local Government Act Plans: National Energy Efficiency and Conservation Strategy 2007 NZ Tourism Strategy 2010 NZ Transport Policy Framework 2002 New Zealand Disability Strategy 2001 The New Zealand Waste Strategy 2002 Regional Growth Strategy 1999 Sustainable Transport Plan 2006-16 Northern and Western Sectors Agreement Regional Land Transport Strategy 2005 Auckland Passenger Transport Network Plan 2006-16 Regional Stormwater Strategy Auckland Region Physical Activity and Sport Strategy 2005 NSCC Strategic Plan 2001 City Blueprint Action Plan 2001 City Blueprint 2001 Economic Development Strategy 2005 District Plan Long Bay Structure Plan Albany Structure Plan Bayswater Marina Structure Plan Greenhithe Structure Plan Auckland Regional Council TP 58 On site Wastewater Systems Design and Management Manual Building Code Auckland Regional Council Air, Land and Water Plan Building Acceptable Solutions National Environmental Design for Wood Burners Albany Centre Plan (Albany Centre Vision and Development Strategy 2004) Devonport Centre Plan Albany Centre Plan (Albany Centre Implementation Plan 2004 Takapuna Centre Plan, Albany Village Centre Plan Northcote Centre Plan Browns Bay Centre Plan Highbury Centre Plan Water Management Strategy Stream Management Plans Stormwater Strategy 2004
Stormwater Catchment Management Plan Wastewater Strategy (Project Care 1998 - Ww Strategy to be developed) Integrated Catchment Management Plans (umbrella) Water Monitoring Plan 2005 still in development Water Supply Strategy Contaminant Management Plan Water Services Management System Transport Strategy 2006 Cycling Strategy 2009 Walking Strategy 2009 Playground Plan Recreation and Sports Strategy 2002-2005 Recreational Facilities Plan Tourism Management Plan

Continue to investigate options to seek efficiency savings Implementation of the building consent electronic accepting, processing and inspections programme Ensure consent processing quality systems are further developed and legislative changes are effectively implemented. This includes implementing regulation 17 of the Building Act Improve service delivery to achieve best practice in environmental consents and inspections through customer research
Retain building consent accreditation through the Department of Building and Housing Strive for best practice throughout the consents and compliance activities Achieve acceptance, processing and inspecting of building consents electronically

Our aim is to process, inspect and monitor all consent applications to ensure compliance with relevant legislations, organisational standards and policies and provisions of the District Plan. We will provide and develop the customer information service through the appropriate channels. Channels include web, kiosk, telephone and face-to-face.
Community Outcomes
Key Service Area
Level of Service Statement
Measures and Targets
2007/08 Performance or comment New Measure
Natural Environment Built Environment
Quality Legislation
The council maintains its Building Consent Authority (BCA) accreditation under the Building Act 2004 through ensuring that its policies, processes, systems and staff meet the BCA's standard. Accreditation re-assessments by the Department of Building and Housing are carried out every 2 years. Customers are satisfied with the council's service for building consents. Customers are satisfied with the council's service for land use consents. Customers are satisfied with the council's service for subdivision consents. Building consents process within statutory timeframes.
Accreditation.
Natural Environment Natural Environment Natural Environment Natural Environment
Satisfaction Satisfaction Satisfaction Quality Legislative Compliance Quality Legislative Compliance Quality Legislative Compliance Satisfaction Satisfaction Satisfaction
+ + + + +
80% satisfaction. 80% satisfaction. 80% satisfaction. Statutory requirement is 100%.
76% 77% 87% 58%
Natural Environment
Land Use timeframes.
consents
process
within
statutory
Statutory requirement is 100%.
50%
+
processed within statutory Statutory requirement is 100%. 75%
Natural Environment
Subdivision consents timeframes.
+
90% satisfaction. 90% satisfaction 90% satisfaction. 92% New Measure 87%
Natural Environment Natural Environment Natural Environment
Customers are satisfied with the information services. Customers are satisfied with inspectors meeting the agreed inspection time.
Customers are satisfied with the building inspection service.
Note 1:

The council maintains its Building Consent Authority (BCA) accreditation under the Building Act 2004 through ensuring that its policies, processes, systems and staff meet the BCA's standard. Accreditation re-assessments by the Department of Building and Housing are carried out every 2 years.
Customers are satisfied with the council's service for building consents Target 2009/10 = 80%
100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
76%
Customers are satisfied with the council's service for land use consents Target 2009/10 = 80%
100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2020/21 2020/21 2022/23 2022/23 2022/23 77% 62% 64%
69% 72%
Customers are satisfied with the council's service for subdivision consents Target 2009/10 = 80%
100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 75% 56% 87% 100% 80% 60% 40% 20% 0%
Building consents processed within statutory timeframes Target 2009/10 = 100%

82% 70% 58% 100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
Land use consents processed within statutory timeframes Target 2009/10 = 100%
67%
55% 50%
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17 2016/17
Subdivision consents processed within statutory timeframes Target 2009/10 = 100%

100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 80% 83% 75% 100% 80% 60% 40% 20% 0%
Customers are satisfied with inspectors meeting the agreed inspection time Target 2009/10 = 90%
Net operating expenditure per rateable property (rating units-separate parts)

$180 $160 $140 $120 $100 $80 $60 $40 $20 $2022/23 $165 $160
$84
New Measure
2006/07
2008/09
2010/11
2012/13
2014/15
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
Note: Target increased in 08/09 is provision for w eather tightness claims
2018/19
2018/19
Financial graphs - Environmental Consents and Compliance

Environmental Consents and Compliance operating expenditure (excludes loans repaid and weathertightness claims)
35 30 25.6 25 20 $m
$m 35 30 25.6 25 20 23.8 21.5 11.5 13.8 15 10 14.1 5 20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Environmental Consents and Compliance income
23.8 21.6
22.5
23.3
24.2
25.0
25.7
26.5
27.1
27.7
28.4
29.0
29.7
30.4
31.2
32.0
23.0
24.1
25.2
26.2
27.0
27.8
28.4
29.1
29.7
30.4
31.0
31.0
31.2
32.0
15 23.8 10 5 25.6 21.4 22.0 22.7 23.5 24.3 25.1 25.9
26.6
27.3
28.1
28.8
29.6
30.4
31.2
32.0
11.8
12.1
12.4
12.8
13.2
13.5
13.8
14.2
14.5
14.9
15.3
15.6
16.0
16.4
16.8
10.0
9.7
10.9
11.7
12.4
13.0
13.5
14.0
14.3
14.5
14.8
15.1
15.4
15.0
14.8
15.2
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Four the years ending 30 June Expenditure Finance costs Depreciation Total
General rates
Years User charges Total
Prospective financial information - Environmental Consents and Compliance

Notes Actual 2007/08 $000 Fore cast 2008/09 $000 Ye ar 1 2009/10 $000 Ye ar 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Ye ar 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Ye ar 8 2016/17 $000 Ye ar 9 2017/18 $000 Ye ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Ye ar 12 2020/21 $000 Ye ar 13 2021/22 $000 Ye ar 14 2022/23 $000 Ye ar 15 2023/24 $000
Ope rating State me nt Income General rates and other revenue User charges Total incom e Expe nditure Expenditure W eathertightness claim s - funded from loans Finance costs Depreciation of fixed assets Total operating expenditure Ope rating surplus/(de ficit) Capital and Re se rv e s Funding State me nt Capital and reserves funding requirem ents: Capital e xpenditure New assets Total capital expenditure Loans repaid Operating deficit Total funding required Funded by Operating surplus Funding from non-cash expenses Loans raised Total funding of capital 1
17,315 13,792 31,107
14,108 11,475 25,583
9,725 11,823 21,548
10,904 12,100 23,004
11,677 12,397 24,074
12,418 12,770 25,188
13,016 13,152 26,168
13,507 13,484 26,991
14,003 13,825 27,828
14,275 14,173 28,448
14,532 14,528 29,060
14,841 14,891 29,732
15,123 15,263 30,386
15,394 15,645 31,039
15,005 16,036 31,041
14,763 16,437 31,200
15,189 16,848 32,037
31,074 31,074 33
25,583 3 25,586 (3)
21,407 5,515 141 94 27,157 (5,609)
22,011 2,612 441 92 25,156 (2,152)
22,698 2,115 563 13 25,389 (1,315)
23,510 1,935 654 12 26,111 (923)
24,274 626 676 9 25,585 583
25,075 420 636 6 26,137 854
25,933 448 573 2 26,956 872
26,585 496 27,081 1,367
27,295 398 27,693 1,367
28,066 299 28,365 1,367
28,818 201 29,019 1,367
29,569 103 29,672 1,367
30,388 26 30,414 627
31,200 31,200 -
32,037 32,037 -
33 33 33
3 3
5,609 5,609
552 2,152 2,704
813 1,315 2,128
1,024 923 1,947
1,218 1,218
1,280 1,280
1,322 1,322
1,367 1,367
1,367 1,367
1,367 1,367
1,367 1,367
1,367 1,367
627 627
2, 3
33 33
3 3
94 5,515 5,609
92 2,612 2,704
13 2,115 2,128
12 1,935 1,947
583 9 626 1,218
854 6 420 1,280
872 2 448 1,322
1,367 1,367
1,367 1,367
1,367 1,367
1,367 1,367
1,367 1,367
627 627
Note 1: The current economic environment has resulted in a reduced volume of consent activity which is expected to continue into 2009/10. Recent changes to the Building Act in relation to minor work no longer requiring a building consent is expected to reduce revenue in future years. There are changes to the fees charged for this activity which are detailed in Module 4 of this City Plan, in the schedule of fees and charges section. The council is subject to claims in respect of weathertightness building defects. As at 30 June 2008 the actuarial estimate of the claims lodged was $13.2m. The timing of the payment of these claims is uncertain; however, a projection of payments has been included in this Plan. A change to the Treasury Management Policy has been included in this City Plan to allow for these claims to be funded from loans rather than rates. Note 2: There is no capital expenditure for this activity. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Environmental Consents and Compliance.
1. Introduction
The council provides a wide range of environmental protection services in relation to noise, water quality, food and liquor licensing, pool safety, dog control, bylaw enforcement, graffiti prevention, pollution and public health investigations. The council also carries out proactive educational and behaviour change programmes to support these services and to ensure the health and safety of the city's people, visitors and the environment. Monitoring and action programmes with the community, businesses and schools can help restore, enhance and protect the city's environment. Education can also help limit detrimental environmental effects and modify people's behaviour. Programmes such as Wai Care and Enviroschools are well aligned with regional and national policy. Other programmes such as Make It a Safe Summer are built on partnerships with others. Environmental information is available on the council's website (www.northshorecity.govt.nz) The council has chosen to provide this service through in-house expertise.
Objectives
The objectives and associated actions are shown below. To deliver excellent service to our customers - Licensing and inspection To ensure public safety and health - Carry out regulatory enforcement where appropriate To increase community awareness of and responsibility for environmental sustainability - Provide education and action programmes for key target audiences (schools, businesses and residents) - Facilitate community capacity building and support local environmental initiatives
North Shore City Council City Plan 2009-2024 - Module 3 - Environmental Protection Page 78
2. Effects of Environmental Activity


A Parks and open spaces Natural environment Plan and implement community partnerships and education programmes. Regulate and monitor the impact of development on the natural environment through community partnerships and education programmes.
Summary of Significant Effects Well-being Social Positive Community involvement in programmes. Community health, safety and well-being. Protection and enhancement of the quality of the environment and biodiversity. Sustainable environment. Improved ecosystem services. User pays where applicable. Protection and preservation of te taiao. Negative Limits placed on some social activities can cause tensions.
B
C D E
Transport Built environment Housing Personal safety and crime Community services and facilities Education and training Physical activity, sport and personal health Business and economy City identity and branding Employment Arts and culture Our people Heritage Provide response and education programmes for youth. Regulate and monitor protection of heritage through community partnerships and education programmes. Contribute to the development of a city identity and brand. Provide education and awareness programme. Provide response and education programmes.
Environmental
Restricts some development opportunities.
F G H
Economic
Costs of compliance. Restrictions on some uses/practices.
I J K
Cultural
Limits placed on some cultural activities can cause tensions.
L M N O

Legislation Resource Management Act 1991 Public Health Act 1956 Local Government Act 2002 North Shore City Council Bylaws (various) Plans Environmental Awareness Education and Action Strategy Enviroschools Strategy and Action Plan Pollution Prevention Strategy Three Waters Education Plan Regional Wai Care Strategy District Plan (environmental monitoring)
Sustainable Communities facilitation Developing capability and capacity within the council to assist local communities address environmental sustainability issues Integrated catchment management plans Contribute to the development and review of integrated catchment management plans and stream restoration projects
7. Asset Information
This activity does not employ any physical assets.

Develop a package of education, social marketing, action and communication tools aimed at changing individual and community behaviour towards more safe or sustainable practices Implement progressively the Enviroschools programme Implement progressively the Naturally Smarter campaign Implement progressively pollution response and education programmes Implement progressively the Wai Care programme Implement progressively the Schools Planting programme Implement progressively the Streamside Assistance programme Implement progressively the Make It a Safe Summer programme

We will provide education and advisory services to promote appropriate behaviour, receive and prioritise complaints, and monitor all areas to protect public and environmental health, safety and well-being.
We will respond to all issues within appropriate timeframes having regard to their relative priority. Where possible we will attempt to resolve by discussion and when necessary we will escalate through negotiation, mediation and ultimately legal proceedings as a last resort. We will advise outcomes to our investigations in a timely and fair manner to all parties.
Measures and Targets 2007/08 Performance or comment 91.3%
Community Outcomes
Key Service Area
Business and Economy
Liquor Licensing
Inspection of premises at least annually.
Liquor licence applications processed within 10 days - 90% target Satisfaction with liquor licensing service - 90% satisfaction rate. Percentage of premises inspected annually - 100%.
+ +
100%
New measure 99%
Business and Economy
Food Premises Licensing
Inspection programmes will be completed annually with higher risk premises inspected more often.
Satisfaction with service for food safety licensing - 90% satisfaction rate. Percentage of food premises inspected annually - 100%.
+
86%
+
81%
Personal Safety and Crime
Animal Control
Control of dogs will be effectively administered and issues attended to within set timeframes.
Satisfaction with dog control service - 80% satisfaction rate. . Percentage of known dogs are registered - 95%.
+
New measure New measure
Personal Safety and Crime
Bylaws
Ensure compliance and enforcement of bylaws.
All requests relating to bylaw enforcement responded to within 24 hours - 90%. Achieving the pool fencing inspection target - 100%
Personal Safety and Crime Physical Activity and Personal Health Education and Training
Pool Fencing Noise Control Sustainable Environment Community Education
Monitoring for pool fencing regulatory compliance. Noise complaints attended to within 35 minutes. Number of people participating in educational initiatives. Education and action programmes will be implemented in response to community demand. Proactive education programmes will be implemented to encourage voluntary compliance with regulations.
100% 100% 44,887
+ +
80% 30,000
Note 1:

Liquor licence applications processed within 10 days Target 2009/10 = 90%
Customers are satisfied with the service for liquor licences Target 2009/10 = 90%
100% 94% 80% 97% 100%
100% 80% 60% 40% 20%
Percentage of food premises inspected annually Target 2009/10 = 100%
100% 80% 60% 40% 20% 0% 2006/07
91.3%
85% 87% 86%
New Measure
60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
2022/23
0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
Customers are satisfied with the service for food licences Target 2009/10 = 90%
97% 97% 99%
100% 80% 60% 40% 20%
Percentage of known dogs are registered Target 2009/10 = 95%
Customers are satisfied with the service for dog control enforcement Target 2009/10 = 80%
100% 80% 60% 77% 83%
100% 80% 60% 40% 20% 0%
81%
New Measure
40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
Percentage of noise complaints attended within 35 minutes Target 2009/10 = 80%

100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 100% 90% 87%
50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 -
2022/23
Number of people participating in educational initiatives Target 2009/10 = 30,000

44,887 38,500 35,149 $70 $60 $50 $40 $30 $20 $10 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 $$51
Net operational expenditure per rateable property (rating units-separate parts)

$60
$36
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
No te: There has been changes to the programme delivery which may lower the participation rate
2022/23
2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
0%
Financial graphs - Environmental Protection

Environmental Protection direct capital expenditure
10 9 8 7 6
Environmental Protection capital funding

10 9 8 7 6 $m 5 4 3 1.7 1.7 -
$m
5 4 3 2 1 1.71 1.71 -
2 1 -
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the years ending 30 June New assets Total
Environmental Protection operating expenditure

10 9 8 7 6 $m 5 4 3 2 1 5.2 5.2 5.5 5.7 5.9 6.1 6.3 6.5 6.7 6.9 7.0 7.2 7.4 7.6 7.8 8.0 8.2 5.2 5.3 5.6 5.9 6.0 6.2 6.4 6.6 6.8 7.0 7.2 7.3 7.5 7.7 7.9 8.1 8.3
$m
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the years ending 30 June Rates Loans Total
Environmental Protection income
10 9 8 7 6 5 4 3 2 1 3.3 3.3 3.6 3.7 3.9 4.0 4.2 4.4 4.5 4.7 4.8 5.0 5.2 5.3 5.7 5.9 6.0 6.2 6.4 6.6 6.8 7.0 7.2 7.4 7.6 7.8 8.0 8.2 8.4
1.8
1.9
2.0
2.0
2.0
2.1
2.1
2.1
2.2
2.2
2.3
2.3
2.3
2.4
2.4
2.5
2.5
5.1
5.2
5.5
5.6
5.8
Years General rates Targeted rates - pool safety User charges Total
Prospective financial information - Environmental Protection

N ote s Actual 2007/08 $000 Fore cast 2008/09 $000 Ye ar 1 2009/10 $000 Ye ar 2 2010/11 $000 Ye ar 3 2011/12 $000 Ye ar 4 2012/13 $000 Ye ar 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Ye ar 8 2016/17 $000 Ye ar 9 2017/18 $000 Ye ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Ye ar 12 2020/21 $000 Ye ar 13 2021/22 $000 Ye ar 14 2022/23 $000 Ye ar 15 2023/24 $000
O pe rating State me nt Income General rates and other revenue Targeted rates - pool s afety Us er c harges O perating grants and s ubs idies Total inc om e Expe nditure Expenditure Financ e c os ts D eprec iation of fixed as s ets Total operating expenditure O pe rating surplus/(de ficit) Capital and Re se rv e s Funding State me nt C apital and res erves funding requirem ents : C apital e xpe nditure New as s ets Total c apital expenditure Loans repaid O perating defic it Total funding required Funde d by O perating s urplus Funding from non-c as h expens es Loans rais ed Total funding of c apital 1
3,269 137 1,815 19 5,240
3,250 143 1,884 5,277
3,567 143 1,963 5,673
3,749 143 1,985 5,877
3,880 143 2,017 6,040
4,037 143 2,059 6,239
4,180 143 2,103 6,426
4,351 143 2,141 6,635
4,519 143 2,178 6,840
4,664 143 2,217 7,024
4,812 143 2,258 7,213
4,962 143 2,299 7,404
5,099 143 2,341 7,583
5,248 143 2,385 7,776
5,464 143 2,430 8,037
5,620 143 2,475 8,238
5,775 143 2,522 8,440
5,205 5 5,210 30
5,219 49 10 5,278 (1)
5,500 109 36 5,645 28
5,733 113 35 5,881 (4)
5,899 111 35 6,045 (5)
6,100 111 35 6,246 (7)
6,289 109 35 6,433 (7)
6,483 108 35 6,626 9
6,678 104 32 6,814 26
6,854 100 30 6,984 40
7,031 94 30 7,155 58
7,222 88 30 7,340 64
7,408 81 30 7,519 64
7,595 74 30 7,699 77
7,799 64 30 7,893 144
8,000 51 30 8,081 157
8,207 38 30 8,275 165
35 35 35
1,714 1,714 1 1,715
64 64
31 4 35
30 5 35
28 7 35
28 7 35
44 44
58 58
70 70
88 88
94 94
94 94
107 107
174 174
187 187
195 195
30 5 35
10 1,700 1,715
28 36 64
35 35
35 35
35 35
35 35
9 35 44
26 32 58
40 30 70
58 30 88
64 30 94
64 30 94
77 30 107
144 30 174
157 30 187
165 30 195
Note 1: The user charges here include liquor and environmental health licence fees and dog control fees. Operating expenditure includes funding for community environmental programmes, pollution prevention and noise control. Note 2: There is no capital expenditure for this activity from 2009/10 onwards. In 2008/09 a new animal shelter is being built which will also be used by Rodney District Council. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Environmental Protection.
Waste Minimisation
1. Introduction
This output area covers the waste and recycling services for households, commercial and industrial areas, waste reduction programmes and management of closed landfills. The Health Act requires councils to ensure solid waste is collected and the Waste Minimisation Act 2008 requires the council to prepare a waste management and minimisation plan. As our population continues to grow, we are producing more and more waste. Landfill disposal is increasingly costly due to scarcity and the cost of operating these landfills to meet environmental standards. The recently enacted Waste Minimisation Act will result in higher rubbish disposal costs due to implementation of a $10 per tonne national levy on waste to landfill beginning in July 2009. The Emissions Trading Scheme created from the Climate Change (Emissions Response) amendment Act is being reviewed but, when implemented, is likely to result in higher rubbish disposal costs for council as early as 2013. Private landfill operators will have liabilities for their greenhouse gas (methane) emissions under the scheme and these costs will be passed on to customers. To avoid these increasing costs, our strategy continues to include reducing waste at the source and finding better ways to recycle and recover materials that are being thrown out. In 2007/08 the council collected 24,314 tonnes of recyclables from its domestic kerbside collection and 25,925 tonnes of household and inorganic refuse. This means that half of the domestic waste materials we collect are being diverted from landfill. These services are provided through in-house planning and administration with contracts for provision of collection and disposal services. While council plays an important part in minimising and managing waste, we recognise that exerting influence and working collaboratively across the wider district is key to successful waste minimisation. For this reason we will continue to seek out partnerships with others who play an important role in achieving zero waste, such as our neighbouring communities, central and regional government agencies, the waste industry, businesses, community groups and individuals within the community. The council has worked with other territorial authorities in the region to develop regional strategic waste minimisation objectives, and will continue to do so as part of the formation of the Auckland Council.
Objectives
The council's strategic objectives with respect to the provision of waste management and minimisation services were developed as part of the Waste Minimisation Plan 2005. The council's vision with respect to waste minimisation is for the city, including residents, businesses and the council, to take responsibility for the waste it produces and work to reduce it, enhancing the environment in which we live, work and play. The council's overarching goals and objectives have been heavily drawn from the New Zealand Waste Strategy 2002. A high level summary of these objectives and associated actions as detailed in the council's Waste Minimisation Plan 2005 are shown below. To lower the costs and risks of waste to society - Take direct action to provide programmes and services that divert waste away from disposal to landfill - Advocate for waste reduction and minimisation beyond the councils direct control through partnership with local and central government organisations to develop appropriate legislation, programmes and national standards - Use the appropriate economic incentives and disincentives and funding structure to promote waste reduction and waste minimisation activities To create a zero-waste culture - Develop and use regulatory mechanisms (e.g. bylaws and District Plan) where appropriate to support the councils waste minimisation aims - Promote the involvement, awareness and engagement of the whole community in activities to reduce and minimise waste - Council will lead by example in applying waste reduction and minimisation actions to its own operations To reduce environmental damage and harm caused by waste generation and disposal - Ensure that waste is recovered and diverted from landfill whenever feasible and that residual refuse is disposed of to sanitary landfills that meet high environmental standards To increase economic and social benefit by using material resources more wisely - Measure our progress against these objectives through ongoing measurement of available waste data - Regularly monitor, evaluate and report on progress against our waste minimisation objectives, including review of our overarching strategy
North Shore City Council City Plan 2009-2024 - Module 3 - Waste Minimisation Page 86
2. Effects of the Waste Minimisation activity

A Parks and open spaces Natural environment Transport Built environment Housing Personal safety and crime Community Services and Facilities Education and training Physical activity, sport and personal health Business and economy City identity and branding Employment Arts and culture Our people Heritage Provide response and education programmes for youth. Provide support for a sustainable business and economy. Contribute towards the development of a city identity and brand, i.e. clean and green. Provide education and awareness programmes. Regulate and monitor the impact of development on the natural environment.
Summary of significant effects Well-Being Social Positive Negative
B C D E F G H I J K L M N O
Community involvement Kerbside collections if not completed in programmes. properly can lead to public health and Community health, safety safety issues. and well-being. Community participation in services and events provides positive social feedback. Protection and Landfill degrades the environment. enhancement of the North Collection services can provide for Shore environment. visual pollution of streetscapes. Provision of user-pays services ensures that the generator of waste pays for the provision of the services. Allows for greater development potential. Protection of culturally sensitive Maori land and water resources. User pays can lead to dumping of rubbish to avoid payment.
Environmental
Economic
Cultural
Key:
Numerous adverse environmental and human health effects can be attributed to waste if not properly dealt with. If proposed collection and minimisation programmes are not met then there is significant likelihood of detrimental impact on property and health of the district.
4. Relevant strategies plans and Acts

Legislation Waste Minimisation Act 2008 Climate Change (Emissions Response) Amendment Act Climate Change Response Act Local Government Act 2002 Health Act North Shore City Council Solid Waste Management and Minimisation Bylaw Waste Assessment A periodic assessment of our waste management and minimisation activities is required under s51 of the Waste Minimisation Act 2008. A summary of the waste (sanitary) assessment completed in June 2005 under previous legislation can be found on page 208 of this document. This assessment will be updated prior to July 2012 as part of a review of the Waste Minimisation Plan. Plans New Zealand Waste Strategy Resource Management Act Waste Minimisation Plan and Action Plan Pollution Prevention Strategy and Action Plan Auckland Regional Strategic Priorities for Waste 2007
Continued effective and efficient waste management and minimisation through ongoing implementation of the Waste Minimisation Action Plan 2005 Implementation of the requirements of the Waste Minimisation Act 2008, including a detailed review of the council's Waste Minimisation Plan 2005, Solid Waste Management and Minimisation Bylaw 2005 and review of available resource recovery, waste collection and disposal services
Further consultation with the community will be undertaken during this period in relation to the review of the council's Waste Minimisation Plan and associated services.
The council has one refuse transfer station under contracted operation in Devonport. The replacement cost of this property is approximately $450,000.

Implementation of the requirements of the Waste Minimisation Act 2008, including a detailed review of council's Waste Minimisation Plan 2005, Solid Waste Management and Minimisation Bylaw 2005 and resource recovery, waste collection and disposal services Continued provision of direct waste services, i.e. rubbish collection and recycling services Increased organic waste recovery through the development of a kerbside organics collection service to be funded with assistance of the national waste levy Investigation of improvements to the council's recycling services and resource recovery network, to be funded with the assistance of the national waste levy Further investigation of improvement to the council's current rubbish collection service, including possible change of receptacles to mobile garbage bins Continued implementation of the New Zealand Waste Strategy (now a statutory requirement), adopted in principle by the council in June 2002 Continued promotion of resource efficiency and cleaner production through development and implementation of business and community waste reduction programmes Removal of household hazardous waste from the waste stream Continued implementation of a schools' zero-waste programme Continued provision of a WasteWise Fund for community initiatives Continued implementation of an in-house waste minimisation system for all council buildings and activities North Shore City Council City Plan 2009-2024 - Module 3 - Waste Minimisation Page 89
8. Statement of Levels of Service

We will provide weekly refuse collection - currently on a user-pays basis, a fortnightly recycling service via the council-provided 140L wheelie bins; a fortnightly collection of paper and cardboard; an annual inorganic collection; and options to enable disposal of hazardous waste. We will increase organic waste recovery through the development of a kerbside organics waste collection and recycling service. It is anticipated this service will be developed in cooperation with neighbouring communities.
We will endeavour, through services, education and regulation, to reduce and minimise waste levels and direct the residual waste to the appropriate disposal and processing systems. We will continue management of closed landfills and will consider the future of the Devonport Transfer Station from beyond 2011 as the site compliance and feasibility issues are being assessed.
Community Outcome Natural environment Business and economy Natural environment Business and economy Natural environment Business and economy Education and training City identity and branding Our people Natural environment Business and economy City identify and branding
Key Service Area Legislative
Legislative
Environmental Impact
Level of Service Statement The city will review its Waste Management and Minimisation Plan to meet the requirements of the Waste Minimisation Act 2008 by 1 July 2012. The city will have a solid waste bylaw that meets the requirements of the Waste Minimisation Act 2008 by 1 July 2012. Reduce waste to landfill toward the ultimate aim of zero waste, as outlined in the Waste Minimisation Plan 2005.
Measures and targets Plan to be adopted by Special Consultative Procedure. Bylaw to be adopted by Special Consultative Procedure. Total waste to landfill figure reduces by 5% per annum from 2001 levels.
2007/08 Performance New measure
New measure
40% of council waste collected diverted from landfill to beneficial use. Service The council will undertake weekly kerbside refuse collections and fortnightly paper and recycling service via contractors. 80% satisfaction with the reliability of the collection services.
+ + +
Based on total waste to landfill data as available from waste licensing data - baseline for 2007/2008 is 170,000 tonnes. 49% of total waste collected was diverted to beneficial use. 83%
Natural environment Business and economy City identify and branding Natural environment Business and economy City identify and branding Natural environment Business and economy City identify and branding Natural environment Business and economy
Note 1:
Service
The council will provide annual kerbside inorganic collection. The council will provide quarterly, in partnership with the Auckland Regional Council, the Hazmobile services for hazardous waste collection and disposal. The council will investigate and seek to implement a kerbside organics waste collection and recycling service. Residents and businesses are satisfied with the reliability of the recycling collection.
80% satisfaction with the street cleanliness after collection. The council will undertake an inorganic collection annually. Collections are undertaken on a quarterly basis. Investigation to be undertaken in alignment with services review. 80% satisfaction.
79% 100%
Service
Target achieved.
Service
Service
Target not achieved in 2007/08 due to delay in enactment of Waste Minimisation Act. 85%

Residents and businesses are satisfied with the reliability of rubbish collection Target 2009/10 = 80%
100% 100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 82%82% 83% 80% 60% 40% 20% 0%
Residents and businesses are satisfied with the cleanliness of the street after collection Target 2009/10 = 80%
100% 75% 75% 79% 80% 60% 40% 20% 0%
Residents and businesses are satisfied with the reliability of the recycling collection Target 2009/10 = 80%
84% 85% 77%
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
Percentage of total household waste collected that is diverted from land fill to beneficial use Target 2009/10 = 40%
50% 40% 30% 20% 10% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 46% 49%49%

$60 $47 $50 $40 $30 $20 $10 $2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 $36 $36
Note: Includes Waste Levy f rom 2009/10 onw ards
2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
Financial graphs - Waste Minimisation

Waste Minimisation operating expenditure
16 14 12 10 $m 8 6 4 2 14 17 10 13 16 19 20 21 08 09 11 11 / 14 / 17 / 20 / 23 07 / 08 / 10 /
Waste Minimisation income
16
9.3 7.4 7.7
9.5
9.8
10.1
10.4
10.7
11.0
11.3
11.6
11.9
12.2
12.5
12.8
13.1
13.4
14 12 10 $m 8 6 4 2 2.0
1.1 7.4
-
9.3 7.7
0.7
9.5
0.7
9.8
0.8
10.1
0.8
10.4
0.8
10.7
0.8
11.0
0.8
11.3
0.9
11.6
0.9
11.9
0.9
12.2
0.9
12.5
0.9
12.8
1.0
13.1
1.0
13.4
1.0
9.3 7.4 7.7
9.5
9.8
10.1
10.4
10.7
11.0
11.3
11.6
11.9
12.2
12.5
12.8
13.1
13.4
4.3
4.8
5.3
5.5
5.6
5.8
5.9
6.1
6.2
6.4
6.6
6.7
6.9
7.1
7.2
7.4
7.6
2.0
0.9
2.1
1.2
2.1
1.3
2.1
1.3
2.1
1.4
2.2
1.5
2.2
1.6
2.2
1.7
2.2
1.8
2.3
1.8
2.3
1.9
2.3
2.0
2.4
2.1
2.4
2.2
2.4
2.3
2.4
2.4
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
20
20
20
20
20
22 / 20
Years General rates Targeted rates - waste management Total User charges
For the years ending 30 June Expenditure Depreciation Total

Operating grants and subsidies
20
20
20
20
20
20
20
20
20
20
20
23 /
13 /
16 /
19 /
09 /
21 /
12 /
15 /
18 /
24
22
12
15
18
Prospective financial information - Waste Minimisation

Operating Statement Income General rates and other revenue Targeted rates - waste management User charges Operating grants and subsidies Capital grants and subsidies Development or financial contributions Vested assets Total income Expenditure Expenditure Total operating expenditure Operating surplus/(deficit)
1,078 2,031 4,255 7,364
910 2,037 4,795 7,742
1,200 2,056 5,335 715 9,306
1,257 2,083 5,468 733 9,541
1,333 2,110 5,605 752 9,800
1,431 2,137 5,773 774 10,115
1,527 2,165 5,946 797 10,435
1,608 2,191 6,095 817 10,711
1,692 2,217 6,247 838 10,994
1,767 2,244 6,403 859 11,273
1,843 2,271 6,563 880 11,557
1,925 2,296 6,727 902 11,850
2,007 2,324 6,895 925 12,151
2,090 2,350 7,068 948 12,456
2,178 2,376 7,245 972 12,771
2,270 2,402 7,426 996 13,094
2,365 2,428 7,612 1,021 13,426
2 3, 4
7,364 7,364 -
7,742 7,742 -
9,306 9,306 -
9,541 9,541 -
9,800 9,800 -
10,115 10,115 -
10,435 10,435 -
10,711 10,711 -
10,994 10,994 -
11,273 11,273 -
11,557 11,557 -
11,850 11,850 -
12,151 12,151 -
12,456 12,456 -
12,771 12,771 -
13,094 13,094 -
13,426 13,426 -
Note 1: The plan includes the introduction in 2009/10 of the new waste levy subsidy income of $0.7m together with equivalent associated expenditure. Increased refuse collection and disposal costs are projected to be offset by increased revenue. Note 2: There is no capital expenditure for this activity. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Waste Minimisation.
Community Services
Encouraging people to take part in community activities creates a positive spirit in the city and enhances community and personal development. It adds to the health and vitality
The council provides a range of opportunities for community groups and individuals to get involved in recreation, leisure, arts, culture and educational activities. It also supports community volunteers and groups by using grants and subsidies, and by providing facilities. As the citys population has increased, its people have become more diverse. This has increased the demands on and the range of the councils community services. Six output areas make up the Community Services significant activity - Libraries - Parks - Leisure Services - Community Partnerships, Programmes and Civil Defence Housing for Older People - Cemeteries.
Prospective financial information - Community Services

Actual 2007/08 $000 O pe rating S tate me nt Income General rates and other revenue Us er c harges P roperty inc om e O perating grants and s ubs idies C apital grants and s ubs idies D evelopm ent or financ ial c ontributions Ves ted as s ets Total inc om e E xpe nditure E xpenditure Financ e c os ts D eprec iation of res tric ted as s ets D eprec iation of intangible as s ets D eprec iation of fixed as s ets Total operating expenditure O pe rating surplus/(de ficit) C apital and R e se rv e s Funding S tate me nt C apital and res erves funding requirem ents : C apital e xpe nditure New as s ets R enew al as s ets Ves ted as s ets Total c apital expenditure Loans repaid O perating defic it Trans fers to general res erves Total funding required Funde d by O perating s urplus Funding from non-c as h expens es Loans rais ed Trans fers from s pec ial res erves Trans fers from c apital funding ac c ount Total funding of c apital Fore cast 2008/09 $000 Y e ar 1 2009/10 $000 Y e ar 2 2010/11 $000 Y e ar 3 2011/12 $000 Y e ar 4 2012/13 $000 Y e ar 5 2013/14 $000 Y e ar 6 2014/15 $000 Y e ar 7 2015/16 $000 Y e ar 8 2016/17 $000 Ye ar 9 2017/18 $000 Y e ar 10 2018/19 $000 Y e ar 11 2019/20 $000 Y e ar 12 2020/21 $000 Y e ar 13 2021/22 $000 Ye ar 14 2022/23 $000 Y e ar 15 2023/24 $000
49,695 7,136 2,000 428 10,892 7,487 6,337 83,975
54,715 6,936 2,267 423 948 7,060 700 73,049
54,093 7,276 2,350 507 6,059 70,285
55,625 7,526 2,376 514 7,270 73,311
58,500 7,737 2,413 382 7,598 76,630
61,227 8,039 2,462 388 8,379 80,495
66,049 9,008 2,510 396 8,639 86,602
68,396 11,039 2,559 402 9,488 91,884
71,562 11,371 2,608 407 9,484 95,432
74,343 11,710 2,660 414 11,637 100,764
76,616 12,117 2,711 419 12,030 103,893
80,389 12,602 2,764 426 13,095 109,276
87,899 12,964 2,817 433 14,910 119,023
92,262 13,277 2,874 439 15,458 124,310
99,561 13,597 2,929 447 14,364 130,898
102,335 13,928 2,987 454 14,873 134,577
104,978 14,267 3,044 460 15,439 138,188
48,307 2,887 4,780 199 3,420 59,593 24,382
50,894 3,800 5,095 694 3,413 63,896 9,153
51,709 3,904 5,491 236 3,990 65,330 4,955
53,160 4,777 5,914 205 4,367 68,423 4,888
54,763 4,868 5,954 97 4,539 70,221 6,409
56,718 5,080 6,203 129 4,586 72,716 7,779
60,425 5,557 6,391 275 4,881 77,529 9,073
64,277 6,380 6,624 352 5,310 82,943 8,941
66,256 6,643 6,785 275 5,611 85,570 9,862
68,432 6,479 7,033 120 5,781 87,845 12,919
70,426 6,166 7,265 42 6,029 89,928 13,965
73,821 6,199 7,502 47 6,715 94,284 14,992
79,657 6,721 7,709 55 7,865 102,007 17,016
81,842 6,651 7,928 60 8,676 105,157 19,153
84,180 5,709 8,077 61 9,135 107,162 23,736
86,978 4,551 8,335 63 9,613 109,540 25,037
89,605 3,398 8,527 65 10,112 111,707 26,481
35,205 4,029 6,337 45,571 1,558 1,290 555 48,974
19,502 4,989 700 25,191 1,847 1,472 207 28,717
29,551 3,886 33,437 2,058 1,385 135 37,015
12,737 3,899 16,636 1,792 1,379 118 19,925
13,038 4,991 18,029 1,843 1,403 115 21,390
15,864 5,530 21,394 1,853 1,411 109 24,767
25,548 7,731 33,279 1,325 1,435 107 36,146
21,701 6,149 27,850 3,095 1,506 56 32,507
15,328 6,172 21,500 4,058 1,667 36 27,261
15,344 6,384 21,728 5,001 1,532 30 28,291
16,379 6,177 22,556 6,154 1,567 29 30,306
30,621 7,086 37,707 6,188 1,854 27 45,776
31,281 6,767 38,048 7,359 1,731 37 47,175
18,098 6,954 25,052 10,857 1,666 36 37,611
17,370 7,309 24,679 16,170 1,702 42,551
19,629 7,707 27,336 17,044 1,739 46,119
20,020 8,812 28,832 17,489 1,780 48,101
25,672 8,399 14,446 457 48,974
10,625 9,202 8,530 360 28,717
6,340 9,717 14,958 6,000 37,015
6,267 10,486 3,172 19,925
7,812 10,590 2,988 21,390
9,190 10,918 4,659 24,767
10,508 11,547 14,091 36,146
10,447 12,286 9,774 32,507
11,529 12,671 3,061 27,261
14,451 12,934 906 28,291
15,532 13,336 1,438 30,306
16,846 14,264 14,666 45,776
18,747 15,629 12,799 47,175
20,819 16,664 128 37,611
25,438 17,273 (160) 42,551
26,776 18,011 1,332 46,119
28,261 18,704 1,136 48,101
North Shore City Council City Plan 2009-2024 - Module 3 - Community Services Page 95
Libraries
1. Introduction
North Shore Libraries holds some 550,000 items, including a number of specialist collections. They provide access to a wide range of printed and digital resources for leisure activities, to help increase community knowledge and to improve individual skills and literacy. Information sources include books, magazines, CDs, DVDs, electronic databases and the internet which is provided as a free service. Libraries provide an important focus for local communities and opportunities to access public documents and council services. With changes in technology and society, the council is exploring more innovative methods of providing its library services and of promoting lifelong learning in the community. It is also trying to make sure people can access the skills and technology required for living and working in a knowledge economy. While there is no legal requirement for the council to provide libraries, it does so because of the importance to its residents of access to recreation and leisure, knowledge and education opportunities. North Shore Libraries is a full member of the eLGAR consortium of Auckland regional libraries that allows the service to leverage off the collective strengths of the group and raise performance to a level that would not be achievable alone. North Shore Libraries operate from five permanent sites in Devonport, East Coast Bays, Glenfield, Northcote and Takapuna, and two temporary sites in Birkenhead and Albany. These are supplemented by a weekday mobile library service.
Objectives
The objectives and associated actions are shown below. Libraries are accessible to meet the needs of the community - Develop a network of libraries that are accessible - Develop library buildings that are well designed, versatile and easy to use - Develop library services that reach beyond the library buildings Libraries that help people meet their social, cultural and recreational needs - Libraries celebrate culture, heritage and the arts - Libraries meet the recreational and reading needs of the community Libraries that help people meet their information and educational needs - Provide access to information and ideas - Provide a learning-for-life environment - Provide electronic services to meet community needs Libraries that are up-to-date and relevant - Maximise relationships with key stakeholders, the community and partners - Ensure libraries are relevant and up to date
Key Decision Area Albany Community Board Area Library facility (Please refer to Module 1 - Summary, page 15) As part of the consultation on this City Plan 2009-2024, the council asked which should be built first in the Albany area: the Albany Community Board Area Library facility or the Northern Recreational Aquatic facility. The Decision In line with the results of the draft City Plan consultation process, the council resolved that the Northern Recreational Aquatic facility be included in the 2009-2024 City Plan in the 2013-2015 period and that the Albany Community Board Area Library facility be included in the 2009-2024 City Plan in the 2018-2020 period.
Vision
The council's strategic objectives in terms of the provision of North Shore Libraries have been developed as part of the 2008 Library Strategy. Its vision is for libraries to engage, inspire and inform citizens and help build strong communities. The aims are to encourage and support reading, provide access to good information, support learning for life, and to provide a safe place where people and communities can meet and engage with each other.
North Shore City Council City Plan 2009-2024 - Module 3 - Libraries Page 96
2. Effects of Libraries Activity

Summary of Significant Effects Wellbeing Social Positive Provide a gathering place for the community. Provide opportunities for the voices of our people to be heard. Provide places of social interaction and participation in community life. Provide a safe place to relax, learn and recreate. Provide a range of community based educational opportunities for all types and ages. Provide locations for community events. Support education and skill development. Builds social capital. Enhance the mental and social wellbeing of people. Create vibrant focal points for town centre developments. Raise awareness of environmental issues through programmes and displays. Allows access to knowledge about environmental issues such as sustainable building. Library buildings can be showcases of sustainability. Improve the standard of the workforce through allowing individuals to gain knowledge, up-skill and become computer literate. Help individuals overcome the digital divide. Build a community's capacity for economic activity and resilience. Provide an anchor for downtown developments and are attractive neighbourhood amenities. Increase educational outcomes. Provide employment and educational opportunities as an employer of choice. Negative Majority of library service predicated on the expectation that users will come to the library. While this is changing housebound, time-starved people have less choice in the range of services they can access.
Cultural
Provide a mechanism to showcase, communicate and preserve cultural knowledge. Provide connection to our heritage and to the heritage of others. Promote empathy and understanding between different cultures. Provide a safe intercultural environment to explore and understand different cultures. Provide direct access to leading artists, educators and thinkers through events and programmes.
Inability to offer all ethnic groups the same or equal levels of service.
3. Contribution to Community Outcomes

A B C D None identified. E F G H I J K Cost of providing a range of quality and diverse materials. L M N O Parks and open spaces Natural environment Transport Built environment Housing Personal safety and crime Community services and facilities Education and training Physical activity, sport and personal health Business and economy City identity and branding Employment Arts and culture Our people Heritage Promote employment of young people. Promote arts and culture. Information and celebration of culture. Preservation and promotion of North Shore heritage. Provide core community services and facilities. Provide education and training services. Provide information on physical activity, sport and personal health.
Environmental
Economic

While providing library services is not a legislative requirement the provision of library service supports three aspects of the council's community well being factors - social, cultural and economic. The council provides the service because of the importance to its residents of access to recreation and leisure, knowledge and education opportunities. Legislation The Local Government Act 2002 North Shore City Council Public Libraries Bylaw Plans The 2007 Libraries Activity Management Plan North Shore Libraries document strategies in the Libraries Business Plan The Library Network Plan The Library Strategy Library Asset Management Plan
The Reading Experience - a new library programme which emphasises reading in all forms for all ages. The programme reflects the direction indicated in the Library Strategy and will be gradually introduced over the next two to three years North Shore Libraries and Rodney District Libraries have a reciprocal borrowing arrangement for residents. This will be monitored and possibly extended to residents of other Auckland cities
6. Strategic Priorities
The council's Strategic Priorities for the period between 2009 and 2012 include the: Completion of the new Birkenhead Library building and the planning for the extension of the Devonport Library Introducing new issuing technology for each library Continuing membership of the eLGAR consortium to build on collective strengths The council will also develop and implement a planned maintenance programme with a view to reducing the incidence of cost of response maintenance.
The five permanent library facilities in Devonport, East Coast Bays, Glenfield, Northcote, and Takapuna collectively provide approximately 6,000 m2 of library floor space and have a combined Capital Replacement Value (CRV) of $10.02 million, excluding land.
Description of Libraries Asset Size Devonport 527 m2 (incl public toilets East Coast Bays 853 m2

The council's plans for the future include the construction or refurbishment of several libraries and a major upgrade of frontline circulation technology. The reconstruction of the Birkenhead Library is scheduled to start in early 2009 on the original site, and completion will take about one year Work has begun on designating the site the Devonport Library currently stands on in order that planning issues are resolved by the time work on the expansion begins in 2013 Enclosing the internal courtyard at Northcote Library to provide a reading/lounge area is planned for 2012/13 By 2014 Takapuna Library will be 25 years old and in need of a substantial upgrade. It is proposed that this will also include a more effective alignment of the Library and the Community Services Building. The provision of a library service to the northern part of the city will be addressed by major development between 2018 and 2020 Additional rental space in order to cater for growth in use of the Albany Village Library needs to be considered over the next two to three years. Such space exists adjacent to the existing library In 2018 the mobile library will be 15 years old, and will need to be replaced by a new vehicle or will be superseded by other outreach services The introduction of an improved RFID (wireless) based self issue and self return system within the next three years will allow library staff to focus on customer service and on the promotion of reading Other new assets for years 2009/10 and 2011/12 include new library books, new software, and equipment New interactive library website which will be live mid-2009
CRV $1.1m
Asset Condition 81% of the components are in very good or good condition. Overall, 98% of the East Coast Bays Library components are in very good or good condition. Only 1% of components are in very poor condition. Overall, 88% of the Glenfield Library components are in good or very good condition and 9% are in poor or very poor condition. Overall, 80% of components are in very good or good condition. Overall, 93% of the Takapuna Library components are in very good or good condition. Only 7% are in moderate condition and 1% are poor. Temporary premises. Leased premises - expires 2013. New vehicle 2003.
$1.89m
Glenfield
963 m2
$1.68m
Northcote (incl public toilets) Takapuna and Library Support Services Birkenhead Albany Village Mobile Library Totals
723 m2 2,879 m2
$0.99m $4.36m
273 m2 500 m2 6,718 m2
N/A N/A N/A $10.02m
8. Capacity Statements
The North Shore City population has increased by 19.4 per cent since 1996, and the population is forecast to reach 288,500 by 2031 (on medium growth scenario). It is also forecasting a move towards an aging population and significant development within the Albany area. At the same time libraries are being built bigger and with high quality furnishings and fittings, and with technology suites and wireless hotspots. In response to growth and demand North Shore City will build new library facilities in the Albany area and a complete rebuild of Birkenhead Library, and extend Devonport Library's floor space. North Shore Libraries has a range of other initiatives to manage demand through new library services. Photographs and other local history documents are available in digital form, resources will be available for lending through electronic licensing, workspaces will be provided with access to power and wireless internet, and a held item delivery service and improved self issue service will be provided for all library members.

The following nine statements will have the most significant impact on the LTCCP through deciding on resulting capital expenditure projects that work towards addressing current and future shortfalls: 1. Provide buildings with a good standard of civic amenity, comfort and convenience for the user in accordance with the Library and Information Association New Zealand Aotearoa (LIANZA) standards for NZ public libraries. 2. Users are satisfied with the library service. 3. Services and resources are utilised by as great a proportion of the community as possible. 4. Ensure that downloadable audio, eBooks, music and video are available for lending through the Library website. 5. Libraries shall be maintained to a level that meets the target weighted average condition grade for each Library. 6. Ensure photographs and other local history documents are available in digital form. 7. Provide an effective held item delivery service to all library members. 8. Provide an efficient self issue service for all library members. 9. Provide workspaces with access to power and wireless internet.
Measures and Targets 53 m2 of floor space per 1,000 members. 2007/08 Performance or comment 51.5 m2
Community Outcomes Community Services and Facilities, Education and Training, Arts and Culture Community Services and Facilities Community Services and Facilities, Education and Training Community Services and Facilities, Education and Training Community Services and Facilities, Education and Training Community Services and Facilities, Education and Training, Arts and Culture, Heritage Community Services and Facilities
Note 1:
Key Service Area Quality
Level of Service Statement Provide buildings with a good standard of civic amenity, comfort and convenience for the user in accordance with the LIANZA standards for NZ public libraries. Users are satisfied with the library service. Provide a sufficient quantity of books for lending and reference purposes.
Satisfaction Capacity
90% satisfaction rate. 3 books per capita.
+ + +
90% 2.4
Quality
Maintain a current book stock for lending and reference purposes.
50,000 new books introduced per year.
Met 100%
Quality
Ensure that downloadable audio, eBooks, music and video are available for lending through the Library website.
5% of library members borrow through the issuing of digital resources.
New Measure
+
50%
Quality
Ensure photographs and other local history documents are available in digital form. Provide an efficient self issue service for all library members.
70% digitised.
Quality
60% of books issued are done so by self issue.
60%

Percentage of residents who have used library services during the year Target 2009/10 = 66%
100% 100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 65%61%62% 80% 60% 40% 20% 0% 2006/07
Users are satisfied with the library service Target 2009/10 = 90%
100%
92%89% 90%
Percentage of population holding a current library card Target 2009/10 = 66%
80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21
2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
60% 51%56%
60 50
53
56
Library floor space per 1,000 members (m2) Target 2009/10 = 53 m2

52
4.0 3.0 3.0 2.6 2.4
Available bookstock per capita Target 2009/10 = 3.0
10%
Percentage of library members borrow through the issuing of digital resources Target 2009/10 = 5%
40 30 20 1.0 10 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 2.0
New Measure
0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23

$300 $250 $200 $150 $100 $50 $2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 $146 $139 $137
2022/23
Financial graphs - Libraries
Libraries direct capital expenditure

20 15.8 15 1 15.7 -
Libraries capital funding

20 15.8 15.7 15 10 $m 6.2 5 (5)
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
0.4 0.5 0.5
2.4
2.4
7.3
0.4
7.4
0.6
$m
10 6.4 5 2.0 2.0 20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
1.7
12.9
12.8
7.3 -
7.4 15.2
2.1
15.7 3.3 3.3 3.4 1 2.7
2.0
0.9
2.0 3.9 5.2
2.1
0.5
2.1
0.6
2.5
0.6
3.9 2.9
2.1
0.6
2.1
0.4
2.2
0.5
2.3
0.5
3.3
0.5
2.6
0.5
2.6
0.5
3.4
0.5
1.4 (0.4)
2.1 (0.5)
2.1 (0.6)
2.5 (0.6)
2.1 (0.6)
2.1 (0.4)
2.2 (0.5)
2.3 (0.5)
2.5 0.3
2.6 (0.5)
2.6 (0.5)
2.7 0.1
6.4
7.3
2.1 1.9
2.1 2.1
2.5 2.5
5.3
2.1 2.1
2.1 2.1
2.2 2.2
2.3 2.3
2.6 2.6
2.6 2.6
For the years ending 30 June New assets Renewal of assets Total
For the years ending 30 June Loans G eneral rates Dev elopment contributions T otal
Libraries operating expenditure (excludes loans repaid)

35 30 25 20 $m 15 10 5 20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Libraries income (excludes development contributions income)
26.8 20.9 15.1 2.5 15.5 2.5 16.0 2.5 16.7 2.8 17.4 3.0 17.8 3.0 18.1 2.9 18.5 3.5 4.5
28.4 5.1
29.0 5.4
29.4 5.7
29.9 6.0
35 30 25
20.1 28.6 26.2
30.9
31.4
31.7
$m
11.8 1.6 10.1
12.7 1.7 11.0
14.1 2.2
2.9 21.2 21.8 22.4 22.9
20 15
11.5 13.0 13.7 14.9 15.2
18.0 16.0
16.8
17.3
17.7
18.2 30.3 30.7 31.1
20.7 11.6 12.1 12.6 13.1 13.5 13.9 14.3 14.7 15.1 16.7
25.5 14.3 14.7 15.5 17.4 16.2 16.7 17.2 17.6 19.5
28.0
10 5 10.9 12.4 13.1
08
09
17
10
12
11
13
18
14
15
16
19
20
22
23 22 / 20
08 /
07 /
13 /
14 /
15 /
16 /
17 /
10 /
12 /
09 /
11 /
18 /
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
21 /
General rates
Years User charges Total
20
23 /
19 /
20 /
24
21
Prospective financial information - Libraries

Notes Actual 2007/08 $000 Fore cast 2008/09 $000 Ye ar 1 2009/10 $000 Ye ar 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Ye ar 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Ye ar 8 2016/17 $000 Ye ar 9 2017/18 $000 Ye ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Ye ar 12 2020/21 $000 Ye ar 13 2021/22 $000 Ye ar 14 2022/23 $000 Ye ar 15 2023/24 $000
Ope rating State me nt Income General rates and other revenue User charges Developm ent or financial contributions Total incom e Expe nditure Expenditure Finance costs Depreciation of fixed assets Depreciation of intangible assets Total operating expenditure Ope rating surplus/(de ficit) Capital and Re se rv e s Funding State me nt Capital and reserves funding requirem ents: Capital e xpenditure New assets Renewal assets Total capital expenditure Loans repaid Total funding required Funded by Operating surplus Funding from non-cash expenses Loans raised Transfers from capital funding account Total funding of capital 1
10,915 623 870 12,408
12,437 580 410 13,427
13,128 576 443 14,147
14,303 568 518 15,389
14,655 564 550 15,769
15,478 564 588 16,630
17,420 564 588 18,572
16,211 563 627 17,401
16,728 563 385 17,676
17,173 562 457 18,192
17,635 562 457 18,654
19,517 621 481 20,619
25,539 621 529 26,689
28,025 621 529 29,175
30,264 621 537 31,422
30,745 624 535 31,904
31,056 623 537 32,216
10,124 1,435 199 11,758 650
11,042 967 694 12,703 724
11,645 290 2,023 167 14,125 22
12,090 510 2,322 136 15,058 331
12,560 464 2,392 97 15,513 256
13,057 423 2,369 129 15,978 652
13,476 470 2,482 275 16,703 1,869
13,898 573 2,620 352 17,443 (42)
14,345 516 2,712 275 17,848 (172)
14,739 463 2,802 120 18,124 68
15,118 405 2,896 42 18,461 193
16,681 723 3,421 47 20,872 (253)
20,728 1,591 4,414 55 26,788 (99)
21,243 2,010 5,057 60 28,370 805
21,823 1,743 5,336 61 28,963 2,459
22,378 1,355 5,623 63 29,419 2,485
22,945 974 5,919 65 29,903 2,313
1,985 1,985 422 2,407
6,373 6,373 6,373
7,343 7,343 91 7,434
1,931 198 2,129 660 2,789
2,066 2,066 679 2,745
2,450 2,450 700 3,150
5,305 2,089 7,394 100 7,494
2,065 2,065 865 2,972
2,135 2,135 680 2,987
2,198 2,198 792 2,990
2,286 2,286 845 3,131
15,152 606 15,758 382 16,393
15,725 15,725 1,422 17,246
3,303 3,303 2,902 6,205
2,565 2,565 5,291 7,856
2,641 2,641 5,530 8,171
2,720 685 3,405 5,040 8,445
650 1,634 422 123 2,829
724 1,661 3,860 128 6,373
22 2,190 5,222 7,434
331 2,458 2,789
256 2,489 2,745
652 2,498 3,150
1,869 2,757 2,868 7,494
2,972 2,972
2,987 2,987
68 2,922 2,990
193 2,938 3,131
3,468 12,925 16,393
4,469 12,777 17,246
805 5,117 283 6,205
2,459 5,397 7,856
2,485 5,686 8,171
2,313 5,984 148 8,445
Note 1: The plan includes a strong commitment and funding for the delivery of library services for the community. Increasing expenditure over the period of the plan mainly relates to the costs of the capital investment in library facilities together with inflationary adjustments. Development contributions income relates to the new Albany library facility which is included for construction in this plan for 2018/19 and 2019/20. Note 2: New capital expenditure over the 15 years of the plan totals $70m and renewal capital expenditure totals $3.6m. Construction of a replacement Birkenhead Library started in December 2008 and is expected to be completed in 2009/10. New capital expenditure in the plan includes the purchase of new library books over the 15 years of the plan to the value of $32m for the current library facilities. The plan includes provision for the construction of new Albany Community Board Area Library facility in 2018/19 and 2019/20 at a cost of $23.5m (which equates to a $15m uninflated budget) and the purchase of new library books for this facility at a cost of $3.4m. The plan includes funding for capital works for Devonport Library in 2010/11 and 2013/14. For further details of this output area's capital projects in the plan, please refer to the capital projects section in Module 4 of this City Plan. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Libraries.
Parks
1. Introduction
The Parks activity includes the custodianship and management of approximately 1,771 hectares of parkland, spread over 520 individual parks. Over 700 hectares of ecologically important natural areas are protected within council-owned parkland, while parks also help to protect over 1,000 hectares of landscapes that are identified as being of significance such as volcanic cones and coastal areas. The majority of parks are vested and protected under the Reserves Act. The city's extensive range of parks, beaches and coastal walkways is enjoyed for a variety of reasons. North Shore City has an extensive coastline that is highly valued by residents and visitors. For many people, the easy access to the coastline, beaches and water, is one of the key reasons for living on the North Shore. There are long stretches of white sand to relax on, safe locations for picnics and vantage points to watch the sea. These spaces are used for playing, exercise and other forms of recreation. There are large parks in all regions of the city, many of which have sportsfields, playgrounds, bush walks, streams and other recreational amenities. As the city's population and residential density increase, the availability of additional parkland reduces. Changes in society and lifestyle are changing people's recreation patterns. The focus of Parks will gradually shift towards appropriate, sustainable improvement of existing parks to meet the city's open space and activity requirements, and the protection of natural areas and ecosystems for the benefit of future generations. The council has chosen to provide this service through in-house planning and administration with contracted physical works for all operation, maintenance and capital works (new and renewal).
Objectives
The council's strategic objectives in terms of the provision of North Shore Parks have been developed as part of the 2007 Parks Strategy. The objectives and a selection of associated actions are shown below. Environmental protection - Prioritise the protection and enhancement of the citys coast through securing of esplanade reserves - Develop an Ecological Enhancement Network Plan to help priorities ecological restoration and protection within parks - Continue to support volunteer groups seeking to protect and restore biodiversity within parks Space for recreational activities - Identify and develop a range of recreation precincts in key areas of the city - Continue to upgrade and improve sportsfields, providing for multi-use and more intensive use of existing fields - Where feasible, link existing parks to form more connected corridors, providing longer routes for walking, cycling and jogging - The council will continue to take an integrated approach in the development of new playgrounds including the provision of access and play opportnities for children of all abilities and their caregivers Nodal development - Integrate park improvements and land purchases in nodal areas with relevant town centre planning projects - Develop design standards for all parks in nodal areas to ensure their spaces are of a high quality with designs that incorporate local features, public art and Crime Prevention Through Environmental Design (CPTED) principles - Improve linkages from town centres to adjacent parks and recreational precincts as one means of accommodating growing population pressures Green corridors - Prioritise the acquisition and development of reserves in the green corridors - Locate and develop activity nodes along the corridors, offering a variety of activities and experiences at key points; integrate the nodes with town centre developments, transport and stream-related project. Management and integrated planning - Continue to align the Parks Departments plans and procedures with other relevant council strategies and plans - Ensure structure and town centre planning processes address parks needs - Work with other councils to advance partnerships that will allow for the joint delivery of Parks outcomes
North Shore City Council City Plan 2009-2024 - Module 3 - Parks Page 104
Effects of the Parks activity

The significant effects of the Parks activity upon the well-being of the community are:
Contribution to Community Outcomes

A Parks and open spaces Maintenance and protection of parks and open space Provision of adequate facilities in parks and open spaces. Information about history and heritage in the local environment. Access to parks and coastline. Education and awareness of environmental issues. Protection of biodiversity. Protection and promotion of environmental and heritage features. Provision of a safe, reliable and environmentally friendly transport network. Provision of urban design that meets current and future needs. Development vibrant town centres and villages.
Well-being Social
Environmental
Economic
Cultural
Summary of Significant Effects Positive Negative Provide space for physical activity, Organised uses (sports) restrict recreation and play. full public access. Provide for a wide range of formal and Some uses affect neighbouring informal pursuits. properties. Provide a location for community events. Support education (life sciences), and skill development. Enhance the physical and mental wellbeing of people. Provide an area for free association between different groups in society. Provide places of respite, retreat and connection to the natural environment. Provide healthy habitats for native fauna Unmaintained areas can cause and flora. weed and noxious plant Provide corridors for wildlife migration. infestation, storm water runoff Support compact forms of urban growth, problems and erosion. thereby reducing urban sprawl into natural environmental areas. Absorb noise pollution. Help to sustain and enhance biodiversity within the city. Help lessen pollution by absorbing contaminants from the air and water. Help to reduce soil erosion. Reduce health costs associated with Cost of acquiring land is very inactive lifestyles. high. Contribute to attracting visitors (tourists). Maintenance of the parks, Help create the city's seaside image. beaches and sportsfields is Support more creative, happier expensive. workforce. Develop more vibrant town centres. Provide amenity to the built environment, which in turn adds value to surrounding properties. Protect sites of cultural significance. Some parks may not meet the Provide opportunities for cultural needs of all community groups. expression (eg festivals, events.) Protect items of heritage significance. Help interpret and educate the community about cultural resources. Provide opportunities to integrate community facilities into the public space e.g. leisure centres, libraries and community halls.
Natural environment
C D
E F G
Housing Personal safety and crime Community Services and Facilities Opportunities to socialise safely in the city. Provision of community services and facilities Access to relevant citywide facilities and services information.
H I J K L M N
Education and training Physical activity, sport and personal Provide information on physical activity, sport and health personal health. Business and economy City identity and branding Employment Arts and culture Our people Celebration of the citys cultural diversity Celebration and support for the citys youth Provision of information representative of different ethnic cultures. Protection, promotion and celebration of the citys natural heritage. Creation and promotion of an identity and vision for the city.
Heritage

Legislation Local Government Act 2002 Resource Management Act 1991 Reserves Act 1977 Building Act 2004 Health & Safety in Employment Act 1992 NSCC Bylaw 2000 Public Toilets Sanitary Assessment A periodic assessment of our public toilets activity is required under the Local Government Act 2002. Our assessment completed in June 2005 has been updated to reflect minor changes since that time. Plans City Plan Annual Plan District Plan Parks Strategy Reserve Management Plans Parks Acquisition Plan Recreational Cycling Plan Playgrounds Plan Youth Destinations Plan Parks Asset Management Plan
Parks Acquisition Programme - The Parks Acquisition Plan will be updated on an ongoing basis to reflect the strategic objectives of the council. The council may consider purchase of additional parkland not formally included in the City Plan, if opportunities arise. Network Plans - The following network plans will be prepared and updated over the next three years, to help drive the provision of facilities associated with the particular asset groups: Recreational Pedestrian Network Plan Sports Fields Network Plan Coastal Access Network Plan - Playground Network Plan Reserve Management and Development Plans - Reserve Management Plans will be developed for all reserves acquired under the Reserves Act. One way of achieving this is through the preparation of omnibus reserve management plans for parks that fulfil the same purpose e.g. neighbourhood parks and natural environment parks. The preparation of development plans will be undertaken where there is a high degree of complexity involved in providing facilities on reserves. City-wide Ecological Restoration Programme - A city-wide programme to restore high-value ecological environments within the Parks network will be initiated.
As detailed below, the council manages and maintains around 1,772 Ha of parkland and a whole range of associated infrastructure (DRC: $123.6m) which provide for a range of recreational experiences within the city including organised sports, informal recreation and leisure. Condition assessments of assets are undertaken on a regular basis to ensure quality infrastructure within the reserve network. The Parks Department is continuously assessing its existing assets for their performance and managing the results of that information. It employs experienced officials who collect and analyse an extensive amount of information on asset performance on a daily, weekly, monthly and yearly basis as appropriate. This data indicates changes in demand or consumption patterns, and/or changes to levels of service being provided that need attention and are reflected in asset management plans, which are updated regularly. Work programmes for maintenance, renewals and replacements are then prepared to meet the challenges faced by those assets, and these are reflected in the asset management plan and subsequently the City and Annual Plans.
Park category Civic Coastal/Beach Community Recreation Natural Environment Neighbourhood TOTAL Area (Ha) 49.61 262.26 622.82 746.18 90.66 1,771.53

The key projects, programmes and actions to be undertaken over the 2009/12 period will be in relation to the following core Parks assets groups: Youth facilities Playgrounds Courts Walking facilities Cycling facilities Bridle facilities Natural and artificial sports surfaces The development of supporting infrastructure, designed to improve access to Parks environs or facilities and their amenity, will also be undertaken e.g. development of coastal structures, car parks and public conveniences.
Park land area (ha) by park category: Summary of Parks above-ground assets:
Asset Group Youth facilities Playgrounds Courts (Basketball) Walking Cycling Natural outdoor sports surfaces Artificial outdoor sports surfaces Pedestrian coastal access Quantity 8 reserves with skate facilities 160 playground surfaces with 375 units of play equipment 14 3-on-3 courts 120,000 sqm of walkway 2,700 sqm of cycleway 90 natural sportsfields 26 artificial sports surfaces 13.5 km of seawalls 13 wharves 55 jetties 75 boat/dinghy ramps 89 boat ramp lanes 100 reserves with carparks 59 public toilets
8. Capacity statement
In general there is sufficient capacity within the Parks network to meet the needs of the North Shore community. However, this capacity will come under increasing pressure as the population grows and as recreational and environmental requirements change. To meet the demands of population growth, additional reserve land and assets will be required, with the associated costs to be met through development contributions. In cases where a higher or different level of service will be required to meet other changing needs, such as changing recreational trends, costs will be met through loans and rates.
Non-pedestrian coastal access Carparks Public conveniences

Park land will be provided that meets both the recreational needs of the North Shore community as well as protects and enhances the unique characteristics of the city's natural environment Play facilities will be provided that contribute to active and healthy lifestyles, act as locations for informal social interaction, revitalise neighbourhoods and contribute to local identity
Community Outcome Parks and open space Community services and facilities Parks and open space Community services and facilities Parks and open space Community services and facilities Parks and open space Community services and facilities Parks and open space Natural environment Physical activity, sport and personal health Parks and open space Physical activity, sport and personal health Key Service Area Customer Satisfaction Customer Satisfaction Customer Satisfaction Customer Satisfaction Capacity Level of Service Statement
Various coastal assets will be provided that improves people's access to the coast, thereby enabling them to participate in coastal and marine-related activities Public conveniences will be provided within Parks that enhance the visitor experience by providing for their personal comfort, thereby making it more accessible
Measures and targets
Percentage of residents satisfied with the North Shore beaches. Percentage of residents satisfied with the North Shore parks. Percentage of residents satisfied with the North Shore public toilets. Percentage of residents satisfied with the North Shore sportsfields.
+ 80% satisfaction +6 + 60% satisfaction + 80% satisfaction
80% satisfaction
2007/08 Performance 80% 95% 48% 80% 7.9
Park land will be provided that meets both the recreational needs of the North Shore community as well as protects and enhances the unique characteristics of the city's natural environment. Play facilities will be provided that contribute to active and healthy lifestyles, act as locations for informal social interaction, revitalise neighbourhoods and contribute to local identity.
Overall area 7.93 hectares of park space per 1,000 persons.
+
10.9
Capacity
10.6 units of playground capacity per 1,000 persons
+
0.14 545
Parks and open space Physical activity, sport and personal health Parks and open space Physical activity, sport and personal health Parks and open space Natural environment
Capacity
Capacity
Capacity
Walkways will be provided that contribute to active and healthy lifestyles and social cohesion while also connecting people to their natural environment. Natural Outdoor Sports Surfaces will be provided that not only enable participation in organised sports but enhance local identity, the sense of community, the local economy and employment. Various coastal assets will be provided that improves people's access to the coast, thereby enabling them to participate in coastal and marinerelated activities. Public conveniences will be provided within Parks that enhance the visitor experience by providing for their personal comfort, thereby making them more accessible.
0.15 units of youth facility capacity per 1,000 persons 557 square metres of walkway space per 1,000 persons 7.61 hours of winter play per week per 1,000 persons
7.4
0.47 units of coastal access point per 1,000 persons 0.38 of boat ramp lanes per 1,000 persons. 0.28 public toilet buildings per 1,000 persons
0.50 0.40 0.30
Parks and open space Community services and facilities
Capacity
Note 1:

Residents are satisfied with the beaches Target 2009/10 = 80%

100% 100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 80% 80%81% 80% 60% 40% 20% 0% 2006/07 89% 88% 95%
Residents are satisfied with parks Target 2009/10 =80%

100% 80% 60% 40% 20% 0% 2006/07
Residents are satisfied with public toilets Target 2009/10 = 60%
55% 53% 48%
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21 2020/21
Residents are satisfied with sportsfields Target 2009/10 = 80%

100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 77% 75% 80%
10.0 8.0 6.0 4.0 2.0 -
Area (ha) of parks and reserves per 1,000 population Target 2009/10 = 7.9 ha
8.0 8.1
Total hours of winter play per week per 1,000 population Target 2009/10 = 7.61
10.0 7.7 7.5 7.4
7.9
8.0 6.0 4.0 2.0 -
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
14.0 12.0 10.0 8.0 6.0 4.0 2.0 -
Number of playground units per 1,000 population Target 2009/10 = 10.6

11.3 11.1 10.9
0.6
Number of public toilet buildings per 1,000 population Target 2009/10 = 0.28
$400 $350
0.4
0.4 0.3 0.3
$300 $250 $200 $150 $100 $50
$254
$256 $270
0.2
2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
$2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
2022/23
2022/23
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
Financial graphs - Parks
Parks direct capital expenditure (excludes vested assets)

40 35.8
Parks capital funding
40 35 30
35.8 3.9 24.5 23.9

$m
35 30 25 17.2 20
9.2
14.1
24.5 20.5 17.3

4.2
23.9 20.9 20.4 23.2 20.7

1.5 1.1
25 3.5 $m 20 15 10 5 11.8 31.9 4.3 20.9 3.3 10.2 16.0 13.5 17.2 14.8 4.8 4.5 12.4 12.3 11.7 12.4 12.4 13.3 4.9 5.5 5.4 5.6 17.3 17.2 17.8 17.9 18.9 5.6
23.2 20.5 5.9 20.9 6.2 20.4 6.6 20.7 7.3 6.9
17.2
17.8
3.2
17.9
18.9
1.6
7.7
16.0
10.9
14.8 13.5
4.5 3.2 2.8
15 10
3.7
0.9 6.0
3.3
14.6
14.7
10.3
13.9
13.8
15.9
16.1
5
6.6 4.2 (5)
6.7 5.5 4.8 3.8
6.6 3.6
6.9
7.6
7.9
8.7
9.0
11.0
11.4
12.5
14.2
14.8
13.7
14.2
14.7
4.8
5.1
5.2
5.8
5.7
5.8
5.8
6.2
6.5
6.8
-1.2
7.2
-0.1
7.6
8.0
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
09
08
10
11
14
17
18
13
16
21
20 09 /
20 10 /
20 13 /
20 16 /
20 17 /
20 20 /
20 07 /
20 08 /
20 14 /
20 21 /
20 12 /
For the Years ending 30 June New assets Renewal of assets Total
For the years ending 30 June General rates Development contributions Other Loans Total
Parks operating expenditure (excludes vested assets and income for capital projects)
50 45 40 35 30 $m 25 20 15 10 5 20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
50
Parks income (excludes vested assets and income for capital projects)
20 23 /
20 19 /
20 11 /
20 15 /
20 18 /
20 22 /
23.3 4.9
1.1
25.2 5.2
2.3
24.5 5.5
2.2
26.1 5.9
2.8
26.8 6.0
3.0
28.0 6.2
3.2
29.2 6.4
3.5
30.3 6.6
3.7
31.1 6.8
3.8
32.3 7.0
3.8
33.0 7.3
0.9
33.9 7.5
34.6 7.7
35.3 7.9
35.7 8.1
36.7 8.3
37.5 8.5
1.6
45 40 35 30 $m 25 20
22.9 25.9 24.0 24.4 26.4 27.7 28.8 30.9 32.1 33.7 35.0 36.3 37.3 38.6
41.9
43.5
17.2
17.7
16.8
17.3
17.9
18.6
19.3
19.9
20.5
21.4
22.1
22.8
23.5
24.3
25.0
26.3
27.3
15 10 5 22.5
25.2
23.3
23.7
25.7
26.9
28.1
30.1
31.3
33.0
34.2
35.4
36.4
37.8
41.0
42.6
07 /0
08 /0
12 /1
13 /1
14 /1
16 /1
17 /1
18 /1
22 /2
11 /1
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
General rates
Years User charges Other Total
20
23 /2
10 /1
20 /2
21 /2
09 /1
15 /1
19 /2
24
20
23
12
15
19
22
45.3
44.4
Prospective financial information - Parks

N ote s Actual 2007/08 $000 Fore cast 2008/09 $000 Ye ar 1 2009/10 $000 Ye ar 2 2010/11 $000 Ye ar 3 2011/12 $000 Ye ar 4 2012/13 $000 Ye ar 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Ye ar 8 2016/17 $000 Ye ar 9 2017/18 $000 Ye ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Ye ar 12 2020/21 $000 Ye ar 13 2021/22 $000 Ye ar 14 2022/23 $000 Ye ar 15 2023/24 $000
O pe rating S tate me nt Income General rates and other revenue Us er c harges Property inc om e C apital grants and s ubs idies D evelopm ent or financ ial c ontributions Ves ted as s ets Total inc om e Expe nditure Expenditure Financ e c os ts D eprec iation of res tric ted as s ets D eprec iation of fixed as s ets Total operating expenditure O pe rating surplus/(de ficit) C apital and R e se rv e s Funding State me nt C apital and res erves funding requirem ents : C apital e xpe nditure New as s ets R enew al as s ets Ves ted as s ets Total c apital expenditure Loans repaid Total funding required Funde d by O perating s urplus Funding from non-c as h expens es Loans rais ed Trans fers from s pec ial res erves Total funding of c apital
22,489 125 320 10,874 6,617 6,337 46,762
25,174 129 550 948 6,650 700 34,151
23,299 140 557 5,484 29,480
23,735 144 564 6,598 31,041
25,678 147 573 6,883 33,281
26,930 152 585 7,615 35,282
28,079 156 595 7,875 36,705
30,138 160 605 8,674 39,577
31,314 164 615 8,986 41,079
32,950 168 626 11,046 44,790
34,174 172 637 11,439 46,422
35,430 177 647 12,473 48,727
36,447 181 658 14,226 51,512
37,767 186 671 14,774 53,398
40,993 190 682 13,667 55,532
42,618 195 694 14,179 57,686
44,374 200 706 14,742 60,022
17,232 1,118 4,780 130 23,260 23,502
17,746 2,250 5,095 130 25,221 8,930
16,809 2,230 5,491 16 24,546 4,934
17,339 2,808 5,914 16 26,077 4,964
17,883 2,983 5,954 16 26,836 6,445
18,581 3,241 6,203 13 28,038 7,244
19,257 3,495 6,391 8 29,151 7,554
19,931 3,726 6,624 1 30,282 9,295
20,534 3,813 6,785 31,132 9,947
21,423 3,814 7,033 32,270 12,520
22,063 3,691 7,265 33,019 13,403
22,796 3,558 7,502 33,856 14,871
23,546 3,371 7,709 34,626 16,886
24,284 3,048 7,928 35,260 18,138
25,044 2,594 8,077 35,715 19,817
26,293 2,110 8,335 36,738 20,948
27,323 1,640 8,527 37,490 22,532
31,900 3,884 6,337 42,121 375 42,496
11,790 4,251 700 16,741 1,092 17,833
20,949 3,546 24,495 1,166 25,661
10,171 3,314 13,485 735 14,220
10,290 4,498 14,788 780 15,568
12,419 4,793 17,212 794 18,006
12,337 4,949 17,286 867 18,153
11,717 5,507 17,224 1,471 18,695
12,434 5,389 17,823 2,083 19,906
12,365 5,570 17,935 2,658 20,593
13,290 5,566 18,856 3,384 22,240
14,629 5,876 20,505 3,750 24,255
14,673 6,204 20,877 3,895 24,772
13,865 6,561 20,426 5,640 26,066
13,815 6,925 20,740 7,154 27,894
15,928 7,306 23,234 7,540 30,774
16,145 7,711 23,856 8,351 32,207
23,502 4,910 14,084 42,496
8,930 5,225 3,678 17,833
4,934 5,507 9,220 6,000 25,661
4,964 5,930 3,326 14,220
6,445 5,970 3,153 15,568
7,244 6,216 4,546 18,006
7,554 6,399 4,200 18,153
9,295 6,625 2,775 18,695
9,947 6,785 3,174 19,906
12,520 7,033 1,040 20,593
13,403 7,265 1,572 22,240
14,871 7,502 1,882 24,255
16,886 7,709 177 24,772
18,138 7,928 26,066
19,817 8,077 27,894
20,948 8,335 1,491 30,774
22,532 8,527 1,148 32,207
Notes 1 and 2: Income includes projected funding from development contributions which is used to fund reserve land purchases and other capital works associated with providing additional park facilities for the growing community. Operating expenditure has decreased in 2009/10 partially due to the transfer of the road reserve and tree maintenance budgets totalling $1.6m to the Transport activity; this was previously budgeted for in the Parks activity. Other increases in operating expenditure are mainly due to contract price increases for the delivery of services such as maintenance works as well as the associated costs of the capital investment programme. Note 3: New capital expenditure over the 15 years of the plan totals $205m and includes the purchase of new reserve land for the city to the value of $111m. The level of reserve land purchases has been revised down compared to the City Plan 2006-16 due to the lower level of development contributions income than was previously forecast. Renewal capital expenditure totals $84m over the 15 years and includes funding for the renewal of parks assets such as carparks, public conveniences, playgrounds, outdoor sports surfaces, coastal access ways and walkways. For further details of this output area's capital projects in the plan, please refer to the capital projects section in Module 4 of this City Plan. Note 4: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Parks.
Leisure Services
1. Introduction
The Local Government Act 2002 allows for the council to support the recreation, health and enjoyment of its residents through provision of leisure services and facilities. The council's Leisure Services unit provides these services and facilities through its in-house planning, administration and operations. This group plans, promotes and provides for participation in leisure activities through: Direct provision of programmes and space for organised and casual activities in leisure centres Working in partnership with community volunteers and groups to add to and enhance leisure services. The facilities that support this activity comprise six centres (Beach Haven, Birkenhead, East Coast Bays, Glenfield, Activzone and Takapuna), three of which have swimming pools: North Shore Leisure - ActivZone is North Shore City's latest indoor recreation venue where young people can meet, hang out, play and get active. Based in Glenfield close to the mall and on a good bus route, the centre includes a rink with an all-purpose surface for skating and other sports, two game zones, and skates for hire. The multipurpose sports floor, which covers the rink is used for skating, in-line hockey training and games, and other organised indoor sports including soccer, netball and mini ball. Games zones are available for relaxing and passing time, playing air hockey, pool, table-tennis and X-box games. The centre is also used as the base for an extensive school holiday programme. North Shore Leisure - Beach Haven Squash and tennis players have year-round use of four indoor squash courts and four floodlit astrograss tennis courts. The floodlit allweather courts also provide a training area suitable for hockey, soccer, rugby, league, Aussie Rules and lacrosse. Coaching, social nights, holiday programmes and sportsspecific programmes are also provided for. North Shore Leisure - Birkenhead houses North Shore City's rock climbing wall. Climbing equipment can be hired and free instruction is provided for beginners. The centre also offers outdoor adventure activities (high ropes, kayaking, mountain biking, snorkeling, team building), Education Outside the Classroom programmes, and holiday programmes. The centre is situated next to Osborne Pool, a 33-metre outdoor heated pool and a skateboard park. North Shore Leisure - East Coast Bays is located in the heart of Browns Bay next to the library and Village Green, providing for indoor sports and fitness programmes. Programmes include a variety of socially competitive youth and adult sports leagues including indoor soccer, miniball and indoor netball. Facilities and programmes also include a compact gym, group fitness, yoga and pilates, crche facilities, after-school programmes and school holiday programmes. Function rooms and a fully catered kitchen are also available for hire. North Shore Leisure - Glenfield comprises a range of facilities including indoor heated swimming pools, diving boards, hydroslides, sauna / steam / spa, aqua group fitness, waterpolo and a comprehensive swimming lesson programme. A fully equipped gym with personal trainers, aerobics, Les Mills group fitness, boxing classes, sunbeds, squash courts, function rooms, licensed crche facilities, children's holiday programmes and a caf are also available. North Shore Leisure - Takapuna is located in central Takapuna, adjacent to Lake Pupuke and is just two minutes from the Takapuna shops and beach. This indoor facility offers heated swimming pools, sauna, therapy pool, compact gym and an allday licensed crche.
Objective
The primary rationale for the council provision of Leisure Services is to enhance the social health and well-being of the community and to meet the cultural and community needs of its citizens.
Key Decision Area The Northern Recreational Aquatic facility (Please refer to Module 1 - Summary, page 15) As part of the consultation on this City Plan 2009-2024, the council asked which should be built first in the Albany area: the Albany Community Board Area Library Facility or the Northern Recreational Aquatic Facility. The Decision In line with the results of the draft City Plan consultation process, the council resolved that the Northern Recreational Aquatic Facility be included in the 2009-2024 City Plan in the 2013-2015 period and that the Albany Community Board Area Library facility be included in the 20092024 City Plan in the 2018-2020 period.
North Shore City Council City Plan 2009-2024 - Module 3 - Leisure Services Page 114
2. Effects of the Leisure Services activity

Summary of Significant Effects Well-Being Social Positive Leisure Services provide equal access to recreation services and facilities that meet community needs and allow the enhancement of the city's social health and well-being by providing for a city of active, fit and healthy people. Leisure Services enhances good urban design and effective space utilisation to meet the current and future needs of the community. Negative Facility locations can create inequality of access and thereby impinge on the social health and well-being of the citizens.

Leisure Service activities contribute directly and indirectly to community outcomes through the Levels of Service that they provide.
A B Parks and open spaces Natural environment Leisure facilities and operations are managed utilising sustainable practices, as appropriate, to limit their impact on the environment including current and future leisure centre developments.
C D E
Transport Built environment Housing Personal safety and crime Community Services and Facilities Partner with the community, external partners and providers to increase community participation in physical activity, recreation and sport at all levels. Ensure the community has access to appropriate learning and development facilities, which enable the community to become fully engaged in North Shores unique environment.
Environmental
Economic
Cultural
Leisure Services enhance the citys ability to be a destination of choice for businesses and people. Leisure Services has significant impact in facility revenue generation and will contribute to the image and vision of the city as a forward-thinking place to be. Leisure Services creates additional work in the city. Leisure Services provides for the Poor facility design and facility citys youth, seniors, tangata non-availability can create whenua and migrant groups to marginalisation of communities. be celebrated and supported, and it improves cultural integration and promotes cultural interface.
The facilities design can create a perception of visual pollution and the facilities can have negative impacts as the result of energy inefficiencies and waste production. Some council facilities work in competition with commercial gym facilities.
F G
Education and training
Physical activity, sport and personal Provide a range of leisure/recreation programmes, health facilities and infrastructure in an affordable, accessible, economically sustainable manner while meeting the recreational, health and well-being requirements of the North Shore City community. Business and economy City identity and branding Employment Arts and culture Our people Heritage Young people have facilities where they can have fun within our city.
J K L M N O

Legislation Local Government Act 2002 New Zealand Public Health & Disability Act 2000 Plans Drowning Prevention Strategy: Towards a Water Safe New Zealand 2005-2015 Swimming Pool Design Standards NZS441:2008 Auckland Regional Physical Activity Strategy 2005 - 2010 Auckland Regional Aquatic Facilties Strategy 2007 North Harbour Physical Activity Strategy 2006 - 2009 North Shore City Council City Plan 2006 - 2016 North Shore City Council Annual Plan North Shore City Council District Plan North Shore City Council City Blueprint Sport and Recreation Strategy (Currently in Draft) Leisure Service Asset Management Plan (Draft) North Shore City Council Leisure Centres Facilities Risk Audit 2007, Youth Destinations Network Plan Playground Network Plan 2008 Leisure Services Network Plan (currently being drafted)
The following work is identified as strategic priorities for the Leisure Centre activity in the 2009/12 period: Refocus of North Shore Leisure (NSL) from Reactive to Proactive Asset Management Renewals Practice - Two departments within the council are responsible for asset maintenance. Property Services manages the fabric of the building and is responsible for ensuring that all standards are maintained in regard to meeting the requirements of the Building Act. Leisure Services is responsible for the management of the plant and equipment required to deliver leisure services to the community. A renewal and replacement strategy for leisure assets and the associated buildings is required to maintain provision of fitness and recreation facilities which meet community needs and user expectations. However, the current North Shore City Council practice is to renew asset components when they are in very poor condition or when they present health and safety issues. Decisions regarding renewal programmes and budgets have therefore largely been made historically on a short-term or reactive basis. This has led to a gradual but marked deterioration in the portfolio over a long period. The result is recent failures of plant and an overall impression of relatively poor quality facilities. For example, boiler failures at both NSL Takapuna and NSL Birkenhead; main pump failures at NSL Glenfield. Ultimately, this reactive approach to renewals will decrease service levels and increase the overall cost, risk and health and safety issues associated with ownership of the assets. There is general agreement that this situation is not sustainable and that the NSL facilities need to be managed more proactively in future to provide an agreed level of service (LoS). To achieve this NSL have moved to a more proactive renewals strategy. This will require ongoing improvements in LoS development, asset management data and business processes. It is expected that this fundamental change of focus from reactive to proactive management of renewals will result in the following improvements over time: Better management of LoS, condition and risk Reduction in reactive maintenance costs Minimisation of significant and costly unplanned outages caused by asset failure Better understanding of capital costs in relation to utilisation Control of deferred renewals More meaningful reporting for LTCCPs, AMPs, Annual Plans etc. More effective use of management for planning rather than being tied up with a high level of reactive 'firefighting' Resolving the timing of building the Northern Recreational Aquatic facility

Priorities for capital work are set via the Annual and Long Term Planning processes. The following key Leisure Centre projects are approved for 2009/10.
New capital expenditure 2009/10 Upgrade of facilities Leisure centres equipment General capital expenditure Budget $46,000 $167,000 $270,000
Sports and Recreation Strategy - The Sports and Recreation Strategy, currently in draft form, will be the overarching strategic document guiding NSCC's approach to delivering its sport and recreation services. The strategy seeks to address the elements of sports and recreation provision, such as accessibility, integration, sustainability and equity which are pivotal to the provision of this service to address the needs of the current and future residents of North Shore City. It sets out a vision of a choice of affordable and accessible sporting and recreational opportunities that contribute to the health and well-being of the community. Leisure Services is working with other council groups and external stakeholders in the development of this key strategic document. Leisure Services Network Plan - Network plans are a series of planning documents that guide the provision and management of various elements of the Community Services asset network. They take guidance from the City Plan, a range of external strategies and policies and relevant North Shore City strategies, and in the case of the Leisure Services Network Plan, principally the Sports & Recreation Strategy (currently in draft).
Council own six facilities to support the Leisure Activity. Leisure Centres as a group are the third largest property type owned by the council with a Replacement Value (CRV) of $18.6m. They comprise: Status of Leisure Services Asset Size Replacement Value Notes $000 2,864 Indoor sports arena and inline hockey rink with associated facilities. 605 Squash and tennis centre with eight outdoor Astro turf tennis courts. 1,105 Indoor rock climbing centre, Outdoor pool, indoor learn to swim pool and high ropes challenge course. 1,244 Indoor sports stadium and gym facility. 10,015 Two indoor swimming pools, hydroslides, squash courts, childcare facility, gym and fitness studio. 2,777 Two indoor swimming pools and childcare facility. $18,610
NSL Activzone (30 1925 sqm Downing Street, Glenfield) NSL Beach Haven 765 sqm plus 4245 sqm courts NSL Birkenhead 850 sqm 850 sqm
NSL East Coast Bays NSL Glenfield
1170 sqm 5000 sq m
NSL Takapuna TOTAL
1753 sqm
The council is continuously assessing its existing Leisure assets for their performance and managing the results of that information. The council employs experienced officers who collect and analyze an extensive amount of information on our asset performance on a daily, weekly, monthly and yearly basis as appropriate. This data indicates changes in demand or consumption patterns, and/or changes to levels of service being provided. This data also shows what requires attention and is reflected in asset management plans, which are updated regularly. Work programmes for maintenance, renewals and replacements are then prepared to meet the challenge faced by those assets, and these are also reflected in the asset management plan and subsequently the City and Annual Plans.
8. Capacity statement
North Shore City's aquatic centres have been in steady decline for many years. This is a measure of a rapidly expanding population base and increased pressure on existing facilities. It has been 20 years since North Shore City has invested in a Community Leisure facility, the last being the upgrade of the Glenfield Centre in 1988. Since that time the population has increased by 50 per cent. It is considered that North Shore Leisure is at capacity therefore North Shore City has deemed it important to invest in the development of a new aquatic centre in the Northern Ward of the city. North Shore City sits well below the regional average providing our residents a little more than half as many centres to its residents than the regional average; however that is offset somewhat in the area of leisure aquatic activity by its numerous safe swimming beaches, to which most residents within the boundaries of North Shore City have access. North Shores City's investment in the new centre in the north of the city will ensure that community outcomes in sport swimming and learn to swim areas will continue to be met. The council will pay for additional capacity through development contributions, loans and rates.

We will ensure equitable and convenient public access to physical recreation and sport activities and facilities irrespective of age, ethnicity, ability, gender, discretionary income and physical location. This Level of Service is achieved through management of the following Customer Levels of Service: Provide a range of leisure/recreation programmes, facilities and infrastructure in an affordable, accessible, economically sustainable manner that meets the recreational, health and well-being requirements of the North Shore City community Ensure the community has access to appropriate learning and development facilities, which enable the community to become fully engaged in North Shore's unique environment.
Partner with the community, external partners and providers to increase community participation in physical activity, recreation and sport at all levels. Young people have facilities where they can have fun within our city. Leisure facilities and operations are managed utilising sustainable practices, as appropriate, to limit their impact on the environment including current and future leisure centre developments.
Community Outcome Our people Physical activity, sport and personal health Our people Physical activity, sport and personal health Community services and facilities Physical activity, sport and personal health Physical activity, sport and personal health Our people Education and training
Key Service Area Affordability
Level of Service Statement Cost of access to North Shore City's leisure facilities and programmes does not inhibit participation levels. Promote the use and participation in North Shore leisure activities and programmes. Economic sustainability is maintained to the current level of operational subsidy. Surveys representative of all leisure customer groups will be undertaken on a regular basis to gauge levels of service satisfaction. Aquatic Centres - North Shore City Leisure Services will continue to participate and comply with the ACC PoolSafe Quality Management scheme. Leisure facilities will be developed and maintained in a manner that reflects customer expectation.
Measures and targets Less than 25% of the community identify cost as a barrier to participation. Number of visitors to North Shore leisure centres - 1,100,000 visitors per year. Ensure a 55% percentage cost recovery through user charges . 80% of customers are satisfied / very satisfied with North Shore City leisure recreation programmes and facilities. 100% of Leisure Centres comply with Poolsafe accreditation requirements. 80% of customers are satisfied with the level of presentation and maintenance standards applied to Leisure facilities and equipment.
2007/08 Performance 6%
Customer Services
1,068,717
+
52%
Sustainability
+
79%
Customer Service
Health & Safety
100% Compliance
Built Environment Natural Environment Community services and facilities
Quality
New Measure
Note 1:

Customers are satisfied with North Shore City leisure recreation programmes and facilities Target 2009/10 = 80%
100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 89% 83% 79%
Total visits to leisure and aquatic centres Target 2009/10 = 1,100,000

1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 1,144,824 984,765 1,068,717
100% 80% 60% 40% 20% 0% 2006/07 54% 54%
Percentage cost recovery through user charges Target 2009/10 = 55%
52%
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
N/B: Target increases significantly from 2015 to account for a planned leisure centre in Albany
Net cost of operations per rateable property (rating units-separate parts)

$140 $120 $100 $80 $60 $40 $20 $2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 $42 $52 $59
2022/23
Financial graphs - Leisure Services

Leisure Services direct capital expenditure
8 7 6 5 $m 4
6.8 7.1
Leisure Services capital funding

8 7.6
1.0
7.3
0.5
7.6
0.5
7.3
1.1
4 $m
6.1 6.3
3 2 0.9 1 0.9
1.1 0.7
0.6 0.5 0.2 0.5
0.7
0.2 0.5
0.9
0.3 0.5
1.1
0.6 0.6
1.2
0.6 0.6
1.2
0.6 0.6
1.0
0.4 0.6
1.1
0.4 0.7
1.0
0.3 0.7
0.9
0.1 0.7
0.9
0.1 0.8
1.0
0.1 0.9
1.1
0.1 0.9
2 0.9 1
0.3 0.3 0.3
1.1
0.2 0.6 0.3
0.7
0.7 (0.1)
0.7
0.7 (0.2)
0.9
0.9 (0.2)
1.1
1.1 (0.2)
1.2
1.2 (0.1)
1.2
1.2 (0.1)
1.0
1.0 (0.1)
1.1
1.1 (0.1)
1.0
1.0 (0.2)
0.9
0.9 (0.2)
0.9
0.9 (0.2)
1.0
1.0 (0.2)
1.1
1.1 (0.2)
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
(1)
Leisure Services operating expenditure

30
30
25 20 $m 14.4 15 9.5 10 5 10.0 10.4 10.7 11.0 11.4 13.6 15.9 16.4 16.9 10.5 10.8 11.1 11.5 11.9 18.0 18.6 19.1 18.3
1.0
18.8
1.0
19.4
1.1
20.0
1.2
20.6
1.3
21.1
1.4
21.6
1.5
22.1
1.7
22.7
1.8
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the years ending 30 June Loans General rates Other Total
Leisure Services income (excludes income for capital projects)
25 20 14.9 $m 15 9.6 10 4.5 5 4.9 6.2 6.3 6.4 6.6 10.7 4.4 12.6 6.3 4.7 4.9 5.1 5.3 9.3 10.3 10.6 10.6 10.9 11.0 17.8 19.0 19.6 20.0 20.6 21.1
17.4
0.9
21.5
22.4
23.0
23.5
17.4
19.6
20.1
20.6
11.2
11.5
12.0
8.2
8.5
8.8
9.1
9.5
9.8
10.1
10.3
10.6
10.8
9.2
7.1
8.4
11.1
11.9
12.1
12.3
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the years ending 30 June General rates and other revenue User charges Other Total
Prospective financial information - Leisure Services

N ote s Actual 2007/08 $000 Fore cast 2008/09 $000 Ye ar 1 2009/10 $000 Ye ar 2 2010/11 $000 Ye ar 3 2011/12 $000 Ye ar 4 2012/13 $000 Ye ar 5 2013/14 $000 Y e ar 6 2014/15 $000 Y e ar 7 2015/16 $000 Y e ar 8 2016/17 $000 Y e ar 9 2017/18 $000 Y e ar 10 2018/19 $000 Y e ar 11 2019/20 $000 Y e ar 12 2020/21 $000 Y e ar 13 2021/22 $000 Y e ar 14 2022/23 $000 Y e ar 15 2023/24 $000
O pe rating State me nt Income General rates and other revenue User charges Property incom e O perating grants and subsidies D evelopm ent or financial contributions Total incom e Expe nditure Expenditure Finance costs D epreciation of fixed assets Total operating expenditure O pe rating surplus/(de ficit) Capital and Re se rv e s Funding State me nt C apital and reserves funding requirem ents : C apital e xpe nditure New assets R enew al assets Total capital expenditure Loans repaid Total funding required Funde d by O perating surplus Funding from non-cash expenses Loans raised Trans fers from capital funding account Total funding of capital 1
4,940 4,492 8 177 9,617
6,175 4,409 2 122 10,708
6,286 4,735 9 184 132 11,346
6,361 4,943 9 189 154 11,656
6,642 5,109 10 193 165 12,119
7,062 5,348 10 199 176 12,795
8,443 6,254 10 205 176 15,088
9,349 8,231 11 210 187 17,988
10,288 8,507 11 215 113 19,134
10,559 8,790 11 221 134 19,715
10,645 9,138 11 226 134 20,154
10,881 9,503 12 232 141 20,769
11,046 9,803 12 238 155 21,254
11,146 10,052 12 244 155 21,609
11,851 10,308 12 250 160 22,581
12,112 10,569 13 256 159 23,109
12,338 10,840 13 262 160 23,613
9,185 70 249 9,504 113
9,985 95 395 10,475 233
10,386 90 278 10,754 592
10,654 84 345 11,083 573
11,007 71 408 11,486 633
11,433 59 457 11,949 846
13,600 221 602 14,423 665
15,902 664 851 17,417 571
16,402 914 1,011 18,327 807
16,873 865 1,029 18,767 948
17,424 807 1,128 19,359 795
18,037 742 1,227 20,006 763
18,603 674 1,326 20,603 651
19,073 604 1,430 21,107 502
19,577 513 1,541 21,631 950
20,081 399 1,662 22,142 967
20,599 281 1,790 22,670 943
914 914 33 947
482 590 1,072 48 1,120
496 187 683 55 738
514 226 740 24 764
532 324 856 20 876
550 561 1,111 16 1,127
6,840 509 7,349 13 7,362
7,122 451 7,573 195 7,768
609 583 1,192 513 1,705
625 607 1,232 611 1,843
641 395 1,036 753 1,789
672 379 1,051 798 1,849
707 329 1,036 786 1,822
747 149 896 881 1,777
799 131 930 1,401 2,331
862 137 999 1,471 2,470
948 141 1,089 1,484 2,573
113 249 251 334 947
233 395 260 232 1,120
592 278 (132) 738
573 345 (154) 764
633 408 (165) 876
846 457 (176) 1,127
665 602 6,095 7,362
571 851 6,346 7,768
807 1,011 (113) 1,705
948 1,029 (134) 1,843
795 1,128 (134) 1,789
763 1,227 (141) 1,849
651 1,326 (155) 1,822
502 1,430 (155) 1,777
950 1,541 (160) 2,331
967 1,662 (159) 2,470
943 1,790 (160) 2,573
Note 1: The plan includes increased operational costs of funding existing facilities and the addition of a new Northern Recreational Aquatic facility in 2013/14 and 2014/15. Note 2: New capital expenditure over the 15 years of the plan totals $23m and renewal capital expenditure totals $5.1m. The plan includes provision for the construction of a new Northern Recreational Aquatic facility in 2013/14 and 2014/15 at a cost of $12.8m (which equates to a $10m uninflated cost). The plan includes additional funding for capital renewal works for the existing facilities which was previously not budgeted for. For further details of this output area's capital projects in the plan, please refer to the capital projects section in Module 4 of this City Plan. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Leisure Services.
Community Partnerships, Programmes and Civil Defence

1. Introduction and Activities
Community Partnerships and Programmes North Shore City is unique among local authorities for its model of community partnership and community development. The Community Liaison's Sector Development Team works with partners from government and not-for-profit sectors to facilitate the provision and development of community infrastructure, services and programmes that provide for the city's well-being. The city has a long history of innovative partnering with community and basing community development at grass roots level with: over 30 council/community partnership agreements in place that cover a three year grant contract period multi-agency forum and groups operating to serve sectors or geographical areas community development based trust organisations employing Community Development Coordinators established in each of the six community board areas, some having provided service to their local communities in this way for the last 20 years sector leadership provision through contractual agreements with umbrella groups such as Age Concern and Harbour Sport North Shore City's eleven community centres and houses contracted to provide community education, celebrate arts and cultural diversity and provide an access point for local services and information. Managed by trusts or incorporated societies these facilities deliver activities in the heart of their local community contract and support for a number of community information providers such as the North Shore Citizens Advice Bureau, North Shore Settlement Support Centre and Yes Ability, a disability resource centre Provision of 48 facilities for the community utilised by a range of sector groups. the Physically Handicapped and Able Bodies (PHAB) group centre in Takapuna is a first for New Zealand providing a youth centre managed by disabled youth for all young people in our city Investment in the major facilities such as North Harbour Stadium, North Shore Events Centre and the Bruce Mason Centre which allow us to provide a strong infrastructure base to deliver major events and activities Effective partnerships are valued. Where possible multi-agency approaches are developed such as the Harbour Ward Multi Agency Strategic Team (MAST) initiated by the Community Coordinator to deal with key issues and needs at a local level. This approach is now being developed in each of the city's wards. The Crime Prevention Reference Group provides a multi-agency collaborative focus for North Shore City's approach to crime prevention. Both these groups include central government, the council and community organisations. Such collaboration provides greater long term sustainability, increases inter-sectoral knowledge within the city and encourages community involvement. Services are therefore more focused, meet identified need and support the City Direction - Healthy City. Sport and Recreation New Zealand (SPARC), Harbour Sport and other key stakeholders will work with us on our Partnership Plan and the development of SPARC's Pathways model to provide an integrated approach to the delivery of physical activity, sport and health outcomes. This will be further supported and implemented through the Sport and Recreation Strategy which will be developed in 2009. Netball North Harbour (NNH) has the largest membership of any netball facility in New Zealand. NNH was part of a consultation group for the Auckland Regional Physical Activity and Sports Stategy (ARPASS) Netball Facility Review. The council has been considering the findings of that review in conjunction with Rodney District Council as it highlights a demand for facilities that cannot at this time be met in the north of the city. NNH has been and will continue to be included in consultation processes, both as an organisation in its own right, and as part of the Harbour Sports Council. We enable young people in the city to have a voice through Shore Youth Council and Converse, developing their leadership and providing opportunities to contribute to making North Shore a city that embraces young people. Youth reps sit on most of our Community Boards providing a youth voice at the local level. The Youth Destinations Project funded by SPARC provides active spaces and events for young people delivered by the In2It team and supported by innovative community engagement programmes. Community arts facilities governed and managed by trusts and incorporated societies provide a network of arts and cultural spaces across the shore. These range from Devonport's Michael King Writers Centre - New Zealand's first writers centre; The Depot, which provides gallery space; Jam Radio, a recording studio; and MORPH magazine, a medal-winning arts and cultural magazine for youth by youth; to other celebrated gallery and arts education spaces such as Mairangi Arts, NorthArt and The Lake House. Performing arts are well served by the Rose Centre, The Pumphouse, the Bruce Mason Centre and many performing arts organisations. These organisations provide examples of working in collaboration with the community to deliver arts and cultural activity on the shore. Arts organisations played a part in the development of the ShoreSpace Arts Portal www.shorespace.org.nz.
North Shore City Council City Plan 2009-2024 - Module 3 - Community Partnerships, Programmes and Civil Defence Page 124
The not-for-profit sector is pivotal to our city's ability to support community outcomes, quality of life goals and map progress towards delivery of State of the City measures. The Sector Development Team's aim is to strengthen the viability of the not-for-profit sector by working with effective and relevant organisations that practise good governance and leadership. We act as a conduit between community and council to ensure the not-for-profit sector has a voice in the future of our city. North Shores community development model is contingent on community partnerships as supported through grants and leases. In order to provide planning stability and continuity of frontline service delivery to the community, the council envisages the need to extend the tenure of key Council Contract Grants for a period of up to three years. The council has existing accountability mechanisms in place to protect the interests of the public and ensure effective and efficient delivery of service on investment. The council also envisages continuing the existing review of leases to ensure that community groups are not at financial disadvantage or risk through the transition process. This may require extending some leases or completing existing work programmes where community facility asset planning is being reviewed. Community leases have a direct bearing on the ability of the council and community to deliver against our community outcomes. The council has a number of leases supporting a range of outcome areas from sports to arts to information provision. The Community Facilities Asset Management Plan identifies existing facility provision and considers future provision and opportunity to vest facilities and properties with Trusts and Incorporated Societies as a means of supporting the North Shore model for community partnership approaches. Civil Defence The council also plays a role in the delivery of Civil Defence activity on the shore. Statutory measures require the council to plan and provide for Civil Defence emergency management. This requirement means we co-operate with regional partners, contribute fully to regional and national endeavors and adopt a whole of council approach. We aim to meet regional and national standards in public education, hazard analysis and reduction, communications, professional development, staffing, training and exercises, readiness, equipment, facilities, recovery and business continuity, operational response procedures and practices. The council will continue to maximise community volunteer resources, providing high quality training, modern equipment and communications wherever practicable. We will increase resilience to civil defence emergencies by the progressive introduction and maintenance of appropriate warning, communication and co-ordination equipment and systems.
Objectives
At a strategic level, our intent is to enable the community and not-for-profit sector to partner and participate in the delivery of our City Vision, Principles, Community Outcomes and City Direction. Our Community Liaison Vision Statement is: "A people centered city where organisations, sectors and communities reach their potential and realise their aspirations." The following activity goals guide our work: Effective community/council partnerships Efficient and affordable services, programmes and facilities A resilient and viable community and not-for-profit sector A community sector actively involved in decision making An innovative and prosperous community sector Community and not-for-profit leadership thrives A fair and inclusive society Diverse and active communities
Our Civil Defence and Emergency Management Vision Statement is: To develop a resilient North Shore City. The following activity goals guide our work: To reduce risk to acceptable levels To develop individual and community self-reliance To maintain an effective response and recovery capability
2. Effects of the Community Partnerships, Programmes and Civil Defence Activity

Summary of significant effects Well-Being Social Positive Supports a range of social wellbeing outcomes and priority areas from safer communities, heritage, healthy and active lifestyles. Investment in and advocacy for the not-for-profit sector supports the sectors ability to contribute to community outcomes. Enhanced community resilience through Civil Defence support. Coordination of resources for community responses. Provides support through grants and activities for environmental wellbeing outcomes. Sustainable management of hazards. Provides employment through the not-for-profit sector. Encourages economic activity through events. Encourages innovative practice and development of initiatives that bring investment back into the city. Asset management of lifeline infrastructure to ensure continuous supply. Supports cultural wellbeing via grants investment, facility provision and initiatives across a range of arts and cultural areas. Enables the arts and cultural sector to profile activity via websites, marketing and events. Use of facilities to support Civil Defence. Negative Insufficient service and or facility provision could create barriers to social inclusion. Disaster invoked human suffering and trauma on a large scale. Poor and delayed community resilience.

A Parks and open spaces Encourage use of parks and open space via community events, In2it activities for young people, the Get Active website and the 300plus events provided by Community Co-ordinators under the annual Summer Fun programme. Contract with Kaipatiki Ecological Centre to deliver environmental wellbeing outcomes around education and awareness. Through Active Friendly Environments work encourages active transport research, practice and initiatives. Supports organisations to develop facilities and locations that enhance the built environment and to act in sustainable ways. Facilitates the NS Crime Prevention Reference Group - a central and local govt. and community multiagency partnership group that implements the NS Crime Prevention Plan. Community Liaison funds CPTED training for staff and encourages through community partnership contracts crime prevention and community safety initiatives. Leadership in Civil Defence as required by the Act. Provision of 48 plus community facilities supporting outcomes across a range of sectors from arts, cultural, disability, youth, positive aging, education, sport and recreation and community. Contracts 30 plus not-for-profit organisations to deliver levels of service against community outcomes. Invests over $ 4m via grants in services, programmes and facilities in the not-for-profit sector. Through partnership contracts with Community Houses and centres, arts facilities and other agencies. Contracts community education and training outcomes. SPARC Partnership Plan implemented to drive investment and strategic approaches to the sport and recreation sector. SPARC pathways model adopted as a framework to develop the linkages and sustainability of the sport sector within the city. Youth Destinations are developed and physical activity encouraged through the In2It Youth Destinations. Programme and the In2It website. Harbour Sport contracted to provide support and leadership to the North Shore sport and recreation sector. Encouragement of linkages between creative industries, sport and the not-for-profit sector and business and economy. ShoreSpace arts portal developed to provide economic benefit to the North Shore arts sector.
Natural environment
C D
E F
Housing Personal safety and crime
Environmental
Pollution of lifelines causing widespread health and safety issues.
Community services and facilities
Economic
A downturn in the economy could lead to the not-for-profit sector finding it difficult to gain funding required to deliver services, smaller groups may disappear leaving service gaps and a loss of employment. Infrastructural damage. Widespread and serious loss of employment. Loss of the grants funding schemes would severely inhibit the ability of the community and not-for-profit sector to deliver against many of the community outcomes our city seeks to achieve. Possible loss of community facility infrastructure.
Physical activity, sport and personal health
Cultural
Business and economy
City identity and branding
Employment
Arts and culture
Shorespace Arts Portal provides a showcase for the arts, cultural and creative industries sector within the North Shore. Sports sector capability supported to enable city-wide national and international events. Arts organisations supported to develop key iconic events such as Matariki & Sculpture On Shore. Employment provided through investment in the not-forprofit sector. Employment generated through programmes that encourage arts employment. NS Arts Strategy implemented. 9 Community Arts organisations supported through provision of facilities and contracted to deliver services and programmes. Lead the delivery of Matariki Festival within city, encourage opportunities to increase an understanding of biculturalism. Lead Shore Youth Council, annual Converse Youth Voices, Shore youth website. Implementation of the NS Positive Aging Strategy. Implementation of the NS Disability Strategy. Provision of facility to PHAB. Community partnership contract groups contracted to deliver against the Our people outcomes for diversity, youth, disability and positive ageing. Heritage buildings supported through grants investment. Heritage Conservation Plans developed for relevant facilities. Community groups encouraged to participate in Heritage Week.

Civil Defence Civil Defence and Emergency Management Act Local Community Partnerships, Programmes and Civil Defence Plan The Local Government Act 2002 Community Partnerships and Programmes The following legislation is relevant to the provision of Community Facilities: Arts Council of New Zealand Toi Aotearoa Act 1994 Building Act 2004 Disabled Persons Community Welfare Act 1975 Fair Trading Act 1986 Health Act 1956 Health and Safety in Employment Act 1992 Local Government Act 2002 (+ parts 1974 Act) The following documents are also relevant: National Strategies and Plans: NZ Disability Strategy 2001 NZ Positive Ageing Strategy 2003 Creative New Zealand Strategic plan Youth Development Strategy - Aotearoa SPARC No Exceptions Strategy 2005 NZ Settlement Strategy Quality of Life Survey 2008 MSD Social Report 2008 National Civil Defence Emergency Management Plan (Draft) Regional Strategies and Plans Auckland Regional Physical Activity and Sport Strategy North Harbour Physical Activity Strategy Matariki Regional Business Plan Auckland sustainability Framework Regional Graffiti Strategy Auckland Regional Policy Statement 1999 Regional Growth Strategy 1999 Regional Growth Strategy; Northern and Western Sectors Agreement Auckland Regional Economic Development Strategy 2002-2022 Auckland Region Civil Defence Emergency Management Group Plan dated 6 May 2003
Maori N Our people
Heritage
North Shore City Council Strategies and Plans North Shore Youth Destinations Network Plan Draft North Shore Sport and Recreation Strategy North Shore Arts Strategy North Shore Events Strategy North Shore Library Strategy Draft North Shore Heritage Strategy North Shore Positive Ageing Strategy North Shore Disability Strategy North Shore Parks Strategy North Shore Playground Network Plan Crime Prevention Reference Group - Crime Prevention Plan North Shore Citizens Advice Bureau Strategy North Shore City Civil Defence Emergency Management Local Plan (dated 6 May 2003) Stormwater Operations Emergency Response Plan (dated 4 March 2003) Water Supply Emergency Response Plan (dated January 2005) Wastewater Emergency Response Plan (incorporating the Wastewater Treatment Plant ERP Version 7 dated 20 december 2004) Council Policies Arts Policy City Well-being Approved Works - changes Development of community facilities Council owned halls Community House lease conditions Community Development Policy Grants Policy Copies of these policies are available from the Community Liaison Department.
Organisation (LGITO). This project will be undertaken in collaboration with the Ministry of CDEM and the Auckland CDEMG Warning Systems Review: The purpose of this project is to review and implement appropriate community warning systems for the North Shore City community. This project is to be undertaken in collaboration with the Auckland CDEMG Community Partnerships and Programmes Programmes: Support the not-for-profit sector to link with central government and business sector in multi-agency approaches to achieve community outcomes Facilitate the engagement of the community and council in activities to implement the following strategies: Arts, Events, Positive Ageing, Disability, Auckland Regional Physical Activity and Sport Strategy Facilitate the engagement of community and council in activities to implement the Youth Destinations, North Harbour Physical Activity and Crime Prevention Plans Monitor, evaluate and report the cost/benefit provided by the nine grants programmes that make up $4million plus Council Community Grants Investment Scheme Lead council support for Youth Council, Shore Youth website, the annual Converse Youth Voices Forum and youth democracy, development and advocacy projects Use innovation as a route for sustainable development including the use of information and communication technologies as a media for social networking, community engagement, information and creative expression with specific reference to ShoreSpace Arts Portal, Get Active and the In2It website Increase the leadership capability and capacity of the community and not-for-profit sector by providing development opportunities Support and develop sector leader organisations in the not-for-profit sector that umbrella key areas such as sport and recreation, arts, community development, positive aging, youth and disability Regularly monitor, evaluate and report on progress against our objectives, including review of our strategies and provide inputs to the State of the City report Foster community development approaches that are empowering, progressive and encourage participation, particularly for youth with specific reference to the In2It Youth Destinations Programme Asset Management Improvement Plans are proactively managed to increase asset management effectiveness and efficiency Projects: Support for the 300 plus events provided by the Community Coordinator Summer Fun Programme, and other events provided by Community Liaison contract partners Implement the findings of the Activity Friendly Environments Project research and particularly the Get Active web application using GIS based tools to enhance the customer use experience

Civil Defence Community Partnerships, Programmes and Civil Defence Information and Communications Technology Review: The purpose of this project is to implement best practice information and communication technologies, so as to increase the resilience of the North Shore City community to disasters and to mitigate against their consequences. This project may be undertaken collaboratively with the Auckland CDEMG Introduction of NZQA Standards: the purpose of this project is to implement nationally-recognised, best practice operational standards for all council staff and volunteers in accordance with the Unit Standards administered by the NZQA and Local Government Industry Training
Complete the community facilities mapping project with a focus on the Northern Ward initially followed by Harbour and Central Wards. The mapping includes identification of existing and potential community/council asset partnerships and approaches Initiate Multi-Agency Strategic Teams for the Northern and Central Wards based on the Harbour Ward model Investigation of collaborative projects to increase the availability of community information provided electronically
Arts Strategy Implementation years one to three: Develop civic exhibition and heritage space project in collaboration with a trust Ongoing implementation of the performing arts development review across the city Develop policy and programmes to integrate the arts into the planning, design and implementation of key city capital works initiatives Facilitate development of opportunities to promote Maori arts and culture particularly Toi Whenua and the Matariki Maori new year regional programme Identify and promote opportunities to promote the economic development of the city through the arts
Civil Defence Fully participate in Auckland Civil Defence Emergency Management Group activities Install a public siren based tsunami alerting system Community Partnerships and Programmes Ongoing investment of $4m plus in community and not-for-profit sectors via the nine Council Community Grants programmes Continued implementation of the In2It Youth Destinations Programme and the Youth Destinations Network Plan 2008 with specific reference to the Youth One Stop Shop for youth service providers and youth information Implementation and monitoring of the North Shore Disability Strategy Ongoing implementation and monitoring of the North Shore City Positive Ageing Strategy Facilitate community engagement in the development of the North Shore Youth Strategy Initiate the Not-for-profit Capability and Capacity Development Project in conjunction with the Raeburn House Community Leadership Initiative Lead the role of Youth Council, youth development initiatives and support for the youth voice within the city in conjunction with partner organisations Implement the NS Crime Prevention Plan (2007/8) via the Crime Prevention Reference Group Implementation of the 2008 Arts Strategy Ongoing work on the Partnership Plan with SPARC including integration of SPARC's Pathways model into sport and recreation planning and partnerships
Ongoing implementation of the Auckland Regional Physical Activity and Sport Strategy including the outcomes of the Regional Facilities Strategy and the feasibility assessments for the future of netball within the region, for possible inclusion in a future City Plan, and discussions with Rodney District Council regarding the Greens Road development Implementation of the North Harbour Physical Activity Strategy and development of the North Shore Sport and Recreation Strategy Support the development of sport and recreation clusters within the city, specifically the northern, southern and central clusters and hub development around the Millennium Centre Asset management planning processes are developed to become best practice. Development of the Community Facilities Asset Plan to support improved levels of service statements and specifically occasions where assets are best vested in community Continue work on the Exhibition Space and the development of a community facility partnership approach with the Trust as requested in the 2008/09 Annual Plan proceedings Investigate the potential for the remaining Norman King office complex to be moved from the commercial portfolio to the community portfolio of the council. Investigate and advise the council on the opportunities for facility partnerships in the Albany Community Board catchment area that may provide value added opportunities in the provision of the $1 million facility for the community currently in 2013/14 Respond to the partnership approach identified by The Depot regarding lease arrangements and facility development Support the ongoing development and improvement of the Mary Thomas Centre as a secured community agency hub
Civil Defence
Asset Emergency Operations Centre (EOC) Number Building 382m2app rox NotesCD Address is 400 East Coast Road.Comprises operations room, training room, 3 x communication rooms and fitted radio aerials, 3 x offices, Operational Teams briefing room, toilets, showers, kitchen, Operational vehicles and trailer garage, open rack storage. Sealed parking area providing parking for 25 vehicles. Comprises 2 x utility vehicles, a communications caravan, an initial response trailer and a GP trailer Comprises radio equipment and aerials located at the EOC and Area Offices and radio licences issued by Radio Spectrum Management, Ministry of Economic Development. Includes a deployable communications vehicle. Comprises leased computers and office equipment with installed council owned proprietary CDEM software "Response" and "Regevac" from RMD Databases Ltd.
Civil Defence The North Shore CPP&CD Emergency Management organization has sufficient capacity presently to cope with a range of disasters of moderate severity and of short duration within its city boundaries. However, the continued availability of sufficient numbers of appropriately trained volunteers, particularly to establish and staff the Welfare Centres, over the medium to longer term, is a key determinant of the effectiveness of current arrangements. Although there are presently nine established Welfare Centres with their associated volunteers, there are still some intermediate gaps that need to be addressed to achieve better coverage and facilities. There may well be a need to engage further staff, or contractors, to cope with higher volumes of training, specialist skill training or the lack of appropriately trained volunteers in key areas. Community Partnerships and Programmes The North Shore City population has increased by 19.4 per cent since 1996, and the population is forecast to reach 288,500 by 2031 (on medium growth scenario). In general the council provides community facilities based on historic needs. With the exception of a $1m provision for a new facility in the Albany area there are no plans to build new or extend existing facilities to cater for changes in demand. Over time, communities may require additional community facilities such as community meeting space or arts provision in the north of the city, sport and recreation provision, or provision of facilities to meet services to young people in other parts of the city. This will also occur around areas of residential housing intensification where existing facility provision may not meet future demand. However, there are other recognised providers of quality facilities within North Shore City that could provide for any increasing demand for community space in partnership with the council or with each other. The council would consider a partnership approach to provide addition facilities, and this will be achieved over the next three years as part of the mapping project and policy review.
Operational Vehicles Communications Equipment
Command and Control Equipment
Community Partnerships and Programmes NSCC has an established programme of condition surveys to assess the condition and performance of Council-owned community facilities. Overall they have been assessed to be in a sound condition. 85 per cent of surveyed components by replacement cost are in good or very good as illustrated in the adjacent figure. Only 3 per cent of components were assessed to be in a poor condition, with a further 2 per cent in very poor condition. On a building category basis: 84 per cent of the Community Accommodation building components are in good or very good condition 81per cent of Arts buildings components are in good or very good condition 92per cent of Community Centre building components are very good or good condition 91per cent of Community Hall building components are in good or very good condition 82 per cent of Early Childhood Education building components are in good or very good condition
Category Community accommodation Arts Community Centres Community Halls Early Childhood Education Total No. of properties 16 8 11 8 5 48 Condition surveys 14 7 11 8 5 44 CRV of surveyed buildings $7,987,611 $13,262,908 $6,472,208 $3,630,867 $11,445,350 $42,798,944
9. Statement of level of Service

We will continue to increase our community resilience to CPP&CD emergencies through strong collaboration with our regional partners across the areas of mitigation, readiness, response and recovery. We will continue to train our council staff and community volunteers to a high standard of readiness and efficiency implicit in regional and national standards, and to continue to upgrade our co-ordination and communication systems, equipment and procedures for increased effectiveness.
Availability The Community Partnerships, Programmes and Civil Defence organisation is well trained, equipped and effective in response to local Civil Defence emergencies. Service All facilities will be maintained to a good quality standard of appearance and functionality according to sustainable and energy-efficient asset management principles.
Community Outcome Built environment Personal safety and crime Community services and facilities Physical activity, sport and personal health Arts and culture Our people Built environment Personal safety and crime Community services and facilities Physical activity, sport and personal health Arts and culture Our people Key Service Area Quality Level of Service Statement
Community Partnerships, Programmes and Civil Defence is equipped with the necessary equipment, facilities and skills and has access to all appropriate resources needed to respond effectively to a CPP&CD emergency.
Measures and targets 20% of residents use Community Halls and Centres during the year.
Community Halls and Centres available for use and accessible to the community.
2007/08 Performance 19%
+
Quality Community Halls and Centres meet the needs of the community. 80% of residents are satisfied with Community Halls and Centres. 75%
+
New Measure New Measure
Community Centres and Houses are used for 80% of the days they are available per year. Community Halls are used for 50% of the days they are available per year. 100% of community facilities contain disabled access.
New Measure
Built Environment Community services and facilities Education and training Arts and culture Our people Built Environment, Community services and facilities Built environment Community services and facilities Physical activity, sport and personal health Arts and culture Our people Built Environment Personal safety and crime Community services and facilities Our people
Quality
Theatres and Art Centres provide services in line with their Charters.
100% of Theatres and Art Centres provide services in line with their Charters.
100%
+
New Measure New Measure
Quality Capacity
Condition data shall be maintained and updated periodically to ensure it is current and accurate. Community facilities shall be available for use at all times except in unavoidable circumstances.
100% (by value) of community facilities have been surveyed within the last 3 years. 100% of community facilities shall be available for use every day except for in unavoidable circumstances. (Measure excludes public holidays.) 500 people are involved with CDEM training per year.
Safety
Ensure compliance with Civil Defence Emergency. Management Act 2002, by providing emergency management training across the district.
661
Note 1:

Residents who have used community halls / centres over the year Target 2009/10 = 20%
35% 30% 25% 20% 15% 10% 5% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 19% 14% 13% 100% 80% 60% 40% 20% 0%
Residents are satisfied with community halls / centres Target 2009/10 = 80%
Theatres and art centres provide services in line with their charters Target 2009/10 = 100%
90% 80% 75%
100% 100% 100% 100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
Grant recipients meet the council's funding accountability agreement Target 2009/10 = 100%
100% 100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 100% 100%
Total value of grants ($ '000's)

$4,424 $3,937 $3,200
Number of personnel involved in CDEM training over the year. Target 2009/10 = 500
1,000 900 800 700 600 500 400 300 200 100 880 738 661
$5,000 $4,500 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 $1,000 $500 $-
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21

$140 $120 $100 $80 $60 $40 $20 $$120 $109 $94
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
2022/23
2022/23
Financial Graphs - Community Partnerships, Programmes and Civil Defence

Community Partnerships, Programmes and Civil Defence direct capital expenditure
5.0
Community Partne rships, Programmes and Civ il De fence capital funding
5.0 4.5 4.0 3.5 3.0 $m

$m 4.5 4.0 3.5 3.0 2.5 2.0
2.5 2.0 1.5 0.9 1.0 0.5 0.2 0.2 0.3 0.02 0.0 0.02 0.0 0.9 0.3 0.7 0.7
1.5 1.0 0.3 0.5 8 /0 07
0.9
-
0.7
-
0.2
0.2
0.02
0.02 -
0.02
0.02 0.02 -
0.93 0.29
3 4
0.65
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
20
22
/0
/1
/1
/1
/1
/1
/1
/1
/1
/1
/2
/1
/2
20 19 /
21 /
09
11
08
10
12
15
16
17
14
18
20
13
22
20
20
20
20
20
20
20
20
20
20
20
20
20
20
20
For the years ending 30 June Loans General rates Other Total
Community Partnerships, Programmes and Civil Defence operating expenditure

18 16 14 12 $m 10 8 6 4 2 8.6 8.7 9.2 9.3 9.4 9.7 10.0 10.3 10.6 10.8 11.1 11.5 11.8 12.1 12.4 12.7 13.0 10.3
1.7
Community Partnerships, Programmes and Civil Defence income

18 16 15.3 12.6 13.0 13.4 13.7 13.9 14.3 15.7
20
23
/2
10.1
1.4
10.4
1.2
10.6
1.3
10.7
1.2
11.0
1.2
11.3
1.3
11.6
1.3
11.9
1.3
12.1
1.2
12.3
1.2
12.6
1.1
12.8
1.0
13.0
0.9
13.2
0.8
13.4
0.6
13.5
0.5
14 12 $m 10 8 6 4 2 10.9 10.5 10.8 10.6 10.8 11.1 11.4 11.2 10.8 11.1 10.9 11.0 11.3 11.6
12.1
11.9
12.3
12.7
13.1
13.5
13.7
14.1
15.1
15.4
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the years ending 30 June General rates and other revenue User charges Other Total
15.9
15.7
Prospective financial information - Community Partnerships, Programmes and Civil Defence

Notes Actual 2007/08 $000 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Ye ar 8 2016/17 $000 Ye ar 9 2017/18 $000 Ye ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Ye ar 12 2020/21 $000 Ye ar 13 2021/22 $000 Ye ar 14 2022/23 $000 Ye ar 15 2023/24 $000
Operating Statement Income General rates and other revenue User charges Property income Operating grants and subsidies Capital grants and subsidies Total income Expenditure Expenditure Finance costs Depreciation of fixed assets Total operating expenditure Operating surplus/(deficit) Capital and Reserves Funding Statement Capital and reserves funding requirements: Capital expenditure New assets Total capital expenditure Loans repaid Total funding required Funded by Operating surplus Funding from non-cash expenses Loans raised Total funding of capital 1
10,912 56 13 247 18 11,246
10,458 51 15 296 10,820
10,777 47 319 11,143
10,557 48 321 10,926
10,791 49 185 11,025
11,071 50 185 11,306
11,356 52 186 11,594
11,881 53 187 12,121
12,347 54 187 12,588
12,711 56 188 12,955
13,141 57 188 13,386
13,466 59 189 13,714
13,695 60 190 13,945
14,072 62 190 14,324
15,092 63 191 15,346
15,411 65 192 15,668
15,673 66 192 15,931
8,618 1,683 11 10,312 934
8,698 1,411 20 10,129 691
9,224 1,211 10 10,445 698
9,323 1,261 9 10,593 333
9,431 1,238 10 10,679 346
9,722 1,245 11 10,978 328
10,016 1,261 9 11,286 308
10,293 1,308 9 11,610 511
10,571 1,294 6 11,871 717
10,849 1,237 5 12,091 864
11,134 1,168 5 12,307 1,079
11,464 1,087 5 12,556 1,158
11,779 1,004 5 12,788 1,157
12,083 915 5 13,003 1,321
12,402 795 5 13,202 2,144
12,718 635 5 13,358 2,310
13,048 465 5 13,518 2,413
224 224 721 945
17 17 694 711
708 708
342 342
23 23 333 356
313 313 315 628
928 928 317 1,245
653 653 520 1,173
723 723
869 869
1,084 1,084
1,163 1,163
1,162 1,162
1,326 1,326
2,149 2,149
2,315 2,315
2,418 2,418
2, 3
934 11 945
691 20 711
629 79 708
264 78 342
346 10 356
328 11 289 628
308 9 928 1,245
511 9 653 1,173
717 6 723
864 5 869
1,079 5 1,084
1,158 5 1,163
1,157 5 1,162
1,321 5 1,326
2,144 5 2,149
2,310 5 2,315
2,413 5 2,418
Note 1: The council has approved for this City Plan that the grants budget is adjusted for both the annual inflationary assumptions as well as the growth assumption for the city. Note 2: New capital expenditure over the 15 years of the plan totals $2m. The main items included for capital expenditure are the new northern community facility ($1.3m in 2013/14 and 2014/15) and the Tsunami warning system which is part of the civil defence operations of the council. For further details of this output area's capital projects in the plan, please refer to the capital projects section in Module 4 of this City Plan. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Community Partnerships, Programmes and Civil Defence.

1. Introduction
North Shore City Council has a commitment to own property to support the delivery of the City Vision, Principles and Community Outcomes and is consistent with a number of the councils City Directions. We provide Housing for Older People to support North Shore Citys community outcome on affordable housing by providing over 500 tenancies for people over the age of 65 with limited financial means. The council uses a combination of Council-Owned and Own-Your-Own units to deliver this activity. We provide 69 two bedroom units, 141 single bedroom units, and 248 bed-sit units. Complexes range in size from six units (Handley Court) to 51 units (Lancaster Court). CRVs range from $526,000 (Handley Court) to $3.94m (Lancaster Court), with a total CRV for Council-Owned Housing of $36.15m. The council provides seven two-bedroom and 30 single bedroom Own-Your-Own units in three locations; Bayswater, Garden Court and Shepherds Park. The council charges a property management fee to Own-Your-Own occupiers. The Housing for Older People Activitys strategic approach is for older people to age in place in a safe, secure, and well maintained environment that promotes independence. Our financial policy is to provide this service at minimum cost to the ratepayer. We have worked with, and will continue to work with, Housing New Zealand to consider Social Housing projects and possible funding options. North Shore City has experienced ongoing demand from older adults meeting the applicant criteria for rental accommodation and who wish to stay connected to the city where they were born or have resided for many years. Demand has been managed more effectively through applicant processes and whilst demand still exceeds supply, overall numbers on waiting lists for rental accommodation have dropped as a result of improved demand management practice. However a trend that is evident since the 2006-2016 City Plan is the significant decline in demand for the Own-Your-Own service. Waiting lists no longer exist and some units have taken many months to sell. We are working on an options assessment regarding future service provision and opportunities for partnerships with other agencies.
Activity goals
In providing Housing for Older People the council makes a direct contribution to the community outcome of affordable housing and our ability to meet current and future rental demand is a strategic priority. The strategic goals and objectives for Housing for Older People are defined in the 2008/9 Housing for Older People Business Plan and 2008 Asset Management Plan.
The stated mission is to: Provide affordable housing for older people with limited means. To this end the strategic goals are: Provide conveniently located, safe, secure and affordable housing for older people Support healthy and active lifestyles that encourage aging in place and general wellbeing for tenants Provide housing at minimal cost to the ratepayer
Objectives
Our key objectives are: 1. 2. 3. 4. 5. 6. 7. Service Partnerships: We will encourage effective community/council partnerships Quality of service: A resilient and viable housing service Cost effectiveness: We will manage the service to optimise efficiency and affordability Service sustainability: we will manage the service in a way that supports environmental and social sustainability Customer service: our service is provided in a fair and inclusive manner that meets our customers needs Healthy, diverse and active communities; We will provide information and opportunities for our tenants to have healthy and active lifestyles Future demand: we will play an active role in the delivery of the North Shore City Positive Aging Strategy and continue best practice research and development to assess future demand for housing
North Shore City Council City Plan 2009-2024 - Module 3 - Housing for Older People Page 138
2. Effects of the Housing for Older People Activity

Providing Housing for Older People to the North Shore community has a positive effect in terms of providing safe and healthy housing for those with limited means. The councils policy is to provide the service while minimising the cost to the ratepayer and uses funding from organisations such as Housing New Zealand Corporation and ECCA where possible to achieve this aim. . Summary of Significant Effects Well-Being Social Positive Supports safe, secure and affordable housing outcomes. Housing environments are well maintained and encourage sustainable waste minimization practices. Housing is affordable to lowincome residents. Housing is managed where possible to minimise costs to the ratepayer Negative Inability to meet rental demand could place older adults at risk in terms of housing needs. Inability to manage assets adequately could place tenants health at risk. Increased costs to deliver the service may have a greater impact on rates in the future. Alternative funding sources may not be as available as in previous years. A downturn in the economy could lead to greater demand for housing that the service cannot meet. No known negative effects.

A B C D Parks and open spaces Natural environment Transport Built environment Housing meets safety standards and is accessible. Accessibility and CPTED principles are considered in design and modification of stock. Stock is maintained and developed along sustainable management practices. Provide quality affordable housing for older people with limited means in a safe, secure environment that meets the current and future needs. Housing complexes are provided in conveniently located, safe and secure environments. Housing services will be provided that are connected to community services in our city and meet the needs of tenants. Tenants are satisfied with tenancy and property management services. Information days for tenants are held enable awareness of safety, health and community issues, and opportunities for adult education. Ongoing links to Civil defence to include tenants in Civil defence training.
Housing
F G
Personal safety and crime Community Services and Facilities
Environmental
Economic
Cultural
Complexes are located in areas where residents are able to access cultural and arts activities.
Physical activity, sport and personal Healthy and active lifestyles are encouraged through health linkages to community programmes. Environments are developed around the units that enable physical activity such as gardening and exercise. Falls Prevention initiatives continued in partnership with AUT and ACC to minimise the risks of falls in older adults. Business and economy City identity and branding Employment Arts and culture Activities developed in partnership with Community coordinators and other agencies to encourage participation in arts and cultural opportunity. Provide Housing for Older People at minimal cost to the ratepayer.
J K L M
Our people
Tenants are valued as community members and provided opportunities to play an active role in community life. We offer a fair and inclusive service to applicants and tenants. Activities to support Heritage Week are developed within the Housing for Older People service. Activities to support Matariki and other bicultural opportunities are developed within the Housing for Older People service.

The provision of Housing for Older People is not a legislative requirement under the Local Government Act 2002; however the Residential Tenancies Act 1986, the Local Government Act 2002 and the Building Act 2004 all place obligations on the council within the context of providing this activity. The Injury Prevention, Rehabilitation and Compensation Act 2001 and the Resource Management Act 1991 are also relevant. The council has a policy to own property assets to support the delivery of the Community Outcomes, City Principles, City Directions and council strategies. As a strategic priority we will develop a Housing Network Plan that considers the intention of the Local Government Act 2002 and the wellbeing of the older adult community on the North Shore. The Network Plan and Housing for Older People Asset Management Plan will work in unison with a number of key divisional and corporate plans to consider which areas of the housing network to optimize, which areas we may seek partnerships and which areas we may divest to invest elsewhere. Housing for Older People related plans have been developed over the past five years including the Asset Management Plan and a series of updated activity business plans. The council also applies the New Zealand Positive Aging Strategy, North Shore Positive Aging Strategy, North Harbour Physical Activity Strategy, the North Shore Arts Strategy 2008 and the North Shore Disability Strategy in the context of the Housing for Older People activity. North Shore City Positive Ageing Strategy March 2007 The purpose of the North Shore City Positive Ageing Strategy is to look at the current and future needs of North Shore Citys older people and help guide planning to ensure older people have the opportunity to age positively. The strategy has a multiagency approach and is a strategy for the city that meets a variety of North Shore Citys Community Outcomes. It aligns to the New Zealand Positive Aging Strategy 2001. The North Shore strategy has eight Key Priority Areas that are linked back to the New Zealand Positive Aging Principles. Objective 6 of the North Shore strategy provides a strategic guide for the Housing for Older People Service and states that: Older Housing is affordable and accessible. Measured by, older people are adequately housed older people feel safe in their homes Actions that the councils Housing for Older People service can respond to include: explore housing needs and design for the older adult improve insulation and housing quality collaborate with other agencies to research future demands and needs particularly around safety
O P
Heritage Maori
Other strategies As previously mentioned a number of other strategies impact on this activity area in relation to meeting community outcomes. Strategies such as the North Shore Arts Strategy and the North Harbour Physical Activity Strategy are linked to our service provision in that we try to maximise opportunity to collaborate on initiatives existing within the community and to provide a range on inclusive opportunities for our tenants to be part of wider community life. Actions that link to these strategies can be found within the councils Housing for Older People Business Plan.
Council provides Housing for Older People through a combination of council-owned and own-your-own units on 25 sites. There are 69 double bedroom, 141 single bedroom, and 248 bed-sit council-owned unit, and 7 two bedroom and 30 single bedroom own-your-own units. The combined capital replacement value (CCRV) of the council-owned properties is $36,150,000 and the combined capital replacement value of the own-your-own units is $4,136,000.
Council-owned Housing Complex Alma Court Belmont Court Bentley Court Birkdale Court Cambria Court Cockayne Court Dallington Court Fraser Court Gordon Court Greenslade Court Handley Court Hillcrest Court Kings Court Lancaster Court Peggy Phillips Piringa Court Preston Court Pupuke Court Shepherds Park Stratford Court Torbay Flats Windsor Court TOTAL Construction Brick and tile/corrugated iron roof Weatherboard and corrugated iron roof Brick cladding and concrete tile roof Brick and concrete tile roof Hardiplank and Coloursteel roof Brick cladding and Coloursteel roof Brick cladding and Coloursteel roof Brick cladding and concrete tile roof Weatherboard and Coloursteel roof Fibrolite sheet and Coloursteel roof Hardiplank and Coloursteel roof Brick cladding/corrugated iron roof Fibrolite/concrete tile roof Fibrolite sheet and Coloursteel roof Hardiplank and concrete tile roof Brick cladding and concrete tile roof Fibrolite sheet and concrete tile roof Weatherboard and Coloursteel roof Fibrolite sheet and Decramastic roof Brick cladding and Coloursteel roof Fibrolite sheet and corrugated iron roof Plywood sheet and concrete tile roof Built 1966 1969 1976 1969 1961 1976 1965 1969 1963 1963 1957 1962 1980 1963 1980 1976 1976 1960 1989 1970 1967 1975 Units 19 27 21 19 12 22 24 12 21 12 6 15 12 51 44 20 33 12 10 30 18 18 458 CCRV $1,630,000 $2,088,000 $1,300,000 $1,278,000 $930,000 $1,498,000 $1,907,000 $841,000 $1,624,000 $766,000 $526,000 $1,039,000 $964,000 $3,937,000 $3,107,000 $1,635,000 $2,547,000 $1,031,000 $1,044,000 $3,256,000 $1,629,000 $1,573,000 $36,150,000

Key projects include: Ongoing business improvement of asset management practice with specific reference to planning for renewals supports Objective 2. Quality of Service Maintain and refurbish existing houses and units to improve quality through energy efficiency and sustainable asset management supports Objective 4. Service Sustainability Continue and extend the ACC, AUT Falls Prevention Programme utilizing data for both tenancy and asset management areas supports Objective 1. Service Partnerships Develop a Housing for Older People Network Plan to provide a planning framework to meet future capacity requirements and current demand management issues supports Objective 3. Quality of Service and Objective 7. Future Demand Work in partnership with other community agencies to continue programmes that provide access to information, arts, community and physical activity opportunities for tenants within their local neighbourhoods supports Objective 6. Customer Service
We have established our strategic priorities around areas needing development over the next three year City Plan period. Further strategic priorities will be fully scoped through the development of the Housing Network Plan however high level strategic priorities included in the Network Plan will be: Continue investigation into the potential of service partnerships over and above those that exist to increase the capacity of the service supports Objective 1. Service Partnerships Ongoing business improvement of asset management practice at all levels - supports Objective 2. Quality of Service Prioritise future demand analysis in relation the unique demographics and community needs of the North Shore reporting this through the North Shore City Positive Aging Strategy supports Objective 7. Future Demand
The North Shore City population has increased by 19.4 per cent since 1996, and the population is forecast to reach 288,500 by 2031 (on medium growth scenario). It is also forecasting a move towards an aging population with the proportion of residents aged 65 and over projected to reach 17.1 per cent by 2026. At the same time the existing units are typically fully occupied throughout the year with a number of people on the waiting list. Demand is partly driven by the affordable rents although it also influenced by location and proximity. Considering a range of future demand scenarios, it is assumed that within the next 10 to 20 years, change in demand will largely be driven by an increase in the aging population and possible change to the councils housing policies. The council has identified and is implementing a range of tactics to manage demand. These include more rigorous applicant screening, planned annual rental reviews and increases to ensure we are consistent with regional affordable housing frameworks, the investigation of opportunities to make better use of the land, investigation of partnerships with housing trusts and HNZC and consideration of alternative funding sources as the ratepayer is currently subsidising this service. This work is linked to Housing for Older People Strategic Objective 7. - Future demand

The following nine statements will have the most significant impact on the LTCCP: Community Services shall provide a quality Housing for Older People service to meet the needs of tenants Condition data shall be maintained and updated periodically to ensure it is current and accurate The time units are unavailable for rent shall be limited as much as possible Tenants are satisfied with the property management and maintenance services
Community Outcomes Key Service Area Level of Service Statement
Operating expenditure per rateable property is consistent with the City and Annual Plan Both internal units and grounds of housing complexes shall be free of uneven surfaces and tripping hazards Housing for Older People shall be provided at an affordable level to tenants A sufficient quantity of Housing for Older People shall be provided to meet demand Housing for Older People buildings shall be maintained proactively and in a cost effective manner
Measures and Targets 80% of tenants are satisfied or very satisfied with quality of grounds surrounding the property. An appropriate person shall be on-site to address a maintenance request that is lodged with Actionline or Community Services within 48 hours. The number of substantiated complaints shall not exceed 2 per annum. 100% (by value) of Housing building assets have been surveyed within the last 3 years - 30% internal and 100% external. No units shall be vacant for longer than a typical turn-around period of 10 working days. Waiting list maintained within 10%. 2007/08 Performance
Community Services and Facilities Quality
Community Services shall provide a quality Housing for Older People service to meet the needs of tenants. Condition data shall be maintained and updated periodically to ensure it is current and accurate.
92% New Measure
New Measure
Quality
New Measure
Housing, Community Services and Facilities Housing, Community Services and Facilities Housing, Built Environment Housing, Built Environment Housing, Built Environment Housing, Community Services and Facilities
Quality Quality
Sustainability
Safety
Safety
Sustainability
Tenants are satisfied with the property management and maintenance services. Waiting list for qualifying prospective tenants is maintained relative to the total number of units. Operating expenditure per rateable property is consistent with the City and Annual Plan. Both internal units and grounds of Housing complexes shall be free of uneven surfaces and tripping hazards. Reduction in fall prevention issues identified by AUT/ACC Falls Prevention Audit Annual Report. Housing for Older People shall be provided at an affordable level to tenants.
7 working days. 10%
+
80% of tenants are satisfied of very satisfied with the quality of the property management and maintenance services. Council shall provide flat floor showers in all units. 93%
75% reduction in the environmental risk factors identified in the AUT/ACC audit. Rent charges shall be maintained at less than 30% of NZ Superannuation. No tenants shall be more than 8 weeks behind in rent payments.
2007/8 result will be known once PQS audit completed in Oct 2008. New Measure
30% 0
Additional levels of service standards that more directly support community and strategic outcome measurement are also being considered including measures around safety, health and housing quality, capacity and wellbeing. These will be developed over from 2008-2010 to feed directly into the 2012 City Plan review.
Note 1:

Tenants are satisfied with the property management and maintenance services Target 2009/10 = 80%
94% 93%
30%
Waiting list for qualifying prospective tenants is maintained relative to the total number of units Target 2009/10 = 10%
100% 80%
Tenants are satisfied with quality of grounds surrounding the property Target 2009/10 = 80%
92%
100% 80% 60% 40% 20% 0%
91%
12%
9% 10%
60% 40% 20%
New Measure
0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23

$35 $30 $25 $20 $15 $10 $5 $2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 $21 $21 $20
Financial graphs - Housing for Older People

Housing for Older People capital funding
5.0
Housing for Older People direct capital expenditure

5.0 4.5 4.0 3.5 3.0 $m
$m 4.5 4.0 3.5 3.0 2.5 2.0
2.5 2.0 1.5 1.0 0.5 0.1 0.1 0.1 0.1 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.3 0.3 0.3 0.3 0.3 0.3
1.5 1.0 0.5 0.1 0.1 0.1 0.1 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.2 0.3 0.3 0.3 0.3 0.3 0.3
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the Year ending 30 June New assets Renewal of assets Total
Housing for Older People operating expenditure

6 5 4 $m 3 1.4 2 1 20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
3.4
3.6
3.7
3.8
3.9
3.9
4.0
4.2
4.3
4.4
4.6
4.7
4.9
5.0
5.2
5.4
5.6
6 5
1.6
1.5
1.5
$m
1.6
1.6
1.6
1.7
1.7
1.7
1.8
1.8
1.9
1.9
2.0
2.0
2.1
4 3 2.1 2.2 2 1 1.7 1.7 1.7 1.8 1.8 1.8 1.9 2.6 2.7 2.8 2.9 3.0 3.1 3.3 3.4 3.5 3.6 3.8
1.9
2.0
2.2
2.3
2.3
2.3
2.4
2.5
2.6
2.7
2.8
2.9
3.0
3.1
3.2
3.4
3.5
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the years ending 30 June Rates Total
Housing for Older People income
2.3
2.4
2.5
2.5
1.9
1.9
2.0
2.0
2.0
2.1
2.1
2.2
2.2
2.3
0.4
0.5
0.6
0.7
0.7
0.7
0.8
0.8
0.9
1.0
1.0
1.1
1.2
1.3
1.3
1.4
1.5
For the years ending 30 June General rates and other revenue Property income Total
Prospective financial information - Housing for Older People

Notes Actual 2007/08 $000 Fore cast 2008/09 $000 Ye ar 1 2009/10 $000 Ye ar 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Ye ar 5 2013/14 $000 Year 6 2014/15 $000 Year 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Year 14 2022/23 $000 Year 15 2023/24 $000
Ope rating State me nt Income General rates and other revenue Property incom e Total incom e Expe nditure Expenditure Finance costs Depreciation of fixed assets Total operating expenditure Ope rating surplus/(de ficit) Capital and Re se rv e s Funding State me nt Capital and reserves funding requirem ents: Capital e xpenditure Renewal assets Total capital expenditure Loans repaid Operating deficit Total funding required Funded by Funding from non-cash expenses Total funding of capital 1
439 1,659 2,098
471 1,700 2,171
603 1,737 2,340
669 1,755 2,424
734 1,781 2,515
686 1,817 2,503
751 1,853 2,604
817 1,890 2,707
885 1,928 2,813
950 1,967 2,917
1,021 2,006 3,027
1,095 2,046 3,141
1,172 2,087 3,259
1,252 2,129 3,381
1,341 2,172 3,513
1,434 2,215 3,649
1,529 2,259 3,788
1,944 6 1,438 3,388 (1,290)
2,012 7 1,624 3,643 (1,472)
2,178 6 1,541 3,725 (1,385)
2,255 6 1,542 3,803 (1,379)
2,338 6 1,574 3,918 (1,403)
2,320 6 1,588 3,914 (1,411)
2,413 6 1,620 4,039 (1,435)
2,508 6 1,657 4,171 (1,464)
2,604 6 1,698 4,308 (1,495)
2,701 5 1,743 4,449 (1,532)
2,801 5 1,788 4,594 (1,567)
2,906 5 1,831 4,742 (1,601)
3,016 4 1,871 4,891 (1,632)
3,127 4 1,916 5,047 (1,666)
3,248 3 1,964 5,215 (1,702)
3,372 3 2,013 5,388 (1,739)
3,501 2 2,065 5,568 (1,780)
145 145 3 1,290 1,438
148 148 4 1,472 1,624
153 153 3 1,385 1,541
161 161 2 1,379 1,542
169 169 2 1,403 1,574
176 176 1 1,411 1,588
184 184 1 1,435 1,620
191 191 2 1,464 1,657
200 200 3 1,495 1,698
207 207 4 1,532 1,743
216 216 5 1,567 1,788
225 225 5 1,601 1,831
234 234 5 1,632 1,871
244 244 6 1,666 1,916
253 253 9 1,702 1,964
264 264 10 1,739 2,013
275 275 10 1,780 2,065
2, 3
1,438 1,438
1,624 1,624
1,541 1,541
1,542 1,542
1,574 1,574
1,588 1,588
1,620 1,620
1,657 1,657
1,698 1,698
1,743 1,743
1,788 1,788
1,831 1,831
1,871 1,871
1,916 1,916
1,964 1,964
2,013 2,013
2,065 2,065
Note 1: The increasing operating costs for the activity are mainly due to increasing maintenance costs for the properties. Note 2: There is no new capital expenditure funding provided in this activity for any new development or investment of the property assets. The renewal capital expenditure over the 15 years of the plan totals $3.2m. It is expected that in the preparation of the next City Plan that work will be progressed in assessing the various options available to the council with these assets. For further details of this output area's capital projects in the plan, please refer to the capital projects section in Module 4 of this City Plan. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Housing for Older People.
Cemeteries
1. Introduction
Council provides North Shore Memorial Park Cemetery and Crematorium (North Shore Memorial Park) as a service to the community. North Shore Memorial Park provides a tranquil retreat where present and future generations can pay their respects in quiet remembrance. The Burial and Cremation Act supports this as the council is required to ensure that adequate burial and cremation facilities exist in the city. The council chooses to do this by directly providing burial, cremation and reception services and working closely with local funeral directors and partners to support their work in the city. North Shore Memorial Park is the main burial, cremation and memorial location in the city and the site of one of the largest lawn cemeteries in the Auckland Region. North Shore Memorial Park offers a high standard burial and cremation service under a financial practice of cost recovery. We hold over 70,000 computerised records of cremations and burials covering seven cemeteries on the North Shore dating back to 1840. This service has one of the highest use areas of the council website and is used by families and genealogists alike. North Shore Memorial Park aims to provide for the changing social and cultural needs of the community and this is reflected in the opening of the witnessing room. The service is located on a 34.55 hectare site in Schnapper Rock Rd, Albany. The cemetery and crematorium were opened in 1974. The park-like grounds have been developed to approximately 50 per cent of the land capacity in three main divisions; Northern, Central and Southern. The two cremators were upgraded during the 1990s together with the 150 seat chapel. The customer service areas, office accommodation, reception lounge and witnessing room were updated and refurbished in 2004/5.
Objectives
The 2007/08 North Shore Memorial Park Cemetery and Crematorium Business Activity Plan provides the following mission statement: North Shore Memorial Park will develop, maintain and provide quality assured, professional cemetery and crematorium services for the community of North Shore City. The activity goals are to: provide a place to bury the dead or hold remains provide services and facilities for cremation meet the cultural needs of the community relating to burials and cremation provide a public record and memorial of former citizens promote the cemetery as part of the social history of the community provide a peaceful and tranquil setting for reflection and contemplation provide burials for all the community, regardless of means The activity goals are supported by six activity objectives: 1. Service Partnerships -We will encourage effective partnerships to improve our service. 2. Quality of Service We provide cemetery, cremation and related services through sound asset management and business improvement approaches. 3. Cost effectiveness - Services are operated in a cost effective and efficient manner. 4. Service Sustainability - Service are managed in a way that supports environmental and business viability and sustainability. 5. Customer Service - The needs of the community are met. 6. Future Demand - We research and plan for the future needs of the community. This activity statement covers the activity of North Shore Memorial Park. Closed cemeteries are managed by the Parks Department.
North Shore City Council City Plan 2009-2024 - Module 3 - Cemeteries Page 148
2. Effects of the Cemeteries activity

Summary of significant effects Well-Being Social Positive Community health and wellbeing. Facilities for burial and cremation Bereavement needs met. Improved amenity values. Large area of open space retained. Negative Separate areas not provided to meet particular requirements of religious and cultural groups. Potential health effects. Potential air discharges. Potential groundwater contamination. Potential health and safety risk from open graves. Competition from other cremator services in Rodney may impact on income. Use of land. Inability to meet some very specific cultural requirements may lead to customer dissatisfaction.

A Parks and open spaces Provides quality open spaces for quiet use. Provides a quality open space for quiet remembrance. B C D Natural environment Transport Built environment Buildings and assets meet safety standards and are accessible. Accessibility and CPTED principles are considered in design and modification of assets. Assets are maintained and developed along sustainable management practices. Ensure sound ecological practices are supported in the provision of the service.
Environmental
Economic
Minimal cost to ratepayer.
E F
Housing Personal safety and crime The service is provided in a safe and secure environment. The service continues to be accredited with the ISO 2001 9000 accreditation. The service meets the varying needs of North Shore Citys diverse community. Burial, cremation, remembrance and public records are managed and maintained to high community satisfaction levels. North Shore Memorial park continues to provide onsite training for tertiary students and Chaplains undergoing training.
Cultural
Cultural diversity of city recognised. Preservation of history.
Community Services and Facilities
The cemetery operation has the potential to cause certain health effects if not properly managed. This could include groundwater contamination and smoke pollution. At North Shore we are committed to ensuring that these effects are minimised wherever possible and North Shore Memorial Park has been accredited with the ISO9000:2001 standard. This accreditation will assist with the delivery of the services to a high standard on a consistent basis. No public health and safety issues were identified in the sanitary services assessment completed and endorsed in July 2005.
I J K L M N O P
Physical activity, sport and personal health Business and economy City identity and branding Employment Arts and culture Our people Heritage Maori Public art is provided to create a unique and quality environment The diversity of the city is reflected in our services and asset development. Burial and cremation records are maintained to support the historical record of our city. The needs of tangata whenua will be investigated in the development of the Southern division The service is provided at minimal or no cost to the ratepayer.

Legislation The primary legislation covering burial, cremation and cemetery operations are: Burial and Cremation Act 1964. The Burial and Cremation Act requires Council to make provision for burial and cremation within its District. Local Government Act 2002. The Local Government Act requires the council to work with the community to develop outcomes which encompass the four general areas of wellbeing. North Shore Memorial Park Cemetery and Crematorium is subject to a range of additional legislation as listed below: Health Act 1956 Civil Defence Emergency Management Act 2002 Crimes Act 1964 Resource Management Act 1991 Births, Deaths and Marriages Registration Act 1995 Coroners Act 1998 Human Tissue Act 1964 Building Act 2004 The North Shore Memorial Park Activity Statement and service is supported by the following internal plans and documents; 2008/9 North Shore Memorial Park Asset Management Plan 2008/9 Business Plan, 2006-2016 Business Activity Plan 2005 Sanitary Services Review North Shore Memorial Park Landscape Development Plan Annual ISO 9000 2001 accreditation process and NSMP Standard Operating Procedures. All of the above plans and documents provided the necessary framework for the development of the North Shore Memorial Park service goals and objectives. There is no overarching strategy that supports this area at the present time however the service does support other strategies such as the provision of public art which will support the 2008 Arts Strategy and the provision of records for burial and cremation which supports the 2008 Heritage Strategy. 2006-2016 Business Activity Plan Developed in 2005, this plan provided a framework for the forward planning of the North Shore Memorial Park activity area through the identification of keys issues and future demands. The plan expanded on the completed 2005 Sanitary Services Review using future demand data to plan park development in conjunction with the Landscape Development Plan. At the time this activity area lacked a comprehensive asset management plan as it was amalgamated into the Property Services Asset Management Plan which focused on buildings only and did not include plant and
machinery, other built infrastructure or parks assets such as gardens. The Business Activity Plan was used as a foundation document for the 2008/9 Asset Management Plan.

Programmes, projects and actions are guided by their linkage to one of the Housing for Older People service objectives. They respond and support both the Community Outcomes and the councils City Principles and City Directions. Continue to work with funeral directors and stonemasons to ensure their service needs are considered, planned and developed supports Objective 1. Service Partnerships Continue to work with Veterans Affairs New Zealand to provide the Returned Services area of the cemetery to the required standard - supports Objective 1. Service Partnerships Continue to develop the robustness of the asset management systems and processes through the delivery of the North Shore Memorial Park Asset Management Improvement Plan - supports Objective 2. Quality of Service Investigate opportunities to adopt environmentally sustainable asset management practices supports Objective 4. Service Sustainability Meet or exceed the customer service targets set in the City Plan by developing the asset management and customer service capability within the team supports Objective 5. Customer service and Objective 2. Quality of Service Investigate opportunities to collaborate with other entities to meet future demand beyond 2040 - supports Objective 6 Future Demand and Objective 1. Service Partnerships
After a customer service review in 2003/4, three key themes were developed for future strategic focus. Our Purpose targeting our customer service to community needs and support community outcome. Our People developing the capability of our team to deliver quality customer service and effective planning. Our Place ensuring the facilities and asset lifecycle management are managed effectively to deliver outcomes. The strategic priorities that support these themes over the next City Plan include: Initiate the project to develop the Southern Division based existing concept plans supports Objective 7. Future Demand Investigate opportunities to collaborate with other entities to meet future demand beyond 2040 when the burial service at North Shore Memorial Park will cease as a result of meeting capacity supports Objective 1. Service Partnerships Continue to develop the robustness of the asset management systems and processes through the delivery of the North Shore Memorial Park Asset Management Improvement Plan - supports Objective 2. Quality of Service We will encourage effective partnerships to improve our service - supports Objective 1. Service Partnerships
The asset information reflects only the North Shore Memorial Park building and cremator assets. The overall condition of the buildings is very good, with 85 per cent of components by replacement cost assessed to be in good or very good condition. Less than five per cent of components are in poor or very poor condition. Asset information for the two cremators is not comprehensively held with the councils property software at this time as data is held within a plant and machinery system. This information will be merged into the councils APS. They are assessed to be in a very good condition. The combined replacement cost for the two cremators is $2m. Asset management is guided by the 2008/9 Asset Management Plan and supports Objective 2. Quality of Service.
8. Capacity Statements
The North Shore City population has increased by 19.4 per cent since 1996, and the population is forecast to reach 288,500 by 2031 (on medium growth scenario). A number of trends will also affect the demand and requirement for cemetery and crematorium services, including an increasing proportion of cremations, increases in emission control requirements for the crematorium, increasing cultural diversity within the city, and an ageing population. The overall trend is a small but gradual increase in cremation, with around 85 per cent cremations and 15 per cent burials. A third cremator is being installed over the 2009/10 financial year to meet future cremation demands within the city. The recently opened Auckland Memorial Park in Silverdale and a planned crematorium is expected to reduce the demand on North Shore Memorial Park. However this has been factored into future demand analysis and financial management. The council is nonetheless considering a range of initiatives to manage current and future demand. The development of the Southern Division will commence at concept and planning levels from 2009/10 to meet forecast requirements in 2018 and beyond. We will also explore collaborative ventures with other entities to provide cemetery land and use mechanisms such as price to further encourage cremation over burial as a sustainable land management practice. In order to meet the demand for cremation a new cremator will be operational in 2009/10. This work is linked to North Shore Memorial Park Objective 7. - Future Demand.

The following six statements will have the most significant impact on the LTCCP: Cemetery and cremation services meet the needs of the community Condition data shall be maintained and updated periodically to ensure it is current and accurate Cemetery and cremation services are operated in a cost effective manner
Provide safe community facilities by ensuring any compliance issues are dealt with promptly as they arrive Community facilities shall be maintained proactively and in a cost effective manner Cemetery and cremation services shall be operational at all times except in unavoidable circumstances
Community Outcome and NSMP contribution Community Services and Facilities Community Services and Facilities
Key Service Area
Measures and Targets
2007/08 Performance New Measure 0 substantiated complaints.
Quality Quality
Cemetery maintains ISO accreditation. Cemetery and cremation services meet the needs of the community.
Accreditation maintained. The number of substantiated complaints shall not exceed 2 per annum. 80% of customers are satisfied with cemetery services. 95% of funeral directors and Monumental Masons are satisfied with cemetery services.
+ +
93% 79% New Measure 1 compliance issue currently under investigation 100%
Community Services and Facilities Community Natural environment
Quality Safety
Condition data shall be maintained and updated periodically to ensure it is current and accurate. Provide safe community facilities by ensuring any compliance issues are dealt with promptly as they arrive.
100% (by value) of NSMP building assets have been surveyed within the last 3 years. 100% of building compliance issues are resolved within 40 days. Cremators shall be available for use for more than 95% of normal operating hours per year due to unplanned repairs and maintenance.
Community Services and Facilities
Capacity
Cemetery and cremation services shall be operational at all times except in unavoidable circumstances.
NSMP Chapel shall be available for use for more than 95% of normal operating hours per year due to unplanned repairs and maintenance. NSMP reception area shall be available for use for more than 95% of normal operating hours per year due to unplanned repairs and maintenance.
100%
100%
Note 1:
Customers are satisfied with the cemetery services Target 2009/10 = 80%
93% 81% 100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 40% 20% 0%
Funeral directors and Monumental Masons are satisfied with the cemetery services Target 2009/10 = 95%
$30
86% 79%
Total operational expenditure per rateable property (rating units-separate parts)
100% 80% 60%
85%
$25 $20 $15 $10 $5 $2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 $16 $15 $16
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
Financial graphs - Cemeteries
Cem eteries direct capital expenditure

5.0
Cemeteries capital funding
5.0 4.5 4.0 3.5 3.0 $m 2.5 2.0 1.5 1.0 0.5 0.2 0.2 0.8 0.8 0.8 0.8
$m 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0
0.8 0.1 0.8 0.1
0.6
0.1 0.1
0.1 0.1
0.1 0.1
0.1 0.1
0.1 0.1
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.5 -
0.2 0.1 0.1
0.7
0.1 0.1
0.1 0.1
0.1 0.1
0.1 0.1
0.1 0.1
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
0.2 0.2
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Cem eteries operating expenditure

5.0 4.5 4.0 3.5 3.0 $m 2.5 2.0 1.5 1.0 0.5 20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
5.0 4.5 4.0 3.5

2.3 0.2 2.4 0.3 2.4 0.3 2.5 0.3 2.6
3.0 $m 2.5 2.0 1.5 1.8 1.8 1.8 1.9 1.9 2.0 2.0 2.1 2.1 2.2 2.3 2.3 2.4
1.7 1.4 0.2 1.2 0.3
1.7 0.1
1.7 0.1
1.8 0.1
1.9 0.1
1.9 0.2
2.0 0.2
2.1 0.2
2.1 0.2
2.2 0.2
2.3 0.2
0.3
1.4
1.5
1.5
1.5
1.6
1.7
1.7
1.8
1.8
1.9
1.9
2.0
2.0
2.1
2.1
2.2
1.0 0.5 -
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the years ending 30 June Loans General rates Total
Cem eteries incom e
2.4
2.5
2.6
2.6
1.8
1.8
1.8
1.9
1.9
2.0
2.0
2.1
2.1
2.2
2.2
2.3
2.4
2.4
2.5
2.5
2.6
For the years ending 30 June User charges Total
Prospective financial information - Cemeteries

N ote s Actual 2007/08 $000 Fore cast 2008/09 $000 Y e ar 1 2009/10 $000 Y e ar 2 2010/11 $000 Y e ar 3 2011/12 $000 Y e ar 4 2012/13 $000 Y e ar 5 2013/14 $000 Y e ar 6 2014/15 $000 Y e ar 7 2015/16 $000 Ye ar 8 2016/17 $000 Y e ar 9 2017/18 $000 Y e ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Y e ar 12 2020/21 $000 Y e ar 13 2021/22 $000 Y e ar 14 2022/23 $000 Ye ar 15 2023/24 $000 O pe rating S tate me nt Income Us er c harges O perating grants and s ubs idies Total inc om e E xpe nditure E xpenditure Financ e c os ts D eprec iation of fixed as s ets Total operating expenditure O pe rating surplus/(de ficit) C apital and R e se rv e s Funding S tate me nt C apital and res erves funding requirem ents : C apital e xpe nditure New as s ets Total c apital expenditure Loans repaid O perating defic it Trans fers to general and s pec ial res erves Total funding required Funde d by O perating s urplus Funding from non-c as h expens es Loans rais ed Total funding of c apital 1
1,840 4 1,844
1,767 5 1,772
1,825 4 1,829
1,871 4 1,875
1,917 4 1,921
1,975 4 1,979
2,034 5 2,039
2,085 5 2,090
2,137 5 2,142
2,190 5 2,195
2,245 5 2,250
2,301 5 2,306
2,359 5 2,364
2,418 5 2,423
2,478 6 2,504
2,540 6 2,561
2,604 6 2,618
1,204 10 157 1,371 473
1,411 37 277 1,725 47
1,467 77 122 1,666 163
1,499 108 133 1,740 135
1,544 106 139 1,789 132
1,605 106 148 1,859 120
1,663 104 160 1,927 112
1,745 103 172 2,020 70
1,800 100 184 2,084 58
1,847 95 202 2,144 51
1,886 90 212 2,188 62
1,937 84 231 2,252 54
1,985 77 249 2,311 53
2,032 70 268 2,370 53
2,086 61 289 2,436 68
2,136 49 310 2,495 66
2,189 36 333 2,558 60
182 182 4 555 741
840 840 9 207 1,056
763 763 35 135 933
121 121 29 118 268
127 127 29 115 271
132 132 27 109 268
138 138 27 107 272
144 144 42 56 242
150 150 56 36 242
156 156 67 30 253
162 162 83 29 274
168 168 90 27 285
176 176 89 37 302
183 183 102 36 321
191 191 166 357
198 198 178 376
207 207 186 393
473 157 111 741
47 277 732 1,056
163 122 648 933
135 133 268
132 139 271
120 148 268
112 160 272
70 172 242
58 184 242
51 202 253
62 212 274
54 231 285
53 249 302
53 268 321
68 289 357
66 310 376
60 333 393
Note 1: The increasing operating costs for the activity are mainly due to inflationary cost increases. Note 2: The new capital expenditure over the 15 years of the plan totals $3m. In 2008/09 a new cremator is being purchased and installed. For further details of this output area's capital projects in the plan, please refer to the capital projects section in Module 4 of this City Plan. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Cemetery.
Economic Development
The prosperity of North Shore City and its people is determined by its economic health. Levels of business activity and growth, a skilled workforce and tourism all contribute to a healthy economy. While not directly involved in economic development, there are many ways in which the council can plan and promote it. For many years the council has promoted self-sufficiency, encouraging economic development in the city to provide employment opportunities close to home. Higher levels of self-sufficiency not only improve peoples quality of life; they also help reduce traffic congestion. The council has also sought to attract science, education and technology industries to the city. With increasing global competition, we need to have the right infrastructure and support systems in place to attract the industries we want for the city to succeed in a knowledge economy and attract tourism. We also need to make sure our citizens have access to the right skills and knowledge to be able to get involved in the economy.
Prospective financial information - Economic Development

Operating Statement Income Targeted rates - Business Improvement Districts General rates and other revenue User charges Total income Expenditure Expenditure Depreciation of fixed assets Total operating expenditure Operating surplus/(deficit) 1, 2, 3
481 3,961 96 4,538
931 4,874 71 5,876
985 4,871 70 5,926
1,060 5,160 72 6,292
1,060 5,337 74 6,471
1,060 4,727 76 5,863
1,060 4,997 78 6,135
1,060 4,984 80 6,124
1,060 5,253 82 6,395
1,060 5,227 84 6,371
1,060 5,345 86 6,491
1,060 5,486 89 6,635
1,060 5,618 91 6,769
1,060 5,743 93 6,896
1,060 5,876 95 7,031
1,060 6,010 98 7,168
1,060 6,147 100 7,307
4,533 5 4,538 -
5,872 4 5,876 -
5,924 2 5,926 -
6,290 2 6,292 -
6,469 2 6,471 -
5,861 2 5,863 -
6,134 1 6,135 -
6,124 6,124 -
6,395 6,395 -
6,371 6,371 -
6,491 6,491 -
6,635 6,635 -
6,769 6,769 -
6,896 6,896 -
7,031 7,031 -
7,168 7,168 -
7,307 7,307 -
Note 1: This plan includes an additional new Business Improvement District for Mairangi Bay in 2009/10. Another new Business Improvement District for Milford is expected to be approved in 2010/11. Funding for the councils population based contribution to the overall regional Rugby World Cup 2011 work streams , of $1m over the next three years, was included in the draft City Plan. During the finalisation of the plan the $1m contribution was confirmed and a further $0.6m over three years was allocated for temporary seating at North Harbour Stadium and $0.3m for traffic management planning and implementation in year 3. These additional allocations of funding were from existing budgets. Also funded out of existing budgets are North Shore City Councils specific ancillary tournament costs totalling $0.2m, $0.3m and $0.7m over the next three years respectively for projects including fan zones, tourism hubs, grass roots sport and cultural development programmes, volunteers etc. Note 2: There is no capital expenditure for this activity. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Economic Initiatives.
North Shore City Council City Plan 2009-2024 - Module 3 - Economic Development Page 159
Economic Initiatives
1. Introduction
The economic well-being of North Shore City is determined by the range and depth of its business activity. Business confidence growth, underpinned by a skilled workforce and quality of place, contribute to a healthy economy. While not the only driver of business activity, the council has a key role to pay in planning and promoting economic development. Historically the council has encouraged economic development so that job opportunities are available closer to home. Greater employment self-sufficiency improves people's quality of life and relieves traffic congestion. More recently, in the face of increasing regional and global competition, the council has also sought to attract science, education and technology industries to the city. Council has recognised the importance of providing appropriate infrastructure (land, roads, water and telecommunications) and a business-friendly regulatory environment. It has also acknowledged the need for North Shore City citizens to have access to the skills and attitudes that enable them to participate in the knowledge economy. The council has decided to encourage economic development through in-house planning and administration with a mix of in-house and sponsored service delivery, largely through a council controlled organisation (CCO) Enterprise North Shore. The council aims to attract, create, develop and foster events and their associated event organisers so that activities contribute as far as possible to creating a prosperous, dynamic and diverse city by celebrating the citys identity, engaging the community and providing exciting experience opportunities. Recognition of the strong part that the arts sector plays in the local economy is an important part of our strategy. This activity seeks to continue to build North Shore Citys brand as an attractive tourism destination by profiling and exposing the unique attributes that set the area apart from the rest of the Auckland region and the rest of New Zealand.
Objectives
Growing more jobs for our residents close to where they live, by: Attracting new businesses to the City Supporting our existing businesses Providing basic infrastructure Working with trainers to provide relevant skilled staff Growing more jobs for our residents close to where they live Create a varied calendar of exciting and dynamic events which celebrate the citys identity and strengths Co-ordinate resources and planning for event services across council and community Communicate through diverse media to increase the profile of North Shore events and the city Capability building of the events sector to increase their quality and efficiency Capitalise on outcomes through targeted and strategic sponsorship investment
Key Decision Area Enterprise North Shore - Targeted Business Attraction Programme (Please refer to Module 1 - Summary, page 17) The council has funded a targeted business attraction programme to attract organisations and create jobs. As part of the consultation on this City Plan 2009-2024, the council asked whether the funding of the Targeted Business Attraction Programme via a grant of $250,000 per annum should continue. The Decision The council has decided to continue such funding, but at the lower level of $200,000 per annum for a three year period.
North Shore City Council City Plan 2009-2024 - Module 3 - Economic Initiatives Page 160
2. Effects of the Economic Initiatives activity

Cultural
Summary of Significant Effects Well-being Social Positive Availability of jobs close to homes aids work life balance. Increased rating base from economic growth allows for greater investment in social facilities and programmes. Encourages the active participation by a range of community groups in the creation and delivery of events. Develops a strong sense of ownership by the community of its events reputation thereby enhancing a positive perception of the city. Negative Inadequately managed mixed development in the City can harm residential amenity. Cost associated with attracting a diverse range of events and competition from other cities throughout New Zealand.
Promotion of the diverse ethnic communities in the city. Celebrates the diverse cultures and promotes understanding and appreciation of cultural diversity. Provides connection to our heritage and heritage of others. Provides opportunities for artistic and cultural expression. Celebrates North Shore's cultural diversity.
Conflict between different groups for scarce resources. The strength of existing cultural events throughout the Auckland region can dilute the effectiveness of North Shore equivalents - e.g. Pacifica festival.
Environmental
Increased rating base from economic Inadequate management of growth allows for greater investment economic growth can cause in environmental protection. environmental impacts. Showcases good waste management and minimization practices. Promotes sustainable activity within the council's parks. Raises awareness of environmental issues through events . Provides a mechanism to communicate environmental messages and education. Business and job creation. Supports the development of education facilities. Promotes North Shore City as a destination of choice. Increases the rating base of the city. Creates international and national exposure for the North Shore. Develops infrastructure and asset development around event venue needs. Attracts visitors (international and domestic tourists). Council support can distort the free market. Cost associated with attracting a diverse range of events and competition from other cities throughout New Zealand.
Economic

A B Parks and open spaces Natural environment Working with business will give opportunities for influence in environmental education and waste minimisation. Creating more jobs close to where people live reduces the demand on the transport network. Promote the vibrancy of our town centres. Increase local skills in the construction industry. Develop co-operative relationships with the Police and ACC.

Legislation Local Government Act 2002 Sport and Recreation Act 2002 Resource Management Act 1991 Major Events Management Act Plans Digital Strategy Metro Project Action Plan One Plan Regional Policy Statement Economic Development Strategy Location for 21st Century Business North Shore City Events Strategy 2008 North Shore City - A Beautiful Place to Study
C D E F G H I
Transport Built environment Housing Personal safety and crime Community services and facilities Education and training Physical activity, sport and personal health Business and economy City identity and branding
Support for competitive and recreational sport in line with the Economic Development Strategy and Targeted Business Attraction Programme. Plan, develop and implement programmes to improve the economic sustainability of the North Shore. Establish our identity and create a brand for the city that is recognised, promoted and celebrated locally and internationally. Plan and promote North Shore as a place to do business. Promote business support for arts and culture. Bring the city to life and celebrate our diversity with arts, music and culture.

Increasing broadband availability in North Shore City - Work to protect existing vacant land for commercial development and identify land suitable for redevelopment - Work with AucklandPlus, Ministry of Economic Development and New Zealand Trade and Industry to identify opportunities for job creation in the city - Work with the councils of the Auckland Region and central government to increase market demand and advocate for infrastructure investment for better broadband - Work with the citys schools and private sector to support the uptake and development of the NEAL network Sustainable development of the citys town centres - Support the development of new Business Improvement Districts - Support our existing Business Improvement Districts - Support the development of centre plans Attracting overseas business and investment - Support Study North Shore and the international operations of the North Shore City schools, universities and PTEs - Co-ordinate Sister City activities - Support the Targeted Business Attraction Programme Increasing training opportunities within North Shore City - Continue to work with the Tertiary Education Commission, the Ministry of Education, tertiary training agencies and PTEs to increase skills training opportunities in the city - Advocate for better resourcing for North Shore Citys schools and tertiary training agencies Improve regulatory certainty for North Shore City businesses - Continuous review of the councils District Plan and bylaw regulation
J K
L M
Employment Arts and culture
N O
Our people Heritage
Support Enterprise North Shores efforts to act as a go-between between business and the councils Environmental Services Increased focus and resource in supporting city wide community and hosted events Increased resourcing to improve and assist with regulatory processes Providing event bid/attraction support to national sporting bodies and North Shore facilities Strategically driven investment (sponsorship) in events based around clearly defined cultural, social, economic and environmental outcomes Increasing role in determining key event venues and planning for development of infrastructure increased role internally and externally in co-ordinating annual planning meetings, training sessions, industry feedback sessions Advocating and creating relationships to maximise new sponsorship opportunities Increased role owning and providing specific events to meet specific identified priorities or outcomes
Development of the NEAL broadband network - Educational opportunities that utilise the advantages of technology - Promotion of the city as a destination of choice for businesses and people Establishment of Business Improvement District entities - An economy that is prosperous - Promotion of the city as a destination of choice for businesses and people Continued development of the Massey e-Centre - Economic development that is visionary and leading - An economy that is prosperous - Promotion of the city as a destination of choice for businesses and people Introduction of a destination brand and exposure via an effective tourism marketing campaign Evolution of the current event sponsorship portfolio to ensure it is strategically balanced with a range of events delivering a range of successful outcomes Establishment and activation of a comprehensive involvement with the 2011 Rugby World Cup (including hosting matches) that showcases North Shore City as the complete/ultimate event destination in New Zealand
North Shore City has two visitor information centres. These are located adjacent to Hurstmere Green in Takapuna and Victoria Road in Devonport. The information centres are branded with the nationally recognised i-SITE brand.
Building Takapuna Information Centre Devonport Information Centre
Constructed 1965 1940
Floor Area 140 m2 550 m2
Replacement Cost $143,000 $156,664
8. Statement of Levels of Service

The Economic Development Strategy and the North Shore City Events Strategy expressly balance business aspirations with "quality of place" so that North Shore City remains an attractive place to live, work and play.
Community Outcome Business and Economy Employment Education and Training Key Service Area Legislative requirement Level of Service Statement Ensure an Economic Development Agency provides economic advice and services to the North Shore business community. A clear policy framework for future economic development for the NS will be available. Business and Economy Employment Education and Training Business and Economy Employment Education and Training Quality of Service An adequate level of economic development advice and services are provided to the North Shore business community. NSCC and the contracted Economic Development Agency will undertake projects to target specific areas of focus for economic development.
This sustainable approach to economic development is designed to ensure that resources for future generations are not compromised.
Measures and targets Annual contract with appropriate provider is agreed and signed. A North Shore economic development strategy will be available and up to date. Customers using Enterprise North Shore are satisfied more than 80% of the time. Number of targeted businesses attracted to the city as a destination of choice for businesses and people.
2007/08 Performance Agreement signed 100% achieved 100% achieved Customer satisfaction 69%
+
8 organisations attracted to North Shore providing 150 extra jobs in 2008 Customer satisfaction 87%
Quality of Service
Vibrant town centres and villages. Centres satisfaction of at least 80% with services provide by Enterprise North Shore to promote town centres as economic catalysts for the North Shore. Community services and facilities City identity and brand Arts and Culture Community services and facilities City identity and brand Education and training Quality of Service Customer Satisfaction Quality of Service Increased focus and resource in supporting city wide community and hosted events. Attract 2 major events to North Shore per year.
New Measure
Strategically driven investment in events based around clearly defined cultural, social, economic and environmental outcomes. Increased role internally and externally in coordinating annual planning meeting, training sessions, industry feedback sessions. Advocating and creating relationships to maximise sponsorship opportunities.
Development of Events Strategy and completion of defined and approved projects. Planning sessions - minimum 1 per sponsored event in categories higher than 'wider community event'. Training sessions - minimum 1 per year. Develop a sponsorship agreement for all sponsored events
New Measure
Quality of Service
New Measure
Community services and facilities City identity and brand Business and economy Community services and facilities City identity and brand
Note 1:
Quality of Service
New Measure
Quality of Service Customer satisfaction
Provision of quality visitor information services.
95% of residents and businesses are satisfied with the services of the visitor information centres.
99%

Residents and businesses are satisfied with the services of Enterprise North Shore Target 2009/10 = 80%
Residents and businesses are satisfied with the services of the visitor information centres Target 2009/10 = 95%
500,000 99% 99% 99%
Number of visitor guest nights spent on the North Shore Target 2009/10 = 400,000
100% 80% 60% 40% 20% 0%
97% 79%
360,000
100% 69% 80% 60% 40% 20% 0%
400,000 300,000 200,000 100,000 2006/07
341 ,91 2
326,028
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21 2020/21 2022/23
Number of additional jobs created in targeted sectors Target 2009/10 = 3,500

$80 $70 $60 $50 $40 $30 $20 $10 $2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 -
3,289 2,416 2,487
$59 $47
$53
2006/07
2008/09
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
2006/07
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
2022/23
Financial graphs - Economic Initiatives

Economic Initiatives operating expenditure
8 7 5.9 6 5 $m 4 3 2 1 4.5 5.9 5.9 6.3 6.5 5.9 6.1 6.1 6.4 6.4 6.5 6.6 6.8 6.9 7.0 7.2 4.5 5.9 6.3 6.5 5.9 6.1 6.1 6.4 6.4 6.5 6.6 6.8 6.9 7.0 7.3
Economic Initiatives income

8 7
5.9 5.9 6.3 6.5 5.9 6.1 6.1 6.4 6.4 6.5 6.6 6.8 6.9 7.0 7.3
7.2
7.2
6 5 $m
7.3
4.5
4 3 4.0 2 1 0.5 0.9 1.0
4.9
4.9
5.2
5.3
4.7
5.0
5.0
5.3
5.2
5.3
5.5
5.6
5.7
5.9
6.0
6.1
1.1
1.1
1.1
1.1
1.1
1.1
1.1
1.1
1.1
1.1
1.1
1.1
1.1
1.1
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the years ending 30 June Targeted rates - BIDs General rates User charges Total
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Governance and Leadership

Local government provides community leadership and represents its citizens. Councillors, the Mayor and community board members are elected to represent the views of North Shores citizens and to make decisions on their behalf, in the best interests of current and future generations. North Shore City genuinely encourages community input and involvement in its decision-making processes. It actively seeks its citizens views on the councils plans, policies and projects and this input can and does make a difference. The council also works hard to represent North Shore Citys interests with local, regional and central government authorities, agencies and groups. This significant activity is fully covered by the Governance and Leadership output area which contributes to all the councils key outcomes.
Prospective financial information - Governance and Leadership

Operating Statement Income General rates and other revenue User charges Operating grants and subsidies Capital grants and subsidies Development or financial contributions Vested assets Total income Expenditure Expenditure Finance costs Depreciation of fixed assets Total operating expenditure Operating surplus/(deficit) 1, 2, 3
6,267 277 6,544
5,979 91 6,070
6,249 91 6,340
6,814 297 7,111
6,640 96 6,736
6,812 98 6,910
7,398 324 7,722
7,283 104 7,387
7,431 107 7,538
8,002 348 8,350
7,893 112 8,005
8,085 114 8,199
8,669 375 9,044
8,591 120 8,711
8,766 123 8,889
9,346 404 9,750
9,304 129 9,433
6,543 1 6,544 -
6,068 2 6,070 -
6,340 6,340 -
7,111 7,111 -
6,736 6,736 -
6,910 6,910 -
7,722 7,722 -
7,387 7,387 -
7,538 7,538 -
8,350 8,350 -
8,005 8,005 -
8,199 8,199 -
9,044 9,044 -
8,711 8,711 -
8,889 8,889 -
9,750 9,750 -
9,433 9,433 -
Note 1: Funding is included in 2010/11 and every three years thereafter for the local body elections. Note 2: There is no capital expenditure for this activity. Note 3: Please refer to the council's Revenue and Financing Policy and Treasury Management Policy for further explanation as to the funding sources utilised for this output area. These are both located in Module 5 of this City Plan. The full financial statements for the council are included in Module 4 of this City Plan and should be read in conjunction with this activity statement for Governance and Leadership.
North Shore City Council City Plan 2009-2024 - Module 3 - Governance and Leadership Page 169

1. Introduction
Local government provides community leadership and represents its citizens. Councillors, the Mayor and Community Board members are elected to represent the view of North Shore's citizens and to make decisions on their behalf, in the best interests of current and future generations. North Shore City genuinely encourages community input and involvement in its decision-making processes. It actively seeks its citizens' views on the council's plans, policies and projects and this input can and does make a difference. The council also works hard to represent North Shore City's interests with local, regional and central government authorities, agencies and groups. This significant activity is fully covered by the Governance and Leadership output area, which contributes to all the council's key outcomes.
Key Decision Area Royal Commission and Governance Reform (Please refer to Module 1 - Summary, page 6) The Local Government (Tamaki Makaurau Reorganisation) Act 2009, which received Royal Assent on 23 May 2009, establishes the Auckland Council as a unitary authority whilst disestablishing the existing Auckland local authorities on 1 November 2010. The Act also sets up the Auckland Transition Agency (ATA) as the body responsible for planning and managing the reorganisation of the new Auckland local governance arrangements. The ATA will also be advising on the structure and operational arrangements of the new unitary authority, the Auckland Council. North Shore City Council has already commenced working closely with the ATA in determining how its systems, plans and policies will be linked to and integrated within the new structure. The Decision During this transition period, North Shore City Council will remain focused on providing high-quality services to customers - and to delivering all programmes outlined in the first year of our City Plan, which is a key priority for us since it is our charter to the North Shore community.
Objectives
The objectives and associated actions are shown below Maintain fair and participatory representation of all communities on the North Shore Represent North Shore City in regional and national forums Develop, consult and implement a Long Term Council Community Plan (City Plan) in line with the requirements of the Local Government Act 2002
2. Effects of the Governance and Leadership activity

Summary of significant effects Well-Being Social Positive Consultation on all matters affecting ratepayers. Representation on matters affecting North Shore outside the city boundaries. Decision making on all matters, taking a considered approach to the LGA2002 requirements of sections 10 through 14. Consultation on all matters affecting ratepayers. Representation on matters affecting North Shore outside the city boundaries. Decision making on all matter, taking a considered approach to the LGA2002 requirements of sections 10 through 14. Consultation on all matters affecting ratepayers. Representation on matters affecting North Shore outside the city boundaries. Decision making on all matters, taking a considered approach to the LGA2002 requirements of sections 10 through 14. Consultation on all matters affecting ratepayers. Representation on matters affecting North Shore outside the city boundaries. Decision making on all matters, taking a considered approach to the LGA2002 requirements of sections 10 through 14. Negative Decision making on all matter, taking a considered approach to the LGA2002 requirements of sections 10 through 14 may not lead to total agreement.
Environmental
Decision making on all matters, taking a considered approach to the LGA2002 requirements of sections 10 through 14 may not lead to total agreement.
Economic
Decision making on all matters, taking a considered approach to the LGA2002 requirements of sections 10 through 14 may not lead to total agreement. Cost of compliance can be significant. Decision making on all matters taking a considered approach to the LGA2002 requirements of sections 10 through 14 may not lead to total agreement.
Cultural

The council provides a governance and leadership role across all of the community outcomes. Wherever possible, the council works closely with all the other organisations to provide as integrated a service as possible.

Legislation Local Government Act 2002 Resource Management Act 1991 Building Act 2004 Local Government Official Information and Meetings Act 1987. Plans City Plan and all its associated plans and strategies.

Implementation of the City Plan Make a submission to central government on key areas of the second Local Government Act - the election of councillors to the Auckland Council on an at-large vs ward basis and the power and functions of local boards Citizenship ceremonies
Position North Shore City for the governments decision to amalgamate the eight local, regional and district Auckland councils into one Auckland Council and 20-30 local boards on 1 November 2010 under the Local Government (Tamaki Makaurau Reorganisation) Act 2009

We will strive to provide high quality democratic leadership and decision-making for the North Shore.
Community Outcome All All
Key Service Area Quality Quality
Level of Service Statement Full Council meetings are open to the public. New citizens receive their citizenship from North Shore City Council. Ensure appropriate management of Community Board expenditure. Ensure appropriate public access to Community Board meetings. Ensure appropriate Councillor involvement with Community Boards.. Ensure appropriate reporting procedures are maintained by all Community Boards.. Ensure that the decision making criteria of the Local Government Act 2002 are followed. Ensure the long term planning requirements of the Local Government Act 2002 are followed. Ensure any changes made to the City Plan are achieved following the statutory procedures outlined in the Local Government Act 2002.
Measures and targets 90% of full Council meetings are open to the public.
2007/08 Performance
+ +
91% 3287
2000 new citizens receive their citizenship from North Shore City Council. Community Board expenditure is within 90% of programmed budget. Community Boards allocate a portion of meeting time to public access each month. Council is represented by two Councillors on each Community Board. All Community Boards report to council on a two monthly basis. Number of upheld challenges received over decision making deficiencies is zero. Current City Plan in place at all times. Number of upheld challenges received over the processes used to change the City Plan is zero.
All
Cost and Efficiency
37.5%
All
Quality
100% achieved
All
Quality
100% achieved
All
Quality
100% achieved
All
Legislative
0 challenges
All All
Quality Quality
100% achieved 0 challenges
Note 1:

Percentage of meetings held in public Target 2009/10 = 90%

100% 80% 60% 40% 20% 0% 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23 92% 91% 91%
Number of new citizens receiving their citizenship certificate from North Shore City Council Target 2009/10 = 2000
4,500 3,850 4,000 3,287 3,500 3,275 3,000 2,500 2,000 1,500 1,000 500 0 2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
$120 $100 $80
$76 $60 $62
$60 $40 $20 $2006/07 2008/09 2010/11 2012/13 2014/15 2016/17 2018/19 2020/21 2022/23
3,500 3,000 2,500 2,000 1,500 1,000 500 0 1,148
Number of submissions received to the City or Annual Plan
For information, topics receiving the most submissions in the last three years have been: (as a percentage of total submissions received) 2005/06 2006/07 2007/08 23% 53% 33% 8% 33% 32% 20% 25% 27% 3% 3% 3% 5% 8%
203 2006/07
280
2008/09
2010/11
2012/13
2014/15
2016/17
2018/19
2020/21
Note: Peaks are City Plan years, troughs are Annual Plan years.
2022/23
Transport Parks and Reserves Rates Albany Recreation Facility Long Bay Economic Initiatives
Financial graphs - Governance and Leadership

Governance and Leadership operating expenditure
12 9.8 10 8.4 7.7 8 6.5 $m 6 4 6.5 2 20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
12
Governance and Leadership income
9.0 7.1 6.1 6.3 7.4 7.5 8.0 8.2
8.7
8.9
9.4
10 8.4 7.7 8 6.5 $m 6 4 6.3 2 6.0 6.2 8.0 7.9 8.1 8.7 8.6 8.8 6.1 6.3 7.1 6.7 6.9 7.4 7.5 8.0 8.2 9.0 8.7 8.9
9.8
9.4
6.7
6.9
6.1
6.3
7.1
6.7
6.9
7.7
7.4
7.5
8.4
8.0
8.2
9.0
8.7
8.9
9.8
9.4
6.8 6.6 6.8 7.4 7.3 7.4
9.3
9.3
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
For the years ending 30 June General rates and other revenue User charges Total
Council Services
The Council provides internal corporate services to support its significant activities. This covers: Property Services, Corporate Support
Property Management/Commercial Property

The council owns and leases a number of properties to help it deliver services to the community. These assets may be operated by the council for the provision of services such as libraries, administration, recreation and leisure facilities, community facilities and the Civil Defence headquarters. Nearly 600 leases, comprising land or land and facilities, are administered for community purposes including sports clubs, Scout and Girl Guide activities, arts and cultural activities and community houses. The council needs to ensure all its property assets are properly maintained and operate efficiently. It is also important that long-term maintenance plans recognise changing community needs. These changes can stretch the facilities, or they can become inappropriate to a new use. As a leader of the community it is also important that the council leads by example and promotes energy conservation and other initiatives. Through the development of its own property assets, the council can influence and enhance the character of the citys natural and built environment. The council has decided to provide this service through in-house planning and administration with a mix of in-house and contracted service delivery.
Corporate Support
The council provides a number of support activities to help deliver services to the community. It is important that these activities operate effectively and efficiently and are responsive to community needs. The council seeks to provide the highest levels of customer service to the community. To do this we need to have the right infrastructure in place for administration, operating our area offices, providing information and communicating with the citys people. We also need sound financial management supported by annual and long-term financial planning. New technologies provide opportunities for the council to provide better and more responsive services to the community and to operate more efficiently. The council is also working with other councils in the Auckland Region on ways to deliver its services more effectively and reduce operational costs. Corporate support includes the office of the Chief Executive, financial management, revenue collection, information management, area offices, communications and human resources. The council has decided to provide this service through in-house planning, administration and service delivery.
Strategic priorities for 2009/12 Key projects

Reviewing and facilitating the councils changing accommodation needs Reviewing and updating property asset management plans to ensure properties are
Key Decision Area Victoria Wharf (Please refer to Module 1 - Summary, page 14) The council needs to make a decision about the future of Victoria Wharf. Five options have been developed, from removal to rebuild. Feedback will assist the council in its decision-making. The Decision The council resolved to increase the budget for safety works to $5m over years 2014-16.
properly maintained
Reviewing and upgrading the asset management plan system Enhancing the councils Energy Management Policy Reviewing the councils asset portfolio, ownership, use management and disposal
options
Consolidation of the councils planned maintenance for all plant and machinery
North Shore City Council City Plan 2009-2024 - Module 3 - Council Services Page 177
Service Delivery
A people facing organisation serving with pride ... the transformation programme Introduction The council is responsible for the provision of services, facilities and governance in and around the city's infrastructure, community, and environment. At the heart of council operations is the need for an ongoing capability to effectively meet our customer's needs and expectations. In line with many organisations, and now governments, around the world, the council has recognised that it must embrace new ways of reaching and interacting with the people, citizens and customer groups (these roles are described as "customers"). The realisation that organisations must become more focused on their audiences and customers has been evolving for some years. Programmes such as e-government or transformation are being developed and implemented throughout the world. A common theme in all these programmes is to move organisations from being "process centric" to "customer centric". What this means is that interaction and services are developed and implemented so that they meet the needs and values of the customer ("services" covers interaction, information exchange and service delivery). The customer is empowered in two ways 1. Firstly the service is built on needs and values that the customer articulates 2. Secondly technology is used to enable the customer to engage using channels of their choice. Experience is telling us that channels such as the Internet, mobile communications and the emerging technologies of Web 2.0 are where customers want to engage. The council has a large regulatory range of services and one of the principles going forward is that compliance by the customer must be made easy. Services must be end to end without handoffs, they must be totally transparent to the customer and they must achieve joint outcomes that meet both parties' needs. Delivery of services must result in the same outcome and standards irrespective of the channel used.
Transformation Model The council has adopted the following model for its Transformation Programme: Figure 1 - Council's Transformation Model
At the centre are people. This signifies that because we are a service organisation what people want is the key to what we do. Our services begin with engagement. The first step is to engage with customers, whether as individuals or as customer segments, and agree their needs and values for a particular interaction or service. The next step is to design services in conjunction with customers so that the service meets their needs and the needs of the council. Only after we have agreement with customers on how the service will be delivered do we build that service. The final step is to deliver the service in a way which exceeds our customer's expectations using tools that the customer wants and which are appropriate for the service. There will be constant monitoring to continually improve service delivery. This model is relevant for new services and the rebuilding of existing services and all transformation programmes and projects will follow this model. Channels For interaction and service delivery the council has identified a hierarchy of channels, which reflect customers' preferences as follows: 1. Primary Digital channel 2. Secondary Contact centre 3. Tertiary Face to face The digital channel should enable customers to initiate and drive the service experience from their place and in their time. It should be free of interruptions and should provide a seamless, end-to-end service experience. This digital channel will use tools such as a transactional website, text message services, Web 2.0 capability, video and other emerging technologies. The contact centre channel is for those customers who need assistance with a service or whose preference is to use a voice channel. The face-to-face channel should be the last channel of choice and generally will be on an appointment and chargeable basis. The service experience irrespective of channel will be the same as all channels will use the same knowledge base and service processes. The contact centre and face-to-face channels will deliver strong messages that the preferred channel is the digital channel.
Delivery Architecture The council has identified that development will be needed to achieve the transformation vision. In particular a web portal that facilitates service delivery will be required. This portal will need to provide two-way seamless data flows and provide full visibility into a transaction's life cycle. It will also need to employ a powerful search capability to facilitate customer's searches for information and services. The transmission of documents and information will be an important capability because the council operates many processes based on large information sets (such as Computer Aided Design - CAD drawings), which traditionally are processed using paper as the medium. A key element will be the development of indices by customer to build a profile of that customer's interactions to provide them with a personalised portal and also to provide analytical data to better understand customers' needs and values. To ensure customers can use the Web for all types of interactions and services there will be a web wizard approach to help people navigate through each interaction or service. Various techniques such as video, voice prompts and if required instant messaging with a council staff member will be employed to make sure that a person can drive the experience themselves.
Council-Controlled Organisations
Council representation in external organisations
In order to achieve its objectives for North Shore City, the council is involved and represented in a number of external organisations including partnerships, trusts, joint ventures and companies. The Local Government Act 2002 classifies these external relationships into three categories, being: Council-controlled trading organisations (CCTOs) Council-controlled organisations (CCOs) Council organisations (COs)
Council policy on representation

At the Strategy and Finance Committee meeting of 17 June 2003 it was resolved: That when considering any present or future council representation on current or new council organisations (includes council organisations (COs), council controlled organisations (CCOs) and council controlled trading organisations (CCTOs)), the council organisation needs to meet one or more of the following criteria: That the organisation has a significant role in delivering or contributing to community outcomes on behalf of the council Where the council has a strong financial interest in the organisation, e.g. through loans, guarantees or shareholding Where there is a statutory requirement to be involved
These are defined as:
Council-controlled trading organisations

CCOs that operate a trading undertaking with the intent of making a profit
Other requirements
As a community leader, the council will from time to time respond to requests for councillors, community board members or council officers to serve on various community organisations. However, where the council consents to put forward a representative it will be on the basis of a specific invitation from the outside organisation and not as an appointment by the council Where the council directly appoints a member of a board, trust or other outside organisation (other than a joint committee), it is bound by the provisions of Section 57 of the Local Government Act 2002. This section requires that the council must use a transparent and objective process for the appointment that matches the skills, experience and knowledge required for the position to the demonstrable abilities of the potential appointees These restrictions do not apply to the appointment of board members, trustees or other office holders of outside organisations by community boards
Council-controlled organisations
Any organisation controlled by one or more councils, directly or indirectly, through 50 per cent or more of the votes at any meeting of the members or controlling body of the organisation Any organisation controlled by one or more councils has the right to directly or indirectly, appoint 50 per cent or more of the trustees, directors, or managers (however described) of the organisation
Council organisations
Any organisation in which a council controls, directly or indirectly, one or more of the votes at any meeting of the members or controlling body of the organisation Any organisation to which a council has the right to directly or indirectly, appoint one or more of the trustees, directors, or managers (however described) of the organisation
North Shore City Council City Plan 2009-2024 - Module 3 - Council-Controlled Organisations Page 181
The following table sets out the CCTOs, CCOs, and COs that the council has involvement in. It also explains what the organisations do and how their performance is measured. Council-Controlled Trading Organisations (CCTOs)
Organisation NSC Holdings Ltd Ownership 100% ownership of shares in registered company Representation (Total Members) 2(2) Why does it exist? (Why we own/control it) What does it do? (Nature and scope of activities0 Since 1 September 2006 the company has one activity Property owning/ management. The sole property is at Paul Matthews Road in Albany. What are its performance measures? (Key performance targets) The 2008/09 Statement of Intent has four performance targets To achieve market related rentals on all investment properties owned by the company To maximise the value of all properties owned or managed by the company To manage properties in a socially and environmentally acceptable manner To achieve an overall return on any surplus funds invested with recognised Trading Banks at least equivalent to the Official Reserve Bank Cash Rate as determined by the Reserve Bank from time to time
1 September 1995 - Set up as a maintenance company (NSM Contracting Ltd) 1 September 2000 - sold business to Techscape Ltd 31 August 2006, Techscape Ltd sold 26 February 2007 changed name to NSC Holdings Ltd
Council-Controlled Organisations (CCOs)

Organisation Auckland Regional Transport Authority (ARTA) Ownership Representation (Total Members) TLA's/ ARC collectively appoint all 15 members of the appointments panel, with this council being able to appoint 1 member. Why does it exist? (Why we own/control it) Established on 1 July 2004 by the Local Government (Auckland) Amendment Act 2004. What does it do? (Nature and scope of activities0 ARTAs aim is to continually move towards the regions long-term transport goals, as described by the Regional Land Transport Strategy (RLTS). The RLTS outlines the requirements for an effective and efficient transport system that is able to cope with the demands of many more people living and working in the region in the future. ARTA sets out how it proposes to give effect to the RLTS in plans, which include: the Auckland Land Transport Programme, the Passenger Transport Network Plan and the Sustainable Transport Plan. What are its performance measures? (Key performance targets) ARTA is responsible for planning, funding and developing an affordable, integrated, safe, responsive, and sustainable Auckland land transport system. ARTAs prime role is to plan for Aucklands transport system, recommend funding from the New Zealand Transport Agency, and to contract with Auckland transport companies and other transport providers.
Organisation Auckland War Memorial Museum
Ownership
Representation (Total Members) 7 TLA's collectively appoint 5 out of 10 trustees
Why does it exist? (Why we own/control it) The Auckland War Memorial Museum Act 1996 requires the participation of the Auckland region's local authorities in the governance and financing of the Auckland War Memorial Museum.
What does it do? (Nature and scope of activities0 The museum's mission is to collect and care for our communities' treasures in order to tell object based stories in a way that stimulates mind and spirit.
What are its performance measures? (Key performance targets) The Museum's 2008/09 Annual Plan has the following goals: Increase the value and appeal of the Museum for all, while recognising the special place of Maori.To have a leading team and be the museum where the best people want to work To be New Zealand's leading object-based learning and research centre To be the pre-eminent place where people come to honour our war dead and understand and reflect on our role in times of conflict
Enterprise North Shore Trust
Council appoints 100% of Board.
Enterprise North Shore Trust was established in 1993 as a charitable trust in terms of the Charitable Trust Act 1957.
The trust's purpose is to facilitate business investment, employment and economic development for the benefit of North Shore City.
The 2008/09 Statement of Intent has four service delivery channels that will be focused on: Targeted Business Establishment and Retention - this involves a variety of programmes including the Targeted Business Attraction Programme (TBAP) which focuses on larger businesses in the areas of technology, health education and sport. Other programmes under this theme include providing the Starting Off Right programme, and new venture creation and innovation Education and Employment Connections - the main thrust of this theme is the North Shore Skills and Employment Programme. It also includes the Youth Enterprise Scheme, and the Excellerator seminars and workshops Business Development and acceleration - this theme involves activities around the business mentoring service, the North Shore Business Investment Network, cluster facilitation and involvement with Business Improvement Districts Business Information, Promotion and Excellence research and economic impact information, running the NZ Business Excellence Awards and network and city/sector/event promotion
Organisation North Shore Domain and North Harbour Stadium Trust Board
Ownership
Representation (Total Members) Council has a right to have two out of four representatives on the board appointment panel.
Why does it exist? (Why we own/control it) The North Shore Domain and North Harbour Stadium Trust Board were established as a charitable trust in terms of the Charitable Trust Act 1957. As the council owns the land on which the stadium is located, in the event of default the North Shore Domain and North Harbour Stadium building will revert to council ownership.
What does it do? (Nature and scope of activities0 The trust's purpose is to establish and maintain a sporting facility of international standard for the public and in the interests of social and community welfare and recreation.
What are its performance measures? (Key performance targets)
As per the 2008/09 Statement of Intent Strengthen the balance sheet Contribute to NSCC Albany Master Plan Be a first class operator Develop high performance culture in governance and management
NZ Local Authority Traffic Institute Inc (TRAFINZ)
TLA's collectively appoint 100% of board members.
TRAFINZ started as the NZ Traffic Institute, to represent those councils with their own departments for the enforcement of both traffic and parking regulations. TRAFINZ works under an agreed protocol with Local Government New Zealand with a clear brief to make a significant difference in terms of government policy and regulation. Potential candidate for CCO exemption.
TRAFINZ Represents local authority views on road safety and traffic management in New Zealand Lobbies the government, to influence decision making on road safety and traffic issues Acts as a forum for collectively pursuing traffic issues of interest to local authorities, and for sharing information and advice and for sharing information and advice
TRAFINZ aims to pool the expertise of local authorities, to investigate and advocate solutions that authorities may not be able to achieve on their own. It's specific objectives are:
To provide or advocate public mobility, including the planning, provision and management of roads, public transport and parking To promote the safe use of roads by all citizens, through education, engineering and enforcement To ensure that the environmental impact of traffic movement is recognised and treated sensitively To ensure that the Government and its agencies are aware of the needs of local authorities and their communities, and are effective in meeting those needs
Council Organisations (COs)

Organisation
Auckland Regional Amenities Funding Board
Ownership
Representation (Total members)

Seven TLAs collectively appoint six out of ten board members.
Why does it exist? (Why is council involved?)

The Auckland Regional Amenities Funding Act 2008 (the Act) initiated the participation of seven of the Auckland local authorities in the governance and financing of the specified amenities named in the Act. Schedule 4 paragraph 1(2) of the Act states the funding board is not a CCO for the purposes of the LGA 2002.
What does it do? (Nature and scope of activities)

The Auckland Regional Amenities Funding Board must act in accordance with the purposes of the Act, which is to establish a mechanism to provide adequate, sustainable, and secure funding for specified amenities that, by providing arts, education, rescue, or community facilities for or services to the Auckland region: (a) contribute to the well-being of the region; and (b) contribute towards making Auckland a vibrant and attractive place to live. LGNZ has the following key goals: To secure national policies and legislation that support effective local governance To provide support for and services to local authorities to enhance local governance
Local Government New Zealand Inc
Specifically exempted as a CCO in accordance with Section 6(4)(e) of the LGA 2002. Local Government NZ (LGNZ) is: The national voice of local government, The champion of best practice in the sector.
LGNZ represents the diversity and local democracy of local government, the metropolitan areas, the districts, the rural communities and the regions. Marine Education and Recreation Board (MERC) One (12-20) MERC was set up as a Charitable Trust in 1990. Now called the Sir Peter Blake Marine Education and Recreation Centre (MERC). MERC is based at the south end of Long Bay Beach. It runs outdoor education programmes for all ages. MERC aims to be a nationally recognised marine centre providing a diverse range of quality programmes to a cross section of NZ communities. MERC is committed to providing opportunities for personal growth and development. MERC has a core value statement which is: Sir Peter Blake Marine Education & Recreation Centre will act with professional, social and environmental integrity to deliver enjoyable inspirational and safe programmes accessible to all people, including disadvantaged children and families, in an encouraging compassionate, tolerant and trust-worthy setting.
Organisation
Museum of Transport and Technology (MOTAT)
Ownership

Seven TLA's collectively appoint six out of 10 board members.
Why does it exist? (Why is council involved?)

The Museum of Transport and Technology Act 2000 initiated the participation of the Auckland local authorities in the governance and financing of MOTAT. MOTAT was exempted from being a CCO by an exemption order effective 9 June 2005. The Governor General by Order in Council made this exemption under section 7(1) of the LGA 2002, on the recommendation of the Minister of Local Government.

MOTAT's core strategies are Care of the Collection: including storage, security and documentation, conservation and restoration of artefacts Care of the people: to continue to introduce people-focused policies and procedures that support an environment which provides opportunities for all MOTAT people to develop and gain satisfaction from the roles they play Museum experience: an enhanced experience for customers that will come from the quality of the stories MOTAT tells Site and Environment: will continue to balance the need to maintain and improve existing facilities Provides for the custody, care, exercise, release and disposal of dogs for both NSCC and RDC.
Northern Animal Shelter
North Shore City Council (NSCC) and Rodney District Council (RDC) will jointly design, construct, own and operate an animal shelter facility.
In order that NSCC and RDC can meet their respective long term statutory requirements for the custody, care, exercise, release and disposal of dogs and implement of their dog policies under the Dog Control Act 1996. This is a small, non-profit council controlled organisation exempted as a CCO under section 7(3) of the LGA 2002, by council resolution on 27 August 2008. The council is required to review this exemption within three years after it is granted, i.e. before 27 August 2011. The North Shore City Performing Arts Centre Management Board Trust was established as a charitable trust in terms of the Charitable Trust Act 1957. The North Shore Events Centre Trust Board was established as a charitable trust in terms of the Charitable Trust Act 1957. The North Shore Heritage Trust was launched in 2002 as a charitable trust in terms of the Charitable Trust Act 1957.
North Shore City Performing Arts Centre Management Trust (Bruce Mason Centre Trust Board) North Shore Events Centre Trust Board
One Councillor (non-voting advisor/liaison) One Councillor (non-voting advisor/liaison) One (7 - 9)
The trust's purpose is to manage the North Shore City Performing Arts Centre, the Bruce Mason Centre in Takapuna, on behalf of the council. The trust's purpose is to manage the North Shore Events Centre on behalf of the Council.
North Shore Heritage Trust
The Trust's purpose is to raise public awareness about and encourage the retention of the city's heritage. Along with providing advice and encouragement to owners of heritage properties in the city, the Trust administers a fund that is used to provide grants of up to $5,000 towards the restoration and repair of heritage buildings.
Organisation
North West Auckland Airport Limited
Ownership
30% owned by Waitakere City Council (WCC) , Rodney City Council (RDC) and North Shore City Council. 3.7% 100% owned by TLA's.

TLA's appoint 1 Board Member each, but a board has not been appointed to date.
Why does it exist? (Why we own/ control it)

North West Auckland Airport Ltd was established by WCC, RDC, NSCC and Infratil, as a vehicle to lobby for and then establish a civilian airport operation at the Whenuapai Airforce Airbase. The present council opposes the development of a civilian airport at Whenuapai and therefore is taking no active role in the Company.

Currently North West Auckland Airport Ltd is a non-active shelf company with 100 $1 shares.
NZ Local Govt. Insurance Corp. Ltd (Civic Assurance) This includes its subsidiaries such as Riskpool.
Established by local government and owned by local authorities for the purposes of providing insurance, mutual funding and alternative risk financing products for local government and public sector organisations. Specifically exempted as a CCO in accordance with Section 6(4)(f) of the LGA 2002. Historic shareholding which is unable to be sold. Formed in 2002, the Waitemata Harbour Cleanup Trust is a charitable organisation that oversees the removal of litter from Auckland's Waitemata Harbour and inner gulf islands, and promotes the concept of clean, rubbish-free waterways. This is a small, non-trading entity. Exempted as a CCO under Section 7(3) to (7) LGA 2002 by a council resolution on 3 March 2006. The council is required to review this exemption within three years after it is granted, i.e. before 3 March 2009. Compliance with being a CCO (e.g. preparing a statement of intent) would not add value to what is currently reported and would effectively waste time and effort.
Provides tailored insurance policies for local government organisations, but competing in the open tender market. It is the council's primary insurer for the majority of its insurance policies.
Waitemata Harbour Cleanup Trust
Four TLA's, the ARC plus two 100% owned companies (Ports of Auckland and Watercare) appoint 100% of board members.
The Ports of Auckland provided a 6.5 metre boat, the Phil Warren, for litter retrieval and removal. The crew of the Phil Warren scoops up a wide variety of rubbish from the Waitemata Harbour including plastic wrap and tyres. Kayaks or a flat-bottomed punt are used to clean along the shoreline and beaches as well as in estuaries and mangrove areas.
Watercare Services Ltd
11.5% 100% owned by six TLA's
Six TLA's collectively appoint 100% of board members.
Watercare was established as a company in an amendment to the Local Government Act 1974. This set out the shareholding percentages. Specifically exempted as a CCO in accordance with Section 6(4)(g) of the LGA 2002.
Watercare is in business to provide clean, safe bulk drinking water and environmentally responsible wastewater services to Auckland at the lowest cost, while ensuring the long-term integrity of its assets.
Other organisations that council has representation on, that are NOT council organisations
Appointment by invitation, co-opted and not as of right
Historic Places Trust (Auckland Branch Committee) NS Education Trust (in association with Project K)
Reference groups - No independent decision-making ability

Auckland Regional Physical Activity and Sport Strategy Group (ARPASS) Youth Council Advocate
Miscellaneous
Auckland Regional Community Board Association - no council appointment rights, community board members are not 'Councillors' NS Centre for Maritime Education (Trustees) - Appoint 1 out of 10, but not council's appointment right, but theoretically the Birkenhead/Northcote Community Board Torbay Historical Society (Vaughan Homestead Management Committee) - The council representative oversees the management contract with the ARC/Torbay Historical Society
Joint committees with another local authority or other public body (LGA 2002, Schedule 7, c30)
ARC's Civil Defence Emergency Management Group Committee Auckland Regional Economic Development Strategy Support Group Auckland Regional Growth Forum Auckland Regional Amenities Funding Board - Electoral College Auckland War Memorial Museum - Electoral College Hauraki Gulf Forum (1 of 23) - deemed joint committee Local Government NZ (Zone1 & Metro) Museum of Transport and Technology (MOTAT) - Electoral College Northern Corridor Steering Group Regional Transport Committee Watercare Services Ltd Shareholders Representative Group (SRG)
Water and Sanitary Assessments
North Shore City Council City Plan 2009-2024 - Module 3 - Summary Water Services Assessment Page 189
Summary Water Services Assessment

Adopted June 2005
Water Services assessment

The following process was used to report on the outcomes of the assessments:
Step 1: Detailed Risk Assessments using the NSCC and Ministry of Health methodology looking at risks to health and the environment as a basis for identifying the issues to be considered. The outcomes of these assessments can be found in the appendices of the technical reports. The value of using the risk assessments was limited because a number of risk-ratings appeared to be high but were controlled by existing processes and therefore could be considered as business-as-usual. Also, the sheer amount of information would clutter this report, which called for a more summarised approach. Therefore the following step was identified: Step 2: Issues identification. These are issues that were identified through the risk assessment that need further work and/or should be improved. These issues are flagged in the risk assessment tables and transferred to separate issues tables. These can be found in the body of the technical reports Step 3: Option analyses. For all the issues, options were identified and assessed. The recommended options were then addressed in more detail looking at issues such as the role of council, at practicality and costs. Step 4: Recommendations. The recommendations that need feedback through community consultation are flagged in these tables (significant, likely community interest). It should be noted that any recommendations that will affect community outcomes and/or budgets will be incorporated in the 2009/24 or future plan process and are therefore not automatically accepted. Where appropriate the rationale behind the recommendation is given underneath the table with recommendations.
1.
Serviced areas within the metropolitan urban limits (MUL)

All three water services are catering for existing needs Plans and programmes are in place to ensure that the three water services continue to meet the needs of the community into the future, e.g. Project CARE Asset Management Plans are a key component to ensure an ongoing service to the community; these are being updated on an annual basis Levels of service and budgets were adopted in the 04/14 City Plan
1.1 Three Waters General
1.2 Water supply

Watercare Services Ltd provides the bulk water supply to North Shore City. There is a bulk water supply contract in place that ensures an ongoing provision of bulk water to North Shore City (quantity and quality). North Shore City Council owns and operates the local water supply reticulation and on-sells the water to its customers. There is a high level of customer satisfaction and NSCC is committed to continue to provide this excellent service. There is a separate report in the report bundle on water demand management initiatives. The assessment has identified the following issues, summarised in Table 1.
Table 1: Water supply - serviced areas: issues Ref ws.a Issue Inadequate chlorine residual levels Comments Can result in increased bacterial levels and ultimately affect the quality grading. Inadequate residual levels necessitate more flushing as reactive maintenance. The need for improvement in this area was already identified outside the assessments.
ws.b
Security of supply through trunk mains
NSCC receives bulk water through two trunk mains under the Auckland Harbour Bridge and under the Upper Harbour Bridge. Although there is back-up storage and the risk of these mains failing is considered relatively low, there is very limited contingency built into the system in the event a failure happened and could not be repaired within a day. The need for improvement in this area was already identified outside the assessments.
ws.c
Security of supply, other
Power outage of more then two hours can affect water supply in some areas, i.e. areas serviced by booster pump stations. The need for looking at security of supply in general was also identified outside the assessments.
ws.e
Localised un-reticulated areas
A few areas within the developed urban area havent been reticulated. This mainly concerns a few streets coming off Upper Harbour Drive. The need for improvement in this area was already identified outside the assessments.
Some comments regarding the use of tank water for potable use: Council cannot prevent people using tank water for potable use Tank systems are not always adequately maintained, with an increased risk of (bacterial) contamination Using reticulated water is therefore preferred for potable use for health reasons Council can make the property owner aware of this choice and the (health) implication but because the existing or historic use is consented it is not possible to enforce connection. There is also a downside to connection when the property owner decides to use the reticulated water for all uses. This would increase stormwater run-off from the site with potential adverse effects. Rules and processes need to be put in place to prevent that happening Council has a policy to not allow connection to a water supply system if the property is not connected to a reticulated wastewater system
The recommended actions to address these issues are shown in Table 2:
Table 2: Water supply -serviced areas: issues and recommendations Ref ws.a Issue Inadequate chlorine residual levels ws.a.1 Recommendation Investigate booster chlorination Network modelling to better understand residual patterns Continue and optimise flushing Assessment of impact of failure and option analyses Impact assessment and option analysis for most concerning areas Comment Already underway and budgeted for by WaterCare. $0 Cost (range) Consult Y/N N Priority H
ws.a.2
These might trigger further improvements.
$15,000 pa
ws.a.3 ws.b Security of supply through trunk mains ws.b.1
Business as usual. By Watercare and NSCC. Recommendations will be presented before approval. Security of service has never been comprehensively assessed. Includes but not limited to failure of power supply. Needs regional, council, pressure zone and local level. Closely related to ws.b. --
$0 $20,000 - $50,000
N N
ws.c
Security of supply other aspects
ws.c.1
$30,000 - $80,000
ws.d
Leaching of heavy metals from private plumbing systems
ws.d.1
NSCC request MoH to educate and/or regulate
$0
ws.e
Localised unreticulated areas Use of tank water in reticulated areas for potable use
ws.e.1
NSCC provides reticulation Register
Already budgeted for.
ws.f
ws.f.1
All rain tanks (already under way) and their use (potable vs non-potable).
internal
ws.f.2
Education
Provide information to property owners on-site systems. Develop policy where the non-potable use is retained for stormwater mitigation where required.
$5,000 - $10,000
ws.f.3
Policy
$2,000 - $5,000
Notes: Regulation was considered but not recommended because there are no known problems in North Shore City Council that would warrant a more formal approach.
1.3 Wastewater
Through Project CARE a 20-year improvement programme was adopted to reduce the number of wet weather overflow events from more than 12 per year in 2001 to no more then two per year in 2020. Budgets were approved and included in the 01/11 LTFS and the 04/14 City Plan. In addition to project CARE, NSCC is in the process of obtaining network consents for the continued operation and maintenance of the wastewater (and stormwater) network. As part of this process business processes, operation and maintenance of the system and design requirements are being reviewed. These actions are well under way. The assessments have identified the following issues, summarised in Table 3: Table 3: Wastewater - serviced areas: issues Ref ww.a Issue Prolonged power failure causing dry weather overflows Comments NSCC has carried out a risk assessment and provided back-up power supply where found justified such as connections for generators, duplicate power supply from other grids and emergency storage. It is believed that this risk is adequately managed, but there will always be a residual risk, especially if there was a prolonged power failure from the national grid. There are areas in NSC, which have been provided with wastewater reticulation but where original on-site disposal systems are still in place. There are also some more recent cases where reticulation was not provided for, for various reasons, and new on-site disposal systems were allowed. In some cases these have provided some difficulties.
ww.b
On-site disposal in reticulated urbanised areas
Table 4: Wastewater-serviced areas: issues and recommendations Consult Y/N N
Ref ww.a
Issue Prolonged power failure causing dry weather overflows ww.a.1
Recommendation Six yearly review of risk assessment and improvement programme Maintain a register of onsite disposal systems (PIR) Education
Comment Was done before. This action makes sure that outcomes are updated on a frequent basis.
Cost (range) $10,000
Priority L
ww.b
On-site disposal in reticulated urbanised areas
ww.b.1
Already in place.
internal
ww.b.2
Provide information to property owners on on-site systems. Provide policy under what circumstances new on-site disposal systems can be allowed.
$5,000 - $10,000
ww.b.3
Policy
$5,000
Notes: ARC provides and monitors discharge consents ARC TP58 provides guidelines for on-site disposal NSCC has a general role in terms of looking after health issues of its community Environmental protection has means to enforce improvements when health and/or environmental issues arise Council policy is to charge for wastewater when services are within a certain distance from the property boundary and/or dwelling Regulation was considered but not recommended because there are no known problems in North Shore City that would warrant a more formal approach
1.4 Stormwater
The risk assessment indicates that North Shore City Council is taking an innovative and proactive approach to managing stormwater issues in the city and that there are processes in place such as the Stormwater Strategy 2004 (including policy development, changes to IDSM, bylaws and District Plan where needed, internal processes and education initiatives), Project CARE and North Shore City Council asset management planning to manage risks effectively. Issues identified are limited and relate to relatively minor opportunities for improvement. They do not indicate a need for major new initiatives or fundamental changes to current North Shore City Council stormwater initiatives and practices. While some parts of the developed areas do not have a reticulation system, the approach that has been taken in the context of the assessment is that NSCC has a programme in place to deal with this issue. This programme has been given a high priority and additional funds as part of 2004/14 City Plan. A summary of this programme is: Increased budget envelope for improvement works to approx $11m per annum to address flooding, stream protection and contaminant management Develop policies to put controls in place to reduce the impact of stormwater on the receiving environment. This includes changes to the District Plan, reviewing bylaws, design manual, education, etc Develop integrated catchment plans (ICMPs) that identify improvement works to address issues where level of service are not met and to deliver on other objectives such as stream protection No additional issues and recommendations are required.
2.
Un-serviced areas within the metropolitan urban limit (MUL)

The areas that are currently not serviced but that are within the MUL are typically in Greenhithe, Albany and Long Bay. It is the intention that properties in these areas will be serviced when development occurs in the area. There have been cases where on-site disposal was permitted for new developments. In some cases these have provided difficulties because the on-site disposal area was reduced due to further site developments. It is important that the proposed policies ensure that properties can be connected when development occurs, and identify the circumstances under which on-site solutions are acceptable
2.1 Three waters general
3.
Un-serviced areas outside the MUL (rural areas)

NSCC has no obligation to reticulate the un-serviced areas outside the MUL. It however has an obligation to provide advice and can choose to educate and regulate. When NSCC chooses to reticulate parts of the rural areas then there will also be a service provider role. As a service to the community NSCC also provides tanker facilities to enable on-site water supplies to be replenished.
3.1 NSCCs responsibility
3.2 Three waters general

NSCC currently has no plans in place to reticulate any areas outside the MUL. These areas are largely in Paremoremo (with the exception of the prison and Paremoremo Village), Albany North and Okura (with the exception of Okura Village). There is no formal policy on how NSCC would assess a proposal to reticulate some of these areas. This assessment will be used as an opportunity to review and formalise NSCCs position.
3.3 Water supply

The assessments have identified the following issues: Table 5: Water supply un-serviced areas: issues Ref ws.g Issue Inadequate quality and quality of water Comments Rain tanks have a limited storage capacity with a higher risk of shortage than reticulated supply. Tanker services are available which can provide water into private systems if shortages occur. There is an elevated risk to health as a result of the use of tank water for potable use that can be contaminated by roofing materials, roof coatings or contaminants on the roof surface. These risks can be managed to acceptable levels with well designed, maintained and operated systems. There is generally no evidence of significant health issues associated with private water supplies in rural parts of North Shore City. In other words, the risk is found acceptable and manageable.
ws.h
Asset management of private system in Paremoremo Village
The reticulation system in Paremoremo Village is privately owned and operated. At this stage it is unknown whether the management of this system is comparable with the NSCC system. There is a risk that when problems arise with this system the community of Paremoremo Village will expect the council to act (community outcomes).
Table 6: Water supply-unserviced areas: issues and recommendations Consult Y/N Y
Ref ws.g
Issue Inadequate quality and quantity of water ws.g.1
Recommendation Education.
Comment NSCC to educate rural community on tank water issues and related maintenance Where possible work together with other local network operators. Cost / benefit analyses. See notes. Need written commitment from community before final implementation. NSCC to develop a policy identifying circumstances where water supply reticulation can be extended to service properties in the rural areas (see also wastewater.)
Cost (range) $5,000 -$15,000
Priority M
ws.g.2
NSCC to consider providing reticulated water to Okura Village.
$10,000
ws.g.3
Water supply rural area policy.
$10,000
ws.h
Unknown asset management of private system in Paremoremo Village
ws.h.1
Investigate long term viability of system.
Assist in generating asset management plan.
$10,000
Rationale: The current approach is that NSCC would not provide water supply reticulation into rural areas outside the MUL. This approach is however not formally adopted as a policy or bylaw. This assessment provides an opportunity to formally consult and adopt a policy. The current policy of no sewer no water prevents connection to the water supply system when the property is not connected to a wastewater system. This policy is for environmental and health reasons and should be retained. There have been situations in the past where this policy was not reasonable and exceptions have been made. Okura Village: Okura Village is serviced by a wastewater system. The community might have the expectation that they will be serviced by a water supply system. Okura Village is zoned residential but is outside the MUL. It is not practicable to provide reticulation to Okura Village at any cost. Any final decision would depend on the outcome of consultation and the economic viability of an extension. An extra reservoir in Vaughans Rd is planned in 2009/10. The design and cost estimates have been based on servicing Long Bay and Okura Village. Providing a reticulated service to Okura Village is estimated at about $1,500,000 or $10,000 per connection. In the other rural areas these costs will be considerable higher (at least $25,000 per lot).
Other rural areas and general: There are exceptions to the above where rural properties are bordering reticulated areas and/or where rural properties are located very close to an existing water main. Reticulation or connection could be arranged at reasonable cost. Alternative services could be considered such as low pressure/low flow with onsite buffer and no allowance for fire-fighting. These options have not been investigated to date. It is questionable whether or not a local community would be prepared to self fund the cost of the reticulation. We can collect development contributions upon connection if the capital works are included in a future city plan (after consultation). We cannot force people to connect (see also section 5). The same rationale applies to Okura Rural and other rural areas such as Albany North and Paremoremo. The only difference would be another zoning and much greater costs per connection. Providing or even considering services to rural areas/ areas outside the MUL can raise unrealistic expectations.
3.4 Wastewater
Table 7: Wastewater - unserviced areas: issues Ref ww.c Issue Inadequate design, operation and/or maintenance of on-site disposal systems Comments In the rural areas there is an elevated risk to health and the environment as a result of the use of septic tanks and on-site disposal. Problems, which can be experienced with this type of effluent disposal include an inability of the disposal area to accommodate the volumes of effluent discharged and contamination of nearby watercourses, or problems related to inadequate design or maintenance. If designed, constructed, operated and maintained to appropriate standards, on-site wastewater systems provide a means of wastewater disposal which meets health and environmental requirements. ARC is responsible for granting discharge consents. TP58: On-site wastewater systems: design and management manual is a guideline that is generally used to assess applications and subsequently to monitor and enforce the consents.
ww.d
Unknown asset management of private system in Paremoremo Village
The reticulation system in Paremoremo Village is privately owned and operated.
Table 8: Wastewater-unserviced areas: issues and recommendations Consult Y/N N
Ref ww.c
Issue Inadequate design, operation and/or maintenance of on-site disposal systems
Recommendation ww.c.1 Register
Comment Maintain a register of on-site disposal systems (PIR) Already partly in place.
Cost (range) Internal
Priority M
ww.c.2
Education
Provide information to property owners on on-site systems. NSCC to develop a policy identifying circumstances under which a water supply reticulation can be expended to service properties in the rural areas. Assist in generating asset management plan.
$5,000 - $10,000
ws.c3
Wastewater rural area policy Investigate longterm viability of system
$10,000
ww.d
Unknown asset management of private system in Paremoremo village
ws.d.1
$10,000
Rationale: ARC has the role to consent, monitor and enforce the discharge from on-site systems NSCC has a general role in terms of looking after health issues of its community Duplication of efforts between ARC/NSCC is not appropriate Waitakere City Council has taken a more active role and requires an inspection regime and provides for maintenance of septic tanks NSCC has limited, justification for regulation over and above ARCs roles in cases where the use of on-site disposal might limit the (recreational) use of its streams and beaches. An example could be whether or not on site disposal will be permitted in Long Bay and if so what requirements would apply (e.g. disinfection) Other cities such as Waitakere have a bylaws and a monitoring and enforcement bylaw in place NSCC has a limited rural area and issues arising from on-site disposal are not causing great concern thus there is no justification for further regulation at this point in time NSCCs Environmental Protection has general tools to act when health issues arise From a customer interface an active role of NSCC seems to be appropriate Any role needs to be co-ordinated with ARC to avoid duplication and ensure consistency To reticulate these areas is not justified because of the very high costs
3.5 Stormwater
The effects on stormwater of developments in rural area are generally minimal because of the relatively low percentage of impervious areas. Very few changes will occur to the hydrology. If any mitigation is required (on a local level) this will be seen as the property owners responsibility. No further actions are recommended.
4.
Un-serviced areas in other councils territory in close proximity to existing reticulated areas
4.1 Water supply and wastewater

Table 9: Water supply and wastewater-unserviced areas outside NSCC: issues Ref ww.# Issue Servicing properties outside NSCC boundaries close to NSCC reticulation Comments There are a number of properties, specifically in Rodney District Council on the north side of Lonely Track Rd and Albany Heights Rd. Properties on the south side are or will be reticulated as development occurs. It is likely that NSCC will be asked by property owners in the north to connect to the NSCC reticulation, water supply and or wastewater.
Table 10: Water supply and wastewater-unserviced areas outside NSCC: issues and recommendations Cost (range) Internal Consult Y/N N
Ref ww.a
Issue Servicing properties outside NSCC boundaries close to NSCC reticulation ww.a.1
Recommendation Agreement with RDC
Comment Enter into discussion with Rodney District Council on possibility to service areas in RDC adjacent to NSCC water and/or wastewater infrastructure
Priority M
Rationale: If connection would be allowed the following would have to apply: No water supply without wastewater (need to ensure increased pressure on on-site disposal would not adversely effect the receiving environment). An exception could be for a discharge consent which is re-applied for and granted by ARC Should be cost-neutral to NSCC The rural wastewater and water supply policies developed for rural areas in NSCC should apply for these cases too
4.2 Stormwater
Not applicable
Summary Public Toilets

2008 Update Since the Sanitary Services Assessment was undertaken in 2005, three of the five 'low performance' public toilets recommended for renewal in that study have been upgraded; those being the facilities at Wainoni Park, Onewa Domain and Eskdale Reserve. Any further upgrades of public toilets within the parks network will be considered once the results of a condition survey of all the facilities, scheduled to be undertaken in 2009, become available. Overall Score Convenience each facility against a number of criteria including hygiene, safety/security, accessibility and convenience. A grade of one was considered unsatisfactory, three considered adequate and five considered as very good. A number of facilities were identified as being less than adequate in several performance factors and are therefore considered as a priority for upgrading as shown in Figure 1.
Communities identified
For the purposes of this assessment it has been determined that public toilets are provided for the convenience of the community as a whole and the provision of this activity does not significantly alter based on the geography or demographic profile of different parts of the North Shore community therefore the assessment assesses the whole district of North Shore as a single community. Type Facility Name Wainoni Park (North, riding club) Sunnynook Park Clay Store Onewa Domain (under Rugby clubrooms) Eskdale Reserve
Safety/Security
Hygiene
Equality
Usage
Park Park Civic Park
2 3 3 2
2 2 3 3
2 2 3 3
4 3 4 4
10.5 10.2 10.0 9.7
Low Medium Low Medium
Asset description
There are 74 public toilets located on parks, reserves and beaches. These toilets are managed by one of three parks agencies: NSCC, Auckland Regional Council or Department of Conservation. All public toilets with the exception of a pit toilet located at Wainoni Park (North) have a reticulated water supply and are connected to the public sewerage system. There are three campgrounds operating in the district, all of which provide disposal facilities for campervans. One campground is owned by NSCC and leased to a private operator. The other two campgrounds are in private ownership. All the waste disposal sites are connected to the council sewerage system. Temporary toilet facilities for events held in the district are provided as required to supplement the permanent toilet facilities. Events held on parks and reserves managed by the various parks agencies require approval, which provides some control over the number of temporary facilities provided.
Park
9.7
Low
Figure 1: Low-performance public toilets
A further list of public toilets considered a priority for upgrading was identified when a weighting was applied to give priority to high-use facilities. These are identified in Figure 2 on the next page:
Current performance
Assessment of the current performance of North Shore City Council public toilets in meeting the expectations of residents and visitors was determined by assessment of
North Shore City Council City Plan 2009-2024 - Module 3 - Summary Public Toilets Page 202
Rank 1 2 3 4 5
Concerns have been raised by the Devonport Business Association about the lack of accessible and safe toilets in the Devonport Village, particularly after 5.30pm. This issue appears to have been exacerbated by the closure of public toilets on the Devonport Wharf. Safety/Security Factored score Overall Score Convenience
Current capacity
The current capacity of public toilets can be calculated by considering the facility opening hours and duration of use. However, in reality public toilets operate at a level far below the theoretical capacity for the majority of the time. It is only during periods of intensive activity at the destination where they are located that they operate at near design capacity. Therefore in calculating capacity it is important to focus on the capacity of the facility to meet demand during periods of peak use. A breakdown of the number of units found in public toilet facilities in North Shore City showing both park and civic use is included below. These are further separated to show destination and other parks. In civic areas those managed by the council are shown as civic. Those provided privately as part of a shopping centre or other similar activity are assumed to comply with building regulations and are not shown. It should be noted that in a male toilet a urinal is counted as a unit. Rank 1 2 3 4= 4= Type Park Destination Mens Womens Unisex Total 83 81 2 166 Other 86 74 11 171 Subtotal 169 155 13 337 69 58 14 141 238 213 27 478 Civic Total
Hygiene
Equality
Facility Name Torbay Shopping Centre Windsor Reserve Balmain Reserve Oxford Terrace 1 Murrays Bay Beach Reserve Balmain Reserve Oxford Terrace 2
Civic Park Park Park Park
3 3 3 3 3
2 3 3 3 3
2 3 3 2 3
4 4 4 5 4
9.2 8.0 7.7 7.3 7.3
High High High High High
Usage
Type
27.5 24.0 23.0 22.0 22.0
Figure 2: Low-performance public toilets (based on level of use)
It should be noted that several of these performance factors such as location and the provision of accessible facilities would be difficult to address by minor modification and would be addressed more effectively at the time that the facility is replaced. It may therefore be some years before all facilities meet a satisfactory standard of compliance in all factors.
Public Health Issues

The identification and consideration of public health issues are an important factor in the assessment. The evaluation of current performance has a strong public health focus and a number of facilities have been considered as a priority for future consideration. Two of the facilities, the pit toilet at Wainoni Park (North) and the mens toilet in King Edward Parade, do not have provision for hand washing. The King Edward Parade toilet is in an urban park and is therefore considered to be below an acceptable hygiene standard.
Figure 3: North Shore City - Summary of current public toilet units
The annual resident survey carried out by NSCC shows that around 55 percent of the population use a public toilet at some time during the year. This survey also provides a basic public toilet use profile for the population (showing an average frequency of public toilet use by respondents) and the split between use of public toilets located on parks and those at shopping centres civic areas. Two methods of calculating the current peak populations at destinations served by public toilet facilities in North Shore City were used, providing an estimated range of
requirements for toilet units of 143 to 256 for parks facilities and 48 to 123 for civic facilities. Based on this information the overall city wide network is suggested to be operating at between 44 per cent and 70 per cent of capacity at peak periods.
(vii) Consideration is given to the development of a public conveniences strategy to guide the upgrading and provision of public toilets and other amenities.
Future demand
The demand for facilities is driven by one or several of the following factors: Deficiencies (perceived or actual) in current provision Development of new destinations District population growth Visitor population growth
Role of NSCC
The council owns and manages a significant number of public toilets within the city to meet the needs of residents and visitors using parks, reserves, shopping centres and other key leisure destinations in the city. In order to meet future demand the council will plan and develop additional public toilets to ensure that demonstrated needs for the public within the district are met. Provision for funding will be identified in the asset management plan and confirmed through the Long Term Council Community Plan. Identification of issues A number of people/organisations were consulted as part of the assessment process in order to identify any issues relating to the provision of public toilets and/or any public health issues. It was considered important to ensure that any issues were identified and addressed through the assessment. The Medical Officer of Health raised a number of issues relevant to this assessment concerning the need for good hand washing facilities, incorporation of facilities for disabled and aged people and to meet parental needs, protection of cleaners from exposure to unnecessary risk and the adequacy of sanitising and cleaning regimes NSCC environmental protection officers raised several issues including issues with several existing toilet facilities which had a lack of adequate signage or handwashing facilities and vandalism issues in some toilets The Auckland Regional Council did not raise any concerns relating to public toilets
District and visitor population growth factors were used to forecast future demand. The North Shore normally-resident population (223,000 as at 30 June 2008) is forecast to grow to around 248,000 by 2016; and domestic and international tourism visits are expected to increase significantly during the same period. The existing district-wide capacity is adequate to meet the growth in resident and visitor numbers. However, it must be noted that this is only representative of the district as a whole and individual facility capacity needs to be assessed separately.
Options to meet demand

The assessment of public toilets has shown that the overall provision is adequate to meet the estimated demand within the district for the 10-year planning period. The demand for additional facilities is driven by a number of factors and is not limited to a deficiency in current capacity. In order to ensure that the demand for public toilets is met, that no public health issues arise and that issues identified through this assessment are addressed, the following actions are recommended: A programme of regular audits of NSCC managed public toilets should be developed to ensure that hygiene standards continue to be consistently achieved Toilets identified with performance issues as part of this assessment are further evaluated to confirm the priority for upgrading Consideration is given to the installation of hand-washing facilities at the mens toilet in King Edward Parade Additional signs are erected to identify the location of toilets in the district to assist public awareness of facility location Options for the provision of an adequate level of after- hours access to public toilets in the Devonport Village are further investigated An approach is made to the owners of Devonport Wharf to re-establish public access to wharf toilets or enforcement action taken
Summary Cemeteries and Crematoria

Adopted June 2005 This assessment considers the adequacy of the provision of cemeteries and crematoria in meeting future demands for disposal of the dead in a controlled, hygienic and dignified manner. to cremation relate to air discharges, radiotherapy effects and devices such as pacemakers. Appropriate operating procedures are in place and documented for public health issues relating to both cemetery operations and cremations. The application of the procedures is audited as part of the ISO certification process.
Asset description
There are seven cemeteries located within the North Shore district, the majority of these being closed cemeteries with the only burials being either a second burial in an existing plot or burial in a reserved plot. All cemeteries within the district are managed by the council with the exception of the Torbay Pioneer Cemetery, which was established by the Anglican parish of St Marys by the Sea in 1928. It is now closed for burials although it does maintain an ash garden available for ash interments. For the purposes of this assessment it has been determined that cemeteries and crematoria are provided for the convenience of the community as a whole, and the provision of this activity does not significantly alter based on the geography or demographic profile of different parts of the North Shore community. Therefore this assessment considers the entire district of North Shore as a single community. Cemetery and cremation services for the North Shore district are currently primarily provided from one location within the district, the North Shore Memorial Park cemetery and crematorium located at 235 Schnapper Rock Road in Albany. The cemetery was opened in 1974 and has an area of 34.55 ha. It is located adjacent to, and overlooking the Lucas Creek and has a westerly exposure. Although the soils are heavy Waitemata series clays which are typically difficult to drain, due to the sloping nature of the site drainage is not a problem. Stormwater from the site drains to a detention basin and wetland area in the lowest part of the site. The crematorium was constructed around 1974 and has been extended on several occasions to meet changing community expectations. The crematorium contains two cremators together with other facilities such as offices, chapel and a recently opened reception lounge.
Current capacity
The current capacity of cemeteries is calculated by considering both the current number of available plots both for burials and ashes and the future demand projections. NSCC cemetery staff calculated the remaining number of burial plots at North Shore Memorial Park based on the current layout plans for the central and northern divisions and the likely layout of the southern division. It should be noted that the number of plots that will be available in the southern division will be confirmed following completion of the development plan for this area. This may necessitate some adjustment to capacity calculations in a subsequent review of this assessment.
Division Central Northern Southern Total

Figure: Burial plot availability
Section All All All
No. of Plots 300 3,820 9,000 13,120
The central and northern divisions of the cemetery are in current use. Based on the demand forecast for new burial plots these areas of the cemetery are estimated to be in active use until 2018/2019. The timing of reaching capacity in these areas of the cemetery occurs in the 2018/2019 period for low, medium and high forecasts. The southern division is forecast to remain open until approximately 2041. This prediction is based on an extrapolation of the 3 per cent annual increase in the number of forecast deaths for the period 2018 - 2021. Detailed population forecasts by district are readily available only up until 2021, thus it is necessary to extrapolate trends beyond this period.
Public health issues

Public health issues in cemeteries include work around graves and potential environmental effects from cemeteries and crematoria to cope with large numbers of dead following a natural disaster or pandemic. The few public health issues relating
North Shore City Council City Plan 2009-2024 - Module 3 - Summary Cemeteries and Crematoria Page 206
Should the death rate flatten after 2018 (i.e. demand for plots remains constant at 264 per annum) then the cemetery would remain in operation until approximately 2052. These predictions on capacity assume that the existing bylaws restricting the prepurchase of plots to no more than two at a time and policies restricting the setting aside of areas for religious denominations continue in their present form. Any changes to these practices are likely to reduce the operating period of the cemetery. The forecast shows that design capacity for the existing cremators is likely to be reached during the period 2007-2012 and consideration needs to be given to the timing of the installation of a third cremator.
provision of more space for cemetery and crematoria facilities because of increasing population. The Medical Officer of Health did not identify any current public health concerns relating to cemeteries and crematoria in the North Shore district. This view was supported by discussion with representatives of the Auckland Regional Council.
Adequacy of assessment
Based on this information and the results of the assessment process, NSCC considers that the provision and standards of cemeteries and crematoria provided in its district are adequate to ensure that public health is protected. The assessment is considered to fully meet the requirements for a sanitary services assessment as set out in Part 7 Subpart 1 of the Local Government Act 2002. The information used in the assessment is considered to be sufficient to provide an informed view about the adequacy of cemeteries and crematoria services and facilities in the North Shore district. In preparing the assessment a number of assumptions have been made relating to death rates, the ratio of burials to cremations, and the number of out-of-district burials and cremations. The information used in calculating future demand is based on statistical information provided by the Department of Statistics and burial and cremation records held by NSCC. This information has been extrapolated to provide a comprehensive view of capacity and future demand. The assessment has not been compromised by a lack of information and is considered to be a full and balanced assessment of cemetery and crematoria.
Options to meet demand

The most appropriate option to meet the identified future demand for burials and cremations in the North Shore district is through the continued use and development of the North Shore Memorial Park. The cost associated with meeting future demand for burials has not been assessed at this time as the development plan for the southern division has not been completed. The cost of an additional cremator including installation is estimated to be about $400,000. An extension of the existing crematorium will be required to house the new cremator which would increase the total cost. A rough order of cost for the new cremator and extension of the crematorium is estimated as $800,000 - $900,000.
Role of North Shore City Council

North Shore Memorial Park is owned and operated by North Shore City Council (NSCC). There are no plans to alter this structure. Therefore the role of the council is to continue to plan, develop, operate and manage the cemetery and crematoria.
Identification of issues
Discussions were held with a number of people/organisations in order to identify any issues relating to the provision of cemeteries and crematoria and/or any public health issues. It was considered important to ensure that any issues were identified and addressed through the assessment. Letters seeking identification of issues to be considered during the assessment were sent to religious denominations ethnic groups and funeral directors. Responses impacting on this assessment were received from the New Zealand Muslim Association, which is seeking specific provision for Muslim burials at North Shore Memorial Park and estimates demand to be in the order of 10-20 burials per annum for the next 10 years; and New Zealand Sri Lanka Buddhist Trust which is seeking
North Shore City Council City Plan 2009-2024 - Module 3 - Summary Cemeteries and Crematoria Page 207
Summary of the Waste Minimisation Plan 2005

The Waste Minimisation Plan 2005 is the council's guiding document for the management of waste. A new Plan will need to be developed and adopted by July 2012 as required by the Waste Minimisation Act 2008. The Waste Minimisation Plan 2005 has been developed in accordance with the waste hierarchy to promote the effective and efficient management of waste in North Shore City and also incorporates the sanitary assessment provisions as previously required by the Local Government Act 2002. process which includes public consultation as required by the Local Government Act 2002 and the Waste Minimisation Act 2008.
The vision
The city, including residents, businesses and the council, will take responsibility for the waste it produces and work to reduce it, enhancing the environment in which we live, work and play.
Councils role in waste management

North Shore City Council takes the overarching view that waste produced or passed on by a person or business is their ultimate responsibility. This view is reflected in the councils policy of user-pays, which requires those who generate waste in North Shore City to be directly responsible for funding its proper collection and disposal. However, some aspects of waste generation and waste prevention are more challenging, and require additional tools to enable reduction. In this respect the council has several key roles to play. The council recognises the need to assist individuals and businesses to reduce and manage their waste. This is done by providing direct refuse and recycling services, through regional and national advocacy, as well as developing initiatives that will engage the community in waste reduction. The councils role is also that of a regulator, to ensure public health is protected and to enforce appropriate policies and bylaws that support efficient and effective waste management and minimisation. The council will continue to be involved in the provision of services where cost efficiencies and the interests of community health and environmental protection have been identified. Currently these services include provision of a user-pays household refuse collection and disposal service; a domestic and Central Business District kerbside recycling collection; a household inorganic refuse collection; a litter and illegal dumping collection; a small transfer station and a hazardous waste collection. Council will continue to be a contract manager to a range of waste service providers and will play a role in facilitating access to high quality resource recovery and waste disposal services into the future. The council will continue to seek out partnerships with others who play an important role in achieving zero waste, such as our neighbouring communities, central and regional government agencies, the waste industry, businesses, and community groups and individuals within our own community. Any significant changes to levels of service or to the role of the council as outlined in this management plan will be adopted through a legally prescribed
The target
We will reduce the quantity of waste disposed of to landfill by five percent (of 2001 levels) per annum, toward our ultimate goal of zero waste to landfill. The council recognises that waste reduction rates are likely to fluctuate from this five percent target, possibly being exceeded as new technologies become available or as the council initiatives are introduced. This target was initially selected in 2001 due to the overwhelming public support for strong waste reduction targets. It was decided that an annual waste reduction target would be more achievable than setting a zero waste by 2020 aim, however zero waste is the ultimate aim in the long term. The City Plan 2004 consultation process also confirmed the community commitment to continue working toward this target. This target will be reviewed as part of the waste management and minimisation plan review process to be undertaken by 2012.
Goals
The councils overarching goals, as adapted from the New Zealand Waste Strategy 2002 are: To lower the costs and risks of waste to society To create a zero-waste culture To reduce environmental damage and harm caused by waste generation and disposal To increase economic benefit by using material resources more efficiently
Demand
The council must consider future demand for refuse disposal in an effort to ensure that public health will continue to be adequately protected, as well as to assist in planning for appropriate waste education services and initiatives.
North Shore City Council City Plan 2009-2024 - Module 3 - Summary of the Waste Minimisation Plan 2005 Page 208
It should be noted that this assessment of future demand was prepared under previous legislation that has since been repealed. The new Waste Minimisation Act 2008 requires a wider waste assessment process to be undertaken as part of the creation of a Waste Management and Minimisation Plan. There are many factors that will have an impact on the production of waste in the future. Accurate predictions of refuse generation require historical data on waste to landfill and growth rates.
Population-based forecast
Population fluctuations are a major factor impacting on GDP. GDP per capita has increased substantially in the last century. Due to the nature of the relationship between GDP and population, a forecast model for waste disposal based on population has been conducted as a comparison to the GDP forecast. The population projections shown are based on the councils City Blueprint Action Strategy medium growth scenario. This model uses the baseline figure of 786 kilograms of waste per capita in a stable or no growth situation compared with a 3 per cent per capita growth factor. The 3 per cent growth factor is based on the observed annualised growth rate between 1983 and 2001. The results of this model show a similar result in 2050 to the high GDP forecast scenario if the observed growth trend continues at 3 per cent. However, if growth in waste per capita is held static through waste reduction efforts, then the outlook in 2050 based on population growth is reduced to 218,000 tonnes.
Factors impacting demand

The key factors impacting the production of waste are: Economic factors, such as wealth and personal consumption, or growth as measured by Gross Domestic Product (GDP) Changes in population (which is linked to GDP) Waste reduction and minimisation activities and initiatives
Options for the future Forecasting methodology

There are several methods that can be used to forecast demand for waste disposal. Two models have been used to develop the demand forecasts in this plan. Neither model explicitly considers the impact of waste reduction initiatives on future demand due to the difficulty in quantitatively assessing waste reduction activity. These activities are implicitly incorporated into the forecast because the relationship between waste production and factors such as GDP and population has persisted over time as evidenced in the total growth in waste output. Based on landfill capacity currently accessible to North Shore City, anticipated community activities and planned council initiatives to reduce waste, it is expected that demand for landfill disposal will be met by the existing sanitary landfills for approximately the next 20 years. If further action is taken by the council and all sectors of society to reduce waste to landfill, the life of several of these private landfills is likely to be extended. The council will continue to use private landfill facilities in the medium term, but will seek opportunities for partnerships with other councils and private industry regarding long-term disposal and resource recovery options beyond a 20-year horizon. The council will also consider developing additional resource recovery stations either independently or through partnerships with other councils or private industry in the short to medium term.
GDP growth-based forecast

This forecast projects economic growth (GDP) and total citywide waste output. The baseline used is the 2001 estimate of waste at landfill of 145,000 tonnes. Long-term GDP projections are not currently available; therefore a high and low growth range has been used. While it is not likely that GDP will increase at a uniform rate over a 50-year period, this model indicates future waste levels if the trend continues and waste reduction activities are unsuccessful in offsetting growth. If the link between economic growth (as indicated by GDP) and waste production continues, and waste reduction initiatives are not successful, even a low growth figure will have a dramatic impact on waste generation. If the GDP of North Shore City grows by just 2 per cent per annum, the result will be over 233,000 tonnes of refuse to landfill in 2025.
Public and environmental risk management

The council must ensure that adequate collection and disposal options are made available to the public to prevent health or environmental risks arising from the collection, transport, storage or disposal of waste. Solid waste has the potential to pose a risk to the public or to the environment when presented for collection or when illegally dumped. The councils general bylaw outlines requirements for the sanitary placement, collection and treatment of waste that is discarded either at kerbside or on private property. The council also requires that municipal solid waste collected by its contractors be disposed of at a suitably licensed sanitary landfill facility.
Illegal dumping is a pervasive issue in North Shore City and the wider region. Illegal dumping is managed to ensure that any potentially hazardous or large amounts of unsanitary wastes (i.e. putrescibles) are cleared in less than 24 hours, with other inorganic materials being collected typically within a one-week time period. In the case that materials discarded illegally are hazardous, appropriately trained contractors are used to investigate the waste and to take the appropriate health, safety and environmental precautions. There is currently limited funding available for the provision of clearing services for such wastes, as removal of illegally dumped hazardous and special wastes is particularly costly.
Statement of public health protection

The wide range of waste services available to North Shore City as provided by the council or by private industry will ensure that public health is adequately protected in the future. North Shore City will continue to have access to privately owned sanitary landfills that meet national legislative requirements, although alternative options will be considered in the longer term.
Future demand for other waste services

Although not required specifically by the LGA 2002, the council has also considered demand that will be put on waste services other than refuse disposal in the development of this plan. It is expected that increased population density and growth will lead to a general increase in demand for recycling and waste minimisation services due to increased production and consumption of recyclable materials, higher costs for disposal, as well as the potential for more materials to be recovered in the future. This demand is likely to drive the need for more local resource recovery infrastructure, such as reuse and recycling stations, organics processing infrastructure or other alternatives to landfill. The councils Waste Minimisation Plan outlines a set of policies and actions aimed at meeting both current and future demand for these services.
CONTENTS - MODULE 4 - FINANCIAL STATEMENTS

Overview of prospective financial information .......................................................... 5 Significant forecasting assumptions ........................................................................... 7 Key financial indicators ............................................................................................ 10 Comparison between City Plan 2006-2016 and City Plan 2009-2024 ..................... 12 Prospective Statement of Comprehensive Income .................................................. 16 Prospective Cost of Service ....................................................................................... 17 Prospective Income .................................................................................................. 18 Prospective Funding Statement ............................................................................... 19 Prospective Statement of Changes in Equity ............................................................ 20 Prospective Statement of Financial Position ............................................................. 21 Prospective Statement of Cash Flows ....................................................................... 22 Notes to the prospective financial statements ......................................................... 24 Summary of prospective capital expenditure by significant activity ........................ 28 Summary of prospective new capital expenditure by output area .......................... 29 Capital projects ........................................................................................................ 30 Statement of accounting policies ............................................................................. 37 Schedule of fees and charges ................................................................................... 46
North Shore City Council City Plan 2009-2024 - Module 4 - Financial Statements Page 3
Overview of prospective financial information

The council has prepared these prospective financial statements to meet the requirements of Clause 8 of Schedule 10 of the Local Government Act 2002. The prospective financial statements cover the 15-year period from 2009/10 to 2023/24 and outline the council's expenditure and how it will be funded. They include only the council's results and do not include the results of any council-controlled trading organisation (CCTO) or council-controlled organisation (CCO). Please refer to the Statement of Accounting Policies section of this module for reasons why only council financial statements are prepared. The prospective financial statements have been based on the council's asset management plans and on best available information known at the time of preparation. The prospective financial statements include a significant capital works programme which includes $1,690m of new capital expenditure and $909m of renewal capital expenditure over the 15 year period. Annual operating costs rise from a level of $271m in 2009/10 to $457m in 2023/24 primarily as a result of increased capital investment in the city impacting on finance costs, depreciation and increased maintenance as well as annual inflationary increases. Debt is the main source of funding for the capital investment programme and as a result debt levels are projected to increase from a forecast level of $326m in June 2009 to a peak of $706m in 2019/20. The capital works programme is projected to reduce in the last few years of the plan mainly due to the completion of the Wastewater Project CARE programme in 2021. Debt levels reduce in the last few years of the plan down to $356m by June 2024. The Treasury Management Policy has a number of debt limits contained in it, all of which are achieved during the period of the plan. Debt does however rise up close to the maximum of the income to debt ratio limit during the early years of the plan and then drops down to a more favourable level towards the later years of the plan. The average rates increase for the council over the 15 years of the plan is 5.2 per cent including inflation. The previous City Plan 2006-2016 included an average increase of 8 per cent. The Auckland Regional Funding Act 2008 has been introduced by central government and will take effect from 2009/10. This Act requires North Shore residents to contribute to the costs of certain facilities or organisations which operate in the Auckland region. The impact for residents of the North Shore is that a further rates increase will be required to fund this. The additional rates increase in 2009/10 will be a 0.5 per cent increase to fund these costs. In 2009/10 the average rates increase, excluding this new Auckland Regional Amenities Act funding requirement is 5.2 per cent whilst after adding it on will result in a total average rates increase for the city of 5.7 per cent. The total annual rates for an average land value residential property is forecast to rise from $1,813 in 2008/09 to $1,916 in 2009/10 and $3,854 in 2023/24 (these numbers are inclusive of GST). The price of water has not been increased since 2001/02. This City Plan proposes annual increases in the water price to offset projected increases from water suppliers Watercare Services Ltd, as well as fund the maintenance and renewal of the water network. The proposed water price change for 2009/10 is an average increase of 7.1 per cent which equates to an $18 increase in the average water bill from $258 to $276 per annum.
Prospective financial information

The nature of the prospective financial information
The prospective financial statements were authorised to be released for consultation by the council on 6 March 2009. The final prospective financial statements were adopted and released by the council on 30 June 2009. The prospective financial information has been updated following the consultation and hearings process. The changes made have included projects carried forward from 2008/09 to 2009/10, updated project cost information and an increase in the parks and grants operational budgets, as well as additional funding for strategic cycleways, the Victoria Wharf and Enterprise North Shore Targeted Business Attraction Programme. Prospective financial information can be either a forecast or a projection. A forecast is based on assumptions which the council reasonably expects to occur whereas a projection is based on one or more hypothetical and realistic assumptions. This prospective financial information is a forecast and has been prepared on the basis of assumptions as to future events that the council reasonably expects to occur, associated with the actions it reasonably expects to take as at the date the forecast was prepared. The prospective financial information is prepared under the Local Government Act 2002 and may not be suitable for use in any other capacity. The financial estimates are based on the most accurate information available at the time of preparation. The actual financial results are likely to vary from the information presented in the prospective financial statements and the variations may be material.
Risks and uncertainties

As with any prospective financial information there are a number of uncertainties. All of the assumptions used create uncertainties. The uncertainty of higher or lower inflation will have a significant impact. With expenditure levels of more than $250m operating and $150m capital, a one per cent movement in inflation could increase or decrease costs by approximately $3m with corresponding changes to funding sources. North Shore City is a desirable place to live and as such has experienced year on year growth in population and dwellings as outlined in Module 2 - City Direction. This growth is expected to continue and as such the City Plan 2009-2024 allows for our expected rate of growth as outlined in the significant forecasting assumptions on page 8 through the proposed capital works and operational budgets. The works are funded by a mix of increased rating revenue, development contributions, user charges and debt. The impact of higher or lower interest rates could also be significant on expenditure levels ranging from $24m to $51m. The effect of a one per cent movement in interest rates paid would be between $3m to $7m. There are risks around the levels of subsidies included in the plan. NZ Transport Agency subsidies are included at current percentage rates for all 15 years of the plan. If subsidies were reduced by 10 per cent on both operating and capital expenditure, further rates-funded expenditure of $2m to $3m annually would be incurred if existing programmes were continued. The development contribution policy approved in the last City Plan 2006-2016 was the subject of a judicial review in the High Court. The outcome of the case was received in March 2007 where the judge ruled that there were some errors in the policy that the council must correct in consultation with the group of six developers that brought the case before the courts. The process of resolving this has taken time to progress as some of the matters involved are complex but have now been resolved. The amended policy is included in this city plan. This plan includes $537m of development contributions income to fund growth-related capital expenditure. Provision has been made in the plan for the loan funding of development contribution refunds. Loss or reduction of this funding source would have a significant effect on the council's ability to complete and fund the current programme. The council is subject to claims in respect of weathertightness building defects. The actuarial calculation in June 2008 of the value of the claims expected to be paid by council was $13.2m, and this has been taken into account when preparing this City Plan. There is uncertainty as to the future levels of claims that the council may be liable for and no provision has been made for these.
Please refer to the significant forecasting assumptions in the next section of this module for further information about the risks and uncertainties in this plan.
Significant forecasting assumptions

The City Plan has been prepared incorporating the following assumptions. These assumptions are based on qualified officers best judgement utilising the best available techniques and information sources. Estimates are based on the most accurate information available at the time of preparation. The actual results are likely to vary from the information presented in this plan and the variations may be material. . The council will continue its involvement in all its current Activities The council takes all reasonable planning precautions against natural disasters. Civil Defence readiness is maintained at all times and council capacity is protected with a back up site to continue disaster response. Appropriate insurance policies for nominated assets are in place and maintained The council will continue to operate a Development Contributions Policy as described in Module 5 Policies, throughout the life of this City Plan. The policy has been revised since the last City Plan Risk - The councils development contribution policy went through a judicial review process in 2007. The plan currently includes $537m of development contributions income to fund growth-related capital expenditure. Loss or reduction of this funding source would have a very significant effect on the councils ability to complete and fund the current capital works programme. The plan does not include any provision for any ongoing expenditure in relation to any future possible judicial review Provision has been made for weathertightness building defects payments. An actuarial estimate of the current claims by council was $13.2m at June 2008. The council has not previously increased rates to fund these claims however there are currently a large number of claims that are nearing completion and are likely to be resolved over the next two to three years. The plan includes provision for the payment of these claims to be funded by loans Risk - Councils exposure will increase and additional provisions will be required. The actuarial estimate of claims is based on councils liability arising from active claims notified to council and claims lodged in the Weathertight Homes Resolution Service as at 30 June 2008. It is almost certain that new claims will be lodged and it is possible that the assumptions underlying councils exposure to each claim such as the ability of other respondents to meet their legal liability - will change and create the need for additional provisions in the future Climate change - Emissions Trading Scheme (ETS) - The effects of ETS have been factored into other assumptions throughout this document. The impacts include an inflationary increase in the first two years of approximately 1 per cent Risk - The current Government has signalled possible changes to this scheme which could significantly affect the growth and financial impacts reflected in the plan Significant assets - All current and new assets acquired through the period of this plan will be treated as per the table below
Significant asset Roading network Wastewater network and treatment plant Water Supply network Stormwater network Reserves network Public libraries Public leisure centres Public cemeteries Useful lives (See the Accounting Policy in Module 5) 5 to 100 years 15 to 100 years 15 to 100 years 50 to 100 years Indefinite 5 to 100 years 5 to 100 years 33 years remain (see the cemetery sanitary assessment in Module 5) Source of funding for replacement (see the Revenue and Funding Policy in Module 6) Depreciation Depreciation Depreciation Depreciation None Depreciation Depreciation No replacement is intended at the end of the current life of the cemetery The buildings and cremators are depreciated Depreciation Risk or uncertainty New Zealand Transport Agency subsidies availability/value Resource consent conditions Resource consent conditions Public health effects if not properly maintained Public health effects if not properly maintained Resource consent conditions Public health effects if not properly maintained Availability of land at an affordable price Resource consent conditions Ability of existing sites to meet functional requirements Resource consent conditions Ability of existing sites to meet functional requirements Resource consent conditions Public health effects if not properly maintained
5 to 100 years
Building standards changes
Growth (for further detail on the changing social and demographic composition of North Shore City, see Module 2)
Year 1 2009/10 Year 2 2010/11 Year 3 2011/12 Year 4 2012/13 Year 5 2013/14 Year 6 2014/15 Year 7 2015/16 Year 8 2016/17 Year 9 2017/18 Year 10 2018/19 Year 11 2019/20 Year 12 2020/21 Year 13 2021/22 Year 14 2022/23 Year 15 2023/24
Significant asset
Population (percentage change) Dwellings Rating units Separate Parts % units growth including titles
225,594 1.2% 80,167 86,992 0.4%
228,492 1.3% 81,454 88,089 1.3%
231,390 1.3% 82,741 89,254 1.3%
234,371 1.3% 84,066 90,412 1.3%
237,352 1.3% 85,390 91,563 1.35
240,333 1.3% 86,715 92,708 1.3%
243,314 1.2% 88,040 93,847 1.2%
246,295 1.2% 89,365 94,980 1.23%
249,276 1.2% 90,689 96,106 1.2%
252,257 1.2% 92,014 97,227 1.2%
255,238 1.2% 93,339 98,340 1.1%
258,219 1.2% 94,663 99,531 1.2%
261,200 1.2% 95,988 100,635 1.1%
263,979 1.1% 97,174 101,724 1.1%
266,758 1.1% 98,361 102,831 1.1%
Source: Statistics New Zealand, North Shore City Growth Model
Risk The impact of higher or lower growth levels could have a significant effect on this plan. The retiming of the capital works programme because of different growth patterns and the subsequent effect on rates could be significant, however this would take a considerable shift in the growth assumptions that are currently being used
Inflation
Index Year 1 2009/10 Year 2 2010/11 Year 3 2011/12 Year 4 2012/13 Year 5 2013/14 Year 6 2014/15 Year 7 2015/16 Year 8 2016/17 Year 9 2017/18 Year 10 2018/19 Year 11 2019/20 Year 12 2020/21 Year 13 2021/22 Year 14 2022/23 Year 15 2023/24
Expenditure - excluding staff costs Expenditure - staff costs only Construction Land Books buying Reseals
2.2% 3.0% 5.0% 4.0% 2.2% 8.0%
2.5% 3.0% 5.2% 5.0% 2.5% 8.0%
2.5% 3.0% 4.7% 5.0% 2.5% 8.0%
3.0% 3.0% 4.2% 5.0% 3.0% 8.0%
3.0% 3.0% 4.2% 5.0% 3.0% 8.0%
2.5% 3.0% 4.2% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
2.5% 3.0% 4.1% 5.0% 3.0% 8.0%
Risk The uncertainty of higher or lower inflation will have a significant impact. With expenditure levels of more than $250m operating, and $150m capital, a one per cent movement in inflation could increase or decrease costs by $3m with corresponding changes to funding sources
New Zealand Transport Agency Subsidy

Subsidy 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
New Zealand Transport Agency subsidy operating New Zealand Transport Agency subsidy capital
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
43% 53%
Source: New Zealand Transport Agency
Risk New Zealand Transport Agency subsidies are included at current percentage rates for all 15 years. If subsidies were reduced by 10 per cent on both operating and capital expenditure, further rates-funded expenditure of $2m to $3m annually would be incurred if existing programmes were continued
Return on investments (For detail regarding councils investment in these Council Controlled Organisations see later section)
Investment 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
NSC Holding Ltd Watercare Services Ltd
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
13.3% 0%
Average interest rates

Interest Rate 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
Investment Borrowing
5.5% 6.5%
5.5% 7.0%
5.5% 7.0%
5.5% 7.1%
5.5% 7.1%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
5.5% 7.2%
Source: Current interest rate and consumer price index
Risks Projected interest costs on borrowings range between $24m and $50m per annum in the City Plan 2009-2024. A change to the average interest rate incurred on council borrowings compared to the assumption above could be large; for example, a one percent movement in interest rate costs would imply a $3m to $7m change in the costs for the year. The council manages its borrowings in line with the Treasury Management Policy (Module 5) which includes the use of interest rate risk management practices to reduce the uncertainty of interest rate movements through the fixing of funding costs. Specialist treasury expertise is utilised to ensure best practice management of the risks. Land values of private properties in the city are revalued every three years for rating purposes, with the last revaluation in September 2008. These revaluation changes, given the nature of the real estate market, are likely to be significant. In this City Plan we have estimated three-yearly valuations based on the following index.
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
Property revaluation
14.0%
15.0%
15.0%
15.0%
15.0%
No significant asset disposals have been included Vested Assets are those assets acquired by the council from development of property by private concerns. The rate and value of vested assets collected by the council varies due to the rate of private property development occurring. For budgeting purposes the average collection rate has been applied. The value of these assets is minor and ongoing maintenance of them is built into all budgets Resource consents
Significant Resource Consents Current Term All expire between 2011 and 2037 Renewal Date Varies from 2006-2037 Risk or Uncertainty In 2011 there will be a review of the dam authorisation of the storage ponds which could result in their decommissioning which may have a significant financial impact. However, the performance of the ponds at present is such that the environmental effects are minor. Construction has started and the new tunnel and outfall is scheduled to be operational prior to the expiry of the resource consents for the existing tunnel and outfall. The network consents cover the operation, maintenance and upgrading of the wastewater and stormwater networks. Contaminant management, flooding and riparian management are key issues that are yet to be finalised. The ability to meet 2021 is a risk due to uncertainties related to growth, funding and feasibility/consentability of individual works. Larger projects not covered by the network consents would require their own consent process.
Wastewater Treatment Plant 18 consents
WWTP current tunnel and outfall WWTP new tunnel and outfall Wastewater network consents Stormwater network consents 2010-2037 All expire between 2012 2041 (under Appeal)
Expires 2010 Awaiting resolution of Appeals
Physical works contracts that fall outside of the network consents
Unknown
Unknown
The forecast financial statements have been prepared in accordance with the councils Revenue and Financing (Module 5), Rating (Module 5) and Accounting policies (Module 4). The City Plan also includes a Funding Impact Statement (Module 5) to provide information about the various revenue and financing mechanisms to be used by the council.
Key financial indicators

General rates increase Sewerage rates increase Waste management rates increase Aggregate NSCC rates increase excluding water rates Water rates increase Total rates increase including Museum, MOTAT and ARA rates and excluding water rates Direct capital expenditure Total Loan-funded % Loan-funded Development contributions % Development contribution-funded Debt and guarantees Interest expense Total cost of services Equity Total assets Total liabilities Guarantees Debt net of guarantees Average rate (res 1) Average water bill Pan charge Waste management Actual Forecast 2007/08 2008/09 $000 $000 9.2% 6.6% 0.0% 0.0% 5.1% 0.0% Year 1 2009/10 $000 4.7% 7.1% 0.0% Year 2 2010/11 $000 4.5% 7.3% 0.0% Year 3 2011/12 $000 5.1% 7.3% 0.0% Year 4 2012/13 $000 5.5% 7.3% 0.0% Year 5 2013/14 $000 5.3% 7.4% 0.0% Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 5.2% 5.2% 5.2% 5.1% 4.9% 4.8% 5.1% 4.3% 4.5% 4.5% 7.5% 0.0% 7.3% 0.0% 7.3% 0.0% 7.4% 0.0% 8.0% 0.0% 8.1% 0.0% 7.3% 0.0% 1.7% 0.0% 1.7% 0.0% 1.7% 0.0%
6.9% 0.0%
6.2% 0.0%
5.2% 7.1%
5.1% 7.1%
5.5% 7.1%
5.8% 6.4%
5.7% 6.4%
5.7% 6.4%
5.6% 6.4%
5.6% 6.4%
5.6% 6.4%
5.6% 6.4%
5.6% 6.4%
5.7% 6.4%
3.6% 6.4%
3.7% 6.4%
3.8% 6.4%
7.4%
5.9%
5.7%
5.5%
5.7%
5.6%
5.6%
5.5%
5.5%
5.5%
5.4%
5.5%
5.4%
5.5%
3.5%
3.7%
3.7%
171,853 70,856 41% 14,918 9% 243,717 14,708 236,026 3,977,903 4,305,544 327,641 650 243,067 1,711 258 397 27
154,771 91,968 59% 12,000 8% 326,383 18,739 249,824 3,969,234 4,422,387 453,153 618 325,765 1,813 258 417 27
175,807 100,405 57% 19,561 11% 435,023 23,935 264,517 4,182,410 4,733,159 550,749 587 434,436 1,916 276 447 27
119,678 28,293 24% 23,006 19% 457,210 30,920 284,818 4,435,436 5,015,828 580,392 558 456,652 2,021 296 480 27
146,796 54,651 37% 28,495 19% 504,615 33,163 297,332 4,695,418 5,322,643 627,225 530 504,085 2,137 317 515 27
134,330 35,340 26% 30,738 23% 531,782 36,534 312,988 4,961,403 5,612,224 650,821 504 531,278 2,258 337 553 27
157,101 52,193 33% 31,027 20% 573,750 38,877 330,207 5,243,100 5,931,598 688,498 479 573,271 2,384 359 594 27
160,222 50,260 31% 33,334 21% 606,682 42,180 347,537 5,546,598 6,266,482 719,884 455 606,227 2,515 382 638 27
167,638 54,440 32% 32,922 20% 636,211 44,444 361,899 5,869,752 6,617,546 747,794 432 635,779 2,653 406 685 27
181,097 53,253 29% 39,405 22% 656,585 46,300 376,274 6,227,846 6,994,773 766,927 410 656,175 2,798 432 735 27
199,750 61,313 31% 39,855 20% 673,854 47,662 388,321 6,622,000 7,404,773 782,773 390 673,464 2,950 460 789 27
229,695 78,493 34% 42,076 18% 700,690 49,165 401,417 7,050,613 7,858,162 807,549 371 700,319 3,111 489 852 27
222,000 63,806 29% 46,804 21% 706,715 50,499 418,645 7,508,145 8,320,652 812,507 352 706,363 3,280 520 921 27
200,205 34,789 17% 47,336 24% 669,480 49,684 428,528
167,802 38,791 23% 40,372 24% 587,121 45,644 435,380
169,067 38,150 23% 40,860 24% 486,370 39,165 441,140
168,160 27,561 16% 41,417 25% 356,625 31,059 444,392
8,003,774 8,529,803 8,778,467 9,222,361 774,693 692,558 334 669,146 3,462 553 988 27 317 586,804 3,584 588 1,005 27
9,093,472 9,704,087 9,685,504 10,165,904 592,032 461,817 301 486,069 3,716 626 1,022 27 286 356,339 3,854 666 1,039 27
Debt ratios and limits from the Treasury Management Policy Net debt as a percentage of income < 150%. 78% 122% Net interest expense as a percentage of annual rates income < 20%. 8% 10% Net interest expense as a percentage of income < 15%. 5% 7% Net debt as a percentage of equity< 20%. 6% 8%
140% 11% 8% 10%
136% 14% 9% 10%
141% 14% 9% 11%
140% 14% 10% 11%
143% 14% 10% 11%
142% 14% 10% 11%
142% 14% 10% 11%
136% 14% 10% 11%
131% 13% 9% 10%
129% 13% 9% 10%
124% 12% 9% 9%
112% 11% 8% 8%
95% 10% 7% 7%
76% 8% 6% 5%
53% 6% 5% 4%
Key financial indicators

The average rates increase for the council over the 15 years is 5.2 per cent including inflation. The previous City Plan 2006-2016 included an average increase of 8 per cent over the period of the plan. The Auckland Regional Funding Act 2008 (ARA) has been introduced by central government and will take effect from 2009/10. This Act requires North Shore residents to contribute to the costs of certain facilities or organisations which operate in the Auckland region. The impact for residents of the North Shore is that a further rates increase will be required to fund this. The additional rates increase in 2009/10 will be a 0.5 per cent increase. In 2009/10 the average rates increase, excluding this new Auckland Regional Amenities Act funding requirement is 5.2 per cent whilst after adding it on will result in a total average rates increase for the city of 5.7 per cent. The total annual rates for an average land value residential property is forecast to rise from $1,813 in 2008/09 to $1,916 in 2009/10 and $3,854 in 2023/24 (these numbers are inclusive of GST). The price of water has not been increased since 2001/02. This City Plan proposes annual increases in the water price to offset projected increases from water suppliers Watercare Services Ltd, as well as fund the maintenance and renewal costs of the water network. The proposed water price change for 2009/10 is an average increase of 7.1 per cent which equates to an $18 increase in the average water bill from $258 to $276 per annum. The prospective financial statements include a significant capital works programme which includes $1,690m of new capital expenditure and $909m of renewal capital expenditure over the 15 year period. Annual operating costs rise from a level of $271m in 2009/10 to $457m in 2023/24 primarily as a result of increased capital investment in the city impacting on finance costs, depreciation and increased maintenance as well as annual inflationary increases.
Debt is the main source of funding for the capital investment programme and as a result debt increases from a forecast level of $326m in June 2009 to a peak of $706m in 2019/20. The capital works programme is projected to reduce in the last few years of the plan mainly due to the completion of the Wastewater Project CARE programme in 2021. Debt levels consequently reduce in the last few years of the plan down to $356m by June 2024. The Treasury Management Policy has a number of debt limits contained in it, all of which are achieved during the period of the plan. Debt does however rise up very close to the maximum of the income to debt ratio limit during the early years of the plan and then drops down to a more favourable level towards the later years of the plan. Ratepayers equity in the City Plan increases over the period of the plan due to the large capital investment programme together with assumed asset revaluations on an annual basis.
Comparison between City Plan 2006-2016 and City Plan 2009-2024

The purpose of this section is to provide a comparison and update about what was in the last City Plan 2006-2016 and what has changed since then with the preparation of the revised City Plan 2009-2024.
Rating income
The next table and graph are a comparison between the rates revenue levels that were included in the City Plan 2006-2016, the rates levels actually approved in the interim Annual Plans 2007/08 and 2008/09 and the proposed rates increases in the City Plan 2009-2024. The City Plan 2009-2024 includes lower rates increases with an average over the 15 years of 5.2 per cent, compared to the City Plan 2006-2016 average over the ten year period of 8 per cent. The lower rates increases result in less revenue being available to fund council expenditure. In 2009/10 this equates to $11.9m of reduced revenue compared to the previous City Plan; this increases over the years due to the compounding impact of the lower rates increases with 2015/16 having reduced revenue of $42m compared to the previous City Pan. The rates increase levels in the table on the next page are the total overall average rates increases including Auckland War Memorial Museum, MOTAT, Auckland Regional Amenities.
Summary comparison information

City Plan 2006-2016 Average rates increases over the period Average rates bill for residential property 2009/10 Average rates bill for residential property 2015/16 Development contributions income 2009/10 to 2015/16 New capital expenditure 2009/10 to 2015/16 Projected debt 8.0% $2,052 $3,151 $269.5m $797.9m $318m in 2015/16 City Plan 2009-2024 5.2% $1,916 $2,653 $199.0m $726.5m $356m in 2023/24 Variance 2.8% lower $136 lower $498 lower $70.5m less over 7 years $71.4m less over 7 years $38m higher at end of plan
P rojected averag e rates in creases C ity P lan 2009-2024 co mp ared to C ity P lan 2006-2016
10.0% 9.0% Average rates increase per cent 8.0% 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0%
3.5% 3.7% 3.7% 5.7% 5.5% 5.7% 5.6%
9.1% 8.4%
8.8%
8.6%
8.6% 8.2% 7.2% 5.9% 5.6% 5.5% 6.0% 5.5% 5.5% 5.4% 5.5% 5.4% 5.5%
3 /2 22 20 20 23
/1
/2
/2
/2
/1
/1
/1
/0
/1
/1
/0
/1
19
20
16
09
10
11
12
13
07
14
08
17
15
20
20
20
20
20
20
20
20
20
20
20
Y ears A verage rates inc reas e City P lan 2006-16 A verage rates inc reas e City P lan 2009-24
20
20
20
20
21
18
/2
/1
/1
/1
.
City Plan 20062016 rates increases % Incr 9.5 9.1 8.4 8.8 8.6 8.6 8.2 7.2 6.0 6.0 $m 150.4 166.0 181.4 198.9 217.7 238.4 259.7 280.4 299.3 319.2 Actual rates increases since City Plan % Incr 7.4 5.9 $m 164.5 176.4 5.7 5.5 5.7 5.6 5.6 5.6 5.5 5.5 5.4 5.5 5.5 5.5 3.5 3.7 3.7 5.2 186.9 199.5 213.4 228.2 243.7 260.0 277.4 295.8 315.3 335.9 358.2 381.9 399.5 418.6 438.7 12.0 18.2 25.0 31.5 36.7 39.3 41.8 Planned revised rates increases City Plan 20092024 % Incr $m Annual reduction $m Year City Plan 20062016 rates increases Actual rates increases since City Plan
Year
2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Average
2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Average
8.0
Planned revised rates increases City Plan 20092024 5.4 2,950 5.5 3,111 5.5 3,280 5.5 3,462 3.5 3,584 3.7 3,716 3.7 3,854 5.2
Annual reduction
Another key change in the revised City Plan is the lower development contributions income. The policy has been through a judicial review process followed up by a long consultation process with developers to resolve a number of complex matters. The table below shows a comparison of the projected cashflow per annum from development contributions income in the two City Plans. The current economic conditions have impacted unfavourably on the cashflow for the City Plan 2009-2024 due to the slowing down of development in the city. The comparative table shows reduced income of $70.5m over the seven years from 2009/10 to 2015/16.
City Plan 2006-2016 DC income $m 14.6 21.7 29.8 35.5 39.5 36.6 37.8 39.1 40.4 40.6 City Plan 2009-2024 DC income $m Variance $m
8.0
The next table shows the impact of the varying rates increases on the average residential property rates bill. The lower rates increases in the City Plan 2009-2024 results in the average residential property rates bill in 2009/10 of $1,916 compared to $2,052 in the previous City Plan, which is a reduction of $136. In 2015/16 the difference in the rates bills is a savings of $498 per annum.
Planned revised rates increases City Plan 20092024 % Incr $m
Year
Year
City Plan 20062016 rates increases % Incr 9.5 9.1 8.4 8.8 8.6 8.6 8.2 7.2 6.0 6.0 $m 1,594 1,739 1,885 2,052 2,228 2,420 2,618 2,807 2,974 3,151
Actual rates increases since City Plan % Incr 7.4 5.9 $m 1,711 1,813
Annual reduction $m
2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
5.7 5.5 5.7 5.6 5.6 5.6 5.5 5.5
1,916 2,021 2,137 2,258 2,384 2,515 2,653 2,798
136 207 283 360 423 459 498
2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Total
$335.6m
19.6 23.0 28.5 30.7 31.0 33.3 32.9 39.4 39.9 42.1 46.8 47.3 40.4 40.9 41.4 $537.2m
15.9 16.5 8.1 7.1 8.1 7.1 7.7
$70.5m less income over 7 years
New capital expenditure

The council in preparing the City Plan 2009-2024 has considered the lower income levels from rates and development contributions and has made some difficult decisions about the affordability of the capital works programme. Some key projects have been delayed to later years in order to reduce the funding burden on the city. The next table summarises at an activity level the total capital spend projected in the previous City Plan from 2009/10 to 2015/16 and compares this to the projected spend in the revised City Plan 2009-2024 for the same years. The graph shows the comparison at a total new capital expenditure level. The overall impact at a high level is a reduction in capital expenditure of $71m over the seven year period remaining under the City Plan 2006-2016. There are some areas, however, where there are increases in expenditure such as the Wastewater activity for Project CARE capital expenditure together with projects carried forward from 2008/09 to 2009/10 due to timing delays. This reduction of $71m is mainly in the Transport activity ($83m) particularly for cycleways and corridor upgrades to Onewa Road and Bracken/Burns/Killarney Streets. (These works attracted subsidy at approximately 50%.) Some other key projects which have been delayed are the Albany Library and Northern Aquatic Facility which were highlighted as key issues for consultation in this City Plan. Another area where there is lower expenditure is the parks reserve acquisition funding where there are projected lower levels of development contributions income to contribute to the funding of this expenditure.
P ro je c te d n e w c a p ita l e x p e n d itu re C ity P la n 2 0 0 9 -2 0 2 4 c o m p a re d to C ity P la n 2 0 0 6 -2 0 1 6
180 160 140 120 $m 100
81 13 9 13 8 14 113 9 139 125 116 10 5 104 86 103 10 2 10 0 10 6 10 8 101 93 90 81 118 13 4
Activity
City Plan 2006-2016 New capex 2009/10 to 2015/16 $m 122.3 84.3 385.3 22.6 37.1 120.1 12.9 0.8 0.3 12.2 $797.9
City Plan 2009-2024 New capex 2009/10 to 2015/16 $m 165.4 80.3 302.4 26.1 23.3 90.3 16.7 1.9 1.6 6.4 12.1 $726.5
Variance $m (43.1) 4.0 82.9 (3.5) 13.8 29.8 (3.8) (1.9) (0.8) (6.1) 0.1 $71.4
Wastewater Stormwater Transport Water Supply Libraries Parks Leisure Community Partnerships Cemetery Property Management Corporate Support Total
169 16 2 15 5
13 0
80 60 40 20 0
2 0 8 6 8 9 0 1 2 3 4 5 7 9 1 3 /2 /2 /1 /1 /1 /1 /0 /0 /1 /1 /1 /1 /1 /1 /2 /2 21 19 17 15 12 10 08 07 09 11 13 14 16 18 20 22 23 20 /2 4
20
20
20
20
20
20
20
20
20
Y ears New c apital ex penditure C ity P lan 2006-16 new c apital ex penditure City P lan 2009-24
20
20
20
20
20
20
20
Debt
The graph below provides a comparison of the projected debt in the previous City Plan to the City Plan 2009-2024. The proposed City Plan has lower rates increases and has debt repayments spread over a longer period to compensate for the lower levels of rates and development contributions income compared to the previous City Plan. The capital programme for the period compared to the previous City Plan has been reduced by $71m with some projects deferred to later years where possible. Debt at the end of this proposed City Plan will be $356m in 2023/24 compared to the end of the previous City Plan where debt was forecast to be $318m in 2015/16. The alternative approach would be to have significantly higher rates increases to fund the new assets or significantly reduce the capital works programme which would mean fewer improvements and new infrastructure. The council sought feedback through the consultation process as to whether the right balance has been achieved between capital works for the city versus debt and rates levels.
Projected debt City Plan 2009-2024 compared to City Plan 2006-2016

800 700
606 636 573 531 504 656 673 700 706 669 587
600 500
418 434 468 451 457 463 436
486 385 356 31 8
$m
400 300 200 100 0

278 243
368 326
20 07 /0 8 20 08 /0 9 20 09 /1 0 20 10 /1 1 20 11 /1 2 20 12 /1 3 20 13 /1 4 20 14 /1 5 20 15 /1 6 20 16 /1 7 20 17 /1 8 20 18 /1 9 20 19 /2 0 20 20 /2 1 20 21 /2 2 20 22 /2 3 20 23 /2 4
Years Projected debt City Plan 2006-16 Projected debt City Plan 2009-24
Prospective Statement of Comprehensive Income

Income
Rates revenue Other revenue Other gains/(losses) Total income 1 185,784 127,665 (1,359) 312,090 197,046 87,392 (17,364) 267,074 208,936 99,038 1,464 309,438 223,431 108,761 3,102 335,294 239,423 114,466 2,578 356,467 256,144 121,140 2,248 379,532 273,873 123,950 2,234 400,057 292,421 131,264 2,064 425,749 312,232 133,725 2,140 448,097 333,311 146,603 2,237 482,151 355,702 155,433 2,448 513,583 379,354 162,843 1,207 543,404 404,873 164,575 819 570,267 432,075 165,894 860 598,829 453,493 161,942 903 616,338 476,644 162,547 948 640,139 501,151 167,067 996 669,214
Expenditure
Personnel expenses Depreciation and amortisation Other expenses Finance costs Development contributions refunds Total operating expenditure 12 59,392 45,905 121,295 14,708 241,300 62,979 51,991 121,418 18,739 13,333 268,460 66,271 54,637 126,435 23,935 271,278 68,133 59,856 133,815 30,920 292,724 69,929 62,703 140,359 33,163 306,154 72,031 66,519 146,991 36,534 322,075 74,201 70,573 155,915 38,877 339,566 76,407 74,808 163,781 42,180 357,176 78,686 78,542 170,155 44,444 371,827 81,041 81,987 177,171 46,300 386,499 83,457 85,472 182,262 47,662 398,853 86,406 88,835 187,859 49,165 412,265 90,690 92,900 195,730 50,499 429,819 93,380 96,745 200,229 49,684 440,038 96,158 99,899 205,535 45,644 447,236 99,024 102,630 212,532 39,165 453,351 101,966 106,067 217,878 31,059 456,970
Net operating surplus before other gains Other comprehensive income

Gains/(Loss) on property, plant and equipment Financial assets at fair value through equity Total other comprehensive income
70,790
(1,386)
38,160
42,570
50,313
57,457
60,491
68,573
76,270
95,652
114,730
131,139
140,448
158,791
169,102
186,788
212,244
166,580 (1,147) 165,433
(7,118) (7,118)
175,016 175,016
210,456 210,456
209,669 209,669
208,528 208,528
221,206 221,206
234,925 234,925
246,884 246,884
262,442 262,442
279,424 279,424
297,474 297,474
317,084 317,084
336,838 336,838
356,927 356,927
376,881 376,881
398,371 398,371
Total comprehensive income for the year
236,223
(8,504)
213,176
253,026
259,982
265,985
281,697
303,498
323,154
358,094
394,154
428,613
457,532
495,629
526,029
563,669
610,615
Prospective Cost of Service

Actual 2007/08 $000 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Year 6 2014/15 $000 Year 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Year 14 2022/23 $000 Year 15 2023/24 $000
Cost of Services of Activities Infrastructure

Wastewater Stormwater Transport Water Supply 32,434 12,892 49,307 19,242 113,875 5,210 7,364 7,624 31,074 51,272 11,758 23,260 9,504 10,312 3,388 1,371 59,593 4,538 4,538 6,544 6,544 204 204 236,026 3,938 1,336 37,939 14,108 53,664 21,233 126,944 5,278 7,742 8,222 25,586 46,828 12,703 25,221 10,475 10,129 3,643 1,725 63,896 5,876 5,876 6,070 6,070 210 210 249,824 13,333 3,842 1,461 42,363 15,138 60,494 23,056 141,051 5,645 9,306 8,935 21,642 45,528 14,125 24,546 10,754 10,514 3,725 1,666 65,330 5,926 5,926 6,340 6,340 342 342 264,517 48,371 16,345 66,031 24,655 155,402 5,881 9,541 9,187 22,544 47,153 15,058 26,077 11,083 10,662 3,803 1,740 68,423 6,292 6,292 7,111 7,111 437 437 284,818 49,332 17,928 70,874 26,474 164,608 6,045 9,800 9,732 23,274 48,851 15,513 26,836 11,486 10,679 3,918 1,789 70,221 6,471 6,471 6,736 6,736 445 445 297,332 50,759 20,018 76,938 28,608 176,323 6,246 10,115 10,180 24,176 50,717 15,978 28,038 11,949 10,978 3,914 1,859 72,716 5,863 5,863 6,910 6,910 459 459 312,988 51,939 21,988 81,408 30,728 186,063 6,433 10,435 10,464 24,959 52,291 16,703 29,151 14,423 11,286 4,039 1,927 77,529 6,135 6,135 7,722 7,722 467 467 330,207 53,497 24,155 85,925 33,337 196,914 6,626 10,711 10,639 25,717 53,693 17,443 30,282 17,417 11,610 4,171 2,020 82,943 6,124 6,124 7,387 7,387 476 476 347,537 55,307 25,832 90,065 36,108 207,312 6,814 10,994 10,276 26,508 54,592 17,848 31,132 18,327 11,871 4,308 2,084 85,570 6,395 6,395 7,538 7,538 492 492 361,899 57,227 27,473 94,235 37,950 216,885 6,984 11,273 10,983 27,081 56,321 18,124 32,270 18,767 12,091 4,449 2,144 87,845 6,371 6,371 8,350 8,350 502 502 376,274 58,887 28,588 98,583 39,381 225,439 7,155 11,557 11,542 27,693 57,947 18,461 33,019 19,359 12,307 4,594 2,188 89,928 6,491 6,491 8,005 8,005 511 511 388,321 60,290 29,645 102,289 40,272 232,496 7,340 11,850 11,719 28,365 59,274 20,872 33,856 20,006 12,556 4,742 2,252 94,284 6,635 6,635 8,199 8,199 529 529 401,417 61,704 30,623 105,936 41,297 239,560 7,519 12,151 12,038 29,019 60,727 26,788 34,626 20,603 12,788 4,891 2,311 102,007 6,769 6,769 9,044 9,044 538 538 418,645 62,420 31,522 108,646 42,226 244,814 7,699 12,456 12,573 29,672 62,400 28,370 35,260 21,107 13,003 5,047 2,370 105,157 6,896 6,896 8,711 8,711 550 550 428,528 61,922 32,090 110,815 43,089 247,916 7,893 12,771 12,736 30,414 63,814 28,963 35,715 21,631 13,202 5,215 2,436 107,162 7,031 7,031 8,889 8,889 568 568 435,380 60,810 32,142 111,942 43,749 248,643 8,081 13,094 13,084 31,200 65,459 29,419 36,738 22,142 13,358 5,388 2,495 109,540 7,168 7,168 9,750 9,750 580 580 441,140 60,013 31,771 112,046 44,524 248,354 8,275 13,426 13,261 32,037 66,999 29,903 37,490 22,670 13,518 5,568 2,558 111,707 7,307 7,307 9,433 9,433 592 592 444,392
Environmental Management
Environmental Protection Waste Minimisation City Planning Environmental Consents and Compliance
Community Services
Libraries Parks Leisure Services Community Partnerships, Programmes and Civil Defence Housing for Older People Cemeteries
Economic Development

Council Services
Commercial Property
Total of services
Development contributions refunds Auckland War Memorial Museum Levy Museum of Transport and Technology Levy Auckland Regional Amenities Funding Levy
3,864 1,539 1,358 271,278
4,279 1,815 1,812 292,724
4,568 1,989 2,265 306,154
4,705 2,049 2,333 322,075
4,846 2,110 2,403 339,566
4,991 2,173 2,475 357,176
5,141 2,238 2,549 371,827
5,295 2,305 2,625 386,499
5,454 2,374 2,704 398,853
5,618 2,445 2,785 412,265
5,787 2,518 2,869 429,819
5,961 2,594 2,955 440,038
6,140 2,672 3,044 447,236
6,324 2,752 3,135 453,351
6,514 2,835 3,229 456,970
Total operating costs
241,300
268,460
Prospective Income
Notes Actual 2007/08 $000 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 Year 6 2013/14 2014/15 $000 $000 Year 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Year 14 2022/23 $000 Year 15 2023/24 $000
Income Rates revenue

General rates Targeted rates attributable to activities: Sewerage rates Water supply rates Waste management rates Business Improvement District rates Pool safety rates Auckland War Memorial Museum rates Museum of Transport and Technology rates Auckland Regional Amenities Funding Act rates 1 122,583 33,932 21,320 2,031 481 137 3,954 1,346 185,784 29,294 870 3,703 2,571 225 568 9,459 7,003 1,563 893 64,692 15,273 33,203 14,918 534 764 16,283 127,665 593 (2,593) 708 (67) (1,359) 131,862 36,157 20,613 2,037 931 143 3,842 1,461 197,046 28,070 872 4,644 3,673 36 250 10,687 8,264 1,539 884 28,138 14,567 1,198 12,000 273 100 8,690 2,332 87,392 (378) (16,981) (17,359) 137,871 39,078 22,042 2,056 985 143 3,864 1,539 1,358 208,936 29,924 1,001 4,337 3,330 256 12,494 9,640 1,533 1,321 36,955 17,087 19,561 307 10,676 65 99,038 406 1,058 1,464 145,838 42,441 23,960 2,083 1,060 143 4,279 1,815 1,812 223,431 31,045 1,126 4,317 3,299 262 12,989 10,073 1,571 1,345 44,555 21,025 23,006 524 11,077 91 108,761 528 2,574 3,102 155,165 46,108 26,015 2,110 1,060 143 4,568 1,989 2,265 239,423 31,922 1,167 4,422 3,284 268 13,383 10,541 1,611 1,231 48,427 19,395 28,495 537 11,494 99 114,466 554 2,024 2,578 165,633 50,092 27,992 2,137 1,060 143 4,705 2,049 2,333 256,144 34,052 1,222 4,552 3,286 277 13,832 10,914 1,659 1,259 51,887 20,541 30,738 608 11,926 106 121,140 582 1,666 2,248 176,588 187,813 54,433 59,156 30,125 32,419 2,165 2,191 1,060 1,060 143 143 4,846 4,991 2,110 2,173 2,403 2,475 273,873 292,421 36,039 1,273 4,684 3,287 285 14,506 11,507 1,709 1,290 51,392 19,738 31,027 627 38,555 1,321 4,813 3,287 292 15,074 12,007 1,751 1,316 54,961 20,985 33,334 642 199,821 64,186 34,877 2,217 1,060 143 5,141 2,238 2,549 312,232 39,638 1,377 4,945 3,289 299 15,629 12,492 1,795 1,342 55,079 21,439 32,922 718 13,323 146 133,725 674 1,466 2,140 212,480 69,636 37,523 2,244 1,060 143 5,295 2,305 2,625 333,311 40,915 1,430 5,084 3,290 307 16,129 12,919 1,840 1,370 65,420 25,279 39,405 736 13,859 169 146,603 708 1,529 2,237 225,703 75,632 40,361 2,271 1,060 143 5,454 2,374 2,704 355,702 41,986 1,485 5,225 3,290 314 16,644 13,362 1,886 1,396 71,878 31,269 39,855 754 14,426 185 155,433 743 1,705 2,448 239,080 82,514 43,413 2,296 1,060 143 5,618 2,445 2,785 379,354 43,115 1,549 5,371 3,382 322 17,180 13,822 1,933 1,425 76,706 33,792 42,076 838 15,016 202 162,843 780 427 1,207 253,292 90,194 46,686 2,324 1,060 143 5,787 2,518 2,869 404,873 44,559 2,814 5,522 3,383 330 17,734 14,297 1,982 1,455 74,384 26,721 46,804 859 15,631 218 164,575 819 819 269,023 97,786 50,203 2,350 1,060 143 5,961 2,594 2,955 432,075 45,378 2,907 5,634 3,384 339 18,304 14,789 2,031 1,484 73,445 25,229 47,336 880 16,270 233 165,894 860 860 283,557 100,512 53,989 2,376 1,060 143 6,140 2,672 3,044 453,493 46,585 1,684 5,775 3,385 347 18,898 15,300 2,082 1,516 68,085 26,741 40,372 972 16,936 247 161,942 903 903 299,458 103,318 58,052 2,402 1,060 143 6,324 2,752 3,135 476,644 47,951 1,723 5,881 3,391 356 19,513 15,832 2,134 1,547 65,842 23,986 40,860 996 17,629 261 162,547 948 948 316,310 106,214 62,418 2,428 1,060 143 6,514 2,835 3,229 501,151 48,955 1,764 6,007 3,389 365 20,148 16,383 2,187 1,578 67,815 25,377 41,417 1,021 18,351 273 167,067 996 996
Other revenue
User charges Rental income from investment properties Other rental income Infringements and fines Interest income Dividend income Operating grants and subsidies NZ Transport Agency subsidies Petrol tax Other grants and subsidies Income for capital projects NZ Transport Agency subsidies Other subsidies, grants and contributions Development levies Water connection fees Contributions received for special funds Vested assets Other
12,374 12,840 121 110 123,950 131,264 611 1,623 2,234 642 1,422 2,064
Other gains/(losses)
Gain on changes in fair value of investment property Gain on changes in fair value of derivatives Gain on disposal of property, plant and equipment Loss on demolition of property, plant and equipment
Total income
312,090
267,079
309,438
335,294
356,467
379,532
400,057 425,749
448,097
482,151
513,583
543,404
570,267
598,829
616,338
640,139
669,214
Prospective Funding Statement

Notes Actual 2007/08 $000 70,790 Forecast 2008/09 $000 (1,386) Year 1 2009/10 $000 38,160 Year 2 2010/11 $000 42,570 Year 3 2011/12 $000 50,313 Year 4 2012/13 $000 57,457 Year 5 2013/14 $000 60,491 Year 6 2014/15 $000 68,573 Year 7 2015/16 $000 76,270 Year 8 2016/17 $000 95,652 Year 9 2017/18 $000 114,730 Year 10 2018/19 $000 131,139 Year 11 2019/20 $000 140,448 Year 12 2020/21 $000 158,791 Year 13 2021/22 $000 169,102 Year 14 2022/23 $000 186,788 Year 15 2023/24 $000 212,244
Net surplus for the year Less unfunded items

Vested assets Fair value of derivatives Revaluation of investment property Development contribution refund adjustment Weathertightness provision adjustment
(16,283) 2,593 (593) 7,269 63,776 (641) 924 -
Funding surplus after unfunded items

Loss on disposal of property, plant and equipment Add: Proceeds on sale of assets Less: Weathertightness claims funded by rates Operating revenue utilised to fund capital expenditure NZ Transport Agency subsidies - new capital Other subsidies, grants and contributions Development levies Northern Busway subsidies Rates and other revenue NZ Transport Agency subsidies - renewal capital Add back depreciation funded Asset sales Deferral of community board discretionary funds Capital funding account transfers Transfers from Special Funds Income Funding of operational expenditure
(8,690) 16,981 378 13,333 2,252 22,868 2 (1,800)
(10,676) (1,058) (406) 26,020 -
(11,077) (2,574) (528) 28,391 -
(11,494) (2,024) (554) 36,241 -
(11,926) (1,666) (582) 43,283 -
(12,374) (1,623) (611) 45,883 -
(12,840) (1,422) (642) 53,669 -
(13,323) (1,466) (674) 60,807 -
(13,859) (1,529) (708) 79,556 -
(14,426) (1,705) (743) 97,856 -
(15,016) (427) (780) 114,916 -
(15,631) (819) 123,998 -
(16,270) (860) 141,661 -
(16,936) (903) 151,263 -
(17,629) (948) 168,211 -
(18,351) (996) 192,897 -
(10,629) (11,303) (14,918) (21,900) (37,023) (4,644) 45,905 (123) (635) (360)
(8,157) (1,198) (12,000) (34,608) (6,410) 51,991 (70) 128 (526)
(10,146) (19,561) (30,898) (6,941) 54,637 (1,330) -
(13,750) (23,006) (34,679) (7,275) 59,856 (12,675) -
(11,588) (28,495) (40,896) (7,807) 62,703 (84) -
(11,604) (30,738) (47,624) (8,937) 66,519 (87) -
(10,526) (31,027) (54,053) (9,212) 70,573 (90) -
(11,050) (33,334) (55,550) (9,935) 74,808 (93) -
(10,843) (32,922) (58,741) (10,596) 78,542 (96) -
(13,934) (39,405) (63,061) (11,345) 81,987 (99) -
(19,040) (39,855) (67,211) (12,229) 85,472 (102) -
(20,747) (42,076) (75,229) (13,045) 88,835 (105) -
(13,324) (46,804) (84,561) (13,397) 92,900 (108) -
(10,985) (47,336) (92,740) (14,244) 96,745 (111) -
(10,410) (40,372) (61,784) (16,331) 99,899 (114) -
(7,244) (40,860) (65,954) (16,742) 102,630 (117) -
(7,578) (41,417) (73,684) (17,799) 106,067 (121) -
Funding surplus prior to debt repayment

Book value of assets sold From operating revenue Sinking fund contributions Interest received on sinking funds Net loan repayments Extra debt repayment above Treasury Management Policy Sinking funds realised
(1,958) (764) 745 6,452 (59) (185) (6,053) (408) 1,022 (5,683)
(1,164) (100) 1,538 10,494 70 (36) (4,891) (4,391) 1,473 (7,845)
(921) 10,860 1,330 (6,514) (5,667) (12,181)
(838) (3,976) 12,675 (8,689) (8,689)
(806) 9,268 84 (9,133) (200) (9,333)
(773) 10,039 87 (10,082) (10,082)
(804) 10,744 90 (10,626) (200) (10,826)
(836) 17,679 93 (11,465) (6,259) (17,724)
(869) 25,282 96 (12,125) (13,211) (25,336)
(904) 32,795 99 (12,716) (20,141) (32,857)
(940) 43,951 102 (13,124) (30,900) (44,024)
(978) 51,571 105 (13,469) (38,169) (51,638)
(1,017) 57,687 108 (14,006) (43,756) (57,762)
(1,057) 71,933 111 (14,127) (57,879) (72,006)
(1,100) 121,051 114 (13,383) (107,750) (121,133)
(1,144) 138,780 117 (11,736) (127,149) (138,885)
(1,189) 157,176 121 (9,721) (147,570) (157,291)
Funding surplus/(deficit)
769
2,719
10
19
44
48
42
37
29
38
33
38
32
12
Prospective Statement of Changes in Equity

Actual 2007/08 $000 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Ye ar 8 2016/17 $000 Ye ar 9 2017/18 $000 Ye ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Ye ar 12 2020/21 $000 Ye ar 13 2021/22 $000 Ye ar 14 2022/23 $000 Ye ar 15 2023/24 $000
Opening balances
Accumulated funds and retained earnings Special funds Asset revaluation reserve Fair value through equity reserve Opening balances 3,229,829 22,913 427,227 61,711 3,741,680 3,296,721 26,464 594,154 60,564 3,977,903 3,295,609 26,025 587,036 60,564 3,969,234 3,338,848 20,946 762,052 60,564 4,182,410 3,380,580 21,784 972,508 60,564 4,435,436 3,433,362 3,490,046 19,315 20,088 1,182,177 1,390,705 60,564 60,564 4,695,418 4,961,403 3,549,733 20,892 1,611,911 60,564 5,243,100 3,617,470 21,728 1,846,836 60,564 5,546,598 3,692,871 22,597 2,093,720 60,564 5,869,752 3,787,619 23,501 2,356,162 60,564 6,227,846 3,901,409 24,441 2,635,586 60,564 6,622,000 4,031,570 25,419 2,933,060 60,564 7,050,613 4,171,001 26,436 3,250,144 60,564 7,508,145 4,328,735 27,493 3,586,982 60,564 8,003,774 4,496,737 28,593 3,943,909 60,564 8,529,803 4,682,381 29,737 4,320,790 60,564 9,093,472
Changes in equity
Accumulated funds and retained earnings Net surplus for the year Transfer (to)/from special funds Transfer from asset revaluation reserve Special funds Transfer to/(from) retained earnings Asset revaluation reserve Share of other comprehensive income Transfer to retained earnings Fair value through equity reserve Share of other comprehensive income Total comprehensive income 70,790 (3,551) (347) 3,551 166,580 347 (1,147) 236,223 (1,386) 274 (439) (7,118) (8,669) 38,160 5,079 (5,079) 175,016 213,176 42,570 (838) 838 210,456 253,026 50,313 2,469 (2,469) 209,669 259,982 57,457 (773) 773 208,528 265,985 60,491 (804) 804 221,206 281,697 68,573 (836) 836 234,925 303,498 76,270 (869) 869 246,884 323,154 95,652 (904) 904 262,442 358,094 114,730 (940) 940 279,424 394,154 131,139 (978) 978 297,474 428,613 140,448 (1,017) 1,017 317,084 457,532 158,791 (1,057) 1,057 336,838 495,629 169,102 (1,100) 1,100 356,927 526,029 186,788 (1,144) 1,144 376,881 563,669 212,244 (1,189) 1,189 398,371 610,615
Closing balances
Accumulated funds and retained earnings Special funds Asset revaluation reserve Fair value through equity reserve 3,296,721 26,464 594,154 60,564 3,295,609 26,025 587,036 60,564 3,338,848 20,946 762,052 60,564 3,380,580 21,784 972,508 60,564 3,433,362 19,315 1,182,177 60,564 3,490,046 3,549,733 20,088 20,892 1,390,705 1,611,911 60,564 60,564 3,617,470 21,728 1,846,836 60,564 3,692,871 22,597 2,093,720 60,564 3,787,619 23,501 2,356,162 60,564 3,901,409 24,441 2,635,586 60,564 4,031,570 25,419 2,933,060 60,564 4,171,001 26,436 3,250,144 60,564 4,328,735 27,493 3,586,982 60,564 4,496,737 28,593 3,943,909 60,564 4,682,381 29,737 4,320,790 60,564 4,893,436 30,926 4,719,161 60,564
Closing balance
3,977,903
3,969,234
4,182,410
4,435,436
4,695,418
4,961,403 5,243,100
5,546,598
5,869,752
6,227,846
6,622,000
7,050,613
7,508,145
8,003,774
8,529,803
9,093,472
9,704,087
Prospective Statement of Financial Position Prospective Statement of Financial Position

Notes Actual 2007/08 $000 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 Year 6 2013/14 2014/15 $000 $000 Assets Current assets Cash and cash equivalents Trade and other receivables Inventories Biological assets Other financial assets Non-current assets held for sale Total current assets Non-current assets Trade and other receivables Property, plant and equipment Intangible assets Investment property Other financial assets Derivative financial instruments Total non-current assets Total assets 1,244 44,974 533 29 1,437 5,700 53,917 46,152 547 64 80 46,843 48,574 561 65 82 49,282 49,545 572 67 84 50,268 50,536 584 68 87 51,275 51,547 595 69 90 52,301 52,578 607 71 93 53,349 53,629 619 72 96 54,416 Year 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Year 14 2022/23 $000 Year 15 2023/24 $000
54,702 632 73 99 55,506
55,796 644 75 102 56,617
56,912 657 76 105 57,750
58,050 670 78 108 58,906
59,211 684 80 111 60,086
60,395 697 81 114 61,287
61,603 711 83 117 62,514
62,835 726 84 121 63,766
64,092 740 86 125 65,043
13 14 3 2 4
3 4,090,177 1,979 10,533 147,448 1,487 4,251,627 4,305,544
4,215,401 1,392 10,155 148,596 4,375,544 4,422,387
4,523,944 776 10,561 148,596 4,683,877 4,733,159
4,805,726 149 11,089 148,596 4,965,560 5,015,828
5,111,018 111 11,643 148,596 5,271,368 5,322,643
5,398,621 5,716,112 6,049,580 412 481 705 13,478 12,225 12,836 148,596 148,596 148,596 5,559,923 5,878,249 6,212,066 5,612,224 5,931,598 6,266,482
6,399,121 171 14,152 148,596 6,562,040 6,617,546
6,774,615 85 14,860 148,596 6,938,156 6,994,773
7,182,722 102 15,603 148,596 7,347,023 7,404,773
7,634,162 115 16,383 148,596 7,799,256 7,858,162
8,094,648 120 17,202 148,596 8,260,566 8,320,652
8,550,400 122 18,062 148,596 8,717,180 8,778,467
8,992,161 125 18,965 148,596 9,159,847 9,222,361
9,453,101 9,931,225 128 131 19,913 20,909 148,596 148,596 9,621,738 10,100,861 9,685,504 10,165,904
Liabilities Current liabilities Trade and other payables Provisions Employee benefit liabilities Borrowings Total current liabilities Non-current liabilities Employee benefit liabilities Borrowings Derivative financial instruments Total non-current liabilities Total liabilities
5 6 7
63,429 13,233 6,667 6,529 89,858
74,130 29,808 6,736 9,350 120,024
84,454 9,293 6,971 12,181 112,899
96,916 6,681 7,180 8,689 119,466
100,296 4,566 7,394 9,333 121,589
100,130 2,631 7,616 10,082 120,459
97,921 2,005 7,808 10,826 118,560
98,046 1,585 8,002 17,724 125,357
98,163 1,137 8,202 25,336 132,838
98,266 1,137 8,408 32,857 140,668
98,358 1,137 8,618 44,024 152,137
96,529 1,137 8,833 51,638 158,137
95,259 1,137 9,054 57,762 163,212
94,471 1,137 9,280 72,006 176,894
94,479 1,137 9,512 121,133 226,261
94,481 1,137 9,750 138,885 244,253
93,832 1,137 9,944 157,291 262,204
6 7 8
1,245 236,538 237,783 327,641
1,220 316,415 15,494 333,129 453,153
1,159 422,255 14,436 437,850 550,749
1,101 447,963 11,862 460,926 580,392
1,046 494,752 9,838 505,636 627,225
994 521,196 8,172 530,362 650,821
944 562,445 6,549 569,938 688,498
897 588,503 5,127 594,527 719,884
852 610,443 3,661 614,956 747,794
809 623,318 2,132 626,259 766,927
769 629,440 427 630,636 782,773
731 648,681 649,412 807,549
694 648,601 649,295 812,507
659 597,140 597,799 774,693
626 465,671 466,297 692,558
595 347,184 347,779 592,032
565 199,048 199,613 461,817
Equity Retained earnings Other reserves Total equity
9 10
3,296,721 681,182 3,977,903
3,295,609 673,625 3,969,234
3,338,848 843,562 4,182,410
3,380,580 1,054,856 4,435,436
3,433,362 1,262,056 4,695,418
3,490,046 3,549,733 3,617,470 1,471,357 1,693,367 1,929,128 4,961,403 5,243,100 5,546,598
3,692,871 2,176,881 5,869,752
3,787,619 2,440,227 6,227,846
3,901,409 2,720,591 6,622,000
4,031,570 3,019,043 7,050,613
4,171,001 3,337,144 7,508,145
4,328,735 3,675,039 8,003,774
4,496,737 4,033,066 8,529,803
4,682,381 4,411,091 9,093,472
4,893,436 4,810,651 9,704,087
Prospective Statement of Cash Flows

Actual 2007/08 $000 Cash flow from operating activities Cash provided from : Rates revenue Income from significant activities Interest received Dividends received Operating grants and subsidies Income for capital projects Receipts from other revenue Total cash provided Cash applied to : Payments to suppliers, employees and elected members Interest paid Levies Goods and services tax (net) Bonds and deposits Total cash applied Net cash inflow from operating activities Cash flow from investing activities Cash provided from : Sale of property, plant and equipment Increase in advances Sinking funds realised Total cash provided Cash applied to : Contributions to sinking funds Purchase of property, plant and equipment Purchase of intangibles Total cash applied Net cash outflow from investing activities Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Ye ar 8 2016/17 $000 Ye ar 9 2017/18 $000 Ye ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Ye ar 12 2020/21 $000 Ye ar 13 2021/22 $000 Ye ar 14 2022/23 $000 Ye ar 15 2023/24 $000
184,251 42,357 40 568 8,596 65,437 301,249
197,046 37,259 36 250 10,687 28,138 2,332 275,748
208,936 38,592 256 12,494 36,955 65 297,298
223,431 39,787 262 12,989 44,555 91 321,115
239,423 40,795 268 13,383 48,427 99 342,395
256,144 43,112 277 13,832 51,887 106 365,358
273,873 45,283 285 14,506 51,392 110 385,449
292,421 47,976 292 15,074 54,961 121 410,845
312,232 49,249 299 15,629 55,079 146 432,634
333,311 50,719 307 16,129 65,420 169 466,055
355,702 51,986 314 16,644 71,878 185 496,709
379,354 53,417 322 17,180 76,706 202 527,181
404,873 56,278 330 17,734 74,384 218 553,817
432,075 57,303 339 18,304 73,445 233 581,699
453,493 57,429 347 18,898 68,085 247 598,499
476,644 58,946 356 19,513 65,842 261 621,562
501,151 60,115 365 20,148 67,815 273 649,867
170,454 14,126 5,275 319 3,465 193,639 107,610
184,132 18,739 5,303 208,174 67,574
179,283 23,935 6,761 209,979 87,319
195,088 30,920 7,906 233,914 87,201
199,016 33,163 8,822 241,001 101,394
211,041 36,534 9,087 256,662 108,696
223,959 38,877 9,359 272,195 113,254
231,433 42,180 9,639 283,252 127,593
239,824 44,444 9,928 294,196 138,438
248,928 46,300 10,225 305,453 160,602
256,156 47,662 10,532 314,350 182,359
266,328 49,165 10,848 326,341 200,840
277,617 50,499 11,174 339,290 214,527
284,006 49,684 11,510 345,200 236,499
290,969 45,644 11,856 348,469 250,030
300,501 39,165 12,211 351,877 269,685
309,146 31,059 12,578 352,783 297,084
1,102 3 1,022 2,127
70 1,473 1,543
1,330 1,330
12,675 12,675
84 84
87 87
90 90
93 93
96 96
99 99
102 102
105 105
108 108
111 111
114 114
117 117
121 121
59 171,904 171,963 (169,836)
152,940 107 153,047 (151,504)
176,793 80 176,873 (175,543)
119,442 38 119,480 (106,805)
146,737 59 146,796 (146,712)
133,542 499 134,041
154,212 499 154,711
160,163 59 160,222 (160,129)
167,604 34 167,638 (167,542)
181,063 34 181,097 (180,998)
199,691 59 199,750 (199,648)
227,740 60 227,800 (227,695)
220,619 60 220,679 (220,571)
199,331 62 199,393 (199,282)
167,738 64 167,802 (167,688)
169,001 66 169,067 (168,950)
167,407 68 167,475 (167,354)
(133,954) (154,621)
Prospective Statement of Cash Flows (contd)

Actual 2007/08 $000 Cash flow from financing activities Cash provided from : Proceeds from borrowings Total cash provided Cash applied to : Repayment of borrowings Repayment of finance leases Total cash applied Net cash inflow from financing activities Net increase/(decrease) in cash and cash equivalents Opening cash balance at 1 July Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 Year 6 2013/14 2014/15 $000 $000 Year 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Year 14 2022/23 $000 Year 15 2023/24 $000
70,855 70,855
91,968 91,968
100,405 100,405
28,293 28,293
54,651 54,651
35,340 35,340
52,193 52,193
50,260 50,260
54,440 54,440
53,253 53,253
61,313 61,313
78,493 78,493
63,806 63,806
34,789 34,789
38,791 38,791
38,150 38,150
27,561 27,561
6,461 160 6,621 64,234 2,008 (764)
9,282 9,282 82,686 (1,244) 1,244
12,181 12,181 88,224 -
8,689 8,689 19,604 -
9,333 9,333 45,318 -
10,082 10,082 25,258 -
10,826 10,826 41,367 -
17,724 17,724 32,536 -
25,336 25,336 29,104 -
32,857 32,857 20,396 -
44,024 44,024 17,289 -
51,638 51,638 26,855 -
57,762 57,762 6,044 -
72,006 72,006 (37,217) -
121,133 121,133 (82,342) -
138,885 138,885 (100,735) -
157,291 157,291 (129,730) -
Cash and cash equivalents at the end of the year
1,244
Notes to the prospective financial statements

Actual 2007/08 $000 1 Rates revenue Previous year's rates strike Growth in rating base Pool safety service Increase in - uniform annual sewerage charge - general rate - uniform annual waste management charge - Business Improvement District rate - pool safety service Current year rate strike Penalties on late payment Rates remitted Sub-total Water supply rates Auckland War Memorial Museum rates Museum of Transport and Technology rates Auckland Regional Amenities Funding rates 147,346 2,018 10,039 159,403 1,561 (1,800) 159,164 21,320 3,954 1,346 185,784 159,403 1,727 1,720 7,980 450 171,280 1,650 (1,800) 171,130 20,613 3,842 1,461 197,046 171,280 455 2,585 6,159 54 180,533 1,400 (1,800) 180,133 22,042 3,864 1,539 1,358 208,936 180,533 2,309 2,855 6,158 75 191,930 1,435 (1,800) 191,565 23,960 4,279 1,815 1,812 223,431 191,930 2,456 3,115 7,414 204,915 1,471 (1,800) 204,586 26,015 4,568 1,989 2,265 239,423 204,915 2,624 3,385 8,426 219,350 1,515 (1,800) 219,065 27,992 4,705 2,049 2,333 256,144 219,350 2,813 3,690 8,776 234,629 1,560 (1,800) 234,389 30,125 4,846 2,110 2,403 273,873 234,629 2,779 4,070 9,086 250,564 1,599 (1,800) 250,363 32,419 4,991 2,173 2,475 292,421 250,564 2,971 4,320 9,733 267,588 1,639 (1,800) 267,427 34,877 5,141 2,238 2,549 312,232 267,588 3,175 4,680 10,240 285,683 1,680 (1,800) 285,563 37,523 5,295 2,305 2,625 333,311 285,683 3,393 5,160 10,651 304,887 1,722 (1,800) 304,809 40,361 5,454 2,374 2,704 355,702 304,887 3,321 6,050 10,870 325,128 1,765 (1,800) 325,093 43,413 5,618 2,445 2,785 379,354 325,128 3,866 6,690 11,320 347,004 1,809 (1,800) 347,013 46,686 5,787 2,518 2,869 404,873 347,004 3,784 6,600 12,920 370,308 1,854 (1,800) 370,362 50,203 5,961 2,594 2,955 432,075 370,308 4,041 1,650 11,549 387,548 1,900 (1,800) 387,648 53,989 6,140 2,672 3,044 453,493 387,548 4,230 1,700 12,755 406,233 1,948 (1,800) 406,381 58,052 6,324 2,752 3,135 476,644 406,233 4,435 1,760 13,530 425,958 1,997 (1,800) 426,155 62,418 6,514 2,835 3,229 501,151 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Ye ar 6 2014/15 $000 Ye ar 7 2015/16 $000 Year 8 2016/17 $000 Ye ar 9 2017/18 $000 Ye ar 10 2018/19 $000 Ye ar 11 2019/20 $000 Ye ar 12 2020/21 $000 Ye ar 13 2021/22 $000 Year 14 2022/23 $000 Year 15 2023/24 $000
Financial assets Current portion Fair value through equity Sinking funds investments Total current portion Non-current Fair value through equity Sinking funds investments Unlisted shares - NZ Local Govt. Insurance Corp. Limited Unlisted shares - Watercare Services Limited Investments carried at cost Shares in subsidiary Total non-current portion Total financial assets
1,437 1,437
702 146,646 100 147,448 148,885
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
651 147,845 100 148,596 148,596
The council holds 11.5 per cent of the issued capital of Watercare Services Limited. Under current legislation these shares cannot be sold and no d dividends are payable. The fair value of the shares in Watercare Services Limited has been calculated as the net asset backing of the shares.
Actual 2007/08 $000 3 Investment Property Balance at 1 July Fair value gains/(losses) on valuation Disposals Balance 9,940 593 10,533
Forecast 2008/09 $000
Year 1 2009/10 $000
Year 2 2010/11 $000
Year 3 2011/12 $000
Year 4 2012/13 $000
Year 5 2013/14 $000
Year 6 2014/15 $000
Year 7 2015/16 $000
Year 8 2016/17 $000
Year 9 2017/18 $000
Year 10 2018/19 $000
Year 11 2019/20 $000
Year 12 2020/21 $000
Year 13 2021/22 $000
Year 14 2022/23 $000
Year 15 2023/24 $000
10,533 (378) 10,155
10,155 406 10,561
10,561 528 11,089
11,089 554 11,643
11,643 582 12,225
12,225 611 12,836
12,836 642 13,478
13,478 674 14,152
14,152 708 14,860
14,860 743 15,603
15,603 780 16,383
16,383 819 17,202
17,202 860 18,062
18,062 903 18,965
18,965 948 19,913
19,913 996 20,909
Derivative financial instruments Non-current asset portion Fair value through profit or loss Interest rate swaps T otal non-current portion
1,487 1,487
Provisions Current provisions are represented by: Bank guarantee W eathertightness provision Development contributions refund provision ACC Partnership Programme T otal non-current portion
13,208 25 13,233
14,783 15,000 25 29,808
9,268 25 9,293
6,656 25 6,681
4,541 25 4,566
2,606 25 2,631
1,980 25 2,005
1,560 25 1,585
1,112 25 1,137
1,112 25 1,137
1,112 25 1,137
1,112 25 1,137
1,112 25 1,137
1,112 25 1,137
1,112 25 1,137
1,112 25 1,137
1,112 25 1,137
Employee benefit liabilities Current portion Accrued pay Annual leave Long service leave Sick leave Total current portion Non-current Retirement gratuities T otal non-current portion T otal employee benefit liabilities
273 3,848 2,046 500 6,667
117 3,983 2,118 518 6,736
121 4,122 2,192 536 6,971
125 4,246 2,257 552 7,180
128 4,373 2,325 568 7,394
132 4,504 2,395 585 7,616
136 4,617 2,455 600 7,808
139 4,732 2,516 615 8,002
142 4,851 2,579 630 8,202
146 4,972 2,644 646 8,408
150 5,096 2,710 662 8,618
153 5,224 2,777 679 8,833
157 5,354 2,847 696 9,054
161 5,488 2,918 713 9,280
165 5,625 2,991 731 9,512
169 5,766 3,066 749 9,750
172 5,881 3,127 764 9,944
1,245 1,245 7,912
1,220 1,220 7,956
1,159 1,159 8,130
1,101 1,101 8,281
1,046 1,046 8,440
994 994 8,610
944 944 8,752
897 897 8,899
852 852 9,054
809 809 9,217
769 769 9,387
731 731 9,564
694 694 9,748
659 659 9,939
626 626 10,138
595 595 10,345
565 565 10,509
Borrowings
Current Bank overdraft Secured loans Lease liabilities T otal current borrowings Non-current Secured loans Lease liabilities T otal non-current borrowings T otal borrowings
6,461 68 6,529
9,282 68 9,350
12,181 12,181
8,689 8,689
9,333 9,333
10,082 10,082
10,826 10,826
17,724 17,724
25,336 25,336
32,857 32,857
44,024 44,024
51,638 51,638
57,762 57,762
72,006 72,006
121,133 121,133
138,885 138,885
157,291 157,291
236,538 236,538 243,067
316,415 316,415 325,765
422,255 422,255 434,436
447,963 447,963 456,652
494,752 494,752 504,085
521,196 521,196 531,278
562,445 562,445 573,271
588,503 588,503 606,227
610,443 610,443 635,779
623,318 623,318 656,175
629,440 629,440 673,464
648,681 648,681 700,319
648,601 648,601 706,363
597,140 597,140 669,146
465,671 465,671 586,804
347,184 347,184 486,069
199,048 199,048 356,339
The council manages its borrowings in accordance within its Treasury Managem ent Policy. This full policy is included in Module 5 of this City Plan.
Actual 2007/08 $000

8 Deriv ativ e financial instrume nts Non-curre nt liability portion Fair value through profit or loss Interest rate swaps T otal non-curre nt liabilitie s
Fore cast 2008/09 $000
Ye ar 1 2009/10 $000
Ye ar 2 2010/11 $000
Ye ar 3 2011/12 $000
Ye ar 4 2012/13 $000
Ye ar 5 2013/14 $000
Y e ar 6 2 0 1 4 /1 5 $000
Y e ar 7 2 0 1 5 /1 6 $000
Y e ar 8 2 0 1 6 /1 7 $000
Y e ar 9 2 0 1 7 /1 8 $000
Y e ar 10 2 0 1 8 /1 9 $000
Y e ar 11 2 0 1 9 /2 0 $000
Y e ar 12 2 0 2 0 /2 1 $000
Y e ar 13 2 0 2 1 /2 2 $000
Y e ar 14 2 0 2 2 /2 3 $000
Y e ar 15 2 0 2 3 /2 4 $000
15,494 15,494
14,436 14,436
11,862 11,862
9,838 9,838
8,172 8,172
6,549 6,549
5 ,1 2 7 5 ,1 2 7
3 ,6 6 1 3 ,6 6 1
2 ,1 3 2 2 ,1 3 2
427 427
Equity Retaine d e arnings As at 1 July Transfers (to)/from asset revaluation reserve on disposal of property, plant and equipm ent Transfers (to)/from special funds Interest earned on special funds Incom e received for special funds Capital expenditure funded from special funds O perating expenditure funded from special funds O perating incom e transferred to special funds Surplus for the year As at 30 June
3,229,829 (347) (1,958) (2,213) 745 (125) 70,790 3,296,721
3,296,721 (1,164) (100) 1,538 (1,386) 3,295,609
3,295,609 (921) 6,000 38,160 3,338,848
3,338,848 (838) 42,570 3,380,580
3,380,580 (806) 3,275 50,313 3,433,362
3,433,362 (773) 57,457 3,490,046
3,490,046 (804) 60,491 3,549,733
3 ,5 4 9 ,7 3 3 (8 3 6 ) 6 8 ,5 7 3 3 ,6 1 7 ,4 7 0
3 ,6 1 7 ,4 7 0 (8 6 9 ) 7 6 ,2 7 0 3 ,6 9 2 ,8 7 1
3 ,6 9 2 ,8 7 1 (9 0 4 ) 9 5 ,6 5 2 3 ,7 8 7 ,6 1 9
3 ,7 8 7 ,6 1 9 (9 4 0 ) 1 1 4 ,7 3 0 3 ,9 0 1 ,4 0 9
3 ,9 0 1 ,4 0 9 (9 7 8 ) 1 3 1 ,1 3 9 4 ,0 3 1 ,5 7 0
4 ,0 3 1 ,5 7 0 (1 ,0 1 7 ) 1 4 0 ,4 4 8 4 ,1 7 1 ,0 0 1
4 ,1 7 1 ,0 0 1 (1 ,0 5 7 ) 1 5 8 ,7 9 1 4 ,3 2 8 ,7 3 5
4 ,3 2 8 ,7 3 5 (1 ,1 0 0 ) 1 6 9 ,1 0 2 4 ,4 9 6 ,7 3 7
4 ,4 9 6 ,7 3 7 (1 ,1 4 4 ) 1 8 6 ,7 8 8 4 ,6 8 2 ,3 8 1
4 ,6 8 2 ,3 8 1 (1 ,1 8 9 ) 2 1 2 ,2 4 4 4 ,8 9 3 ,4 3 6
10
O the r re se rv e s Spe cial funds As at 1 July Transfers (to)/from special funds Interest Contributions to subdivisional reserves Contributions to other special funds Transfers (to)/from special funds Capital expenditure O perating expenditure As at 30 June Asse t re v aluation re se rv e As at 1 July Valuation gains taken to equity Transfer to retained earnings on disposal of property, plant and equipm ent As at 30 June Fair v alue through e quity re se rv e As at 1 July Valuation gains taken to equity As at 30 June T otal othe r re se rv e s
22,913 1,958 853 (89) 1,574 (745) 26,464
26,464 1,164 1,000 (900) (165) (1,538) 26,025
26,025 921 (6,000) 20,946
20,946 838 21,784
21,784 806 (3,275) 19,315
19,315 773 20,088
20,088 804 20,892
2 0 ,8 9 2 836 2 1 ,7 2 8
2 1 ,7 2 8 869 2 2 ,5 9 7
2 2 ,5 9 7 904 2 3 ,5 0 1
2 3 ,5 0 1 940 2 4 ,4 4 1
2 4 ,4 4 1 978 2 5 ,4 1 9
2 5 ,4 1 9 1 ,0 1 7 2 6 ,4 3 6
2 6 ,4 3 6 1 ,0 5 7 2 7 ,4 9 3
2 7 ,4 9 3 1 ,1 0 0 2 8 ,5 9 3
2 8 ,5 9 3 1 ,1 4 4 2 9 ,7 3 7
2 9 ,7 3 7 1 ,1 8 9 3 0 ,9 2 6
427,227 166,580 347 594,154
594,154 (7,118) 587,036
587,036 175,016 762,052
762,052 210,456 972,508
972,508 209,669 1,182,177
1,182,177 208,528 1,390,705
1,390,705 221,206 1,611,911
1 ,6 1 1 ,9 1 1 2 3 4 ,9 2 5 1 ,8 4 6 ,8 3 6
1 ,8 4 6 ,8 3 6 2 4 6 ,8 8 4 2 ,0 9 3 ,7 2 0
2 ,0 9 3 ,7 2 0 2 6 2 ,4 4 2 2 ,3 5 6 ,1 6 2
2 ,3 5 6 ,1 6 2 2 7 9 ,4 2 4 2 ,6 3 5 ,5 8 6
2 ,6 3 5 ,5 8 6 2 9 7 ,4 7 4 2 ,9 3 3 ,0 6 0
2 ,9 3 3 ,0 6 0 3 1 7 ,0 8 4 3 ,2 5 0 ,1 4 4
3 ,2 5 0 ,1 4 4 3 3 6 ,8 3 8 3 ,5 8 6 ,9 8 2
3 ,5 8 6 ,9 8 2 3 5 6 ,9 2 7 3 ,9 4 3 ,9 0 9
3 ,9 4 3 ,9 0 9 3 7 6 ,8 8 1 4 ,3 2 0 ,7 9 0
4 ,3 2 0 ,7 9 0 3 9 8 ,3 7 1 4 ,7 1 9 ,1 6 1
61,711 (1,147) 60,564 681,182
60,564 60,564 673,625
60,564 60,564 843,562
60,564 60,564 1,054,856
60,564 60,564 1,262,056
60,564 60,564 1,471,357
60,564 60,564 1,693,367
6 0 ,5 6 4 6 0 ,5 6 4
6 0 ,5 6 4 6 0 ,5 6 4
6 0 ,5 6 4 6 0 ,5 6 4
6 0 ,5 6 4 6 0 ,5 6 4
6 0 ,5 6 4 6 0 ,5 6 4
6 0 ,5 6 4 6 0 ,5 6 4
6 0 ,5 6 4 6 0 ,5 6 4
6 0 ,5 6 4 6 0 ,5 6 4
6 0 ,5 6 4 6 0 ,5 6 4
6 0 ,5 6 4 6 0 ,5 6 4
1 ,9 2 9 ,1 2 8
2 ,1 7 6 ,8 8 1
2 ,4 4 0 ,2 2 7
2 ,7 2 0 ,5 9 1
3 ,0 1 9 ,0 4 3
3 ,3 3 7 ,1 4 4
3 ,6 7 5 ,0 3 9
4 ,0 3 3 ,0 6 6
4 ,4 1 1 ,0 9 1
4 ,8 1 0 ,6 5 1
Actual 2007/08 $000
Forecast 2008/09 $000
Year 1 2009/10 $000
Year 2 2010/11 $000
Year 3 2011/12 $000
Year 4 2012/13 $000
Year 5 2013/14 $000
Y e ar 6 2 0 1 4 /1 5 $000
Y e ar 7 2 0 1 5 /1 6 $000
Y e ar 8 2 0 1 6 /1 7 $000
Y e ar 9 2 0 1 7 /1 8 $000
Y e ar 10 2 0 1 8 /1 9 $000
Y e ar 11 2 0 1 9 /2 0 $000
Y e ar 12 2 0 2 0 /2 1 $000
Y e ar 13 2 0 2 1 /2 2 $000
Y e ar 14 2 0 2 2 /2 3 $000
Y e ar 15 2 0 2 3 /2 4 $000
11 Interest received Interest on special funds Interest on sinking funds Interest on general funds Total interest received 1,958 225 (1,958) 225 1,164 36 (1,164) 36 921 (921) 838 (838) 806 (806) 773 (773) 804 (804) 836 (836) 869 (869) 904 (904) 940 (940) 978 (978) 1,017 (1,017) 1,057 (1,057) 1,100 (1,100) 1,144 (1,144) 1,189 (1,189) -
12 Depreciation and amortisation Depreciation of fixed assets Depreciation of infrastructural assets Depreciation of restricted assets Amortisation of intangible assets Total depreciation and amortisation 6,257 34,669 4,780 199 45,905 7,192 39,010 5,095 694 51,991 7,209 41,241 5,491 696 54,637 7,790 45,487 5,914 665 59,856 8,537 48,115 5,954 97 62,703 9,215 50,972 6,203 129 66,519 9,830 54,077 6,391 275 70,573 10,655 57,177 6,624 352 74,808 11,314 60,168 6,785 275 78,542 11,699 63,135 7,033 120 81,987 12,058 66,107 7,265 42 85,472 12,953 68,333 7,502 47 88,835 14,319 70,817 7,709 55 92,900 15,367 73,390 7,928 60 96,745 16,082 75,679 8,077 61 99,899 16,830 77,402 8,335 63 102,630 17,610 79,865 8,527 65 106,067
13 Property, plant and equipment Operational assets Infrastructural assets Restricted assets Total property, plant and equipment 14 Intangible assets Intangible assets Total intangible assets 1,979 1,979 1,392 1,392 776 776 149 149 111 111 481 481 705 705 412 412 171 171 85 85 102 102 115 115 120 120 122 122 125 125 128 128 131 131 333,802 2,259,641 1,496,734 4,090,177 358,340 2,429,446 1,427,615 4,215,401 381,170 2,655,148 1,487,626 4,523,944 399,279 2,857,545 1,548,902 4,805,726 448,032 3,048,408 1,614,578 5,111,018 464,310 3,248,539 1,685,772 5,398,621 493,437 3,462,240 1,760,435 5,716,112 520,115 3,690,920 1,838,545 6,049,580 538,165 3,939,896 1,921,060 6,399,121 555,546 4,211,467 2,007,602 6,774,615 573,329 4,510,138 2,099,255 7,182,722 602,790 4,834,348 2,197,024 7,634,162 632,404 5,162,337 2,299,907 8,094,648 649,939 5,493,172 2,407,289 8,550,400 667,934 5,803,916 2,520,311 8,992,161 686,440 6,125,255 2,641,406 9,453,101 705,505 6,456,646 2,769,074 9,931,225
Summary of prospective capital expenditure by significant activity

A ctual 2007/08 $000 Forecast 2008/09 $000 93,852 1,714 19,502 628 115,696 Year 1 2009/10 $000 104,718 29,551 4,915 139,184 Year 2 2010/11 $000 67,193 12,737 988 80,918 Year 3 2011/12 $000 90,786 13,038 1,008 104,832 Year 4 2012/13 $000 69,022 15,864 1,029 85,915 Year 5 2013/14 $000 72,708 25,548 4,035 102,291 Year 6 2014/15 $000 79,639 21,701 4,182 105,522 Year 7 2015/16 $000 90,134 15,328 2,343 107,805 Year 8 2016/17 $000 101,889 15,344 1,116 118,349 Year 9 2017/18 $000 116,682 16,379 1,137 134,198 Year 10 2018/19 $000 130,653 30,621 1,202 162,476 Year 11 2019/20 $000 122,812 31,281 1,270 155,363 Year 12 2020/21 $000 110,739 18,098 1,344 130,181 Year 13 2021/22 $000 73,801 17,370 1,420 92,591 Year 14 2022/23 $000 69,026 19,629 1,501 90,156 Year 15 Total over 2023/24 15 years $000 $000 58,937 20,020 1,585 80,542 1,358,739 302,509 29,075 1,690,323
New capital expenditure

Infrastructure Environmental M anagement Community Services Council Services 101,599 68 35,205 1,105 137,977
Total new capital expenditure Renewal capital expenditure

Wastewater Stormwater Transport Water Supply Libraries Parks Leisure Services Housing for Older People Property M anagement
Total renewal capital expenditure Vested assets

Wastewater Stormwater Transport Water Supply Parks
10,693 1,511 14,360 2,589 3,884 145 694 33,876
12,022 2,086 16,705 2,706 4,251 590 148 567 39,075
9,498 2,066 17,150 3,206 3,546 187 153 817 36,623
10,188 2,398 18,026 3,405 198 3,314 226 161 844 38,760
9,801 2,560 19,957 3,670 4,498 324 169 985 41,964
11,692 3,007 22,782 4,382 4,793 561 176 1,022 48,415
14,394 3,152 23,707 4,765 2,089 4,949 509 184 1,061 54,810
13,129 3,306 25,578 5,437 5,507 451 191 1,101 54,700
15,436 3,477 27,464 6,143 5,389 583 200 1,141 59,833
15,423 3,557 29,344 6,857 5,570 607 207 1,183 62,748
14,656 3,645 31,916 7,936 5,566 395 216 1,222 65,552
12,388 3,899 33,801 8,759 606 5,876 379 225 1,286 67,219
9,909 4,169 34,798 9,641 6,204 329 234 1,353 66,637
9,653 4,470 36,739 10,782 6,561 149 244 1,426 70,024
7,781 4,781 41,525 12,314 6,925 131 253 1,501 75,211
7,611 5,118 42,897 13,999 7,306 137 264 1,579 78,911
10,590 5,484 45,109 15,961 685 7,711 141 275 1,662 87,618
172,149 55,089 450,793 117,257 3,578 83,715 5,109 3,152 18,183 909,025
Total vested assets
1,253 2,669 5,625 399 6,337 16,283
1,120 1,600 4,950 320 700 8,690
1,717 2,290 5,553 1,116 10,676
1,777 2,370 5,775 1,155 11,077
1,840 2,453 6,006 1,195 11,494
1,904 2,539 6,246 1,237 11,926
1,971 2,627 6,496 1,280 12,374
2,040 2,719 6,756 1,325 12,840
2,111 2,815 7,026 1,371 13,323
2,200 2,933 7,307 1,419 13,859
2,292 3,056 7,599 1,479 14,426
2,388 3,184 7,903 1,541 15,016
2,488 3,318 8,219 1,606 15,631
2,592 3,457 8,548 1,673 16,270
2,701 3,602 8,890 1,743 16,936
2,814 3,753 9,246 1,816 17,629
2,932 3,911 9,616 1,892 18,351
33,767 45,027 111,186 21,848 211,828
Total capital expenditure
188,136
163,461
186,483
130,755
158,290
146,256
169,475
173,062
180,961
194,956
214,176
244,711
237,631
216,475
184,738
186,696
186,511
2,811,176
Funding
NZ Transport subsidies - new works NZ Transport subsidies - renewal works Northern Busway subsidies Other grants and subsidies Special funds Loans Development contributions Sale of assets General rates and other revenue Sewerage revenue Water revenue Capital funding account Vested assets 10,629 4,644 21,900 11,303 70,856 14,918 123 19,352 12,148 5,523 457 16,283 8,157 6,410 1,198 91,968 12,000 70 21,029 9,616 3,963 360 8,690 10,146 6,941 6,000 100,405 19,561 1,330 20,395 6,668 3,835 526 10,676 13,750 7,275 28,293 23,006 12,675 21,999 8,050 4,630 11,077 11,588 7,807 3,275 54,651 28,495 84 25,018 10,810 5,068 11,494 11,604 8,937 35,340 30,738 87 28,183 14,291 5,150 11,926 10,526 9,212 52,193 31,027 90 30,657 18,075 5,321 12,374 11,050 9,935 50,260 33,334 93 30,702 19,831 5,017 12,840 10,843 10,596 54,440 32,922 96 32,301 21,761 4,679 13,323 13,934 11,345 53,253 39,405 99 33,896 23,876 5,289 13,859 19,040 12,229 61,313 39,855 102 35,652 25,280 6,279 14,426 20,747 13,045 78,493 42,076 105 37,523 29,474 8,232 15,016 13,324 13,397 63,806 46,804 108 38,985 35,179 10,397 15,631 10,985 14,244 34,789 47,336 111 40,849 39,272 12,619 16,270 10,410 16,331 38,791 40,372 114 44,532 3,497 13,755 16,936 7,244 16,742 38,150 40,860 117 46,535 2,943 16,476 17,629 7,578 17,799 27,561 41,417 121 48,837 5,246 19,601 18,351 182,769 175,835 9,275 771,738 537,208 15,332 516,064 264,253 126,348 526 211,828
Total funding
188,136
163,461
186,483
130,755
158,290
146,256
169,475
173,062
180,961
194,956
214,176
244,711
237,631
216,475
184,738
186,696
186,511
2,811,176
Summary of prospective new capital expenditure by output area

A ctual 2007/08 $000 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Year 6 2014/15 $000 Year 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Year 14 2022/23 $000 Year 15 Total over 2023/24 15 years $000 $000
Infrastructure Wastewater Stormwater Transport Water Supply
42,577 7,062 48,719 3,241 101,599
64,101 6,069 21,436 2,246 93,852
51,289 5,382 45,645 2,402 104,718
16,029 6,569 41,828 2,767 67,193
12,277 10,392 65,397 2,720 90,786
14,316 15,945 34,401 4,360 69,022
18,589 14,543 34,701 4,875 72,708
24,328 13,444 37,713 4,154 79,639
28,602 14,069 42,704 4,759 90,134
36,919 14,080 45,933 4,957 101,889
37,041 14,093 61,836 3,712 116,682
48,364 14,758 63,588 3,943 130,653
52,434 15,315 50,965 4,098 122,812
44,999 15,913 45,553 4,274 110,739
8,968 16,601 43,693 4,539 73,801
8,574 17,260 38,461 4,731 69,026
7,886 410,615 17,974 206,338 28,157 680,575 4,920 61,211 58,937 1,358,739
Com m unity Services Environmental Protection Environmental Consents and Compliance
35 33 68
1,714 1,714
Com m unity Services Libraries Parks Leisure Services Community Partnerships Cemeteries
1,985 31,900 914 224 182 35,205
6,373 11,790 482 17 840 19,502
7,343 20,949 496 763 29,551
1,931 10,171 514 121 12,737
2,066 10,290 532 23 127 13,038
2,450 12,419 550 313 132 15,864
5,305 12,337 6,840 928 138 25,548
2,065 11,717 7,122 653 144 21,701
2,135 12,434 609 150 15,328
2,198 12,365 625 156 15,344
2,286 13,290 641 162 16,379
15,152 14,629 672 168 30,621
15,725 14,673 707 176 31,281
3,303 13,865 747 183 18,098
2,565 13,815 799 191 17,370
2,641 15,928 862 198 19,629
2,720 16,145 948 207 20,020
69,885 205,027 22,664 1,917 3,016 302,509
Council Services Property M anagement Corporate Support
89 1,016 1,105
40 588 628
40 4,875 4,915
42 946 988
43 965 1,008
45 984 1,029
3,031 1,004 4,035
3,158 1,024 4,182
49 2,294 2,343
51 1,065 1,116
51 1,086 1,137
54 1,148 1,202
57 1,213 1,270
60 1,284 1,344
64 1,356 1,420
68 1,433 1,501
71 1,514 1,585
6,884 22,191 29,075
Total new capital expenditure
137,977
115,696
139,184
80,918
104,832
85,915
102,291
105,522
107,805
118,349
134,198
162,476
155,363
130,181
92,591
90,156
80,542 1,690,323
Capital projects
Actual 2007/08 $000 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Year 6 2014/15 $000 Year 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Year 14 2022/23 $000 Year 15 2023/24 $000
Schedule of capital expenditure - Wastewater

New capital expenditure Extension requirements System extensions Subdivisional contributions Levels of service improvements W et-weather overflow improvements Reliability and efficiency improvements Infrastructural improvements and extensions Gravity sewers Minor works and forward design Pumping station and rising mainss Storage tanks Replacements and rehabilitation Minor works and forward design Wastewater treatment plant Extension requirements Tunnel and outfall
480 480 10,473 484 10,957 6,151 24,989 31,140 42,577
435 1,200 1,635 6,140 678 6,818 727 54,921 55,648 64,101
14,854 839 1,201 16,894 121 121 2,779 31,495 34,274 51,289
9,688 406 4,876 14,970 1,059 1,059 16,029
1,045 232 10,824 12,101 176 176 12,277
7,126 131 6,089 13,346 970 970 14,316
13,394 70 4,077 17,541 1,048 1,048 18,589
3,760 177 4,035 13,913 21,885 2,443 2,443 24,328
5,324 268 6,141 14,324 26,057 2,545 2,545 28,602
26,358 137 8,939 35,434 1,485 1,485 36,919
22,221 116 3,905 8,699 34,941 2,100 2,100 37,041
8,507 97 322 31,517 40,443 7,921 7,921 48,364
22,237 228 7,195 14,447 44,107 8,327 8,327 52,434
28,706 3,843 8,910 41,459 3,540 3,540 44,999
4,288 182 4,470 4,498 4,498 8,968
4,550 95 559 5,204 3,370 3,370 8,574
1,031 6,569 7,600 286 286 7,886
T otal new capital expenditure Renewal capital expenditure Reactive renewals - operations Planned renewals - wet-weather overflows Planned renewals - other Gravity sewer Minor works and forward design Pumping station and rising mains W astewater treatment plant T otal renewal capital expenditure Vested assets T otal capital expenditure
345 5,608 2,760 1,980 10,693 1,253 54,523
837 6,606 3,187 1,392 12,022 1,120 77,243
6,966 502 907 1,123 9,498 1,717 62,504
6,342 1,139 974 1,733 10,188 1,777 27,994
7,057 707 1,095 942 9,801 1,840 23,918
8,625 623 1,574 870 11,692 1,904 27,912
8,490 973 2,934 1,997 14,394 1,971 34,954
8,451 996 1,704 1,978 13,129 2,040 39,497
9,146 1,263 2,019 3,008 15,436 2,111 46,149
8,953 743 1,841 3,886 15,423 2,200 54,542
8,767 1,393 1,914 2,582 14,656 2,292 53,989
6,006 322 1,990 4,070 12,388 2,388 63,140
4,596 335 2,069 2,909 9,909 2,488 64,831
5,171 349 2,151 1,982 9,653 2,592 57,244
3,764 364 2,237 1,416 7,781 2,701 19,450
3,580 379 2,326 1,326 7,611 2,814 18,999
4,409 395 4,361 1,425 10,590 2,932 21,408
Actual 2007/08 $000
Forecast 2008/09 $000
Ye ar 1 2009/10 $000
Ye ar 2 2010/11 $000
Ye ar 3 2011/12 $000
Ye ar 4 2012/13 $000
Ye ar 5 2013/14 $000
Ye ar 6 2014/15 $000
Ye ar 7 2015/16 $000
Ye ar 8 2016/17 $000
Ye ar 9 2017/18 $000
Ye ar 10 2018/19 $000
Ye ar 11 2019/20 $000
Ye ar 12 2020/21 $000
Ye ar 13 2021/22 $000
Ye ar 14 2022/23 $000
Ye ar 15 2023/24 $000
Schedule of capital expenditure - Stormwater

New capital expenditure Extension requirements Extension improvements Subdivisional contributions Levels of service improvement Infrastructure improvements Community board discretionary projects Plant and equipment Minor capital works Infrastructure improvements and extensions Flood protection and network Minor works and forward design Stormwater quality Stream and coastal work
1,344 289 1,633 5,139 58 232 5,429 7,062
355 112 467 5,348 30 1 223 5,602 6,069
2,367 1,110 325 1,580 5,382 5,382
1,351 962 1,818 2,438 6,569 6,569
2,973 1,325 5,270 824 10,392 10,392
5,810 1,278 5,186 3,671 15,945 15,945
4,732 1,323 5,394 3,094 14,543 14,543
8,787 1,370 899 2,388 13,444 13,444
5,753 1,418 1,749 5,149 14,069 14,069
5,941 1,468 1,783 4,888 14,080 14,080
5,720 1,520 1,622 5,231 14,093 14,093
5,955 1,574 1,688 5,541 14,758 14,758
6,200 1,630 1,758 5,727 15,315 15,315
6,572 1,688 1,830 5,823 15,913 15,913
6,844 1,748 1,906 6,103 16,601 16,601
7,307 1,810 1,984 6,159 17,260 17,260
7,421 1,875 2,067 6,611 17,974 17,974
Total new capital expenditure Renewal capital expenditure Stormwater system - planned renewal Stormwater system - reactive renewal Flood protection and network Minor works and forward design Stormwater quality Total renewal capital expenditure Vested assets Total capital expenditure
1,151 360 1,511 2,669 11,242
1,311 775 2,086 1,600 9,755
1,622 39 405 2,066 2,290 9,738
1,908 43 447 2,398 2,370 11,337
1,877 77 606 2,560 2,453 15,405
2,399 71 537 3,007 2,539 21,491
2,490 75 587 3,152 2,627 20,322
2,584 80 642 3,306 2,719 19,469
2,691 84 702 3,477 2,815 20,361
2,701 89 767 3,557 2,933 20,570
2,712 94 839 3,645 3,056 20,794
2,882 99 918 3,899 3,184 21,841
3,061 105 1,003 4,169 3,318 22,802
3,262 111 1,097 4,470 3,457 23,840
3,465 117 1,199 4,781 3,602 24,984
3,683 124 1,311 5,118 3,753 26,131
3,920 131 1,433 5,484 3,911 27,369
Actual 2007/08 $000
Forecast 2008/09 $000
Ye ar 1 2009/10 $000
Ye ar 2 2010/11 $000
Ye ar 3 2011/12 $000
Ye ar 4 2012/13 $000
Ye ar 5 2013/14 $000
Ye ar 6 2014/15 $000
Ye ar 7 2015/16 $000
Ye ar 8 2016/17 $000
Ye ar 9 2017/18 $000
Ye ar 10 2018/19 $000
Ye ar 11 2019/20 $000
Ye ar 12 2020/21 $000
Ye ar 13 2021/22 $000
Ye ar 14 2022/23 $000
Ye ar 15 2023/24 $000
Schedule of capital expenditure - Transport

New capital expenditure Corridor upgrading Akoranga Drive Anzac Street Lake Road Esmonde Road East Coast Road Glenfield Road Taharoto/W airau/Shakespeare Roads Albany Highway Onewa Road W airau Corridor New roads Gills Road to Oteha Valley Road Long Bay infrastructure Massey Link road Glendhu Road
212 1,279 2,687 789 216 2,189 2,610 247 5,114 15,343 98 67 106 193 464 975
158 434 1,275 132 319 3,503 858 1,034 154 7,867 20 69 34 50 173 374
239 195 3,255 270 616 1,283 3,557 1,161 10,576 222 735 957 1,218
1,005 349 4,756 2,515 4,674 1,820 933 1,988 18,040 216 1,491 77 1,784 828
1,182 5,062 3,379 3,948 1,131 14,702 2,311 2,311 693
3,986 1,701 1,315 4,820 111 11,933 472 472 773
569 945 6,315 290 8,119 -
246 130 2,826 6,687 726 10,615 261 261 -
62 385 132 252 735 6,315 2,895 10,776 340 340 -
64 1,221 782 1,817 2,934 4,360 2,293 13,471 708
7,409 295 3,456 1,425 4,444 17,029 1,506 4,423 1,492 7,421 1,474
140 7,582 3,070 3,576 1,496 8,129 23,993 2,106 4,604 1,351 8,061 1,535
292 2,403 80 3,260 3,846 9,881 5,637 6,392 12,029 -
1,743 250 4,005 5,998 4,891 6,655 11,546 -
4,754 953 4,170 9,877 6,930 6,930 -
2,488 4,342 6,830 9,021 9,021 -
4,522 4,522 -
Cycleways Pedestrian New footpaths - city-wide New footpaths - Albany Reconstruction/upgrading Albany Highway/Bush Road/Schnapper Rock Road East Coast Road/Glenvar Road/Lonely Track Road Glenvar Road Greenhithe Road Greenhithe streets upgrading Bush Road/Paul Mathews Improvements complementing development Lonely Track Road Tristram Avenue motorway approaches Fairview Avenue Paremoremo Road State Highway 17/The Avenue Greville Road Kyle Road reconstruction Archers Corridor Elmore Road Hillside Road King Edward Parade Sunset Road/Ramp Road
102 42 144 51 34 58 498 622 3 11 25 8 17 54 23 457 13
132 96 228 44 52 591 691 21 34 25 38 84 15 500 17 66
436 89 525 199 304 413 462 202 483 51 242 -
790 94 884 434 486 54 108 -
1,289 98 1,387 55 455 508 113 -
1,342 102 1,444 3,990 696 474 530 527 374 235 -
1,398 107 1,505 2,538 493 552 3,068 490 -
1,457 111 1,568 3,777 514 805 3,172 1,276 -
1,516 116 1,632 3,932 535 838 3,453 -
1,579 120 1,699 3,820 557 872 4,838 -
1,644 125 1,769 4,261 580 908 5,037 -
1,711 130 1,841 1,627 604 945 5,244 288 -
1,782 136 1,918 629 984 2,340 240 -
1,855 141 1,996 654 1,025 250 -
1,932 147 2,079 681 1,067 3,502 -
2,011 153 2,164 710 1,111 735 -
2,095 160 2,255 739 1,157 -
McClymonts Road East Coast Road/Aberdeen Road Sunnybrae Road Okura River Road/Vaughans Road Bracken/Burns/Killarney route upgrading Chivalry Road/Diana Drive/Chartwell Avenue Northcote Road Target Road The Avenue Other projects
41 12 54 26 31 2,038 180
50 26 14 83 30 27 17 2,425 391
50 1,050 259 3,715 -
709 1,791 -
755 116 2,002 -
115 301 7,242 -
1,840 251 878 10,110 -
523 128 10,195 -
1,825 84 139 877 11,683 -
3,392 188 146 913 14,726 -
1,978 1,878 4,884 475 20,001 -
1,956 3,070 111 13,845 -
2,036 115 6,344 -
1,417 1,605 4,951 -
3,471 2,697 11,418 -
3,194 2,279 8,029 -
4,157 6,053 -
Isolated intersection upgrades
Actual 2007/08 $000
Forecast 2008/09 $000
Ye ar 1 2009/10 $000
Ye ar 2 2010/11 $000
Ye ar 3 2011/12 $000
Ye ar 4 2012/13 $000
Ye ar 5 2013/14 $000
Ye ar 6 2014/15 $000
Ye ar 7 2015/16 $000
Ye ar 8 2016/17 $000
Ye ar 9 2017/18 $000
Ye ar 10 2018/19 $000
Ye ar 11 2019/20 $000
Ye ar 12 2020/21 $000
Ye ar 13 2021/22 $000
Ye ar 14 2022/23 $000
Ye ar 15 2023/24 $000
Traffic safety Pedestrian crossing upgrades Travelwise to school Travel behaviour change Other projects Minor traffic safety improvements
206 958 5 243 1,412 303 579
195 836 80 482 1,593 282 699
682 105 1,020 1,807 643 1,470
718 166 552 1,436 552 1,546
578 231 867 1,676 578 1,618
602 301 903 1,806 602 1,685
640 627 941 2,208 627 1,756
666 653 1,045 2,364 653 1,829
694 680 1,088 2,462 680 1,904
722 708 1,133 2,563 708 1,982
767 737 1,179 2,683 737 2,064
153 767 1,228 2,148 767 2,149
160 799 1,278 2,237 799 2,237
166 832 1,331 2,329 832 2,329
173 866 1,386 2,425 866 2,426
180 902 1,443 2,525 902 2,526
188 940 1,503 2,631 939 2,630
Street light upgrading Traffic management Public transport Bus priority measures Bus shelter programme Northern busway Suburban stations Ferry wharf complementary works
2,918 545 14,157 2,067 55 19,742 14 62
1,803 205 1,413 2,642 57 6,120 448
795 829 16,805 2,979 259 21,667 632 520
2,175 558 2,761 624 2,496 8,614 665 546
1,733 547 64 2,300 4,644 696 573
1,565 563 72 2,200 725 602
2,383 587 38 3,008 755 632
2,613 618 39 3,270 787 664
1,632 643 14 177 2,466 819 697
2,266 670 333 354 3,623 853 732
147 550 1,537 2,234 888 768
307 572 1,613 2,492 924 807
2,397 596 7,990 10,983 962 847
621 8,319 8,940 1,002 889
173 646 819 1,043 934
180 673 853 1,086 981
1,879 701 2,580 1,131 1,030
Community board discretionary projects Land acquisition Commercial area development: Town centre plan implementation Browns Bay Devonport Highbury Northcote Takapuna Minor capital projects Takapuna centre plan implementation Other commercial centre upgrades Parking Area development parking Killarney street carpark Minor parking projects
2,812 4,491 7,303 121 2 21 144 16 48,719
367 276 643 86 107 193 21,436
105 315 535 241 59 262 132 1,649 214 52 266 45,645
110 1,759 125 44 64 385 2,487 2,600 55 2,655 41,828
689 417 462 69 1,637 32,822 58 32,880 65,397
2,913 120 1,559 193 72 4,857 60 60 34,401
2,835 176 1,550 1,279 78 5,918 63 63 34,701
209 2,483 1,673 993 84 5,442 65 65 37,713
1,503 2,925 1,802 2,857 90 9,177 68 68 42,704
1,869 1,416 1,416 96 4,797 71 71 45,933
1,537 3,052 105 4,694 74 74 61,836
4,835 114 4,949 77 77 63,588
2,525 123 2,648 80 80 50,965
1,830 2,695 133 4,658 83 83 45,553
4,643 146 4,789 87 87 43,693
3,302 152 3,454 90 90 38,461
2,067 2,067 158 4,292 94 94 28,157
Motor vehicles Total new capital expenditure
Actual 2007/08 $000
Forecast 2008/09 $000
Ye ar 1 2009/10 $000
Ye ar 2 2010/11 $000
Ye ar 3 2011/12 $000
Ye ar 4 2012/13 $000
Ye ar 5 2013/14 $000
Ye ar 6 2014/15 $000
Ye ar 7 2015/16 $000
Ye ar 8 2016/17 $000
Ye ar 9 2017/18 $000
Ye ar 10 2018/19 $000
Ye ar 11 2019/20 $000
Ye ar 12 2020/21 $000
Ye ar 13 2021/22 $000
Ye ar 14 2022/23 $000
Ye ar 15 2023/24 $000
Renewal capital expenditure Footpaths and street furniture Rehabilitation Resealing Structural upgrades Carparks Northern busway Traffic services and lighting Corridor upgrading Reconstruction/upgrading Total renewal capital Vested assets Total capital expenditure
2,341 3,878 6,116 715 57 945 205 103 14,360 5,625 68,704
3,465 3,854 6,300 1,249 139 1,038 540 120 16,705 4,950 43,091
2,784 4,682 6,300 1,262 147 1,138 595 242 17,150 5,553 68,348
2,965 4,979 6,300 1,336 157 121 1,208 675 285 18,026 5,775 65,629
3,835 5,268 6,600 1,406 166 127 1,277 977 301 19,957 6,006 91,360
4,518 6,117 7,199 1,674 174 132 1,344 1,149 475 22,782 6,246 63,429
4,751 6,436 7,853 1,545 183 138 1,414 911 476 23,707 6,496 64,904
4,995 6,773 8,566 1,619 193 379 1,488 1,029 536 25,578 6,756 70,047
5,248 7,121 9,344 1,696 203 394 1,565 1,112 781 27,464 7,026 77,194
5,513 7,487 10,192 1,777 213 410 1,645 1,196 911 29,344 7,307 82,584
5,793 7,873 11,118 1,861 224 755 1,730 1,527 1,035 31,916 7,599 101,351
6,087 8,278 12,127 1,950 236 785 1,819 1,648 871 33,801 7,903 105,292
6,396 8,705 13,228 2,043 248 818 1,913 702 745 34,798 8,219 93,982
6,721 9,155 14,429 2,141 261 852 2,011 427 742 36,739 8,548 90,840
7,064 9,628 15,740 2,243 274 1,629 2,115 607 2,225 41,525 8,890 94,108
7,424 10,126 17,169 2,351 288 1,696 2,224 387 1,232 42,897 9,246 90,604
7,803 10,651 18,728 2,463 303 1,766 2,340 175 880 45,109 9,616 82,882
Schedule of capital expenditure - Water Supply

New capital expenditure Extension requirements New water meter connections System extensions Subdivisional contributions Statutory requirements Infrastructure improvements Infrastructue improvements and extensions W ater meters W ater supply mains
555 32 38 625 2,616 2,616 3,241
243 56 62 361 1,885 1,885 2,246
417 1,985 2,402 2,402
639 2,128 2,767 2,767
658 2,062 2,720 2,720
597 3,763 4,360 4,360
615 4,260 4,875 4,875
631 3,523 4,154 4,154
706 4,053 4,759 4,759
724 4,233 4,957 4,957
742 2,970 3,712 3,712
825 3,118 3,943 3,943
845 3,253 4,098 4,098
866 3,408 4,274 4,274
958 3,581 4,539 4,539
981 3,750 4,731 4,731
1,006 3,914 4,920 4,920
Total direct capital expenditure Renewal capital expenditure W ater mains - planned renewals W ater mains - reactive renewals W ater meters W ater supply mains Total renewal capital expenditure Vested assets Total capital expenditure
1,862 321 406 2,589 399 6,229
2,009 279 418 2,706 320 5,272
429 2,777 3,206 1,116 6,724
442 2,963 3,405 1,155 7,327
514 3,156 3,670 1,195 7,585
557 3,825 4,382 1,237 9,979
603 4,162 4,765 1,280 10,920
653 4,784 5,437 1,325 10,916
707 5,436 6,143 1,371 12,273
766 6,091 6,857 1,419 13,233
831 7,105 7,936 1,479 13,127
900 7,859 8,759 1,541 14,243
976 8,665 9,641 1,606 15,345
1,056 9,726 10,782 1,673 16,729
1,145 11,169 12,314 1,743 18,596
1,241 12,758 13,999 1,816 20,546
1,346 14,615 15,961 1,892 22,773
S ch ed u le o f cap ital exp en d itu re - E n viro n m en tal P ro tectio n

N e w capital e xpe nditure Vehic les Sound level m eter Anim al s helter T otal capital e xpe nditure
35 35
14 1,700 1,714
S ch ed u le o f cap ital exp en d itu re - E n viro n m en tal C o n sen ts an d C o m p lian ce

N e w capital e xpe nditure Vehic les T otal capital e xpe nditure
33 33
Actual 2007/08 $000
Forecast 2008/09 $000
Ye ar 1 2009/10 $000
Ye ar 2 2010/11 $000
Ye ar 3 2011/12 $000
Ye ar 4 2012/13 $000
Ye ar 5 2013/14 $000
Ye ar 6 2014/15 $000
Ye ar 7 2015/16 $000
Ye ar 8 2016/17 $000
Ye ar 9 2017/18 $000
Ye ar 10 2018/19 $000
Ye ar 11 2019/20 $000
Ye ar 12 2020/21 $000
Ye ar 13 2021/22 $000
Ye ar 14 2022/23 $000
Ye ar 15 2023/24 $000
Schedule of capital expenditure - Libraries

New capital expenditure New library books Birkenhead Library rebuild Albany Community Board Area Library Facility New library books - Albany library facility Devonport Library New software Equipment Takapuna Library install secondary roof Total new capital expenditure Renewal capital expenditure Devonport Library Self-check machines Total renewal capital expenditure Total capital expenditure
1,319 314 134 47 48 123 1,985
1,587 4,155 115 107 409 6,373
1,558 5,374 291 80 40 7,343
1,853 38 40 1,931
1,967 59 40 2,066
1,910 499 41 2,450
1,873 2,891 499 42 5,305
1,963 59 43 2,065
2,058 34 43 2,135
2,120 34 44 2,198
2,183 59 44 2,286
2,248 11,511 1,289 60 44 15,152
2,315 11,985 1,321 60 44 15,725
2,384 812 62 45 3,303
2,456 64 45 2,565
2,530 66 45 2,641
2,606 68 46 2,720
1,985
6,373
7,343
198 198 2,129
2,066
2,450
1,524 565 2,089 7,394
2,065
2,135
2,198
2,286
606 606 15,758
15,725
3,303
2,565
2,641
685 685 3,405
Schedule of capital expenditure - Parks

New capital expenditure Reserve acquisition Foundation infrastructure Playgrounds Community recreation reserves Civic parks W alkways Public conveniences and changing rooms Response projects Carparks Cycling Coastal access - pedestrian Coastal access - non-pedestrian Natural outdoor sports surface Artificial outdoor sports surface Courts Community board discretionary projects Youth facilities Total new capital expenditure Renewal capital expenditure Total renewal capital expenditure Vested assets Total capital expenditure
S ch ed u le o f cap ital exp en d itu re - L eisu re S ervices
N e w capital e xpe nditure Upgrade of fac ilities Leis ure c entres equipm ent General c apital expenditure Northern rec reational ac quatic fac ility T otal capital e xpe nditure R e ne wal capital e xpe nditure T otal re ne wal capital e xpe nditure T otal capital e xpe nditure
23,744 3,252 14 171 2,144 1,366 40 7 25 70 418 649 31,900 3,884 3,884 6,337 42,121
2,975 4,315 182 10 1,835 817 140 36 70 284 16 83 1,027 11,790 4,251 4,251 700 16,741
12,007 1,985 1,150 2,556 420 593 692 187 836 33 490 20,949 3,546 3,546 24,495
5,000 2,078 1,133 202 144 506 494 614 10,171 3,314 3,314 13,485
5,000 2,076 2,206 50 385 36 30 507 10,290 4,498 4,498 14,788
6,000 2,076 238 655 1,215 863 256 401 159 40 516 12,419 4,793 4,793 17,212
6,800 2,175 415 1,383 237 651 524 152 12,337 4,949 4,949 17,286
6,600 2,274 179 328 210 97 455 1,038 536 11,717 5,507 5,507 17,224
6,400 2,173 1,286 497 235 1,296 547 12,434 5,389 5,389 17,823
6,200 2,172 1,668 231 207 171 598 44 53 557 464 12,365 5,570 5,570 17,935
7,000 2,170 120 2,250 665 149 379 557 13,290 5,566 5,566 18,856
7,500 2,168 2,034 890 347 269 46 548 827 14,629 5,876 5,876 20,505
8,000 2,264 465 2,132 288 951 33 540 14,673 6,204 6,204 20,877
8,000 2,360 832 571 947 217 406 532 13,865 6,561 6,561 20,426
8,000 2,456 1,788 343 674 554 13,815 6,925 6,925 20,740
9,000 2,551 641 2,246 902 72 516 15,928 7,306 7,306 23,234
9,500 2,548 386 367 342 1,132 470 447 443 510 16,145 7,711 7,711 23,856
243 49 371 251 914 914
174 48 260 482 590 590 1,072
46 166 284 496 187 187 683
48 168 298 514 226 226 740
49 171 312 532 324 324 856
50 175 325 550 561 561 1,111
52 178 339 6,271 6,840 509 509 7,349
54 182 353 6,533 7,122 451 451 7,573
56 186 367 609 583 583 1,192
58 185 382 625 607 607 1,232
58 185 398 641 395 395 1,036
61 196 415 672 379 379 1,051
68 208 431 707 329 329 1,036
80 218 449 747 149 149 896
100 231 468 799 131 131 930
132 243 487 862 137 137 999
184 257 507 948 141 141 1,089
Actual 2007/08 $000
Forecast 2008/09 $000
Ye ar 1 2009/10 $000
Ye ar 2 2010/11 $000
Ye ar 3 2011/12 $000
Ye ar 4 2012/13 $000
Ye ar 5 2013/14 $000
Ye ar 6 2014/15 $000
Ye ar 7 2015/16 $000
Ye ar 8 2016/17 $000
Ye ar 9 2017/18 $000
Ye ar 10 2018/19 $000
Ye ar 11 2019/20 $000
Ye ar 12 2020/21 $000
Ye ar 13 2021/22 $000
Ye ar 14 2022/23 $000
Ye ar 15 2023/24 $000
S chedule of capital expenditure - C omm unity P artnersh ips, P rogrammes and C ivil D efen ce
N e w capital e xpe nditure Northern c om m unity fac ility C ivil defenc e equipm ent Ts unam i w arning s ys tem C ivil defenc e s oftw are Youth fac ilities T otal capital e xpe nditure
206 18 224
7 10 17
23 23
24 289 313
627 301 928
653 653
S chedule of capital expenditure - H ousing for Older P eople

R e ne wal capital e xpe nditure R efurbis hm ent program m e T otal capital e xpe nditure
145 145
148 148
153 153
161 161
169 169
176 176
184 184
191 191
200 200
207 207
216 216
225 225
234 234
244 244
253 253
264 264
275 275
S chedule of capital expenditure - C em eteries

N e w capital e xpe nditure Im provem ents and m odific ations C rem ator T otal capital e xpe nditure
71 111 182
108 732 840
115 648 763
121 121
127 127
132 132
138 138
144 144
150 150
156 156
162 162
168 168
176 176
183 183
191 191
198 198
207 207
S chedule of capital expenditure - P rop erty Management

N e w capital e xpe nditure D is abled ac c es s Vic toria w harf Minor c apital T otal ne w capital e xpe nditure R e ne wal capital e xpe nditure R enew al c apital D evonport w harf T otal re ne wal capital e xpe nditure T otal capital e xpe nditure
89 89
40 40
40 40
42 42
43 43
45 45
45 2,986 3,031
47 3,111 3,158
49 49
51 51
51 51
54 54
57 57
60 60
64 64
68 68
71 71
660 34 694 783
567 567 607
674 143 817 857
694 150 844 886
718 267 985 1,028
743 279 1,022 1,067
769 292 1,061 4,092
796 305 1,101 4,259
823 318 1,141 1,190
852 331 1,183 1,234
876 346 1,222 1,273
924 362 1,286 1,340
975 378 1,353 1,410
1,032 394 1,426 1,486
1,089 412 1,501 1,565
1,149 430 1,579 1,647
1,213 449 1,662 1,733
S chedule of capital expenditure - C orporate S upport

N e w capital e xpe nditure Vehic les Minor c apital and offic e equipm ent Head O ffic e fitout T otal capital e xpe nditure
352 66 598 1,016
367 15 206 588
1,081 3,794 4,875
380 566 946
387 578 965
395 589 984
403 601 1,004
411 613 1,024
419 625 1,250 2,294
427 638 1,065
435 651 1,086
460 688 1,148
486 727 1,213
514 770 1,284
543 813 1,356
574 859 1,433
606 908 1,514
Statement of accounting policies

Summary of significant accounting policies
This financial report includes separate financial statements for the North Shore City Council (the council) as an individual entity and does not consolidate the results of its council-controlled trading organisations. The council has not presented group prospective financial statements because the council believes that the parent prospective financial statements are more relevant to users. The main purpose of prospective financial statements in the City Plan is to provide users with information about the core services that the council intends to provide ratepayers, the expected cost of these services and, as a consequence, how much the council requires by way of rates to fund the intended levels of service. The level of rates funding required is not affected by subsidiaries except to the extent that the council obtains distributions from, or further invests in, those subsidiaries. Such effects are included in the prospective financial statements of the council. Reporting entity The council is a local authority registered under the Local Government Act 2002. The financial statements are for the North Shore City Council as a separate legal entity. The council is designated as a public benefit entity for financial reporting purposes. (a) Basis of preparation Statement of compliance The financial statements have been prepared in accordance with the requirements of the Local Government Act 2002: Part 6, Section 98 and Part 3 of Schedule 10, which includes the requirement to comply with New Zealand generally accepted accounting practice (NZ GAAP). These financial statements have been prepared in accordance with NZ GAAP. They comply with NZ IFRS, and other applicable Financial Reporting Standards, as appropriate for public benefit entities. The principal accounting policies set out below have been applied consistently to all the years presented in these financial statements. Measurement base The financial statements have been prepared on a historical cost basis, modified by the revaluation of land and buildings, certain infrastructural assets, investment property, biological assets and financial instruments (including derivative instruments). Functional and presentation currency The financial statements are presented in New Zealand dollars and all values are rounded to the nearest thousand dollars ($000). The functional currency of the council is New Zealand dollars. Revenue Revenue is measured at the fair value of consideration received. Rates revenue Rates are set annually by a resolution from council and relate to a financial year. All ratepayers are invoiced within the financial year to which the rates have been set. Rates revenue is recognised when levied. Other revenue Water billing revenue is recognised on an accrual basis. Unbilled usage, as a result of unread meters at year end, is accrued on an average usage basis. Traffic and parking infringements are recognised when issued. Revenue derived from licences and permits is recognised on application. The council receives grants from Land Transport New Zealand, which subsidises part of the council's costs in maintaining the local roading infrastructure. The subsidies are recognised as revenue upon entitlement as conditions pertaining to eligible expenditure have been fulfilled. Revenue from rendering of services is recognised by reference to the stage of completion of the transaction at balance date, based on the actual service provided as a percentage of the total services to be provided.
Sales of goods are recognised when a product is sold to the customer. Sales are usually in cash or by credit card. The recorded revenue is the gross amount of the sale, including credit card fees payable for the transaction. Such fees are included in other expenses. Rental revenue is recognised in the period to which it relates. Where a physical asset is acquired for nil or nominal consideration the fair value of the asset received is recognised as revenue. Assets vested in the council are recognised as revenue when control over the asset is obtained. Where revenue is derived by acting as an agent for another party, the revenue that is recognised is the commission or fee on the transaction. Interest income is recognised using the effective interest method. Dividends are recognised when the right to receive payment has been established. Development contributions The council's development contributions policy provides the council with a method to obtain contributions to fund infrastructure and reserves required as a result of growth, as provided for in section 106 of the Local Government Act 2002. Development contribution income is generally recognised when invoiced and due for payment. Development contributions that impose an obligation on the council to complete specific and narrowly defined works are recognised as liabilities and released to revenue as the works are progressed. Development contributions are classified as part of "Other revenue". Borrowing costs Borrowing costs are recognised as an expense in the period to which they are incurred. The actual external interest cost relating to total council borrowings is charged to each activity on the basis of the actual borrowings generated in relation to each area. Borrowings are classified as current liabilities in line with the debt repayment requirements of the council's Treasury Management policy.
Grant expenditure Non-discretionary grants are those grants that are awarded if the grant application meets the specified criteria and are recognised as expenditure when an application that meets the specified criteria for the grant has been received. Discretionary grants are those grants where the council has no obligation to award on receipt of the grant application and are recognised as expenditure when a successful applicant has been notified of the council's decision. Income tax Income tax expense comprises both current tax and deferred tax, and is calculated using tax rates that have been enacted or substantively enacted by balance date. Current tax is the amount of income tax payable based on the taxable profit for the current year, plus any adjustments to income tax payable in respect of prior years. Current tax is calculated using rates that have been enacted or substantially enacted by balance date. Deferred tax is the amount of income tax payable or recoverable in future periods in respect of temporary differences and unused tax losses. Temporary differences are differences between the carrying amount of assets and liabilities in the financial statements and the corresponding tax bases used in the computation of taxable profit. The measurement of deferred tax reflects the tax consequences that would follow from the manner in which the entity expects to recover or settle the carrying amount of its assets and liabilities. Deferred tax liabilities are generally recognised for all taxable temporary differences. Deferred tax assets are recognised to the extent that it is probable that taxable profits will be available against which the deductible temporary differences or tax losses can be utilised. Deferred tax is not recognised if the temporary difference arises from the initial recognition of goodwill or from the initial recognition of an asset and liability in a transaction that is not a business combination, and at the time of the transaction, affects neither accounting profit nor taxable profit. Deferred tax is recognised on taxable temporary differences arising on investments in subsidiaries and associates, and interests in joint ventures, except where the company can control the reversal of the temporary difference and it is probable that the temporary difference will not reverse in the foreseeable future.
Current tax and deferred tax is charged or credited to the statement of financial performance, except when it relates to items charged or credited directly to equity, in which case the tax is dealt with in equity. Leases Finance leases A finance lease is a lease that transfers to the lessee substantially all the risks and rewards incidental to ownership of an asset, whether or not title is eventually transferred. At the commencement of the lease term, the council recognises finance leases as assets and liabilities in the statement of financial position at the lower of the fair value of the leased item or the present value of the minimum lease payments. The finance charge is charged to the statement of financial performance over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability. The amount recognised as an asset is depreciated over its useful life. If there is no certainty as to whether the council will obtain ownership at the end of the lease term, the asset is fully depreciated over the shorter of the lease term and its useful life. Operating leases An operating lease is a lease that does not transfer substantially all the risks and rewards incidental to ownership of an asset. Lease payments under an operating lease are recognised as an expense on a straight-line basis over the lease term. Cash and cash equivalents Cash and cash equivalents includes cash in hand, deposits held at call with banks, other short-term highly liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities in the statement of financial position. Trade and other receivables Trade and other receivables are initially measured at fair value and subsequently measured at amortised cost using the effective interest method, less any provision for impairment.
Loans, including loans to community organisations made by the council at nil, or below-market interest rates are initially recognised at the present value of their expected future cash flows, discounted at the current market rate of return for a similar asset/investment. They are subsequently measured at amortised cost using the effective interest method. The difference between the face value and present value of expected future cash flows of the loan is recognised in the statement of financial performance as a grant. A provision for impairment of receivables is established when there is objective evidence that the council will not be able to collect all amounts due according to the original terms of receivables. The amount of the provision is the difference between the asset's carrying amount and the present value of estimated future cash flows, discounted using the effective interest method. Inventories Inventories are valued at the lower of cost and net realisable value. Costs are assigned to individual items of inventory on the basis of weighted average costs. The write down from cost to net realisable value is recognised in the statement of financial performance. Financial assets The council classifies its financial assets into the following four categories: financial assets at fair value through profit or loss, held-to-maturity investments, loans and receivables and financial assets at fair value through equity. The classification depends on the purpose for which the investments were acquired. Management determines the classification of its investments at initial recognition and re-evaluates this designation at every reporting date. Financial assets and liabilities are initially measured at fair value plus transaction costs unless they are carried at fair value through profit or loss in which case the transaction costs are recognised in the statement of financial performance. Purchases and sales of investments are recognised on trade-date, the date on which the council commits to purchase or sell the asset. Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or have been transferred and the council has transferred substantially all the risks and rewards of ownership. The fair value of financial instruments traded in active markets is based on quoted market prices at the balance sheet date. The quoted market price used is the current bid price.
The fair value of financial instruments that are not traded in an active market is determined using valuation techniques. The council uses a variety of methods and makes assumptions that are based on market conditions existing at each balance date. Quoted market prices or dealer quotes for similar instruments are used for long-term debt instruments held. Other techniques, such as estimated discounted cash flows, are used to determine fair value for the remaining financial instruments. The four categories of financial assets are: (1) Financial assets at fair value through profit or loss This category has two sub-categories: financial assets held for trading, and those designated at fair value through profit or loss at inception. A financial asset is classified in this category if acquired principally for the purpose of selling in the short term or if so designated by management. Derivatives are also categorised as held for trading unless they are designated as hedges. Assets in this category are classified as current assets if they are either held for trading or are expected to be realised within 12 months of the balance sheet date. After initial recognition they are measured at their fair values. Gains or losses on remeasurement are recognised in the statement of financial performance. (2) Loans and receivables These are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. After initial recognition they are measured at amortised cost using the effective interest method. Gains and losses when the asset is impaired or derecognised are recognised in the statement of financial performance. Loans and receivables are classified as "trade and other receivables" in the statement of financial position. (3) Held to maturity Held to maturity investments are assets with fixed or determinable payments and fixed maturities that the council has the positive intention and ability to hold to maturity. After initial recognition they are measured at amortised cost using the effective interest method. Gains and losses when the asset is impaired or derecognised are recognised in the statement of financial performance. (4) Financial assets at fair value through equity Financial assets at fair value through equity are non-derivatives that are either designated in this category or not classified in any of the other categories. They are
included in non-current assets unless management intends to dispose of the investment within 12 months of the balance sheet date. After initial recognition they are measured at their fair values. Gains and losses are recognised directly in equity except for impairment losses, which are recognised in the statement of financial performance. In the event of impairment, any cumulative losses previously recognised in equity will be removed from equity and recognised in the statement of financial performance even though the asset has not been derecognised. On derecognition the cumulative gain or loss previously recognised in equity is recognised in the statement of financial performance. Non-current assets held for sale Non-current assets held for sale are classified as held for sale if their carrying amount will be recovered principally through a sale transaction, not through continuing use. Non-current assets held for sale are measured at the lower of their carrying amount and fair value less costs to sell. Any impairment losses for write-downs of non-current assets held for sale are recognised in the statement of financial performance. Any increases in fair value (less costs to sell) are recognised up to the level of any impairment losses that have been previously recognised. Non-current assets (including those that are part of a disposal group) are not depreciated or amortised while they are classified as held for sale. Interest and other expenses attributable to the liabilities of a disposal group classified as held for sale continue to be recognised. Property, plant and equipment Property, plant and equipment consist of: Operational assets - These include land, buildings, heritage assets, library books, plant and equipment, and motor vehicles. Restricted assets - Restricted assets are parks and reserves owned by the council which provide a benefit or service to the community and cannot be disposed of because of legal or other restrictions. Roading land is classified in this category in recognition of the legal and other restrictions on disposal of these assets.
Infrastructure assets - Infrastructure assets are the fixed utility systems owned by the council. Each asset class includes all items that are required for the network to function, for example, sewer reticulation includes reticulation piping and sewer pump stations. Property, plant and equipment is shown at cost or valuation, less accumulated depreciation and impairment losses. Additions The cost of an item of property, plant and equipment is recognised as an asset if, and only if, it is probable that future economic benefits or service potential associated with the item will flow to the council and the cost of the item can be measured reliably. In most instances, an item of property, plant and equipment is recognised at its cost. Where an asset is acquired at no cost, or for a nominal cost, it is recognised at fair value as at the date of acquisition. Disposals Gains and losses on disposals are determined by comparing the proceeds with the carrying amount of the asset. Gains and losses on disposals are included in the statement of financial performance. When revalued assets are sold, the amounts included in asset revaluation reserves in respect of those assets are transferred to retained earnings. Subsequent costs Costs incurred subsequent to initial acquisition are capitalised only when it is probable that future economic benefits or service potential associated with the item will flow to the council and the cost of the item can be measured reliably. Depreciation Depreciation is provided on a straight-line basis on all property, plant and equipment other than land, at rates that will write off the cost (or valuation) of the assets to their estimated residual values over their useful lives. The useful lives and associated depreciation rates of major classes of operational assets have been estimated as follows:
Asset classes Buildings Fit out Services Structures Other site improvements Vehicles and plant Equipment and tools Furniture and office equipment Computer hardware Library books
Expected useful life (years)
9 - 45 10 - 25 17 - 93 8 - 50 5 - 15 3 - 10 3 -10 3-5 10
The useful lives and associated depreciation rates of major classes of infrastructural and restricted assets have been estimated as follows:
Asset classes Wastewater Pipes and tunnel assets Manholes Pump stations Public laterals Wastewater plant Civil Mechanical Electrical treatment
Expected useful life (years)
50 - 120 90 10 - 80 120
Dams with rock core
100 33 - 80 8 - 50 5 -15
Revaluation Those asset classes that are revalued are valued on a regular basis, as described below. All other asset classes are carried at depreciated historical cost. The carrying values of revalued items are reviewed at each balance date to ensure that those values are not materially different to fair value.
Asset classes Water supply Piping Hydrants Meters Service connections Pump stations Reservoirs Stormwater Piping Manholes Inlets and outlets Catchpits Channels Channels unlined Detention ponds/structures Transportation Road pavement Road surface Bridges Bus shelters Traffic signs Street lights Traffic signals Surface water channels Other assets 20 - 100 6 - 20 75 - 100 60 8 - 10 15 - 60 5 - 20 6 - 60 25 - 100 50 - 120 100 60 60 100 50 30 - 100 50 - 120 50 10 - 25 100 10 - 80 100 Expected useful life (years)
Operational land and buildings: Revalued annually, at fair value as determined from market-based evidence by an independent valuer. The most recent valuation was performed by Quotable Value Limited, and the valuation is effective as at 30 June 2008. Restricted assets: Revalued on an annual basis, at fair value or depreciated replacement cost, as determined from market-based evidence. The most recent valuation for restricted assets land was performed by Quotable Value Limited, and the valuation is effective as at 30 June 2008. The most recent valuation for other restricted assets was undertaken in-house and followed the New Zealand Infrastructural asset valuation and depreciation guidelines issued by the National Asset Managers Steering Group (NAMS), and is effective 30 June 2008. An independent peer review of this valuation method was carried out by ANA Group Limited. Land under roads: Land under roads, was valued based on the average land value rate per square metre applied to reserve land in North Shore City, effective 30 June 2002. Land under roads is no longer revalued. Infrastructural asset classes: roads, water reticulation, sewerage reticulation and stormwater systems: Revalued annually, at fair value determined on a depreciated replacement cost basis. At balance date the council assesses the carrying values of its infrastructural assets to ensure that they do not differ materially from the assets' fair values. If there is a material difference, then the off-cycle asset classes are revalued. The most recent valuation was performed in-house and followed the New Zealand Infrastructural Asset Valuation and Depreciation Guidelines issued by the National Asset Managers Steering Group (NAMS), and the valuation is effective as at 30 June 2008. An independent peer review of the valuation methodology was carried out by ANA Group Limited. All infrastructural asset classes carried at valuation were valued.
The residual value and useful life of an asset is reviewed, and adjusted if applicable, at each financial year-end.
Accounting for revaluations: The council accounts for revaluations of property, plant and equipment on a class of asset basis. The results of revaluing are credited or debited to an asset revaluation reserve for that class of asset. Where this results in a debit balance in the asset revaluation reserve, this balance is expensed in the statement of financial performance. Any subsequent increase on revaluation that off-sets a previous decrease in value recognised in the statement of financial performance will be recognised first in the statement of financial performance up to the amount previously expensed, and then credited to the revaluation reserve for that class of asset. Biological assets Livestock Livestock are measured at their fair value less estimated point-of-sale costs. The fair value of livestock is determined on the basis of weighted average costs. Gains or losses arising on initial recognition of biological assets as fair value less estimated point of sale costs and from a change in fair value less estimated point of sale costs are recognised in the statement of financial performance. The costs to maintain the biological assets are included in the statement of financial performance. Intangible assets Software acquisition and development Acquired computer software licenses are capitalised on the basis of the costs incurred to acquire and bring to use the specific software. Costs associated with maintaining computer software are recognised as an expense when incurred. Costs that are directly associated with the development of software for use by the council, are recognised as an intangible asset. Direct costs include the software development employee costs and an appropriate portion of relevant overheads. Software with a cost of less that $50,000 is expensed to the statement of financial performance. Amortisation The carrying value of an intangible asset with a finite life is amortised on a straightline basis over its useful life. Amortisation begins when the asset is available for use and ceases at the date that the asset is derecognised. The amortisation charge for each period is recognised in the statement of financial performance.
The useful lives and associated amortisation rates of major classes of intangible assets have been estimated as follows:
Asset classes Com puter software
Expected useful life (years) 3- 8
Investment property Properties leased to third parties under operating leases are classified as investment property unless the property is held to meet service delivery objectives, rather than to earn rentals or for capital appreciation. Investment property is measured initially at its cost, including transaction costs. After initial recognition, the council measures all investment property at fair value as determined annually by an independent valuer. Gains or losses arising from a change in the fair value of investment property are recognised in the statement of financial performance. Impairment of non-financial assets Non-financial assets that have an indefinite useful life are not subject to amortisation and are tested annually for impairment. Assets that have a finite useful life are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset's carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset's fair value less costs to sell and value in use. Value in use is depreciated replacement cost for an asset where the future economic benefits or service potential of the asset are not primarily dependent on the assets ability to generate net cash inflows and where the entity would, if deprived of the asset, replace its remaining future economic benefits or service potential. The value in use for cash-generating assets is the present value of expected future cash flows. If an asset's carrying amount exceeds its recoverable amount the asset is impaired and the carrying amount is written down to the recoverable amount. For revalued assets the impairment loss is recognised against the revaluation reserve for that class
of asset. Where that results in a debit balance in the revaluation reserve, the balance is recognised in the statement of financial performance. For assets not carried at a revalued amount, the total impairment loss is recognised in the statement of financial performance. The reversal of an impairment loss on a revalued asset is credited to the revaluation reserve. However, to the extent that an impairment loss for that class of asset was previously recognised in the statement of financial performance, a reversal of the impairment loss is also recognised in the statement of financial performance. For assets not carried at a revalued amount (other than goodwill) the reversal of an impairment loss is recognised in the statement of financial performance. Employee entitlements Short-term employee entitlements Employee benefits that the council expects to be settled within 12 months of balance date are measured at nominal values based on accrued entitlements at current rates of pay. These include salaries and wages accrued up to balance date, annual leave earned to, but not yet taken at balance date, retirement gratuities and long service leave entitlements expected to be settled within 12 months, and sick leave. The council recognises a liability for sick leave to the extent that absences in the coming year are expected to be greater than the sick leave entitlements earned in the coming year. The amount is calculated based on the unused sick leave entitlement that can be carried forward at balance date, to the extent that the council anticipates it will be used by staff to cover those future absences. The council recognises a liability and an expense for bonuses where contractually obliged or where there is a past practice that has created a constructive obligation. Long-term employee entitlements Entitlements that are payable beyond 12 months, such as long service leave and gratuities, have been calculated on an actuarial basis. The calculations are based on: likely future entitlements accruing to staff, based on years of service, years to entitlement, the likelihood that staff will reach the point of entitlement and contractual entitlements information; and the present value of the estimated future cash flows. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.
Superannuation schemes Defined contribution schemes Obligations for contributions to defined contribution superannuation schemes are recognised as an expense in the statement of financial performance as incurred. Defined benefit schemes The council belongs to the Defined Benefit Plan Contributors Scheme (the scheme), which is managed by the Board of Trustees of the National Provident Fund. The scheme is a multi-employer defined benefit scheme. Insufficient information is available to use defined benefit accounting, as it is not possible to determine from the terms of the scheme, the extent to which the surplus/deficit will affect future contributions by individual employers, as there is no prescribed basis for allocation. The scheme is therefore accounted for as a defined contribution scheme. Provisions The council recognises a provision for future expenditure of uncertain amount or timing when there is a present obligation (either legal or constructive) as a result of a past event, it is probable that expenditures will be required to settle the obligation and a reliable estimate can be made of the amount of the obligation. Provisions are not recognised for future operating losses. Provisions are measured at the present value of the expenditures expected to be required to settle the obligation using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the obligation. The increase in the provision due to the passage of time is recognised as an interest expense. ACC Partnership Programme The council belongs to the ACC Partnership Programme whereby the council accepts the management and financial responsibility of work related illnesses and accidents of employees. Under the ACC Partnership Programme the council is effectively providing accident insurance to employees and this is accounted for as an insurance contract. The value of this liability represents the expected future payments in relation to accidents and illnesses occurring up to the balance sheet date for which the council has responsibility under the terms of the Partnership Programme. The liability for claims reported prior to balance date has been determined by assuming that the future experience for each current claim is consistent with historical claim information since the commencement of the programme. The liability for injuries or illnesses that have occurred up to balance date, but not yet
reported or not enough reported, has been determined by reference to historical information of the time it takes to report injury or illness. The value of the liability is measured at the present value of the future payments for which the council has responsibility using a risk free discount rate. The value of the liability includes a risk margin that represents the inherent uncertainty of the present value of the expected future payments. Financial guarantee contracts A financial guarantee contract is a contract that requires the council to make specified payments to reimburse the holder for a loss it incurs because a specified debtor fails to make payment when due. Financial guarantee contracts are initially recognised at fair value. If a financial guarantee contract was issued in a stand-alone arm's length transaction to an unrelated party, its fair value at inception is equal to the consideration received. When no consideration is received a provision is recognised based on the probability the council will be required to reimburse a holder for a loss incurred, discounted to present value. The portion of the guarantee that remains unrecognised, prior to discounting to fair value, is disclosed as a contingent liability. Financial guarantees are subsequently measured at the initial recognition amount less any amortisation, however if the council assesses that it is probable that expenditure will be required to settle a guarantee, then the provision for the guarantee is measured at the present value of the future expenditure. Borrowings Borrowings are initially recognised at their fair value. After initial recognition, all borrowings are measured at amortised cost using the effective interest method. Equity Equity is the community's interest in the council and is measured as the difference between total assets and total liabilities. Equity is disaggregated and classified into a number of reserves. The components of equity are: Retained earnings Restricted reserves Asset revaluation reserves
Restricted and council created reserves Restricted reserves are a component of equity generally representing a particular use to which various parts of equity have been assigned. Reserves may be legally restricted or created by the council. Restricted reserves are those subject to specific conditions accepted as binding by the council and which may not be revised by the council without reference to the Courts or a third party. Transfers from these reserves may be made only for certain specified purposes or when certain specified conditions are met. Also included in restricted reserves are reserves restricted by council decision. The council may alter them without references to any third party or the courts. Transfers to and from these reserves are at the discretion of the council. Goods and Services Tax (GST) All items in the financial statements are stated exclusive of GST, except for receivables and payables, which are stated on a GST inclusive basis. Where GST is not recoverable as input tax then it is recognised as part of the related asset or expense. The net amount of GST recoverable from, or payable to, the Inland Revenue Department (IRD) is included as part of receivables or payables in the statement of financial position. The net GST paid to, or received from the IRD, including the GST relating to investing and financing activities, is classified as an operating cash flow in the statement of cash flows. Commitments and contingencies are disclosed exclusive of GST. Changes to accounting policies There have been no changes in accounting policies.
Schedule of fees and charges

All fees include GST. Implementation 1 July 2009. All changes and fees and charges in this draft City Plan 2009-2024 are highlighted in bold italics.
TA BLE 1 B UIL DIN G CO N SEN T N ote : All fees are b ase fee s (m inim u m fee), unless otherw ise stated. All base fees (m inim um fee) are non refundab le. T he base fee w ill be dedu cted from the actual cost to determ ine if there are further p aym ents due . Note: Re sidential and C om m ercial app lications w hich involve sub stantial m o nolithic clad ding w ill incur appro xim ately six (6) ad ditional inspection s. T his w ill a dd $660 to the Inspection D eposit sh ow n in the schedule . Note: Building Levies (D BH & BR L) and Bonds are due on lodge m ent (re fer to TA BLE 4 a nd 5 below for details). Total payable o n lod gem ent PL U S Com m ercial and R esid ential Base F ee Inspection levies & bonds (m in im u m ) Deposit (A lterations and A dd itions, N ew D w ellings, N ew See TA BLES 4 & payable Resid ential U nits, N ew Com m ercial B uild ing)) 5 on lodg em ent (2) (1 & 2 ) (1) Alterations and A dditions Project Value Project Value Project Value Project Value Project Value Project Value New C om m ercial Building O ther Buildin g Charges Fireplace, Signs, Con sent Exem ption and any other m inor w ork as determ ined by T e am Le ader Solar Panels, M arquees $90 As per value of w ork see schedule ab ove As per value of w ork see schedule ab ove $150 Part of ba se consent $170 $500 $1 ,300 $400 Invoice $100 $150 $100 $110 $100 $100 $135 $110 (1) See schedule above $220 (2) $220 (2) $330 (3) $390 $720 $1,630 $400 $100 $150 $100 $110 $100 $100 $135
Bu ildin g Value Adm inistration **Records Scanning** Lodgem ent Code Com pliance Certificate Q uality Control T otal T A BLE 4
Certificate of Acceptance (as per the Com m ercial an d Residential Project value schedule abo ve + one inspection) W here an inspection is cancelled after 12pm on the w orking d ay prior to the scheduled inspection, the full insp ection fee w ill be charge d. Exem ption s m ay apply for significant w eather con ditions at the discretion of the In spections T eam Leader Inspections and m onitoring of building sites Inspections o f secon d h and buildings and m aterials w ithin North Shore C ity Inspections o f secon d h and buildings and m aterials outside North Shore City Inspections carried out by specialist c onsultants to the Council M easures undertaken to avert im m edia te d anger or rectify unsanitary conditions Consent Report Other Services Change of ow ner / ap plicant / address details TA BLE 2 CH ARG E RA T ES Bu ildin g and R esourc e M ana gem ent Hourly rate for all w ork, undertaken b y all En vironm ental Services staff an d Technical staff from other C ouncil D ep artm ents, exce pt as specified belo w M an ager/T eam Leader/Project M an ag er Planners Technical Specialist (Engineers,Sub divisions,Building,Planning,W eathertightness etc.) Com pliance, Building, Lodgem ent, W O F Officers, EPO , Officers,ECO A dvisor Adm inistration staff Vehicle Mileage Hearing Costs Specialist Consultants
$110 (1)
$110 per inspection $220 $330 p lus m ileage w here ap plicable At cost plu s 10% adm in charge At cost plu s 10% adm in charge $9 5 At co st $5 0 $110 $155 $120 $135 $110 $85 At co st At cost on invoice At cost plu s 10% adm inistration
($0 - $1,999) ($2,000 - $4,999) ($5,000 - $19 ,999) ($ 20,0 00 - $99,999) ($100,000 - 499 ,999) (> = $500 ,000)
$290 $440 $1 ,000 $1 ,500 $2 ,000 $3 ,000 $2 ,500 $3 ,500
$220 (2) $440 (4) $440 (4) $1 ,100 (10) $1 ,100 (10) $1.320 (12) $1 ,320 (12) $1 ,320 (12) $110 (1) $110 (1)
$510 $880 $1,440 $2,600 $3,100 $4,320 $3,820 $4,820 $200
New D w elling / New Residential Units
Am ended Building Consent Plans
M inor D rainage/B ackflow Prevention (< = $1,00 0) Certificate of Pu blic U se New Buildin g Certificate of Pu blic U se Existing Building D em olition or Rem oval Relocated D w elling Project Inform ation M em orandu m (separate ap plication) App lication to building on land subject to erosion etc . (Sec 36) Extension of Building C onsent Issue a Com pliance Schedule (+ $70 pe r feature) Am endm ent to Com pliance Schedule (+ $50 per feature) Building W arrant of Fitness Annu al R enew al fee W aiver under the Building Act (including Section 34 o f the Act) S37 Certificate Producer Statem ents - A sse ssm ent of com petence of persons to prepare Producer Statem en ts for building w ork Safe an d Sanitary Re port Certificate U nder the Sale of Liquor Act U nauthorised Building W ork
$260
T A BLE 3 ADM INIST RA T IO N B UILDING The follow ing charges are in cluded in th e base fees (m inim um fee) n oted in TA B LE 1 . Note: **Actual Scan ning ch arges w ill apply w here these ch arges are exceed ed.** PR O JEC T VA LUES $0 $4,9 99 $50 $60 40 $150 $5,0 00 $19,999 $70 $140 $45 $80 $80 $415 $20 ,000 $499 ,999 $155 $180 $80 $150 $115 $680
$500 ,00 0 $999 ,999 $340 $285 $80 $200 $150 $870
$1m an d above $450 $430 $130 $300 $250 $1,5 55
CONSTRUCTIO N BO NDS (B UILDING RESIDENTIA L AND COM M ERCIA L)
B OND U P TO A M O UNT ST A T ED $1,000 $1,000 $2,500 $1,000 $2,500 $2,500 - $10,000 $3,000
Project valu e < $20,00 0 (only req uired w he re type of w ork nec essitates a bond) Project valu e > $20,00 0 Project valu e > $500,0 00 Sw im m ing pools Building w o rk w ith 6 or m ore unit developm ents Building relocation, rem oval or dem olition Enginee ring w orks (EW A m ajor) perform ance bond Notes:
$200 $260 $500 $110 (1)
$200 $370 $500
1. Residential and commercial work valued at more than $20,000 will be charged a construction bond as specified above in addition to charges in Table 1. 2. The construction bond is held to ensure any necessary remediation to assets of Council is undertaken. It includes assets such as drainage and recreation reserves, street trees, street lights, piped services, road carriageways, kerbs, footpaths and grassed berms as well as recovery of any rubbish tipped or blown onto public land. Bonds are refunded to the original payee. TABLE 5 NOTES(BUILDING)
Proposals and applications relating to Section 460, construction of private drains through adjoining premises and/or Section 708 LGA works on private land Change of owner /applicant / address details TABLE 7 Subdivision Notified Non-notified Cross Lease / Unit Title Notified Non-notified Other Extension of Subdivision Consent Creation of Right of Way Creation / Amendment / Cancellation of Easement Amalgamation of Certificates of Title Removal of Covenant / Consent Notice Alteration or Cancellation of Building Line Restrictions Issuing street numbers First stage Stages 1 & 2 combined Second stage Certificate under Section 5(1)(g) Unit Titles Act relating to a staged unit title plan Update/Amendment/Variation of Conditions Limited notification Full notification Complex notification (determined by Subdivisions Team) RESOURCE MANAGEMENT - SUBDIVISION CONSENTS
$1,000 $50 Base Fee Payable on Lodgement
1. The base fee (minimum fee) includes administration, lodgement, records/scanning, Code Compliance Certificate, Quality Control, plus an estimate of processing costs. 2. All base fees (minimum fee) are non-refundable. charged additional costs. 3. Charges exclude development contributions. 4. Project valued at $20,000 or more is subject to a Building Research levy of $1.00 per $1,000 as well as an industry authority levy (Department of Building & Housing) of $1.97 per $1,000 for the total value of the work or part thereof. 5. The Council may at its discretion, refer some applications to external consultants for specialist advice and charges incurred will be additional to the fees identified on this schedule. A 10% administration and supervision charge will also apply. 6. Where applications require additional information to complete processing, additional charges may apply. TABLE 6 RESOURCE MANAGEMENT - LAND USE CONSENTS Base Fee Payable on Lodgement Where the final costs exceed the specified base cost the applicant will be
$4,000 (Deposit) $7,000 (Deposit) $10,000 (Deposit) $1,500 $7,000 (Deposit) $1,500 $1,500 $600 $600 $600 $1,000 $800 $500 $500 $1000 $500 $60 for first lot $10 for each subsequent lot $50 $50
Note: All fees are base fees (minimum fees), unless otherwise stated. All base fees (minimum fees) are non-refundable. An assessment of total fees will be made based on actual cost. The base fee will be deducted from the actual cost to determine if there are additional charges to pay. Notified Non-notified Residential Accessory Buildings, Fences & Swimming Pools Alteration and/or Addition to Dwelling New Dwelling Unit Additional Dwelling second dwelling on site and assessment of existing dwelling on site Two or more residential units on one site Business Other Signs All Other Non-notified Land Use Consent Applications Earthworks or Retaining only Utilities (eg. roads, powerlines, cell sites) Community (eg. events, schools, university, reserves) Demolition Cancellation / Review of conditions (s127 Notified) Cancellation / Review of conditions (s127 - Non-notified) Extension of Land Use Consent (Section 125 and 126) Other Charges Certificates of Compliance S139 RMA Determination on Existing Use Rights Outline Plan of Work Retrospective Minor Infringement (as determined by NSCC) Provision of information in respect of resource consents, where no application has been lodged (excluding the first 10 minutes per conversation) Other Services Including Arboricultural Monitoring Engineering Drawings (EWA major) Engineering Works Application (EWA minor) $1,200 $1,500 $1,500 $1,000 $1,800 $1,200 $1,200 Base Fee payable on lodgement $800 $1,000 $1,000 $500 As per Charge Rate At cost $1,000 $140 $1,700 $1,700 $2,000 $2,000 $2,000 $2,000 Limited notification Full notification Complex notification (determined by Specialist Planning) Tree Notified $4,000 $7,000 $10,000 $500 (Deposit) (Deposit) (Deposit) (Set charge)
Cancellation of application (if base fee is exceeded) Change of owner /applicant / address details TABLE 8 RESOURCE MANAGEMENT ADMINISTRATION (The following Administration charges are included in the base fees (minimum fees) noted in TABLES 6 & 7 Note: **Actual Scanning charges will apply where these charges are exceeded.** Administration Section 104/105 Senior Co-ordination **Scanning/ Records** Hearing Commissioners Site Compliance Monitoring/Compliance audit (two inspections) Note: Site Compliance monitoring inspection/compliance audit: minimum charge - $220. Additional Site Compliance Monitoring fees Additional site compliance monitoring fees will be charged at $110 per site compliance monitoring inspection TABLE 9 1. 2. NOTES(RESOURCE MANAGEMENT) Section 223 Section 224c Other
$130 each $70 $130 $64 $220
3. 4.
The base fee (minimum fee) charge includes administration, lodgement, records/scanning, senior Co-ordination and an estimate of processing cost. All base fees (minimum fees) are non-refundable. An assessment of total fees will be made based on actual cost. All base fees (minimum fees) (or in case of notified, the deposit) will be deducted from actual cost to determine if there is additional charges payable. Charges exclude development contributions. Site compliance monitoring charges or (at discretion of the Council) compliance audit charges will be applied to all resource consents and outline plans.
Supervision of Works
On invoice
TABLE 10 FOOD LICENCE FEE STRUCTURE Category* Refer to NOTES 1 Annual Registration Fee $385
*NOTES The potential risk of food premises is expressed as activity weighting Activity Manufacture and heat treatment (cooking) of readily perishable foods Manufacture / preparation excluding heat treatment (cooking) of readily perishable foods Sale / storage of readily perishable foods Manufacture / preparation of foods that are not readily perishable Sale / storage of foods that are not readily perishable Weighting 100 Category 2
OUTDOOR CAFES IN PUBLIC PLACES Application fee Annual licence fee MISCELLANEOUS LICENCES Amusement galleries Camping grounds Funeral Director Hairdresser Skin Piercer Swimming, Health and Beauty Signs Exceeding 1m2 under bylaw All other signs under bylaw Fire Permit Display of Goods Exemption Licence transfer fees (any licence) Pre purchase checks (any licence) Late payment fee (any licence) Gambling Venue Application Fees if paid by 31 July 2008 $100 $70 $70 $60 Fees if paid from 1 August 2008 $115 $85 $85 $75 Fees $10 $60 $100 $150 $18 per day $45 $110 $55 $75 $150 $70 $165 $70 $385 $195 $195 $250 $195 $275 $195 $150 $30 per m2
Grade A
$415
90
C D E 2 A B C D E New Food Premises Mobile Shop Trading Permit Regrading fee Re Inspections VENDOR Mobile vendor shop Itinerant trader NOISE CONTROL Seizure of equipment SWIMMING POOL FENCING Application for exemption Compliance inspection ANIMAL CONTROL Stock impounding fee Stock sustenance while impounded Beekeeping permit Keeping poultry/other Permit for more than 2 dogs BROTHELS Applications for licence Annual licence fee Application for dispensations
$495 $800 $900 $470 $530 $600 $1,500 $1,750 $500 $165 $165 $100
70 50 40
1 1 1
DOG REGISTRATION FEES Entire dog (not desexed) Desexed dog Entire dog and responsible dog owner licence $210 $125 Desexed dog and responsible dog owner licence Seeing eye / hearing dog Other Replacement Disc First impounding $160 Second impounding Third impounding Pound fee $275 $100 Micro-chipping
TABLE 11 CHARGES FOR PHOTOCOPYING, PRINTING AND SEARCHING OF INFORMATION Photocopy A1 $10 $6 $0.80 $0.40 $4 $6 $5 $37 $20 $32 Photocopy A2 Photocopy A3 Photocopy A4 Council Info GIS Print A4 - (with or without aerial photos) GIS Print A3 (with or without aerial photos) District Plan Zoning / Designation Maps Property File Search Hard Copy Electronic Copy Copy on CD
$50 $15 $75 $75 $75
$250 $250 $500 base fee + actual cost
CT and Consent Notice searches (please note that these fees include an administration charge and are subject to change) Standard (additional cost for different services will apply) $30 standard only
TABLE 12- TRADE WASTE CHARGES Trade waste unit charge per cubic metre discharged Trade waste unit charge per kg of COD discharged Trade waste unit charge per kg of SS discharged Trade waste unit charge per kg of TKN discharged Rate entitlement Fixed minimum charge Application fee TABLE 13 WATER SUPPLY FEES AND CHARGES $1.381/kl $1.70/kl $15.00 per six months $1.80 $0.42 $0.21 $1.27 $445.50 $112.50 Nil Response time for customer (working days)
TABLE 14
ROAD OPENING NOTICE FEES
Proposed Fee 2009/10 year (incl GST) $112.50
Minor Road Opening Notice 1. House connections (excluding water connections) and other minor works in the road reserve Vehicle entrance applications Service installations and significant roadworks
Standard Road Opening Notice 1. 2. $180.00 $250.00
Hourly rates These rates are for additional work, over and above the standard charge. Examples include extra inspections required due to non-compliance, problem resolution, customer complaints, change of scope, etc.

Cost of water Cost of water for Tanker Supply Point Minimum charge for water rates account Installation charges Metered connection fees: Standard connection fees - Nominal 20mm ID Standard connection fees - Normal 25mm ID Non-standard connection fees (i.e. above 25mm ID) Note: The installation of a water connection can be deferred for up to six months from the date of payment, at which time an additional charge may be required Multiple meter installation For 4 or more meters to be installed at the same time and location Subdivision or fire sprinkler connection administration fee SERVICES Meter accuracy test: On site test by council Independent laboratory test Special meter reading - change of owner/occupier Negligent damage to waterworks pipes and fittings Relocation or upgrading to suit owner's changed requirements Location of buried meters to facilitate reading of meter Separation of shared water meters - at owner's request (Provision of water meters and connection to the meters) Note: This does not include the cost of new reticulation from the meter to the house Permanent disconnection Quote preparation
Technical Assistant Utility engineer Utility Team Leader/Senior Engineer
$65/hour $100/hour $130/hour
Other work categories $760.00 $895.00 Quoted cost 10 days 10 days 15 days Overweight permits: These involve checking if the bridges and roads on the network are strong enough to take the loads without suffering damage. The fees are as outlined in Transit New Zealand's Overweight Permit Manual and no change is proposed. Quoted cost $95.00 10 days $42.00 Temporary Road Closure: These include temporary road closures for sporting, cultural or community events, such as Triathlons, Christmas Parades, cycle races, etc. Currently there is no charge for this service. No charge
$65.00 $170.00 $15.00 Actual cost of repair Quoted cost $70.00 No charge 15 days
No charge No charge 5 days
TABLE 15 NO RTH SHORE MEMO RIAL PARK AND OTHER NO RTH SHO RE CITY CEMETERIES SCHEDULE O F CEMETERY FEES AT 1 JULY 09
ALL BO OKINGS TO BE N OTIFIED 24 HO URS PRIOR TO B URIAL
NB - CH APEL BO O KING TIM ES FO R CREM ATIO N 10.00 AM , 11.30 AM , 1.00 PM , 2.30 PM , 4.00 PM PURCH AS E O F PLO T N O R TH ER N D IVISION G ST TOT AL (Adults and Children 10 Yrs and O ver) Double Berm Sections 2 & 3 2.4 x 1.2 2666.67 333.33 3000.00 Single B erm All Sections 2.4 x 1.2 4444.45 555.55 5000.00 PURCH AS E O F PLO T CE NT R AL DIV ISIO N Adults and C hildren 10 Yrs and O ver 2.4 x 1.2 1600.00 200.00 1800.00 Single B erm Area 2.4 x 1.2 2666.67 333.33 3000.00 C hild 1 Yr & U nder 10 Yrs 1.98 x 0.9 444.44 55.56 500.00 Children Under 1 Yr - includes Stillborn 1.2 x 0.6 222.22 27.78 250.00 R.S.A. - No Charge PLO T PUR C H ASE AS H M EM OR IALS ALL AR E AS Ash M em orial Area (2 interm ents) 580 x 600 711.11 88.89 800.00 Ash Lawn Plot (2 interm ents) 450 x 600 355.56 44.44 400.00 Ash M em orial G arden P lot (2 inters) 450 x 900 666.67 83.33 750.00 R.S.A. Ash P lot 450 x 600 No Charge Central M em orial W all (2 interm ents) 450 x 600 666.67 83.33 750.00 PLO T M AINTEN AN CE F E E ALL AR E AS (Payable at tim e of Plot Purchase) All A dult areas including R SA 355.56 44.44 400.00 All Childrens Plots 177.78 22.22 200.00 Ash B urial Plots including R SA 266.67 33.33 300.00 INTERM ENT FEES ALL ARE AS IN CL AS H ES NO T E: 1. For all bookings up to and including 3 p.m . Monda y to Friday 2. All to S ingle D epth O nly Single D epth Adults & C hildren 10 Yrs & over incl. RS A 622.22 77.78 700.00 5 Yrs & Under 10 Yrs - S ingle Depth 266.67 33.33 300.00 Stillborn and Under 5 Yrs 177.78 22.22 200.00 Fee for all Ash interm ents, Disinterm ent or Reinterm ent 177.78 22.22 200.00 9am 3.30pm SC AT TERING O F AS H ES (over selected Law n Areas only) 17.78 2.22 20.00 N B : C R EM ATO R IU M IS NO T O PEN SU N D AY S O R PU B LIC H O LID AY S BURIALS 1. 2. 3. AR E NO T AV AILABL E DUR ING THE FO LLO W ING TIM ES: Before 12 Noon on M ondays o r 12 noon on the day after a public holiday. Public H olidays or Sundays After 4PM
(A ll s e rv ic e s h ire a v a ila b le and in GST TO T AL
C H A P E L H IR E B E F O R E C R E M A T IO N c o m m itta ls to b e h e ld in C h a p e l o n ly) N O T E : N o L u c a s R e c e p tio n L o u n g e c o n ju n c tio n w ith th e 4 p m c h a p e l b o o k in g .
P e r b o o k in g u p to a n d in c lu s iv e o f th e 4 p m . b o o k in g 2 6 6 .6 7 3 3 .3 3 H ire o f C h a p e l a n d L u c a s R e c e p tio n L o u n g e b e fo re C re m a tio n 5 3 3 .3 3 6 6 .6 7 (M in im u m T w o H o u rs : e .g . 1 p .m . a n d 2 .3 0 p m b o o k in g ) K o w h a i R o o m (C h a rg in g o f c a s k e t V ie w in g ) 8 8 .8 9 1 1 .1 1 C H A P E L H IR E B E F O R E B U R I A L : N o te : B o o k in g tim e s 1 0 .0 0 a m , 1 1 .3 0 a m , 1 p m , 2 .3 0 p m o n ly N O T E : N O 4 P M B O O K IN G F O R C H A P E L B E F O R E IN T E R M E N T ... H ire o f C h a p e l O n ly B e fo re B u ria l 2 6 6 .6 7 3 3 .3 3 H ire o f C h a p e l a n d L u c a s R e c e p tio n L o u n g e b e fo re B u ria l 5 3 3 .3 3 6 6 .6 7 (M in im u m T w o H o u rs : e .g . 1 p .m . a n d 2 .3 0 p m b o o k in g ) C R E M A T IO N O N L Y F E E S N O T E: 1. T o 4 .0 0 p .m . b o o k in g o n ly . A fte r 4 .0 0 p .m . s e e A d d itio n a l C h a rg e s . 2. C a s k e ts to b e d e liv e r e d to d o o r o f C re m a to r R o o m o n ly. A d u lts a n d C h ild re n 1 0 Y rs a n d O v e r 4 4 4 .4 5 5 5 .5 5 A ll c h ild re n in c lu d in g s tillb o rn a n d U n d e r 1 0 Y e a rs , w ith o r w ith o u t A s h 1 5 5 .5 6 1 9 .4 4 re c o v e r y P L A C IN G O F P L A Q U E S O N W A L L O F R E M E M B R A N C E 2 6 6 .6 7 3 3 .3 3 (S p a c e a n d fittin g fo r 2 5 y e a rs w ith r ig h t o f re n e w a l) P L A C IN G O R R E M O V A L O F P L A Q U E S O N G R A V E S 7 1 .1 1 8 .8 9 V id e o , A u d io o r D V D re c o r d in g o f S e r v ic e 1 7 .7 8 2 .2 2 A D D IT IO N A L C H A R G E S C re m a tio n o n ly d e liv e r y re c e iv e d a fte r 4 p .m . (b y a rra n g e m e n t o n ly) 6 6 .6 7 8 .3 3 C h a p e l s a m e d a y c a n c e lla tio n fe e 1 3 3 .3 3 1 6 .6 7 E x tra D e p th A D U L T B u ria l p lo ts o n ly 2 6 6 .6 7 3 3 .3 3 H ire o f L o w e rin g D e v ic e 4 0 .0 0 5 .0 0 S a tu r d a y A M a n d P .M . (T o 3 .0 0 p .m . b o o k in g B o d y B u ria ls o n ly ) 2 6 6 .6 7 3 3 .3 3 A rriv a l a fte r 3 p .m . a n y d a y B o d y B u ria ls 2 4 4 .4 4 3 0 .5 6 O b lo n g C a s k e t (S IN G L E D E P T H in te rm e n t o n ly ) 2 4 0 .0 0 3 0 .0 0 B re a k in g C o n c re te 4 4 4 .4 4 5 5 .5 6 D is in te rm e n t B o d y P lo ts o n ly 3 3 7 0 .0 0 4 2 1 .2 5 N B : C R E M A T O R IU M IS N O T O P E N S U N D A Y S O R P U B L IC H O L ID A Y S B U R IA L S 1. 2. 3. A R E N O T A V A I L A B L E D U R IN G T H E F O L L O W IN G T IM E S : B e fo re 1 2 N o o n o n M o n d a y s o r 1 2 n o o n o n th e d a y a fte r a p u b lic h o lid a y . P u b lic H o lid a y s o r S u n d a y s A f te r 4 P M
3 0 0 .0 0 6 0 0 .0 0 1 0 0 .0 0
3 0 0 .0 0 6 0 0 .0 0
5 0 0 .0 0 1 7 5 .0 0 3 0 0 .0 0 8 0 .0 0 2 0 .0 0 7 5 .0 0 1 5 0 .0 0 3 0 0 .0 0 4 5 .0 0 3 0 0 .0 0 2 7 5 .0 0 2 7 0 .0 0 5 0 0 .0 0 3 7 9 1 .2 5
CONTENTS - MODULE 5 - POLICIES
Policy on significance........................................................................... 5 Partnership with private sector policy ................................................. 7 Maori capacity statement .....................................................................9 Funding impact statement ................................................................ 13 Rating policy ...................................................................................... 17 Treasury management policy ............................................................ 25 Revenue and financing policy ........................................................... 33 Development contributions policy .....................................................73
North Shore City Council City Plan 2009-2024 City Plan - Module 5 - Policies Page 3
North Shore City Council City Plan 2009-2024 City Plan - Module 5 - Policies Page 4
Policy on significance
1. Background
The Local Government Act (the Act) requires that every local authority adopt a policy on significance. The purpose of this policy is to establish the councils approach to the way matters are dealt with and decisions are made. Essentially, the more significant a matter is, the greater the emphasis must be on the analysis of options and community consultation.
4. Strategic assets
The Act also requires the council to define its strategic assets in its significance policy. The assets and groups of assets that the council considers strategic assets are listed below. (Note: this refers to the whole of the asset class, not individual components, unless that component substantially affects the ability of the council to deliver the service.) The roading network The wastewater network and treatment plant The water supply network The stormwater network The parks network (including reserves owned and managed under the Reserves Act 1977) The public libraries, leisure centres and cemeteries The Housing for Older People housing stock Shares in Watercare Services Ltd
2. The councils general approach to determining levels of significance

The councils general approach to determining level of significance will be to consider : (a) the number of residents and ratepayers affected and the degree to which they are affected by the decision or proposal; (b) whether this type of decision, proposal or issue has a history of generating wide public interest within North Shore City, the Auckland Region or New Zealand generally; the impact of the decision or proposal on the councils overall budget and its ability to carry out its existing or proposed functions and activities; and, the degree to which the decision or proposal is reversible.
(c)
(d)
3. Thresholds, criteria and procedures

The council will consider each matter on a case-by-case basis. However, any matter that is significantly inconsistent with identified community outcomes or council strategies, plans and policies will be regarded as significant. In terms of procedure, every matter coming before the council will be evaluated in accordance with the decision-making requirements in Part 6 of the Act.
North Shore City Council City Plan 2009-2024 - Module 5 - Significance Policy Page 5
North Shore City Council City Plan 2009-2024 - Module 5 - Significance Policy Page 6
Partnership with private sector policy

Background
The Local Government Act 2002 requires that every local authority adopt, by 30 June 2003, via the special consultative procedure, a policy on partnerships with the private sector. A partnership with the private sector is defined in s.107 of the Act to mean: any arrangement or agreement that is entered into between one or more local authorities and one or more persons engaged in business It specifically does not include arrangements between local authorities or council organisations, nor does it include contracts for the supply of goods or services to a local authority. The partnerships policy must include: (i) The circumstances (if any) in which the local authority will provide funding or other resources to any form of partnership with the private sector, whether by way of grant, loan or investment, or by way of acting as a guarantor for any such partnership; and What consultation the local authority will undertake in respect of any proposal to provide funding or other resources to any form of partnership with the private sector; and What conditions, if any, the local authority will impose before providing funding or other resources to any form of partnership with the private sector; and An outline of how risks associated with any such provision of funding or other resources are assessed and managed; and An outline of the procedures by which any such provision of funding or other resources will be monitored and reported on to the local authority; and An outline of how the local authority will assess, monitor and report on the extent to which community outcomes are furthered by any provision of funding or other resources or a partnership with the private sector.
Circumstances where the council will consider partnerships with the private sector
The council will consider partnership arrangements with the private sector where: the partnership will contribute to furthering community outcomes there are clear advantages in a partnership arrangement over other possible structures risks are considered to be acceptable
Partnership consultation
If the council determines that a partnership proposal is significant as defined in the councils Significance Policy it will consult on the proposal through the special consultative procedure. Where a partnership proposal falls outside the Significance Policy, consultation requirements will be determined on a case-by-case basis.
Partnership conditions
In considering partnership proposals the council will consider the imposition of conditions relating to: governance arrangements operational arrangements financial arrangements the protection of the wider public interest specific risk management mechanisms monitoring of performance termination/exit arrangements
(ii)
(iii)
(iv) (v) (vi)
North Shore City Council City Plan 2009-2024 - Module 5 - Partnership with Private Sector Policy Page 7
Risk assessment and management

A comprehensive risk assessment will be carried out before a partnership proposal is promoted or entered into. Where the partnership proposal is significant the subsequent public consultation procedure may identify further risks and/or assist the councils understanding of the communitys perception of risk. Appropriate risk management mechanisms will be incorporated into legally binding partnership agreements. A partnership agreement will require regular reporting to the council sufficient to enable the council to determine the partnerships overall progress and success in achieving predetermined and specified objectives.
Monitoring and reporting

A partnership agreement will incorporate performance objectives and a report on progress in achieving those objectives will be required on a regular (not less than annual) basis. Specific reporting requirements will be appropriate to the significance of the partnership. Reports on partnership performance will be provided to the council and/or incorporated in the councils annual report and/or in the councils triennial report on the achievement of community outcomes, as appropriate. (Note: Legislative references to the policy on partnerships with the private sector include sections 102(4)(e), 107 and 281(2)(d) of the Local Government Act 2002. In addition, Schedule 10(6) of the Act requires that the funding and financial policies in section 102 be included in the long-term council community plan.)
North Shore City Council City Plan 2009-2024 - Module 5 - Partnership with Private Sector Policy Page 8
Maori capacity statement

1. Introduction
The history of Maori occupation of the North Shore is lengthy and involves a complex web of successive occupation, migration and conquest. The signs of this long occupation are evident from place names, archaeological sites, such as middens and karaka groves, and landscape features such as pa sites. As a result of this occupation, a number of iwi groups claim tangata whenua over the North Shore. They expect to exercise their customary rights over resources of importance to them and to protect traditional places and sites (including waahi tapu). Within North Shore City there are four iwi with tangata whenua status. These include: Ngati Whatua; Ngati Paoa; Kawerau A Maki; and Hauraki. Under the RMA, the council has particular responsibilities to consult with tangata whenua having historical associations and claims in the North Shore area. Some Maori do not have tangata whenua rights to the North Shore and so are in the same situation as other people. This means that their social and economic wellbeing is to be provided for in the management of physical and natural resources. This can be facilitated by providing opportunity for the establishment of centres such as marae and educational facilities that support Maori values. The usual resident Maori population in North Shore City is relatively small compared to other cities in the Auckland region. At the time of the 2006 Census, there were 13,200 people who identified with the Maori ethnic group and usually lived in North Shore City, equating to approximately one in fifteen people (6.1 per cent) in North Shore City belonging to the Maori ethnic group. When compared to the rest of the population, the Maori population is significantly younger. Approximately 70 per cent of the Maori population is below the age of 34. City Blueprint District Plan Annual Plans Structure Plans Economic Development Strategy Consent processing Project CARE
Tangata Whenua Engagement In a process to support Maori capacity, a short term engagement process has been established where tangata whenua representatives work with the council to engage in decision-making. The representatives meet to discuss issues with council officers to develop appropriate responses. However an appropriate Rangatira ki te Rangatira model where Tangata Whenua and councillors participate alongside each other has yet to be developed and is imperative that this become a key outcome for council. Council Kaumatua and Kuia Support When engaging in a Maori environment, it is essential for council to be able to walk and act with confidence. To provide this support the council has formally engaged a kaumatua. This position will provide guidance to ensure the council acts appropriately when visiting marae or attending hui where tikanga Maori is the order of the day. Mana Whenua Kaumatua and Kuia Council is required to take into account mana whenua as kaitiaki and Tangata Whenua cultural values. To guide council a mana whenua position has been established. This position is appointed and recommended by Tangata Whenua and works within Tangata Whenua tikanga. The Royal Commission The Royal Commission on Auckland Governance afforded the opportunity for a major step forward to be taken in terms of consultation between council and Maori representatives. The council supported Maori to develop a submission in response to the Royal Commission. This collaborative approach cemented stronger relationships with Maori in Te Raki Pae Whenua. The formal written Maori submission was included as an integral part of the council's submission and stated, in part, "Iwi, hapu and whanau of Te Raki Pae Whenua acknowledge that this is a significant shift for North Shore City Council and we appreciate it." Council participation The council recognises and supports the needs of Maori by participating as a member on Toi Whenua - A Regional Group of North Shore City Council, Auckland City Council,
2. Capacity Building
Maori Liaison Advisor The council has a Maori liaison advisor position to assist with the development of relationships with Maori, to enhance the council's capacity to deal with Maori issues and to enhance the capacity of Maori to participate in council decision-making processes. The council's current practice is to involve Maori in decision-making on strategic planning matters, resource consent issues, major projects and some operational matters. Examples include: Community outcomes Strategic Plan
North Shore City Council City Plan 2009-2024 - Module 5 - Maori Capacity Statement Page 9
Toi o Manukau Maori arts and Cultural Trust, Manukau City Council, Waitakere City Council, Creative New Zealand and the ART trust who work collectively to produce programmes through the regional Maori arts development Kaupapa, Toi Whenua. Building relationships The council's intention is to strengthen and develop relationships with all tangata whenua groups of Te Raki Pae Whenua. To date we have met with Ngati Whatua o Orakei, Te Runanga o Ngati Whatua and a number of others and will continue to implement an open door policy in this regard.
Our model
Article 1 - Kawanatanga - Recognises the right (and obligation of government (central-regional-local) to govern and make laws for the common good. This is the council house. Article 2 - Tino Rangatiratanga - Recognises the rights of tangata whenua to self determination over their possessions; recognises the right of iwi to manage their own affairs; affirms a right to development. This is the tangata whenua whare (house). Article 3 - Oritetanga - Recognises the right of Maori as residents and ratepayers. The responsibility of government (central-regional-local) to ensure equality of opportunities and equitable outcomes for Maori. Mutual Agreement - Both the council and tangata whenua houses operate within their own governance and rules. To achieve effective engagement it involves depeveloping a sense of mutuality between both houses and maintaining good faith. To further achieve a successful relationship some of the following values would be relevant, e.g. Kotahitanga (working together), Manaakitanga (goodwill), Aroha (reciprocity), Mana (respect).
Key governance provisions relating to the development of Maori capacity to contribute to the council decision-making process The Local Government Act 2002 (LGA 2002) and the Resource Management Act 1991 (RMA) both place upon local authorities, in the carrying out of their duties and responsibilities, a number of requirements relating to Maori. These include (but are not limited to): LGA 2002 Pt 1 s 4: In order to recognize and respect the Crown's responsibility to take appropriate account of the principles of the Treaty of Waitangi and to maintain and improve opportunities for Maori to contribute to local government decision-making processes, Parts 2 and 6 provide principles and requirements for local authorities that are intended to facilitate participation by Maori in local authority decision-making processes LGA 2002 Pt 2 s 14 (d): A local authority should provide opportunities for Maori to contribute to its decision-making processes LGA 2002 Pt 6 s 77: A local authority must, in the course of the decision-making process: (1) (c) if any of the options identified under paragraphinvolves a significant decision in relation to land or a body of water, take into account the relationship of Maori and their culture and traditions with their ancestral land, water, sites, waahi tapu, valued flora and fauna, and other taonga LGA 2002 Pt 6 s 81 (1): A local authority must (a) establish and maintain processes to provide opportunities for Maori to contribute to the decision-making processes of the local authority; and (b) consider ways in which it may foster the development of Maori capacity to contribute to the decision-making processes of the local authority; and (c) provide relevant information to Maori for the purposes of paragraphs (a) and (b) LGA 2002 Pt 6 s. 81 (2): A local authority, in exercising its responsibility to make judgments about the manner in which subsection 10 is to be complied with, must have regard to: (a) the role of the local authority, as set out in section 11 (b) such other matters as the local authority consider on reasonable grounds to be relevant to those judgments RMA Section 69(e): the relationship of Maori and their culture and traditions with their ancestral lands, waters, sites, waahi tapu and taonga RMA Section 7(a): kaitiakitanga (guardianship) RMA Section 8: the principles of the Treaty of Waitangi (Te Tiriti o Waitangi)
3. What the Maori community said...

During a series of hui held at a number of locations in Te Raki Pae Whenua during 2005, the Maori community expressed their views about the future of the city and their aspirations as to how they wish it to be shaped. At the meetings, participants were asked to discuss "Nga mea katoa e noho teitei kei runga I na pokowhiwhi o tatou ngai Maori" - anything and everything that affects you and your whanau wellbeing. The Maori community outcomes that were arrived at are as follows: Maori want to celebrate with all peoples of Te Raki Pae Whenua the uniqueness of Maori as the indigenous culture. The aspiration of Maori is for all people of Te Raki Pae Whenua to protect, preserve and treasure te taiao (natural environment) for future generations. Maori want to have more cultural amenities that are appropriate to meet the needs of Maori and the wider community. Maori want to have educational facilities and services that are appropriate to meet the developing needs of Maori. Maori want a council that recognises, supports and delivers, long term, on their aspirations and needs. Create opportunities that support, encourage, celebrate taiohi (youth) to develop and succeed. Development of a 2nd marae for the Maori community be a priority. Underpinning these outcomes is a series of community ideas for action, and a number of initiatives based on these ideas are currently being progressed.
Funding impact statement

Introduction
The council is required to prepare a prospective funding impact statement in accordance with the Local Government (Rating) Act 2002 and the Local Government Act 2002. This statement sets out the revenue and financing mechanisms that the council intends to use, including information about the different rates the council will levy.
Actual 2007/08 $000 Operating expenditure Operating expenditure (excl. depreciation, weathertightness and derivatives) Finance costs Total operating expenditure Capital expenditure New capital expenditure Renewal capital expenditure Loan repayments Total capital expenditure Transfer to special funds Transfer to capital funding account Sinking fund contributions Transfer to general reserves Weathertightness claim payments Total funding requirements Funded by Operating grants and subsidies User charges Property income Interest Dividends Targeted rates General rates and uniform annual general charges Borrowings Capital grants and subsidies Special funds Capital funding account Development contributions Proceeds from sale of assets Interest received on sinking funds Sinking funds realised Other income Transfer from general reserves Total revenue and financing mechanisms 9,459 32,399 4,573 225 568 63,201 122,583 70,855 48,476 745 457 14,918 406 185 1,022 370,072 10,687 32,016 5,516 36 250 65,184 131,862 91,968 15,765 360 12,000 70 36 1,473 2,332 369,555 12,494 33,561 5,338 256 71,065 137,871 105,920 17,087 6,000 526 19,561 1,330 65 411,074 12,989 34,868 5,443 262 77,593 145,838 30,905 21,025 23,006 12,675 91 364,695 13,383 35,743 5,589 268 84,258 155,165 56,766 19,395 3,275 28,495 84 99 402,520 13,832 37,946 5,774 277 90,511 165,633 37,275 20,541 30,738 87 106 402,720 14,506 39,953 5,957 285 97,285 176,588 52,819 19,738 31,027 90 110 438,358 15,074 42,484 6,134 292 104,608 187,813 50,680 20,985 33,334 93 121 461,618 15,629 43,645 6,322 299 112,411 199,821 54,888 21,439 32,922 96 146 487,618 16,129 44,941 6,514 307 120,831 212,480 53,253 25,279 39,405 99 169 519,407 16,644 46,030 6,710 314 129,999 225,703 61,313 31,269 39,855 102 185 558,124 17,180 47,335 6,920 322 140,274 239,080 78,493 33,792 42,076 105 202 605,779 17,734 48,801 8,336 330 151,581 253,292 63,806 26,721 46,804 108 218 617,731 18,304 49,642 8,541 339 163,052 269,023 34,789 25,229 47,336 111 233 616,599 18,898 50,942 7,459 347 169,936 283,557 38,791 26,741 40,372 114 247 637,404 19,513 52,338 7,604 356 177,186 299,458 38,150 23,986 40,860 117 261 659,829 20,148 53,365 7,771 365 184,841 316,310 27,561 25,377 41,417 121 273 677,549 Forecast 2008/09 $000 Year 1 2009/10 $000 Year 2 2010/11 $000 Year 3 2011/12 $000 Year 4 2012/13 $000 Year 5 2013/14 $000 Year 6 2014/15 $000 Year 7 2015/16 $000 Year 8 2016/17 $000 Year 9 2017/18 $000 Year 10 2018/19 $000 Year 11 2019/20 $000 Year 12 2020/21 $000 Year 13 2021/22 $000 Year 14 2022/23 $000 Year 15 2023/24 $000
The following table details the funding requirements of the city as well as the estimated amount to be produced by each funding mechanism over the fifteen years of this City Plan. Details about rates increases can be found in Module 4 of this City Plan.
173,418 14,708 188,126
182,145 18,739 200,884
192,706 23,935 216,641
201,948 30,920 232,868
210,288 33,163 243,451
219,022 36,534 255,556
230,116 38,877 268,993
240,188 42,180 282,368
248,841 44,444 293,285
258,212 46,300 304,512
265,719 47,662 313,381
274,265 49,165 323,430
286,420 50,499 336,919
293,609 49,684 343,293
301,693 45,644 347,337
311,556 39,165 350,721
319,844 31,059 350,903
137,977 33,876 6,461 178,314 2,593 360 59 620 370,072
115,696 39,075 9,282 164,053 1,164 526 2928 369,555
139,184 36,623 12,181 187,988 921 9 5,515 411,074
80,918 38,760 8,689 128,367 838 10 2,612 364,695
104,832 41,964 9,333 156,129 806 19 2,115 402,520
85,915 48,415 10,082 144,412 773 44 1,935 402,720
102,291 54,810 10,826 167,927 804 8 626 438,358
105,522 54,700 17,724 177,946 836 48 420 461,618
107,805 59,833 25,336 192,974 869 42 448 487,618
118,349 62,748 32,857 213,954 904 37 519,407
134,198 65,552 44,024 243,774 940 29 558,124
162,476 67,219 51,638 281,333 978 38 605,779
155,363 66,637 57,762 279,762 1,017 33 617,731
130,181 70,024 72,006 272,211 1,057 38 616,599
92,591 75,211 121,133 288,935 1,100 32 637,404
90,156 78,911 138,885 307,952 1,144 12 659,829
80,542 87,618 157,291 325,451 1,189 6 677,549
North Shore City Council City Plan 2009-2024 - Module 5 - Funding Impact Statement Page 13
Rates for year

For the 2009/10 year the council will set the following rates:
Targeted rates
Auckland War Memorial Museum rate, Auckland Museum of Transport and Technology rate and Auckland Regional Amenities rate
Three targeted rates under section 16 of the Local Government (Rating) Act 2002 on all rateable land based on the land value of the land and at different rates in the dollar of land value for different categories of rateable land as defined in the Rating Policy and applying the differential factors in the table below. The levy funded by the Auckland War Memorial Museum rate has increased from $3,842,000 in 2008/09 to $3,864,000 for 2009/10. The Auckland War Memorial Museum rate will be set at .007881 cents (including GST) in the dollar of the land value for Residential One rating units. The levy funded by the Auckland Museum of Transport and Technology rate has increased from $1,461,000 in 2008/09 to $1,539,000 for 2009/10. The Auckland Museum of Transport and Technology rate will be set at .003138 cents (including GST) in the dollar of the land value for Residential One rating units. The Auckland Regional Amenities rate is a new rate to fund a levy imposed on local authorities in the Auckland Region by the Auckland Regional Amenities Funding Act 2008. The levy funded by this rate in 2009/10 is $1,358,000. The Auckland Regional Amenities rate will be set at .002773 cents (including GST) in the dollar of the land value for Residentail One rating units.
General Rates
General rates will be set as follows: General rates under section 13 of the Local Government (Rating) Act 2002 on all rateable land based on the land value of the land A uniform annual general charge under section 15 of the Local Government (Rating) Act 2002 on all rateable land of $769.05 including GST (2008/09 $727.87) per separately used or inhabited part of a rating unit. Of the total rates, 29.5 per cent will be collected through rates set on a uniform basis excluding the sewage disposal charge To ensure a fair distribution of the general rates compared to services utilised, the general rates under section 13 of the Local Government (Rating) Act 2002 on all rateable land based on the land value of the land and at different rates-in-the-dollar of land value for different categories of rateable land as defined in the rating policy, and applying the differential factors in the table below. The relationship between the rates set on rateable land in each different category is as follows: Category Residential Business Civic Rural Other Undeveloped, in accordance with the dominant characteristics of the activities which are permitted, controlled or discretionary in the area in which the land is situated, as follows: Residential Business Rural Factor 1.00 5.76 5.00 1.00 5.76
1.00 5.76 1.00
Notes: The business category contributes approximately 26.5 per cent of the council's total rating income. The general rate for residential rating units will be set at 0.160594 cents in the dollar (including GST) of the land value of the rating unit.
Takapuna Business Improvement District

Category of rating unit Residential rating units are categorised by the number of separately used or inhabited parts within the rating unit: Residential One Residential Two Residential Three Residential Four Residential Five Residential 6 - 10 Residential 11 - 15 Residential 16 - 25 Residential 26 -50 Residential 51 or more Business Civic Rural Rural Residential 2 Other Undeveloped, in accordance with the dominant characteristics of the activities which are permitted, controlled or discretionary in the area in which the land is situated, as follows: Residential Business Rural 1.00 1.25 1.50 1.75 2.00 2.50 3.00 4.00 5.00 6.00 5.76 5.00 1.00 1.25 5.76 Factor Takapuna commercial shopping area as shaded yellow on drawing number Digital Plan 47998 to yield $262,500 excluding GST (2008/09 $250,000), being a rate of 0.09923 cents in the dollar of land value (including GST).
Browns Bay Business Improvement District

Browns Bay commercial shopping area to yield $100,000 excluding GST (2008/09 $100,000), being a rate of 0.12675 cents in the dollar of land value (including GST).
Birkenhead Town Centre Business Improvement District

Birkenhead commercial shopping area to yield $140,000 excluding GST (2008/09 $140,000), being a rate of 0.25665 cents in the dollar of land value (including GST). Targeted rates under section 16 of the Local Government (Rating) Act 2002 within the relevant commercial shopping areas described below:
Albany Basin Business Association Business Improvement District

A fixed amount of $168.75, including GST, per rating unit plus an amount of 0.01271 cents in the dollar of land value (including GST), set in relation to all rateable land which is used for other than residential purposes within the relevant area being those rating units in the Albany Basin Business Area as shaded on the map titled Albany Basin Business Association - Area of Benefit, to yield a total of $310,000 excluding GST (2008/09 $310,000).
1.00 5.76 1.00
Mairangi Bay Business Improvement District

A fixed amount of $529.00, including GST, per separately used or inhabited part of a rating unit set on all rateable land within the Mairangi Bay commercial shopping area to yield $40,000 (2008/09 Nil). The relevant area is as shaded on the map titled Mairangi Bay BID.
Business Improvement District rates

Targeted rates under section 16 of the Local Government (Rating) Act 2002 on the land value of the rating unit, set in relation to all rateable land which is used for other than residential purposes within the relevant commercial shopping area described below:
Sewage disposal rates

A targeted rate under section 16 of the Local Government (Rating) Act 2002 of $447.08 including GST (2008/09 $417.00) per rating unit to which the council's sewage disposal service is provided or available; and A targeted rate under section 16 of the Local Government (Rating) Act 2002 of $447.08 including GST (2008/09 $417.00) per water closet or urinal within the rating unit after the first one. Notes: For the purposes of these rates: (a) (b) the sewage disposal service is treated as being provided if the rating unit is connected to a public sewerage drain the sewage disposal service is treated as being available if the rating unit is not connected to a public sewerage drain but is within 30 metres of such a drain
Northcote Business Improvement District

Northcote commercial shopping centre as shaded yellow on drawing number Digital Plan 10166 to yield $120,000 excluding GST (2008/09 $120,000), being a rate of 0.77162 cents in the dollar of land value (including GST).
Torbay Business Improvement District

Torbay commercial shopping area as shaded yellow on drawing number Digital Plan 23385 to yield $11,550 excluding GST (2008/09 $11,000), being a rate of 0.23783 cents in the dollar of land value (including GST).
(c)
a rating unit used primarily as a residence for one household is not treated as having more than one water closet or urinal
Separately used or inhabited parts of a rating unit

The Uniform Annual General Charge and the Waste Management rate are charged per separately used or inhabited part of a rating unit. A rating unit is considered to have separately used or inhabited parts if any one of the following circumstances applies: - There are separate occupiers of distinct areas of the rating unit, making separate use of the different parts of the rating unit. A degree of common area would not necessarily negate the separate parts. - For commercial properties the number of different businesses operating from a rating unit. Each separate business is considered a separately used or inhabited part. There may be exceptions where the different businesses are so closely linked that they are considered different parts of the same business. - For residential rating units each self-contained residential area is considered a separately used or inhabited part. Each situation is considered on its merits but some of the factors taken into account to determine whether an area is selfcontained are: - Does the area have its own toilet facilities? - Does the area have its own cooking/kitchen facilities? - Does the area have its own entrance?
Waste management rate

A targeted rate under section 16 of the Local Government (Rating) Act 2002 of $26.89 including GST (2008/09 $26.89) per separately used or inhabited part of a rating unit.
Water supply rate

A targeted rate under section 19 of the Local Government (Rating) Act 2002 of $1.38 including GST (2008/09 $1.29) per thousand litres of water supplied, as measured by meter, with a minimum charge of $15.00 including GST per six-monthly period.
Pool safety rate

A targeted rate set under section 16 of the Local Government (Rating) Act 2002 as as fixed amount on every rating unit on which a swimming pool is located (which includes a spa pool), not being part of any other rating unit as well, within the meaning of the Fencing of Swimming Pools Act 1987 and is therefore provided with or has available to it the councils pool safety service. The councils pool safety service includes regular inspections, the provision of water safety and water education programmes as well as other activities arising out of the Fencing of Swimming Pools Act 1987. The targeted rate will be $33.75 including GST ($33.75 in 2008/09) per rating unit on which is located a pool (including spa pools), except where the pool is a portable spa pool which is at least 750 mm above ground with a lockable cover and which has been the subject of an exemption under the Fencing of Swimming Pools Act 1987, in which case the rate will be $22.50 including GST ($22.50 in 2008/09) per rating unit. For the purposes of this policy: (a) (b) Any additional inspection outside the councils regular inspection cycle will be charged a fee as set out in the schedule of fees and charges; If a pool is removed or permanently emptied it is the landowners responsibility to advise the council so that, following verification, it is not assessed the targeted rate in the following rating year; For rating units with more than one pool within the same area, for example a swimming pool and a spa pool, the rate for the swimming pool only will apply.
(c)
Rating policy
Introduction
Rates are set under the Local Government (Rating) Act 2002 on all rateable rating units on the value of the land as supplied by Quotable Value New Zealand Limited. A revaluation was carried out in September 2008, effective from 1 July 2009. The objectives of the council's rating policy are to: spread the incidence of rates as fairly as possible be consistent in charging rates ensure all ratepayers pay their fair share for council services provide the income needed to meet the councils goals to ensure a minimum rate on all properties in recognition that valuation-based rating is not a perfect reflection of ability to pay as a charge for services which have an equal element of private benefit but where it is not practicable to apply specific user charges
Uniform annual general charge

The uniform annual general charge under section 15 of the Local Government (Rating) Act 2002 is $683.60 (excluding GST) ($769.05 including GST) on each separately used or inhabited part of a rating unit. This is an increase of $36.60 (excluding GST) over that levied in 2008/09. It is set:
The council has decided to maintain the business groups contribution at 26.5 per cent. An independent study has confirmed that the rating differential for businesses is both justifiable and economically sustainable. The council regularly reviews the available systems of rating and currently uses the "land value" system where rates are set on the value of the land of the rating unit. Other alternatives available are the annual value and capital value of the land. The North Shore City Council rating system provides for all user charges and other income to be taken into account first, with the rates providing the balance needed to meet the council's objectives. The following paragraphs describe in detail the council's rating system.
Uniform targeted rates

Sewage disposal Targeted rates are set under section 16 of the Local Government (Rating) Act 2002 for the council's sewage disposal function. These rates, which are set in relation to all land in the district to which the council's sewage disposal service is provided or available, are: (a) (b) a uniform targeted rate of $397.40 (excluding GST) ($447.08 including GST) per rating unit; and a uniform targeted rate of $397.40 (excluding GST) ($447.08 including GST) per water closet or urinal within the rating unit, in excess of the first one.
This is an increase of $26.73 (excluding GST) over that levied in 2008/09.
General rate
The general rate under section 13 of the Local Government (Rating) Act 2002 is based on the rateable value of the land. The rateable value is the land value of the land. General rates are set at different rates in the dollar of rateable value for different categories of rateable land, as described below under the heading "differential rating".
For the purposes of these rates: the sewage disposal service is treated as being provided if the rating unit is connected to a public sewerage drain the sewage disposal service is treated as being available if the rating unit is not connected to a public sewerage drain but is within 30 metres of such a drain a rating unit used primarily as a residence for one household is not treated as having more than one water closet or urinal
North Shore City Council City Plan 2009-2024 - Module 5 - Rating Policy Page 17
Waste management A targeted rate is set under section 16 of the Local Government (Rating) Act 2002 for the council's waste management function. This rate, which is set in relation to all land in the district, is a uniform charge of $26.89 including GST on each separately used or inhabited part of a rating unit. This is the same as that set in 2008/09. Pool safety rate A targeted rate set under section 16 of the Local Government (Rating) Act 2002 as a fixed amount on every rating unit on which is located a swimming pool (which includes a spa pool), not being part of any other rating unit as well, within the meaning of the Fencing of Swimming Pools Act 1987, and is therefore provided with or has available to it the council's pool safety service. The councils pool safety service includes regular inspections, the provision of water safety and water education programmes as well as other activities arising out of the Fencing of Swimming Pools Act 1987. The targeted rate will be $33.75 including GST per rating unit on which is located a pool (including spa pools), except where the pool is a portable spa pool which is at least 750mm above ground with a lockable cover and which has been the subject of an exemption under the Fencing of Swimming Pools Act 1987, in which case the rate will be $22.50 including GST per rating unit. The different amounts of targeted rate reflect the different pool safety services provided in respect of the two categories of pool. In particular, the exempt spa pools will be inspected five-yearly, whereas other pools will be inspected three yearly. Rating units which include only a proportionate share of land containing a pool (for example where a pool is controlled by a body corporate and within a common area jointly owned by the individual unit owners) are not covered by the rate because it is considered unfair for each of those rating units to pay the full rate. Such pools will instead be charged an equivalent fee in accordance with the councils Schedule of Fees and Charges fixed under the Local Government Act 2002. For the purposes of this policy: (a) (b) Any additional inspection outside the council's regular inspection cycle will be charged a fee as set out in the Schedule of Fees and Charges; If a pool is removed or permanently emptied it is the landowners responsibility to advise the council so that, following verification, it is not assessed the targeted rate in the following rating year; For rating units with more than one pool within the same area, for example a swimming pool and a spa pool, the rate for the swimming pool only will apply.
Note: The total of the uniform annual general charge under section 15 and any uniform targeted rates under section 16 of the Local Government (Rating) Act 2002, excluding sewerage charges, may not exceed 30 per cent of the council's total rates revenue. For 2009/10 the percentage for the total of the uniform annual general charge and the uniform targeted rate for waste management and pool safety remains at 29.5 per cent.
Other targeted rates

Business Improvement District (BID) rates The council may set a targeted rate to assist with business improvement district projects in a specific commercial area. Such rates are established after consultation with the relevant business association in the area. Targeted rates are set under section 16 of the Local Government (Rating) Act 2002. Each rate, which is based on the land value of the rating unit, is set in relation to all rateable land which is used for other than residential purposes, situated within a defined geographical area. Northcote BID: a targeted rate on the rating units in the Northcote Commercial Shopping Centre as shaded yellow on drawing number Digital Plan 10166, to yield $120,000 excluding GST ($120,000 in 2008/09). Torbay BID: a targeted rate on the rating units in the Torbay Commercial Shopping Area as shaded yellow on drawing number Digital Plan 23385, to yield $11,550 excluding GST ($11,000 in 2008/09). Takapuna BID: a targeted rate on the rating units in the Takapuna commercial shopping area as shaded yellow on drawing number Digital Plan 47998 (excluding units used exclusively or principally for residential purposes), to yield $262,500 excluding GST ($250,000 in 2008/09). Browns Bay BID: a targeted rate on the rating units in the Browns Bay Commercial Shopping Area as shaded yellow on drawing number Digital Plan 47999 (excluding units used exclusively or principally for residential purposes), to yield $100,000 excluding GST ($100,000 in 2008/09). Birkenhead Town Centre BID: A targeted rate on rating units in the Birkenhead Commercial Shopping Area, excluding rating units used for residential purposes as shaded on the Council map titled Birkenhead Town Centre, to yield $140,000 excluding GST ($140,000 in 2008/09). Albany Basin Business Association BID: A targeted rate on rating units in the Albany Basis Business Area, excluding rating units used for residential purposes as shaded on
(c)
the council map titled Albany Basin Business Association - Area of Benefit. The rate will be set at a fixed amount of $150.00 excluding GST, with the balance set on the land value of the rating unit, to yield a total of $310,000 excluding GST ($310,000 in 2008/ 09). Milford BID: It is expected that a new target rate for Milford will be introduced in 2010/11 for the Milford Shopping Area, to yield $75,000 (nil 2009/10 and 2008/09). Further details of this will be included in the Annual Plan 2010/11. Mairangi Bay BID: A targeted rate set at the uniform amount of $529.00 including GST per separately used or inhabited part of a rating unit in the Mairangi Bay Commercial Shopping Area, to yield $40,000 (nil in 2008/09). Auckland War Memorial Museum/Auckland Museum of Transport and Technology/ Auckland Regional Amenities These targeted rates are set under section 16 of the Local Government (Rating) Act 2002 in relation to the levies payable by the council in respect of the Auckland War Memorial Museum, the Auckland Museum of Transport and Technology and Auckland Regional Amenities. These rates are set in relation to all rateable land in the district. Liability for the rates is calculated using the land value of the rating unit, and at different rates in the dollar of rateable value for different categories of rateable land, as described below under the heading differential rating. The levy funded by the Auckland War Memorial Museum rate has increased from $3,842,000 in 2008/09 to $3,864,000 for 2009/10, an increase of 0.6 per cent. The levy funded by the Auckland Museum of Transport and Technology rate has increased from $1,461,000 in 2008/09 to $1,539,000 for 2009/10, an increase of 5.3 per cent. The Auckland Regional Amenities rate is a new rate to comply with the Auckland Regional Amenities Funding Act 2008 which requires local authorities in the Auckland region to contribute funding to a group of regional organisations. The levy funded in 2009/10 is $1,358,000. Water supply targeted rate A targeted rate is set under section 19 of the Local Government (Rating) Act 2002 for the supply of water. This rate is calculated as a fixed charge of $1.38 (including GST) per thousand litres of water supplied, as measured by meter, with a minimum charge of $15.00 (including GST) per six months for the availability of the service where a meter is provided. This is an increase of $0.09 per thousand litres (including GST).
A differential is applied to the general rate, the Auckland War Memorial Museum targeted rate, the Auckland Museum of Transport and Technology targeted rate, and the Auckland Regional Amenities targeted rate. For the general rate, the categories of rateable land, and the differential factors, are as follows: Residential Business Civic Rural Other Undeveloped, in accordance with the dominant characteristics of the activities which are permitted, controlled or discretionary in the area in which the land is situated, as follows: Residential Business Rural 1.00 5.76 5.00 1.00 5.76
1.00 5.76 1.00
Differential rating
In previous years about 26.5 per cent of the total rates has come from the "business" sector. In 2009/10 this will remain at 26.5 per cent.
For the Auckland War Memorial Museum targeted rate, the Auckland Museum of Transport and Technology targeted rate, and the Auckland Regional Amenities targeted rate, the categories of rateable land, and the differential factors, are as follows: Residential 1 1.00 Residential 2 1.25 Residential 3 1.50 Residential 4 1.75 Residential 5 2.00 Residential 6 to 10 2.50 Residential 11 to 15 3.00 Residential 16 to 25 4.00 Residential 26 to 50 5.00 Residential 51 and over 6.00 Business 5.76 Civic 5.00 Rural 1.00 Rural Res 2 1.25 Other 5.76 Undeveloped, in accordance with the dominant characteristics of the activities which are permitted, controlled or discretionary in the area in which the land is situated, as follows: Residential 1.00 Business 5.76 Rural 1.00
Definitions "Residential" means land used exclusively or principally for residential purposes, provided that: (a) where, in relation to any rating unit used principally for residential purposes, there is also a business use of the unit which is not permitted as of right in terms of the definition of home occupation in the district scheme, the part of the unit so used shall be categorised as "business"; (b) notwithstanding (a) above, the "residential" category includes all childcare facilities which are zoned residential in terms of the District Plan; and (c) the "residential" category excludes hotels, motels, travellers' accommodation, rest homes, boarding houses and hostels. Residential followed by a number means residential land with that number of residential units. For these purposes a minor residential unit, dwelling or sub-unit used exclusively by a dependant relative, and in association with another residential unit on the same land, is not considered to be a separate residential unit. "Business" means land used exclusively or principally for business purposes and includes: (a) (b) childcare facilities which are zoned business in terms of the district plan; and hotels, motels, travellers' accommodation, rest homes, boarding houses and hostels.
Ratepayers may also elect to pay the whole years rates in one sum on the third instalment by the due date without incurring penalty charges on instalments one and two. Penalties In accordance with sections 57 and 58 of the Local Government (Rating) Act 2002 a penalty of 10 per cent is added to each instalment or part thereof which is unpaid after the due date for payment. Previous years rates which remain unpaid at 30 June 2009 will have a further 10 per cent added on 8 July 2009 and again on 8 January 2010. Remission and postponement policies In accordance with sections 109 and 110 of the Local Government (Rating) Act 2002 the council has adopted the following remission and postponement policies: Policy 1 - Rates remission - rating of community, sporting and other organisations Objectives of the policy To facilitate the ongoing provision of non-commercial (non-business) community services that meet the needs of North Shore residents To facilitate the ongoing provision of non-commercial (non-business) recreational opportunities for North Shore residents Assist the organisation's survival Make membership of the organisation more accessible to the general public, particularly disadvantaged groups. These include children, youth, young families, aged people and economically disadvantaged people Conditions and criteria: The council may remit rates where the application meets the following criteria: 1. The policy will apply to land owned by the council or owned and occupied by a charitable organisation, which is used exclusively or principally for sporting, recreation, or community purposes. 2. The policy will not apply to organisations operated for private pecuniary profit or which charge commercial tuition fees. 3. The policy will not apply to groups or organisations whose primary purpose is to address the needs of adult members (over 18 years) for entertainment or social interaction, or who engage in recreational, sporting or community services as a secondary purpose only. 4. The application for rate remission must be made to the council prior to the commencement of the rating year; applications received during a rating year will be applicable from the commencement of the following rating year. No applications will be backdated.
"Civic" means land vested in the council that is used exclusively or principally to enable the provision of services to the public including, but not limited to, land used for pumping stations, car parks, depots, cemeteries, community facilities and council offices. "Rural" means all land that is zoned rural in the district scheme and used exclusively or principally for agriculture, horticulture or pastoral purposes, or keeping of bees or poultry or other livestock other than land which is zoned rural with two or more inhabited parts. "Undeveloped" means land which is not in use or is not used for any particular purpose. "Other" means land that does not come within the definition of "residential", "business", "civic", "rural", or "undeveloped".
Rates payable by instalment

The council provides for rates to be paid in six equal instalments. A ratepayer may elect to pay weekly, fortnightly or monthly by automatic payment through the banking system. Rates can also be paid by direct debit, internet and other banking methods.
5. Organisations making application should include the following documents in support of their application: (a) Statement of objectives; (b) Full financial accounts; (c) Information on activities and programmes; (d) Details of membership or clients. 6. The policy shall apply to such organisations as approved by the Chief Financial Officer and the General Manager Community Services as meeting the relevant criteria. 7. The extent of any remission to any qualifying organisation shall be as determined by the Chief Financial Officer and the General Manager Community Services. No remission will be granted in respect of those rates referred to in section 9 of the Local Government (Rating) Act 2002 (that is, targeted rates for water supply, and for sewage disposal or waste collection from 1 July 2003). Policy 2 - Rate remissions - remission of penalties Objective of the policy The objective of the remission policy is to enable the council to act fairly and reasonably in its consideration of rates which have not been received by the council by the penalty date due to circumstances outside the ratepayer's control Conditions and criteria: The council may remit the penalty rates where the application meets the following criteria: 1. Automatic remission of the penalties incurred on instalments one and two will be made where the ratepayer pays the total amount due for the year on or before the penalty date of the third instalment. 2. Remission of one penalty will be considered in any one rating year where payment has been late due to significant family disruption. Remission will be considered in the case of death, illness or accident of a family member, as at the due date. 3. Remission of the penalty will be granted if the ratepayer is able to provide evidence that their payment has gone astray in the post or the late payment has otherwise resulted from matters outside their control. Each application will be considered on its merits and remission will be granted where it is considered just and equitable to do so. 4. The council may remit small balances due to cash rounding. 5. Decisions on remission of penalties will be delegated to officers as set out in the council's delegations manual.
Policy 3 - Rate remissions - remission of uniform annual general charges and specified targeted rates on contiguous rating units in separate ownership, used jointly as a single business entity for the purposes of a hotel, motel or storage units Objective of the policy The policy is to provide for the possibility of rates remission where two or more uniform annual general charges or uniform targeted rates for sewerage or waste management are levied on contiguous, separately-owned rating units which are occupied by the same ratepayer, being a lessee who is using the rating units jointly as a single property and as a single business entity for the purposes of a hotel, motel or storage units. Conditions and criteria: The council may remit the rates where the application meets the following criteria: 1. The rating units must be contiguous and occupied by the same ratepayer who is the lessee of each unit and who uses them jointly as a single property and as a single business entity for the purposes of a hotel, motel or storage units. 2. To qualify as the ratepayer of the rating units, the lessee must come within section 11(1)(6) of the Local Government (Rating) Act 2002, that is, must be the lessee under a registered lease of not less than 10 years. 3. The council may consider reducing or cancelling any targeted rates for sewerage or waste management on such rating units, where each of the rating units is not connected to the public sewerage drain or does not separately use the waste management collection services. 4. The council may on written application from a ratepayer of such rating units reduce or cancel any separate uniform annual general charge levied on the rating units if it considers it to be reasonable in the circumstances to do so. 5. Applications for the remission of uniform annual general charges and specified target rates will be considered by the council's Strategic Management Committee. Policy 4 - Rate remissions - remission of some uniform annual general charges and targeted rates on rating units which are: (a) (b) Separately used by one occupier for both business and residential purposes; or Used for residential purposes and which include a separately inhabited part occupied by a dependent member of the family of the owner of the rating unit.
Objective of the policy. The policy is to provide for the possibility of rates remission where more than one uniform annual general charge and/or targeted rate for specified services is assessed on a rating unit because that rating unit comprises more than one separately used or inhabited part and where either: (a) (b) the rating unit is separately used by one occupier for both residential and business purposes; the rating unit is used for residential purposes and includes a separately inhabited part occupied by a dependent member of the family of the owner of the rating unit.
Conditions and criteria 1. The policy will apply to the following educational establishments: A special school established under section 98(1) of the Education Act 1964 A state school under section 2(1) of the Education Act 1989 An integrated school under section 2(1) of the Private Schools Conditional Integrated Act 1975 A special institution under section 92(1) of the Education Act 1989 An early childhood centre under section 308(1) of the Education Act 1989, but excluding any early childhood centre operated for profit 2. The policy does not apply to school houses occupied by a caretaker, principal or staff. 3. The council will remit any sewage disposal rates assessed in respect of educational establishments to which this policy applies, in excess of a maximum sewage disposal rate calculated according to clauses 4 to 6. 4. The maximum sewage disposal rate in any rating year is the lesser of: (a) the rate as assessed in accordance with the councils rates resolution; (b) the rate which would have been assessed in accordance with the councils rates resolution if the rating unit had no more than one toilet per twenty students and staff or part thereof. 5. The number of students in an educational establishment is the number of students on its roll on 1 March in the year immediately before the year to which the rates relate. 6. The number of staff in an educational establishment is the number of teaching staff and administration staff employed by that educational establishment on 1 March immediately before the year to which the rates relate. 7. The Chief Financial Officer has delegated authority to approve remission of sewage disposal rates in accordance with this policy. Policy 6 - Rate remission - remission of excess water rates Objective of the policy To standardise procedures to assist ratepayers who have excessive water rates due to a fault (leak) in the internal reticulation serving their rating unit. Conditions and criteria The council may remit the excess water rates where the application meets the following criteria: 1. The policy will apply to applications from ratepayers who have excess water rates due to a fault(s) in the internal reticulation. 2. That all applicants are requested to submit their application in writing. 3. That proof of the repairs to the internal reticulation be submitted for verification (i.e. plumber's repair account).
Conditions and criteria: The council may remit the specified rates where the application meets the following criteria: 1. The rating units in (a) above must be occupied (either as owner or lessee) by the same person(s) and separately used by that/those person(s) for his/her or their business and residence. 2. The rating units in (b) above must be used as the owner's residence but also contain a minor flat or other residential accommodation unit which is inhabited by a member of the owner's family who is dependent on the owner for financial support (e.g. a granny flat). 3. The owner(s) of the rating unit must complete and provide to the council a statutory declaration stating that the conditions in either (1) or (2) above apply. Such a declaration will be effective for three years or until the conditions cease to be met, whichever is earlier. A fresh declaration must be completed and provided in order to qualify for consideration for remission beyond the first three-year period. 4. The rates which may be remitted are as follows: (a) for rating units in both (a) and (b) above, any uniform annual general charge and/ or uniform targeted rate for waste management services assessed in respect of the rating unit, apart from the first of each; and (b) in addition, for rating units in (b) above, any uniform targeted rate for sewerage services assessed in respect of the rating unit, apart from the first. 5. The Financial Services Manager will be delegated authority to consider applications for the remission of any rates in terms of this policy and if appropriate to approve or decline them. Policy 5 - Remission policy - school sewage disposal rates Objective of the policy To provide relief and assistance to certain education establishments in paying sewage disposal rates.
4. 5. 6. 7.
That the ratepayer be charged the full charge for normal consumption. That the excess consumption be charged at the cost price of the water to the council. That the balance of the account be the difference to be remitted. That the ratepayer be offered the opportunity to pay the account off by instalments where the amount is still excessive. 8. The Financial Services Manager will be delegated authority to consider applications for remission of excess water rates and if appropriate approve or decline them. Policy 7 - Rates Postponement policy Objective of the policy To assist ratepayers experiencing financial circumstances which affect their ability to pay their rates Conditions and criteria: The council will postpone rates in accordance with the policy where the application meets the following criteria: 1. When considering whether financial circumstances exist, all of the ratepayer's personal circumstances will be relevant including age, health and family circumstances. 2. The ratepayer must be the current owner of the rating unit and have owned or resided on the property or another property within North Shore City for not less than two years. 3. The rating unit must be used solely for residential purposes. 4. The council must be satisfied that the ratepayer is unlikely to have sufficient funds left over, after the payment of rates, to maintain a reasonable standard of living. 5. The ratepayer must not own any other rating units or investment properties or other substantial realisable assets. 6. The ratepayer must make application to the council on the prescribed form. 7. Even if rates are postponed, the ratepayer may be required to pay a portion, determined by the council, of the rate account. 8. The council may add a postponement fee to the postponed rates for the period between the due date and the date they are paid. This fee will not exceed an amount which covers the council's administration and financial costs, including interest. 9. The policy will apply from the beginning of the rating year in which the application is made although the council may consider backdating past the rating year in which the application is made depending on the circumstances. 10. The council must be satisfied, on reasonable assumptions, that the risk of any shortfall when postponed rates and charges are ultimately paid is negligible. Where a rates postponement agreement has been entered into, the council may refuse to postpone any further rates if it considers that the risk of a shortfall is not negligible.
Any postponed rates will be postponed until: 1. 2. 3. 4. the death of the ratepayer(s); or until the ratepayer(s) ceases to be the owner or occupier of the rating unit; or until the ratepayer(s) ceases to use the property as his/her residence; or until a date specified by the council as determined by the council in any particular case. The postponed rates or any part thereof may be paid at any time. The applicant may elect to postpone the payment of a lesser sum than that which they would be entitled to have postponed pursuant to this policy. Postponed rates will be registered as a statutory land charge on the rating unit title. The Chief Financial Officer will be delegated authority to consider applications for rates postponement and, if appropriate, approve or decline them. Policy 8 - Policy on the remission and postponement of rates on Maori freehold There is no Maori freehold land within the district and therefore no remission or postponements can be provided on Maori freehold land. If any land in the district becomes Maori land the council will formulate and consult on an appropriate policy.
Treasury management policy

Purpose
The purpose of the Treasury Management Policy is to outline approved policies and procedures in respect of all treasury activities undertaken by the council. The formalisation of such policies and procedures will enable treasury risks within the council to be prudently managed. two policies are combined in the council's Treasury Management Policy. The relevant sections of that and other legislation are noted below. All projected borrowings are approved by the council as part of the Annual Plan and City Plan processes. All local authorities are governed by the following relevant legislation: Local Government Act 2002, in particular Part 6 including sections 101, 102, 104 and 105. Trustee Act 1956. When acting as a trustee or investing money on behalf of others, the Trustee Act highlights that trustees have a duty to invest prudently and that they shall exercise care, diligence and skill that a prudent person of business would exercise in managing the affairs of others. Details of relevant sections can be found in the Trustee Act 1956 Part II Investments.
Philosophy
As a guardian of public money, the council shall be risk averse and seek to minimise exposure arising from its treasury activities. Treasury management is the management of borrowings, investments, funding and related interest-rate exposures. The North Shore City Council carries out investment and borrowing activities and as a result has risks associated with these activities, i.e. interest rate risk, liquidity risk, credit risk and internal control risk. The management of these risks is generally referred to as treasury activities. Any activity which is considered speculative is expressly forbidden, i.e. there must be a risk associated with an actual underlying borrowing or investment, or a risk associated with actual approved expenditure, before interest-rate or foreign-exchange hedging can be considered. -
General objectives
To be consistent with the council's City Plan and the council's Revenue and Financing Policy. To borrow and invest within the council's strategic plan guide-lines and the council's approved City Plan and Annual Plan Minimise the council's costs and risks in the management of its borrowings and maximise its return on investments Minimise the council's exposure to adverse interest rate movements Monitor, evaluate and report on treasury performance Borrow funds and transact interest rate hedging financial instruments within an environment of control and compliance under the council approved Treasury Management Policy so as to protect the council's financial assets and costs Arrange and structure long term funding for the council's at the lowest achievable interest margin from debt lenders. Optimise flexibility and spread of debt maturity within the funding risk limits established by this policy statement To minimise exposure to credit risk by dealing only with credit worthy counterparties Monitor and report on financing/borrowing covenants and ratios under the obligations of the council's lending/security arrangements
Scope
This document identifies the policy and procedures of the council in respect of treasury management activities. The policy has not been prepared to cover other aspects of the council's operations, particularly transactional banking management, systems of internal control and financial management. Other policies and procedures of the council cover these matters. Planning tools and mechanisms are also outside of the scope of this policy. The treasury policies set out below relate to the council only and do not include the policies of any council-controlled trading organisations or council-controlled organisations.
Legislation
Under the Local Government Act 2002 (LGA 2002) every local authority is required to adopt by resolution an investment policy and a liability management policy. These
North Shore City Council City Plan 2009-2024 - Module 5 - Treasury Management Policy Page 25
Monitor the council's return on investments in council controlled organisations, property and other equity investments Ensure the council, management and relevant staff are kept abreast of latest treasury products, methodologies, and accounting treatments through training and inhouse presentations Maintain liquidity levels and manage cash flows within the council to meet known and reasonable unforeseen funding requirements Ensure that all statutory requirements of a financial nature are adhered to To ensure adequate internal controls exist to protect the council's financial assets and to prevent unauthorised transactions Develop and maintain relationships with financial institutions
Loans to community groups

No further loans to community groups and sports clubs are to be made.
Investment properties (non-operational property assets)

The council's policy is to continue to hold the level of investment properties provided they meet the annual performance measures. Proceeds of any divestment of any nonoperational property will be used to reduce debt in the year of disposal.
Treasury investments
The council's primary objective is the maintenance of principal by investing only with credit-worthy organisations. The second is to maximise income. The level of treasury investments representing general funds is to be minimised in order to reduce the overall cost and level of borrowing. Credit risk is minimised by prescribed maximum limits for each broad class of issuer and by investing only with the New Zealand Government, local authorities, banks, strongly-rated State Owned Enterprises, and corporations within prescribed limits. Investments with any single party will not exceed the approved counterparty limits. Liquidity risk is minimised by ensuring that all investments are capable of being liquidated through a readily available secondary market or are invested for terms of less than 90 days. Interest rate risk management instruments to hedge investment returns may be used where appropriate.
The policies contained in this council's Investment Policy and Liability Management Policy are as follows:
Investment policy
The council's overall investment policy is not to actively seek new investments unless of significant benefit to the community and/or relating to activities of the council. The council will not hold investments in foreign currencies.
Equity investment in Council-Controlled Trading Organisations (CCTOs)

The council will consider the formation of further CCTOs only if: The investment relates to activities of the council and/or The investment gives benefits to the community.
Approved investment instruments

The council will invest using the following instruments: Call and short term bank deposits Bank bills Bank registered certificates of deposit Treasury bills Local Authority stock or State Owned Enterprise bonds Corporate bonds Promissory notes/Commercial paper/Debentures
Proceeds of any divestment of an equity investment in a CCTO will only be used to repay debt or to reduce the council's borrowing requirements.
Other equity investments

The council may divest its equity interests in which it is a passive investor at an appropriate price and time subject to this not being in conflict with its strategic and long-term council community plan goals. The proceeds of any divestment of other equity investment will be used to repay debt or to reduce the council's borrowing requirements.
Sinking funds
Sinking funds will not be maintained for loans raised after 1 July 1998. The council has fully repaid all loans that were raised prior to this and therefore no longer has any sinking funds. Types of Expenditure Operating expenditure Capital expenditure for new items Source of funding Operating income Subsidies, development contributions, grants, special funds, asset sales, rates and other revenue, capital funding account and loans Rates and other income off-street parking funds Subdivisional Reserve Funds appropriate special funds
Special funds
Total investments and available loan facilities held by the council are not to be less than the level of special funds at all times. The council will not create or establish further special funds unless required to by legislation or for other sound reason. Capital expenditure for renewal items Special funds expenditure provision of carparking development of parks and reserves other Weathertightness building defects claims
Revenue from investments

Revenue from investments includes interest earned from special funds and sinking funds which are credited to those funds. Other revenue includes interest earned from general funds and dividends received. These are used to fund operating expenditure, capital expenditure or to repay debt.
Loans, operating income
Authorised borrowing facilities

The council will borrow using the following types of borrowing facilities: Bond/stock issues Bank overdraft Committed bank facilities Bank bills Promissory notes Uncommitted short-term facilities Financial leases Mortgages
Liability management policy

The council's objective is to minimise the cost of borrowings within agreed policies.Towards achieving this objective, the council will generally raise debt on a corporate or portfolio basis (some exceptions may apply if taxation and commercial issues need to be considered). This means that although the annual and long-term borrowing requirements are identified by capital projects (see below), the raising of loan funds will be based on the overall cash flow requirements of the council rather than on individual capital projects. The council's interest expense allocation policy is detailed below. The council's primary purpose in borrowing is to fund new infrastructural capital expenditure projects (not replacement of existing infrastructure) such as: Wastewater Transport Stormwater Water Supply Substantial property acquisitions
All borrowing in currencies other than NZ dollars is forbidden.
Debt ratios and limits

Debt will be managed within the following macro limits.
Ratio Net debt as a percentage of equity Net debt as a percentage of income Net interest expense as a percentage of income Net interest expense as a percentage of annual rates income (debt secured under debenture) Liquidity (term debt + committed loan facilities to current net debt)
<20% <150% <15% <20%
The council has the following criteria for determining the appropriate source of funding for various types of expenditure.
>110%
Income is defined as earnings from rates, government grants and subsidies, user charges, interest, financial and development contributions, other revenue and vested assets. Net debt is defined as total consolidated debt less liquid financial assets/investments. "Rates" includes all council rates including targeted rates such as water supply targeted rate and Auckland War Memorial Museum, Museum of Transport and Technology and Auckland Regional Amenities Funding targeted rates.
The percentages are calculated on the projected net debt levels per council's official long term financial forecasts that are approved by the council, calculated on the 12 month projected net debt figure. Net debt is the amount of total debt, less liquid financial assets. This allows for pre-hedging in advance of projected physical drawdown of new debt. When approved forecasts are changed, the amount of fixed rate cover in place may have to be adjusted in an orderly fashion to comply with the policy minimums and maximums. The fixed rate amount at any time is recommended to be within the following maturity bands: Period 1 to 3 years 3 to 5 years 5 to 10 years Fixed rate maturity profile limit Minimum cover Maximum cover 20% 50% 20% 50% 15% 50%
Interest rate management

The council's policy is to minimise borrowing costs by, where appropriate, hedging against movements in interest rates, but only where there are approved future cash flows. The council will not enter into contracts that are speculative. The council will only enter into interest-rate management contracts with New Zealand registered banks which have signed an International Swap Dealers Association Master Agreement and with a Standard and Poor's rating of "A" long term or better.
Approved interest rate instruments

Dealing in interest rate products must be limited to financial instruments approved by the council. Interest rate instruments will only be undertaken within the prescribed limits. Interest rate management contracts in excess of 10 years are prohibited. Current approved interest rate instruments are as follows: Forward rate agreements on: Bank bills Government bonds Interest rate swaps including: Forward start swaps (start date <36 months) Amortising swaps (whereby notional principal amount reduces) Interest rate options on: Bank bills (purchased caps and one for one dollars) Government Bonds Interest rate swaptions (purchased only up to 12 months)
Interest rate risk

Interest rate risk is the risk that funding costs (due to adverse movements in market interest rates) will materially exceed adopted annual plans and strategic 10 year plan interest cost projections, so as to adversely impact cost control, capital investment decisions and feasibilities. The primary objective of interest rate risk management is to reduce uncertainty to interest rate movements through fixing of funding costs. However, a secondary objective is to minimise the net funding costs of the council within acceptable risk parameters. Both objectives are to be achieved through the active management of underlying interest rate exposures.
Interest rate risk control limits

Debt must be within the following fixed/floating rate risk control limit: Master fixed/floating risk control limit Minimum fixed rate Maximum fixed rate 25% 100% "Fixed Rate" is defined as an interest rate repricing date beyond 12 months forward on a continuous rolling basis. "Floating Rate" is defined as an interest rate repricing within 12 months.
Any other financial instrument must be specifically approved by the council on a caseby-case basis and only be applied to the one singular transaction being approved. Credit exposure on these financial instruments is restricted by specified counterparty credit limits.
Interest rate options must not be sold outright. However, 1:1 collar option structures are allowable whereby the sold option is matched precisely by amount and maturity to the simultaneously purchased option. The sold option leg of the collar structure must not have a strike rate "in-the-money" Interest rate options with a maturity date beyond 12 months that have a strike rate exercise rate) higher than 2.00 per cent above the relevant swap rate, cannot be counted as part of the fixed rate cover percentage calculation Floating rate debt may be spread over any maturity out to 12 months. Bank advances may be for a maximum term of 24 months
The funds from all disposition of fixed and investment assets will be applied to the reduction of debt and/or a reduction in borrowing requirements. All operating surpluses will be applied to the reduction of debt.
Interest expense allocation policy

Interest expenses arising from debt will be allocated to activities or output areas based on the loan funding requirements of these activities.
Credit exposure
Counterparty credit risk is the risk of losses (realised or unrealised) arising from a counterparty defaulting on a financial instrument where the council is a party. The credit risk to the council in a default event will be weighted differently depending on the type of instrument entered into. Counterparties and limits can only be approved on the basis of long-term credit ratings (Standard and Poor's, Fitch or Moody's) being "A" and above. Limits should be spread amongst a number of counterparties to avoid concentrations of credit exposure. The following matrix guide will determine limits:-
Liquidity/funding risk control limits

Term borrowings/debt and committed debt facilities must be maintained at an amount of at least 110 per cent of existing debt. The maturity profile of the total committed funding in respect to all borrowings and committed facilities is to be controlled by the following system: Period 0 to 3 years 3 to 5 years 5 years plus Minimum 10% 10% 10% Maximum 60% 60% 60%
A maturity schedule outside these limits is required to be reported to the council with the quarterly Treasury Management report.
Counterparty/ Issuer
Security for loans and interest rate management contracts

All council loans and interest rate management contracts will either be unsecured or secured under the council's Debenture Trust Deed. This security relates to any loan and to the performance of any obligation under any incidental arrangement.
Minimum short term credit rating
Minimum long term credit rating
Investments maximum per counterparty
($m) NZ Government or government guaranteed State Owned Enterprises Local government and public authority NZ Registered Banks Corporates n/a n/a Unlimited
Interest rate risk management instrument maximum per counterparty ($m) None
Total maximum per counterparty
Portfolio Limit
($m) Unlimited 100%
Debt repayment policy

Loans that have been raised before 1 July 1998 are required to be repaid by the established sinking funds as provided in the special order establishing the council's authority to raise the loans. From 1 July 1998 the council will only make the statutory minimum contributions to sinking funds. The council is not required to establish and fund sinking funds to provide for the repayment of loans raised after 1 July 1998. For such loans the council will charge an annual amount in its rates that will provide for the repayment of the debt over a period of up to 50 years.
A-1
5.0
None
5.0
50%
A-1
5.0
None
5.0
50%
A-1
10.0
30.0
40.0
100%
A-1
2.0
None
2.0
50%
The limit for the council's transactional banker excludes any balance in the current account. In determining the usage of the above gross limits, the following product weightings will be used: Investments (e.g. Bank Deposits) - Transaction Notional Weighting 100 per cent Interest Rate Risk Management (e.g. swaps, FRAs) - Transaction Notional Maturity (years) 3 per cent Foreign Exchange - Transactional principal amount (the square root of the maturity (years) 15 per cent
Other guarantees
The council will consider providing guarantees to other associated organisations such as Council Organisations where it is considered that the guarantee will promote the current and future interests of North Shore City's community or for other sound business reasons. There is no restriction on the total value of guarantees to be provided at any one time for this category of guarantee, however the council does need to consider the requirement to be financially prudent.
Guarantee to Watercare Services Limited (Watercare)

On 24 July 2008 the council joined the five other shareholding councils of Watercare to provide creditors of Watercare and its subsidiaries with a guarantee of Watercares debt. Auckland City Council firstly provides the guarantee for the debt with back-toback indemnities by the other shareholding councils in proportion to their shareholding. This arrangement was put in place by the shareholding councils in order to minimise long-term price increases for bulk water and wastewater services purchased from Watercare.
To avoid undue concentration of exposures, a range of financial instruments must be used with as wide a range of counterparties as possible. The approval process to allow the use of individual financial instruments must take into account the liquidity of the market the instrument is traded in and repriced from. Settlement risk - the council will undertake treasury management transactions with approved parties only. Underwriting risk - the council will enter into underwriting agreements, bank facilities with approved parties only.
Foreign exchange policy

The council will not hold investments or borrow in foreign currency. Purchases which have a commitment date greater than one month may be hedged once expenditure is approved. When the commitment is less than one month, the volatility of the currency involved should be considered.
Performance measurement
The key objectives of the treasury management activities of the council are to minimise the cost of borrowings and to maximise its return on investments within authorised limits. The following objective measures will be used to determine the overall quality of the treasury management activities of the council:
Equity investment in CCTOs

Adherence to policy. Fulfilling the statement of intent approved by the council. Comparison of financial ratios to budgeted benchmark levels: - Return on shareholders' funds - Debt to total assets - Liquidity ratios - Gross profit margins - Interest cover - Earnings per share - Dividend per share
Guarantees for community groups and sports clubs

The council will consider applications for bank guarantees for a maximum term of five years from community groups and sports clubs that require support for funding council-approved capital projects on council land. These projects must comply with the District Plan prepared under the Resource Management Act 1991 and the management plans prepared under the Reserves Act 1977. Applications will only be considered if the community group is based in North Shore City and satisfactory projections on the financial strength and long-term viability of the group or club are received by the council. The total value of guarantees for community groups and sports clubs in force at any one time shall not exceed $3m.
Other equity investments

Adherence to policy. Comparison of financial ratios to budgeted benchmark levels: - Return on shareholders' funds
- Interest cover - Earnings per share - Dividend per share
Organisation structure, functions and responsibilities

Structure
The treasury function is part of the Finance Department within the Finance and Corporate Services Division.
Advances to community groups

Repayments are made as scheduled and annual reports are filed with the council within a year after the financial year end.
Investment properties (non-operational property)

All properties will be reviewed in relation to the following performance measures at least every three years: - Adherence to policy. - Comparison of actual rental returns against budgeted receipts. - Comparison of the property investment in relation to alternative investments. - Comparison of the council's portfolio with the "property market". - Comparison of the council's portfolio compared to competing investments evaluating both the opportunity cost of capital and the capital asset pricing model.
Functions
The authorised personnel of the treasury function will (subject to the delegations, limitations and policies contained in this Treasury Management Policy) be responsible for: Investing all surplus funds Borrowing all funds required, ie long- and short-term funding and overdraft facilities Undertaking all appropriate money market transactions Counterparty agreements and documentation for money market and capital markets transactions Compilation of cash flow forecasts Monitoring exposure to interest rate risks Monitoring performance in the areas of cash flow forecasts, yield on investments and cost of funds Preparing quarterly treasury reports for the council and monthly reports for internal control Ensuring adequate segregation of duties as part of internal control procedures
Treasury investments
Adherence to policy. Planned investment income target achieved.
Borrowings
Adherence to borrowing limit imposed by the annual plan and long-term council community plan. Actual interest costs less than planned borrowing costs.
Responsibilities
The council carries out the borrowing and investment activities within its Finance and Corporate Services Division. The council manages its investment (non-operational) property within its Property Services Department (part of the Finance and Corporate Services Division) which will report to the Strategy and Finance Committee annually. The council will review and approve treasury management policies annually and delegate authority to the Chief Executive. The Strategy and Finance Committee reviews treasury operations through standard quarterly reporting. The Chief Executive will delegate authority to other officers and ensure that the council's policies comply with existing and new legislation.
Guarantees
Adherence to policy. Annual reports are filed with the council within a year after the financial year end.
The Chief Financial Officer recommends sound treasury management policies to the council and ensures that such policies are followed. The Finance Manager will be responsible for the overall treasury management function including internal controls and reporting via the Chief Financial Officer to the Strategy and Finance Committee. The Assistant Accountant will manage the day-to-day treasury operations within delegated authority and report to the Finance Manager and Chief Financial Officer.
Key internal controls

Sound treasury procedures require segregation of duties, regular reconciliations of the treasury system with the general ledger and the independent review of treasury transactions. This will reduce the risk of unauthorised transactions and errors. To facilitate the segregation of duties all investment transactions performed by the Assistant Accountant will be documented on a daily deal ticket, which will then be held pending the receipt of a confirmation from the organisation actioning the transaction. An independent member of the Finance Department will then verify the deal ticket against the confirmation and file for future reference. Internal controls will be reviewed annually by the council's external auditors with any reports from the external auditors being reported to the Audit Committee.
Reporting and meetings

Reporting
The following reports are produced: Report title For the council Treasury policies review Borrowing/investments/ interest rate management Equity investments in CCOs Other equity investments Advances to community groups Investment properties For management Borrowings/investments/interest rate management/ maturity profile Daily cash position Liquid investments Interest rate exposure Frequency Annually Quarterly Half-yearly Annually Annually Annually Recipient Strategy and Finance Committee Strategy and Finance Committee Strategy and Finance Committee Strategy and Finance Committee Strategy and Finance Committee Strategy and Finance Committee Chief Financial Officer Finance Manager Finance Manager Finance Manager
Changes to the Treasury Management Policy

There have been a number of changes to the Treasury Management Policy from the policy in the City Plan 2006-2016. During 2007/08 the council consulted on a change to the Treasury Management Policy. This new policy was adopted and became effective from 1 July 2008. The main changes to the policy can be summarised as follows: Borrowing limits used previously have been replaced with measures considered to be consistent with peer councils and are accepted benchmark ratios of the New Zealand funding/financial markets A liquidity buffer has been introduced to manage unforeseen cashflow requirements Updates to the interest rate control limits and funding control limits Extended the debt repayment period to better reflect expected useful economic life of infrastructural assets as well as recognition of intergenerational equity Increased flexibility to provide guarantees to associated organisations Minor amendment to maturity profile band limits by lowering the minimum limit by 5 per cent to allow slightly more flexibility
Monthly Daily Daily Daily
Meetings
The Chief Financial Officer, Finance Manager and Corporate Accountant will meet formally on a monthly basis to review and establish the approach to treasury management for the forthcoming month.
Revenue and financing policy

To be read in conjunction with the Funding Impact Statement
Introduction
A local authority must manage its finances prudently and in a manner that promotes the current and future interests of the community. In doing so, it is required to adopt various policies under the Local Government Act 2002 and one of these is the 'Revenue and Financing Policy'. The purpose of this policy is to explain how council services are funded and the rationale for the selection of various funding sources - for both operating and capital costs. For example, should the cost of the council providing a water supply service be paid for by those connected to the water supply, by ratepayers generally or from some other source altogether? And if a new reservoir was required, should this be paid for by raising borrowings or should the money come from some other source? These are the sorts of things the revenue & financing policy must identify and explain - for every major activity the council is involved in. In making its decision on how each activity will be funded the council is required by law to consider various matters, including: Community outcomes to which the activity contributes (Local Government Act 2002 section 101 3 (a) (i) ) To the extent that it is practical and lawful, the council will fund activities in a way that is consistent with, and complementary to, the achievement of those outcomes. Distribution of benefit within the community (Local Government Act 2002 section 101 3 (a) (ii) ) Consideration will be given to 'who benefits' from a particular activity while acknowledging that there are no uniform answers to the level of public good produced by activities. Period of benefit (Local Government Act 2002 section 101 3 (a) (iii) ) The council will apply the 'intergenerational equity' principle to ensure that the spread of cost over time for an activity reflects the spread of benefit. A new wastewater system is a good example in that the benefits of the system will be received by future generations as well as today's community.
Extent to which individuals or groups contribute to the need for an activity (Local Government Act 2002 section 101 3 (a) (iv) ) The council will consider the 'exacebator pays' principle where a particular category of person can be identified as causing additional cost to the community. A good example of this is a building consent application where the applicant pays a fee for the service provided. Another example is charging developers for the growthrelated capital cost of network and community infrastructure. Costs and benefits of separate funding (Local Government Act 2002 section 101 3 (a) (v) ) The council will consider the costs (eg transaction cost) and benefits (eg transparency) of separate funding mechanisms. Impacts on current and future 'community well-being' (Local Government Act 2002 section 101 3 (b) ) Having considered each of its activities in terms of the funding sources available and the above criteria, the council will then stand back and reflect on what impact the proposed funding formula for that activity will have on the overall social, economic, environmental and cultural well-being of the community, now and in the future. It should be understood that development of this type of policy is not an exact science and it is unlikely that everyone will agree with the outcome. However, the objective is to make the funding of council costs as fair and equitable as possible. The council must also consult with the community and listen carefully to what submitters say before finalising the policy. Finally, the Revenue and Financing Policy can only be adopted (or altered) by amending this City Plan. This highlights the fact that it is a high-level policy and that it should remain fairly constant. From the above explanation, it can be seen that the Revenue and Financing Policy is an important policy instrument because how activities are funded can have a significant impact on how much ratepayers are charged for services, the viability of services and on the social, economic, environmental and cultural well-being of the community. Note: The financial impacts of the Revenue and Financing Policy are contained in another part of this document called the 'Funding Impact Statement' which is included in the council's Annual Plan and City Plan (Long Term Council Community Plan).
North Shore City Council City Plan 2009-2024 - Module 5 - Revenue and Financing Policy Page 33
Definitions
Activity in this City Plan is defined as a service provided by the council and is stated as Wastewater Stormwater Transport Water Supply City Planning Environmental Consents and Compliance Environmental Protection Waste Minimisation Libraries Parks Leisure Services Community Partnerships, Programmes and Civil Defence Housing for Older People Cemeteries Economic Development Governance and Leadership Capital expenditure - comprises new assets and works which upgrade and enhance a significant component of an existing asset, restoring it beyond its original design capacity/estimated life. Capital expenditure - renewal expenditure comprises works which restore an asset to its original size, capacity and condition. Community outcomes are the long term goals of the community distilled through a comprehensive consultation process. Development/financial contribution is an amount paid by those developing property assets toward the capital cost of network and community infrastructure arising from growth. 'Exacerbator pays' principle requires those individuals or groups that contribute to the need for an activity to contribute to the funding of that activity. Funding needs means, given a level of expenditure for operating expenses or capital expenditure, the amount required to fund these items. Funding sources mean the sources available to the council to fund operating expenses and capital expenditure. Typically, funding sources available to the council would include:
(a)
(b) (c) (d) (e) (f) (g) (h) (i) (j)
general rates, including: i. choice of valuation system; and ii. differential rating; and iii. uniform annual general charges targeted rates fees and charges interest and dividends from investments borrowing proceeds from sale of assets development contributions financial contributions under the Resource Management Act 1991 grants and subsidies any other source (for example property income, petrol tax)
Intergenerational equity is the principle that the costs of any expenditure should be recovered at the time that the benefits of that expenditure accrue. Infrastructure Network Infrastructure comprises roads, pipes for wastewater, stormwater and fresh water and the wastewater treatment plant Community Infrastructure comprises parks and reserves, sportsfields, libraries, leisure centres and other properties used for community purposes Operating expenditure comprises day-to-day (planned and unplanned) routine expenses to provide day to day services including maintenance and financing costs. Private good is the proportion of expenditure that clearly benefits an identifiable individual or groups of individuals. Public good is expenditure that benefits the community generally and for which no individual beneficiaries can be clearly identified. Vested Assets are assets handed over to the council in lieu of monetary payment.
Financial management principle

The council will manage its financial affairs prudently, in accordance with the law and in a manner that promotes both the current and future interests of the community. The aim of this policy is to promote sustainable financial management of the council and to fund its activities from the most appropriate source, after consideration of the various matters described in section 1 above.
Policy statement
Sections 4.1 and 4.2 below describe the sources available to fund the council's operating and capital expenditure. They also describe the general approach the council currently takes in relation to each source. In section 5, there is a detailed analysis of the approach being used for each activity.
Auckland Regional Council - to fund specific stormwater works. Ministry of Education - partially funding crches at our leisure centres.
User charges
The council imposes user charges to recover either the full cost or a part of the cost of various services provided where the benefits of these services provided primarily accrue to the individual or the costs of the service are primarily caused by identifiable individuals. Examples include: Building and resource consent fees Licensing fees such as liquor licensing Dog registration fees On-street and off-street parking charges Library fines for overdue books Fees charged by the leisure centres for swimming lessons or gym membership Services provided at the cemetery
Operating expenditure
Where expenditure does not create a new asset for future use, or extend the lifetime or usefulness of an existing asset but is necessary to deliver a service to the community, it is classed as 'operating expenditure'. The council is required by law to ensure that operating revenues are set at a sufficient level to meet operating expenditure.
Funding sources
From the sources that are available to the council to fund operating expenditure the funding hierarchy will generally be: 1. Operating grants and subsidies 2. User charges 3. Property income 4. Interest and dividends from investments 5. Proceeds from sale of assets 6. Any other source 7. Targeted rates 8. Uniform annual general charges 9. General rates 10. Borrowing Each funding method is described in more detail below, including the situations in which the council will use each method. Note: Development contributions and financial contributions are not used for operating expenditure.
Property income
Property rental charges such as the elderly housing units and commercial properties.
Interest and dividends

The council receives interest and dividends from various investments and special funds. Interest and dividends from investments are regarded as general revenue, interest on special funds is credited back to the special funds and reinvested and interest on sinking funds accumulates in the fund and is eventually used to repay borrowings. Dividends are received from shares held in other companies. Interest and dividends are generally not received in respect of any particular activity of the council and are therefore used to reduce the general rates funding requirements of the council.
Proceeds from sale of assets

The council may sell off fixed assets or investment assets. The proceeds from these types of sales are generally used to reduce borrowings, as required by the Liability Management Policy.
Operating grants and subsidies

The council receives grants and subsidies from several sources to cover part of the operating cost of certain services. Grants and subsidies are usually received from central government agencies but may be received from other organizations or individuals. They are generally paid to the council based on specific services being provided to the community or they may be project specific. The council aims to maximise the opportunity to receive grants and subsidies. Some examples of grants and subsidies for operational expenditure received by the council are: Land Transport New Zealand - to fund maintenance aspects of the Transportation activity such as road maintenance, roadside vegetation control and litter and street cleaning.
Other sources
The council will use funds received from any other source for the purpose of meeting operating expenditure, as appropriate. For example there may be funds set aside in special funds which will be used as a funding source for operational expenditure.
Targeted rates
Targeted rates are rates applied where there is a particular character to a property; for example, land type, area of land, location of land, the value of land and/or the provision or availability of council services. Targeted rates may be imposed as a uniform annual charge or differentially for different types of property uses. Some of the targeted rates this council has are: Targeted rate - sewage, which is a fixed amount per residential rating unit and is charged for all land in the district where the council's sewage disposal service is provided or is available. The sewage disposal rate for businesses is based on the number of pans at each rating unit Targeted rate - waste management, which is a fixed amount per rating unit and relates to the services provided by the waste management function Targeted rate - Business Improvement Districts (previously 'Mainstreet'), are set for specific commercial areas and provide funding for specific projects in those areas Targeted rate - pool safety, is charged as a fixed amount per residential rating unit which has a pool or spa pool
Fairest for most people Easiest for people to understand Efficient for the council to administer Supported by the public
Rating differentials Rating differentials are used where the level of benefit for services is significantly different between different categories of ratepayers. Based on the benefit principle, the council has identified four differential categories that are applied to parts of the rating system. They are: Residential sector differential Business sector differential Civic differential Rural differential
Uniform Annual General Charge (UAGC)

A 'uniform annual general charge' is a fixed amount per rating unit or a fixed amount per separately used or inhabited part of a rating unit. The uniform annual general charge is set ensuring that there is a minimum rate on all properties and thus distributing part of the general rates across all properties equally regardless of property value. This is in recognition that a valuation based system may not reflect the ability of ratepayers to pay and that there is some element of private benefit to services for which it is not practical to apply specific user charges. The UAGC revenue, excluding the sewage disposal rate, is not allowed to exceed 30 per cent of the total rates for the council due to a requirement in the Local Government Rating Act 2002.
Borrowing The council does not generally loan fund operational expenditure; however there may be some circumstances where it is considered appropriate to fund expenditure from borrowings. For example: During the course of the year (after setting the rates) when unplanned expenditure is incurred by the council Where the council decides to fund a temporary funding shortfall by borrowings which will be repaid by future surpluses or from reserves previously accumulated To fund specific operational expenditure where other funding sources have been identified but there is a timing difference in relation to which financial year the funding will be due and payable To fund weathertightness building defect claims as provided for in the Treasury Management Policy
General rates
The council uses general rates as the main source of funding of activities where benefits accrue to the whole community or where individual beneficiaries cannot be identified and/or the allocation of costs to them is not practical or cost effective. The council takes into account all the other sources of funding available prior to calculating how much general rates funding is required. Choice of rating system The council uses the 'land value' system to apportion rates. In 1993, 1998 and again in 2009 the council consulted with the community and reviewed its choice of a rating system between the three legally available options: land value, capital value or annual rental value. The council has stayed with the land value system because it believes it to be the most appropriate for the city and that it is: Further detailed information about the council's targeted rates, uniform annual general charges, rating differentials and other rating matters can be found in the council's Rating Policy.
Capital expenditure
Capital expenditure is the category of spending which creates a new asset, or extends the lifetime of an existing asset. The council is responsible for purchasing or creating and maintaining a variety of assets that are generally grouped as: Infrastructural assets and restricted assets such as the wastewater, stormwater, transport and water supply networks as well as the parks and reserves assets. Other fixed assets such as commercial and administrative properties, vehicles, plant and equipment and office equipment etc.
User charges
The council imposes user charges to recover either the full or a part of the cost of assets or services provided. For example, those connecting to the water supply system are charged a fee which provides a funding source for the cost of capital and renewal works.
Other sources
Special funds Special funds are funds which have either been received by the council from a third party to be used in a specific way (restricted funds) or monies allocated by the council to be applied for a specific purpose or area of benefit (non restricted funds). The council's main special funds are : - Subdivisional reserve funds which are used to fund reserve acquisitions or improvements to reserves - Off-street carparking funds - Emergency capital replacement fund - Arts and culture fund In addition, there are a number of other smaller funds. Other The council will use funds received from any other source for the purpose of meeting capital expenditure, as appropriate For further details of special funds please refer to the Treasury Management Policy contained in this City Plan.
Funding sources
From the funding sources available to the council to fund capital expenditure, the funding hierarchy will generally be: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Capital grants and subsidies User charges Proceeds from sale of assets Any other sources (special funds, capital funding account, vested assets) Financial contributions Development contributions Targeted rates Borrowings Interest and dividends from investments General rates including uniform annual general charges
Each funding method is described in more detail below, including the situations in which the council will use each method.
Financial contributions
The council will continue to require financial contributions under the Resource Management Act 1991 for carparking.
Capital grants and subsidies

Tthe council receives grants and subsidies for a variety of capital expenditure. Grants and subsidies are generally received from central government agencies but may be received from other organisations or individuals. They are generally paid to the council based on specific assets purchased, constructed or created in some way or for a particular purpose or for the renewal of existing assets. The council aims to maximize opportunities to receive grants and subsidies for capital expenditure. Some examples of grants and subsidies received for capital expenditure include: Land Transport New Zealand - for a proportion of the capital and renewal costs of the Transportation activity Auckland Regional Transport Authority - for specific project work such as new assets provided as part of the Northern Busway project Auckland Regional Council - for stormwater assets created
The Local Government Act 2002 provides for local authorities to recover, through development contributions, capital expenditure related to growth. Details of the policy, methodology and contributions are described in the Development Contributions Policy contained in this City Plan. In essence, development contributions may be required relating to network infrastructure, community infrastructure and reserves if the effect (or cumulative effects) of the development is to require new or additional assets or an increase in the capacity of existing assets. In addition, the council requires developers to pay, in full or in part, contributions for capital expenditure already incurred by the council in anticipation of development.
Targeted rates
Targeted rates are rates applied where there is a particular character to a property; for example, land type, area of land, location of land, the value of land and/or the provision or availability of council services. Targeted rates may be imposed as a uniform annual charge or differentially for different types of property uses. The council's water supply targeted rate provides a funding source for water supply capital expenditure as does the sewerage disposal rate for wastewater capital works.
Application
The council is required to apply the above definitions, principles and policies to each of its activities and this analysis is shown on the following pages. In interpreting the analysis, it is relevant to note that: Complexity: The range of legal requirements and the range of funding sources available makes the funding analysis for each activity complicated. We have tried to find a balance between providing too much detail and not enough to aid in providing better clarity to the reader Context: The analysis around each Activity must be read in the context of that activity. It may not always be appropriate to compare analysis across activities. Also, this policy represents the broad view. Due to the complexity of this analysis subsidiary arguments are not always presented unless they are deemed to have a material effect Abbreviations: In the following analysis: - LGA means Local Government Act 2002
Borrowings
The council will maintain borrowings at a prudent level in accordance with the 'Liability Management and Investment Policy' which is part of the council's Treasury Management Policy. In general, borrowing costs are allocated to an activity (including interest and principal repayments) and are funded in the same way as operating costs for the activity or service to which the loan relates. As mentioned in the rates section above, the Treasury Management Policy includes a general restriction on the types of assets that can be funded by borrowings. It states that the council's primary purpose in borrowing is to fund new infrastructural capital expenditure projects (not replacement of existing infrastructure) such as sewerage works, roading, stormwater, water and substantial property acquisitions. All other funding sources are taken into consideration for the type of asset that is being created prior to borrowings being incurred to fund an activity.
Interest and dividends

The council receives interest and dividends from various investments and special funds. Interest and dividends from investments is regarded as general revenue. Interest on special funds is credited back to the special funds and reinvested. Interest on sinking funds accumulates in the fund and is eventually used to repay borrrowings. Interest and dividends are generally not received in respect of any particular activity of the council and are therefore used to reduce the general rates funding requirements of the council.
General rates and the UAGC

The council uses general rates as the main source of funding of operational activities where an asset is being created and there are no other identified funding sources than general rates. Rates are also used for the funding of renewal capital expenditure after consideration of other funding sources first, including grants and subsidies and operating revenue collected to fund depreciation. Choice of rating system As for operating expenditure Rating differentials As for operating expenditure
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle
LGA 101 3 (a) (ii) Whole of Community W Part of Community P Individuals I
Intergenerational Equity
LGA 101 3 (a) (iii) Short Term S Long Term L
Exacerbator Pays Principle

LGA 101 3 (a) (iv) Strong Argument S Moderate Argument M Weak Argument W
Costs and benefits of separate funding mechanisms

(NB This analysis assumes that 'specific' funding (grants and subsidies) and 'corporate' funding (investment income and dividends, asset sales and other sources) where available will be utilised first. The balance is funded from the following mechanisms.)
LGA 101 3 (a) (v)
WASTEWATER
General Rates with Differential (Land Value) Not transparent as absorbed in wider rate. Land value has no correlation to use. Those who dont benefit are paying.
Uniform Annual General Charge (UAGC) Not transparent. Those who dont benefit are paying and no correlation between use and cost.
Targeted Rate Property basis for rate has weak correlation to use.
User charges Higher transaction cost. Potential for negative social implications as incidence of cost shifts.
Borrowings N/A
Development Contributions N/A
Financial Contributions N/A
Natural Environment OPERATIONAL Built Environment Business and Economy
There are public health benefits to all. Development benefits across all properties in serviced area.
Provides for immediate disposal of wastewater.
Trade waste customers who impose higher demands on system.
Cost
Easy to use and low transaction cost.
Easy to use, low transaction cost.
Bene fit
Easy to use. Low transaction cost. Transparent in as much as only those connected are charged.
Maintains level of service over all connections.
Renewal works maintain the asset level of service for current connections.
RENEWAL CAPITAL
Especially relevant to trade waste customers who impose higher demands on system.
Cost
Not transparent as absorbed in wider rate. Land value has no correlation to use. Those who dont benefit are paying.
Not transparent. Those who dont benefit are paying and no correlation between use and cost.
Property basis for rate has weak correlation to use.
Promotes 'good behaviour' as charge provides incentive to reduce water usage. Also, transparent as only those connected are charged. Potential for positive social implications as incidence of cost shifts. Higher transaction cost. Potential for negative social implications as incidence of cost shifts.
N/A
N/A
N/A
N/A
N/A
N/A
S/L
Bene fit
Can increase the level of service to all residents. Capital expenditure can provide extra system capacity.
Capital works provide immediate benefit and opportunity but this may be taken up over time.
NEW CAPITAL
Trade waste customers impose higher demands on system and developers who cause demand for additional system capacity.
Cost
Inconsistent with principle of 'intergenerational equity'. Unfair according to 'benefits' and 'exacerbator pays' principles .
Inconsistent with principle of 'intergenerational equity'. Unfair according to 'benefits' and 'exacerbator pays' principles.
Inconsistent with 'intergenerational equity' and 'exacerbator pays' principles.
Promotes 'good behaviour' as charge provides incentive to reduce water usage. Also, transparent as only those connected are charged. Potential for positive social implications as incidence of cost shifts. Higher transaction cost. Potential for negative social implications as incidence of cost shifts.
N/A
N/A
N/A
Commits future generations.
High transaction cost.
W/I
S/L
Bene fit
Promotes 'good behaviour' as charge provides incentive to reduce water usage. Also, transparent as only those connected are charged. Potential for positive social implications as incidence of cost shifts.
Easy to use. Low transaction cost. Consistent with principle of 'intergenerational equity'.
Targets those causing the need for new works.
Summary
Reflection
LGA 101 3 (b)
Conclusion
Indicative funding proportions
Current
Future
(Approximate splits only)
The most appropriate theoretical mechanism is a targeted rate based on volumetric charging. This mechanism is the fairest in an economic sense in that cost is linked to use. Consequentially, this promotes 'good behaviour'. It also promotes the primary community outcomes identified. However, there are social implications that would need to be considered before such a change was made and there are legal constraints on volumetric charging at this time.
Operational expenditure is currently funded from a uniform annual general charge and user charges (connection fees).
No immediate change proposed but volumetric charging may be a useful future option.
Operational expenditure: The financing of Wastewater operational expenditure will be (in the following order): 1. User charges on large users through the Trade Waste Bylaw; 2. Operating grants and subsidies; 3. Investment income and dividends where available; 4. The balance from a targeted rate - sewage on a uniform basis. (NB: The uniform rate is under review and may be replaced by a volumetric charge which has potential benefits above that currently used).
User charges Grants and subsidies Investment income Targeted Rate
1-4% minor unlikely 96 - 99%
A targeted rate based on volumetric charging is the fairest in an economic sense in that cost is linked to use. A consequential benefit is that it promotes 'good behaviour'. It also promotes the primary community outcomes identified. However, there are social implications that would need to be considered before such a change was made and there are legal constraints on volumetric charging at this time.
Renewal capital expenditure is currently funded by depreciation from the targeted rate sewerage.
Capital expenditure renewal: The financing for Wastewater renewal capital expenditure will be from the depreciation charge which is funded via the targeted rate on a uniform basis and trade waste charges.
Depreciation
100%
The most appropriate theoretical mechanism is borrowings funded by a targeted rate based on volumetric charging plus the use of Development Contributions for identified growth portions of new capital works.
New capital expenditure is currently funded from subsidies, borrowings (funded from the targeted rate - sewage) and development contributions.
Capital expenditure new: The financing of Wastewater new capital expenditure will be (in the following order: 1. Grants and Subsidies; 2. Investment income and dividends where available; 3. User charges on connections to the wastewater network; 4. Development contributions (growth component only) ; 5. Vested assets; 6. Borrowings; 7. The balance from a targeted rate - sewage on a uniform basis.
Grants and Subsidies Investment income User charges
minor unlikely minor
Development cont. Vested assets Borrowings Targeted rate
6 - 52% 2 - 27% 15 - 100% 0 65%
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
STORMWATER
General Rates with Differential (Land Value) Not transparent as absorbed in wider rate. Land value has no correlation to use.
Targeted Rate All properties benefit from stormwater management to a greater or lesser extent therefore targeted rate not that relevant.
User charges N/A
Borrowings N/A
Natural Environment OPERATIONAL Transport Built Environment Business and Economy RENEWAL CAPITAL
There are public health and safety benefits to whole community and development benefits across all properties in serviced area.
Provides for immediate disposal of stormwater.
Appropriate principle but all properties contribute to greater or lesser extent.
Cost
W
S
Renewal works maintain the asset level of service for current connections.
M
Appropriate principle but all properties contribute to a greater or lesser extent.
Bene fit
Easy to use and low transaction cost. Not transparent as absorbed in wider rate. Land value has no correlation to use.
Easy to use, low transaction cost. Not transparent. Those who dont benefit are paying and no correlation between use and cost.
Cost
W
Can increase level of service to all. Can provide extra capacity new connections.
S/L
M
Appropriate principle but all properties contribute to a greater/ or lesser extent.
Bene fit
Cost
Inconsistent with principle of 'intergenerational equity' and there is a degree of unfairness relating to 'benefits' and 'exacerbator pays' principles. Easy to use and low transaction cost.
Inconsistent with principle of 'intergenerational equity'. Unfair according to 'benefits' and 'exacerbator pays' principles. Easy to use, low transaction cost.
Particularly relevant to areas prone to flooding. All properties benefit from stormwater management to a greater or lesser extent therefore targeted rate not that relevant. Particularly relevant to properties prone to flooding. All properties benefit from stormwater management to a greater or lesser extent therefore targeted rate not that relevant. Particularly relevant to properties prone to flooding.
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
NEW CAPITAL
N/A
W/I
Bene fit
Targets those causing the need for new works / additional capacity.
Targets those causing the need for new works / additional capacity.
Summary
Reflection LGA 101 3 (b)
Conclusion
All properties benefit from stormwater management to a greater or lesser extent and it is difficult to target or differentiate users in terms of benefit. General rates are appropriate.
Operational expenditure is currently funded from subsidy and general rates.
No change proposed.
Operational expenditure: The financing of Stormwater operational expenditure will be (in the following order): 1. Grants and Subsidies; 2. Investment income and dividends where available; 3. User charges; 4. The balance from general rates.
Grants and Subsidies Investment income User charges General rates
0 3% unlikely minor 96 - 100%
All properties benefit from stormwater management to a greater or lesser extent and it is difficult to target or differentiate users in terms of benefit. General rates are appropriate.
Renewal capital expenditure is currently by depreciation, funded from general rates.
No change proposed.
Capital expenditure renewal: The financing for Stormwater renewal capital expenditure will be from the depreciation charge which is funded via general rates.
Depreciation
100%
It is appropriate to fund new capital expenditure from borrowings and the growth related portion of cost from development contributions.
New capital expenditure is currently funded from subsidies, borrowings (funded by general rates) and development contributions.
No change proposed.
Capital expenditure new: The financing of Stormwater capital expenditure will be (in the following order: 1. Grants and subsidies; 2. Investment income and dividends where available; 3. User charges; 4. Development contributions (growth component only); 5. Vested assets; 6. Borrowings; 7. The balance from general rates.
Grants and Subsidies Investment income User charges Development cont. Vested Assets Borrowings General rates
0 4% unlikely minor 11 - 23% 13 30% 46 71% minor
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle
LGA 101 3 (a) (iii)


LGA 101 3 (a) (v)
TRANSPORT
Short Term S Long Term L
Targeted Rate
User charges
Borrowings
Development Contributions
Financial Contributions
Natural Environment OPERATIONAL Transport Built Environment Community services and Facilities RENEWAL CAPITAL Physical activity, sport and personal health Business and Economy Employment NEW CAPITAL
Maintaining an efficient and effective transport network benefits the whole community.
Simply provides for maintenance / operation of the existing network.
Appropriate principle especially for maintenance of road asset.
Cost
Inappropriate as whole community directly benefits from effective transportation system.
High transaction cost with road tolling and community views would make it difficult to implement. Wideranging social implications. User pays. Promotes alternative transport options which may result in better longterm community outcomes. As above.
N/A
N/A
N/A
W
Maintains level of service which benefits whole community.
S
Simply provides for maintenance / operation of the existing network asset.
M
Appropriate principle especially for maintenance of road asset.
Ben efit
Easy to use, low transaction cost, set charge reflecting wide community benefit.
N/A
N/A
N/A
N/A
Cost
Not transparent as absorbed in wider rate. Those who dont benefit are paying and no correlation between use and cost. Easy to use, low transaction cost, set charge reflecting wide community benefit. Inconsistent with principle of 'intergenerational equity'. Unfair according to 'benefits' and 'exacerbator pays' principles.
N/A
N/A
N/A
N/A
W
Can maintain or increase level of service to all. Can also be driven by, or provide capacity for, new development.
S/L
Capital works provide immediate benefit / opportunity but this may be taken up over time.
M
Ben efit
N/A
As above.
N/A
N/A
N/A
Cost
N/A
As above.
W/I
S/L
Ben efit
Easy to use, low transaction cost, set charge.
N/A
As above. Also, possibly defers major transportation capital expenditure.
Targets those causing the need for new works while recognising the contribution provided by the existing assets.
Summary
Reflection
LGA 101 3 (b)
Conclusion
(Approximate splits only) Current Future
Levying tolls on road users is a good theoretical option but legislation only allows this in a narrow range of circumstances. In the absence of tolling and given the wide community benefit from transport expenditure, general rates are the most appropriate funding tool available.
Operational expenditure is currently funded from a mixture of subsidies, general rates, uniform annual general charge and user charges.
No change anticipated.
Operational expenditure The financing of Transport Oeerational expenditure will be (in the following order): 1. Grants and subsidies; 2. Investment income and dividends where available; 3. User charges on users for certain services; 4. The balance from general rates and uniform annual general charges.
Grants and subsidies Investment income User charges General Rates
13 -24% minor 6 - 11% 64 - 78%
Levying tolls on road users is a good theoretical option but legislation only allows this in a narrow range of circumstances. In the absence of tolling and given the wide community benefit from transport expenditure, general rates are the most appropriate funding tool available.
Renewal capital expenditure is currently funded from subsidy, general rates and uniform annual general charge.
Capital expenditure renewal: The financing for Transport capital renewal expenditure will be from subsidy and then depreciation funded from general rates.
Grants and subsidies Depreciation
35 - 40% 60 - 65%
It is reasonable to levy the growth component of new capital expenditure against those creating the development and the balance should be funded from borrowings.
New capital expenditure is currently funded from subsidies, development contributions, borrowings, general rates and uniform annual general charge.
Capital expenditure new: The financing of new Transport capital expenditure will be (in the following order): 1. Grants and subsidies; 2. Investment income and dividends where available; 3. Development contributions (growth component only); 4. Vested assets; 5. Borrowings; 6. The balance from borrowings funded from general rates and uniform annual general charges.
Grants and subsidies Investment income
12 - 31% 0 10%
Development cont. Vested assets Borrowings General rates Proceeds from asset Sales
4 - 15% 14 30% 18 - 61% minor 0 - 27%
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle
LGA 101 3 (a) (ii) W hole of Comm unity W Part of Comm unity P Individuals I

LGA 101 3 (a) (iv) Strong Argum ent S Moderate Argum ent M W eak Argument W

(NB This analysis assum es that 'specific' funding (grants and subsidies) and 'corporate' funding (investment income and dividends, asset sales and other sources) where available will be utilised first. The balance is funded from the following mechanism s.)
LGA 101 3 (a) (v)
W ATER SUPPLY
Targeted Rate Targeted rate has weak correlation to use.
User charges Can have social implications on those who cant afford to pay for essential service.
Borrowings N/A
Natural Environment Built Environment Business and Economy Employment
OPERATIONAL
Provides public health to whole community and development benefits across all properties in serviced area.
Immediate provision / consumption of water.
Appropriate principle easy to apply.
Cost
W
S
Renewal work simply maintains the asset level of service for current connections.
S
Appropriate policy easy to apply.
Bene fit
Promotes 'good behaviour' in as much as charge provides incentive to reduce water usage. Also, transparent as only those connected are charged. Can have social implications on those who cant afford to pay for essential service.
N/A
N/A
N/A
Cost
Not transparent as absorbed in wider rate. Those who dont benefit are paying and no correlation between use and cost. Easy to use, low transaction cost.
Targeted rate has weak correlation to use.
N/A
N/A
N/A
RENEW AL CAPITAL
Bene fit
Promotes 'good behaviour' in as much as charge provides incentive to reduce water usage. Also, transparent as only those connected are charged. Potential for positive social implications as incidence of cost shifts. Can have social implications on those who cant afford to pay for essential service.
N/A
N/A
N/A
Can increase level of service to all and provide extra capacity for new connections.
Capital works provide immediate benefit / opportunity but this may be taken up over time.
Appropriate policy easy to apply.
Cost
Inconsistent with principle of 'intergenerational equity'. Unfair according to 'benefits' and 'exacerbator pays' principles. Easy to use, low transaction cost.
Targeted rate has weak correlation to use.
NEW CAPITAL
W /I
S/L
Bene fit
Easy to use, low transaction cost. Transparent in as much as only those connected are charged.
Promotes 'good behaviour' in as much as charge provides incentive to reduce water usage. Also, transparent as only those connected are charged. Potential for positive social implications as incidence of cost shifts.
Targets those causing the need for new / additional capacity.
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
The most appropriate theoretical mechanism is user charge based on volume.
Operational expenditure is currently funded from user charges based on volume and connection charges.
No changes proposed.
Operational expenditure: The financing of Water Supply operational expenditure will be (in the following order): 1. User charges; 2. Targeted rate water supply.
User charges Targeted rate
0 2% 98 - 100%
The most appropriate theoretical mechanism is a user charge based on volume.
Renewal capital expenditure is currently funded from user charges based on volume plus charges for replacement of meters.
No changes proposed.
Capital expenditure renewal: The financing for Water Supply renewal capital expenditure will be from the depreciation charge which is funded via targeted rates.
Depreciation
100%
The most appropriate theoretical mechanism is borrowings funded by user charges based on volumetric charging plus the use of Development Contributions for identified growth portions of new capital works.
New capital expenditure is currently funded from a mixture of borrowings (funded by user charges) and development contributions.
No changes proposed
Capital expenditure new: The financing of Water Supply capital expenditure will be (in the following order: 1. Grants and subsidies; 2. Investment income and dividends where available; 3. User charges; 4. Development contributions (growth component only); 5. Vested assets; 6. Borrowings; 7. Targeted rate water supply
Grants and subsidies Investment income User charges Development cont. Vested assets Borrowings Targeted rate
minor unlikely 8 16% 9 - 18% 12 32% 0 94% 0 40%
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
CITY PLANNING Parks and Open space Natural Environment Transport
General Rates with Differential (Land Value) Not transparent as absorbed in wider rate. Land value has no direct correlation to benefit.
Uniform Annual General Charge (UAGC) Not transparent unless levied as a separate UAGC.
Targeted Rate With regard private plan changes (eg plan changes for town centres): high transaction cost and sometimes difficult to establish area of benefit. Beneficiaries pay.
User charges With regard private plan changes (eg plan changes for town centres): high transaction cost and sometimes difficult to establish area of benefit. Beneficiaries pay.
Borrowings N/A
Benefits to whole community.
Not relevant.
Other than private plan changes, not relevant.
Cost
OPERATIONAL
W
Built Environment Personal safety and crime Business and Economy City identity and branding Heritage
Not relevant. Not relevant. Not relevant.
Bene fit
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Cost
N/A N/A N/A N/A N/A N/A N/A
RENEWAL CAPITAL
Bene fit
Cost
NEW CAPITAL
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Bene fit
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
This activity generally benefits the whole community through the development of long-term planning and funding policy for the City. There is limited opportunity for user charges.
The activity is primarily funded from general rates but there is a small income from user charges.
No changes are proposed.
Operational expenditure: The financing of City Planning operational expenditure will be (in the following order): 1. Grants and subsidies; 2. User charges (for private plan changes etc); 3. General rates.
Grants and subsidies User charges General rates
0 2% 2 4% 95 97%
Not relevant.
Not relevant.
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
ENVIRONMENTAL CONSENTS AND COMPLIANCE
General Rates with Differential (Land Value) Not transparent as individual costs clearly attributable to individuals (applicants) absorbed in wider rate. Land value has no correlation to use. Those who dont benefit are paying. Easy to use and low transaction cost.
Uniform Annual General Charge (UAGC) Not transparent. Those who dont benefit are paying.
Targeted Rate
User charges
Borrowings
Natural Environment OPERATIONAL Transport Built Environment Housing
Primary benefit is to applicants but indirect benefit to whole community.
Not an issue operational cost only.
Logical and easy to charge those who use services. However, there is also a general benefit to the wider community.
Cost
Benefits are to users directly and whole community indirectly so targeted rate inappropriate.
Higher transaction cost (than general rates).
Generally a payment for service so debt inappropriate.
I/W
Not relevant.
S
Not relevant.
S
Not relevant.
Bene fit
Not relevant.
Not relevant.
Those who use the service and receive direct benefit pay.
Not relevant.
Not relevant.
Not relevant.
Weathertightnes s claims cover longer timeframes and therefore use of debt funding appropriate. N/A
N/A
N/A
N/A
N/A
RENEWAL CAPITAL
Personal safety and crime Business and Economy
Cost Bene fit

Not relevant. Not relevant. Not relevant. Not relevant. N/A N/A N/A
Cost
NEW CAPITAL
Heritage
Bene fit
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
Principal beneficiaries are easy to identify so the user pays argument is strong.
The activity is currently funded by a mixture of user charges for various consents and general rates for overhead costs.
Operational expenditure: The financing of Environmental Consents and Compliance operational expenditure will be (in the following order): 1. User charges (for consents); 2. General rates (for overhead activities); 3. Borrowings for payment of weathertightness claims.
User charges General rates Borrowings
43 - 54% 35 - 55% 0 - 18%
Not relevant.
Not relevant.
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
ENVIRONMENTAL PROTECTION
General Rates with Differential (Land Value) Not transparent as individual costs clearly attributable to individuals (applicants) absorbed in wider rate. Land value has no correlation to use. Those who dont benefit are paying. Easy to use and low transaction cost.
Uniform Annual General Charge (UAGC) Not transparent. Those who dont receive direct benefit are paying.
Targeted Rate Other than for pools, not the most effective mechanism.
User charges Higher transaction cost - than general rates.
Borrowings N/A
Natural Environment OPERATIONAL Personal safety and crime Heritage
Primary benefit is to applicants / direct beneficiaries, but there are wider benefits to whole community.
Not an issue operational cost only.
Logical and easy to charge those who use services. However, there is also a general benefit to the wider community.
Cost
I/W
Not relevant. Not relevant.
S
Not relevant.
Bene fit
Easy to levy.
Those who use the service and receive direct benefit pay.
N/A
N/A
N/A
Not relevant.
Not relevant.
Not relevant.
Not relevant.
N/A
N/A
N/A
Cost
RENEWAL CAPITAL
Bene fit
Cost
NEW CAPITAL
Bene fit
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
Principal beneficiaries are easy to identify so the user pays argument is strong.
The activity is currently funded by a mixture of user charges for various licences, targeted rate on pool owners for pool safety and general rates for overhead costs.
Operational expenditure: The financing of Environmental Protection operational expenditure will be (in the following order): 1. Grants and subsidies; 2. Investment income and dividends where available; 3. User charges on users for certain services; 4. Targeted rate pool safety on pool owners for pool safety; 5. The balance from general rates.
Grants and subsidies Investment Income User charges Targeted rate General rates
minor minor 29 - 36% 1 3% 62 - 69%
Not relevant.
Not relevant.
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
WASTE MINIMISATION
Targeted Rate Not all those who pay will use service and those who do use service, use in different amounts.
User charges Higher transaction cost (compared to rate). May promote negative social and environmental outcomes.
Borrowings N/A
Natural Environment OPERATIONAL Business and Economy
Strong benefit for those using waste collection (general, hazardous, inorganic and recycling) plus general benefits to whole community.
Not relevant.
Strong argument for general, hazardous and inorganic waste collections and recycling service. Weaker argument for other costs.
Cost
I/W
S/W
Not relevant.
Bene fit
Transparency.
User pays
N/A
N/A
N/A
Not relevant.
Not relevant.
Not relevant.
Not relevant.
N/A
N/A
N/A
Cost
RENEWAL CAPITAL
Bene fit
Cost
NEW CAPITAL
Bene fit
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
There is a strong argument for user pays on the collection element of the activity cost both in terms of the user pays argument and in terms of promoting reduced waste. It is logical to fund the balance (essentially overhead cost) by way of general rates.
The activity is currently funded by a mix of targeted rate, general rates and user charge.
There is a possibility that wheelie bins will be introduced. If so, they will most likely be charged on the basis of receptacle size and regularity of collection.
Operational expenditure: The financing of Waste Minimisation operational expenditure will be (in the following order): 1. User charges for general collection; 2. Targeted rate waste minimisation for recycling service and inorganic / hazardous waste collections; 3. The balance (for overhead activities) from general rates.
User charges Targeted rate
56 - 66% 14 - 27%
General rates
11 - 18%
Not relevant.
Not relevant.
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
LIBRARIES
Targeted Rate Primary benefit is to users directly, indirect benefits to whole community.
User charges Higher transaction cost. Likely negative public reaction and social implications. Also, likely significant negative effect on library business possibly making whole service unviable. User pays.
Borrowings N/A
Available to whole community.
Day to day access to library services.
Community services & facilities OPERATIONAL Education & training Physical activity, sport and personal health Employment RENEWAL CAPITAL Arts & culture Our people
Logical and easy to charge those who use services. However, there is also benefit to nonusers.
Cost
Not relevant.
N/A
N/A
N/A
W
Maintains level of service for all users.
S
Renewal expenditure simply maintains the level of service for present community.
M
Logical and easy to charge those who use services. However, there is also benefit to nonusers.
Bene fit
Cost
Not transparent. Those who dont benefit are paying.
Primary benefit is to users directly, indirect benefits to whole community.
Higher transaction cost. Likely negative public reaction and social implications. Also, likely significant negative effect on library business possibly making whole service unviable. User pays
N/A
N/A
N/A
W
Increases level of service to all.
S
Capital works provide immediate benefit - but benefit is also likely to be taken up over time.
M
Theoretically logical to charge those who use services. However, there is also benefit to nonusers. Charging growth component of cost to those who create demand for additional service is appropriate.
Bene fit
Easy to use and low transaction cost. Inconsistent with principle of 'intergenerational equity'. Unfair according to 'benefits' and 'exacerbator pays' principles.
Not relevant.
N/A
N/A
N/A
Primary benefit is to users directly, indirect benefits to whole community.
Cost
Higher transaction cost. Likely negative public reaction and social implications. Also, likely significant negative effect on library business possibly making whole service unviable.
NEW CAPITAL
S/L
S/M
Bene fit
Not relevant.
User pays.
Summary
Reflection
LGA 101 3 (b)
Conclusion

Current
Future
The most appropriate theoretical mechanism is 'user charges'. Those who use the service, pay for it. However, libraries work on the principle that everyone should have equal access to information. Also, it is generally accepted that libraries add to the social and educational development of the community and historically, library services have been 'free'. Charges are made for certain services but free access to the library is regarded as a citizens right in NZ society. Also, charging for services is likely to result in adverse social effects to the community and it may result in the whole service being unviable. The most appropriate theoretical mechanism is 'user charges'. Those who use the service, pay for it. However, libraries work on the principle that everyone should have equal access to information. Also, it is generally accepted that libraries add to the social and educational development of the community and historically, library services have been 'free'. Charges are made for certain services but free access to the library is regarded as a citizens right in NZ society. Also, charging for services is likely to result in adverse social effects to the community and it may result in the whole service being unviable. The most appropriate theoretical mechanism is Development Contributions for identified growth portions of new capital works plus borrowings, funded by user charges.
Library operational expenditure is currently funded from grants and subsidies, User charges and the balance from general rates.
No changes anticipated.
Operational expenditure: The financing of Libraries operational expenditure will be (in the following order): 1. Grants and Subsidies; 2. Investment income and dividends where available; 3. User charges on users for certain services; 4. The balance from general rates and UAGC.
Grants and subsidies Investment Income User charges General Rates
minor unlikely 2 6% 93 - 100%
Library renewal capital expenditure is funded from depreciation (which is funded from general rates).
Capital expenditure renewal: The financing for Libraries capital renewal expenditure will be from the depreciation charge which is funded via general rates.
Depreciation.
100%
Development contributions are currently charged for the growth component of new capital work and borrowings is used to fund the balance of capital expenditure. Loan servicing costs are met from general rates. Minor capital expense (e.g. book acquisition) is funded from general rates.
Capital expenditure new: The financing of Libraries new capital expenditure will be (in the following order): 1. Grants and subsidies; 2. Investment income and dividends where available; 3. Development contributions (growth component only); 4. The balance from borrowings funded from the general rates. 5. The balance from general rates and UAGC
Grants and subsidies Investment income Development cont. Borrowings General rates
minor unlikely 3 - 40% 0 - 85% 15 -82%
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
PARKS Parks and Open space Natural Environment OPERATIONAL Built Environment Community services and facilities Physical Activity, Sport and Personal Health Our people Heritage
Targeted Rate Benefits are to whole community so targeted rate inappropriate.
User charges Impractical with regard parks and beaches substantially impractical for sportsfields as well, given limited availability of club funds. Likely negative public reaction and social implications.
Borrowings N/A
Specific benefit to users of sportsfields but general benefit to whole community.
Day to day access to parks, beaches, sportsfields.
Logical and easy to charge those who use sportsfields but virtually impossible to charge those who use beaches and parks. Also, there is also general benefit to nonusers.
Cost
P/W
Maintains level of service for all users. Specific benefit to users of sportsfields but general benefit to whole community.
S
M
Logical and easy to charge those who use sportsfields but impractical to charge those who use beaches and parks. Also, there is also general benefit to nonusers.
Bene fit
Easy to use and low transaction cost. Not transparent. Those who dont benefit are paying.
Not relevant.
Those who use the service (particularly sportsfields) pay. Impractical with regard parks and beaches substantially impractical for sportsfields as well, given limited availability of club funds. Likely negative public reaction and social implications.
N/A
N/A
N/A
Benefits are to whole community so targeted rate inappropriate.
N/A
N/A
N/A
RENEWAL CAPITAL
Cost
P/W
Increases level of service to all. Specific benefit to users of sportsfields but general benefit to whole community.
S
M
Theoretically logical to charge sportsfield users. However, there is also some benefit to non-users of sportsfields. Impractical to charge users of parks and beaches.
Bene fit
Cost
Not relevant.
Those who use the service pay. Impractical with regard parks and beaches substantially impractical for sportsfields as well, given limited availability of club funds. Likely negative public reaction and social implications.
N/A
N/A
N/A
Benefits are to whole community so targeted rate inappropriate. Inconsistent with 'intergenerational equity' and 'exacerbator pays' principles.
NEW CAPITAL
P/W
S/L
S/M
Bene fit
Not relevant.
Those who use the service pay.
Targets those causing the need for new/ additional capacity.
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
The most appropriate theoretical mechanism is 'user charges'. Those who use the service, pay for it. However, parks, beaches and sportsfields are managed on the basis that they are an important feature of the North Shore environment. It is impractical to charge for parks and beaches and only minor charges can be levied on sportsfields.
Parks operational expenditure is currently funded from User charges and general rates.
Operational expenditure: The financing of Parks' operational expenditure will be (in the following order): 1. Grants and subsidies (if any); 2. Investment income and dividends where available; 3. User charges on users for certain services; 4. The balance from general rates.
Grants and subsidies Investment Income User charges General rates
minor minor minor 96 - 98%
The most appropriate theoretical mechanism is 'user charges'. Those who use the service, pay for it. However, parks, beaches and sportsfields are managed on the basis that they are an important feature of the North Shore environment. It is impractical to charge for parks and beaches and only minor charges can be levied on sportsfields.
Parks renewal capital expenditure is funded from depreciation (which is funded from general rates).
Capital expenditure renewal: The financing for Parks capital renewal expenditure will be from the depreciation charge which is funded via general rates.
Depreciation
100%
The most appropriate theoretical mechanism is borrowings funded by user charges plus the use of development contributions for identified growth portions of new capital works.
Parks new capital expenditure is funded from grants, development contributions (for the growth component of new capital work), debt and some minor capital expense is funded from general rates.
Capital expenditure new: The financing of Parks capital expenditure will be (in the following order): 1. Grants and subsidies (if any); 2. Investment income and dividends where available; 3. Development contributions (growth component only); 4. Vested assets 5. Borrowings; 6. The balance will be funded from the general rates.
Grants and subsidies Investment income Development cont. Vested assets Borrowings General rates
minor 0 15% 36 - 100% 0 41% 0 - 33% 1 - 2%
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle
LGA 101 3 (a) (ii) W hole of Community W Part of Community P Individuals I

LGA 101 3 (a) (iv) Strong Argument S Moderate Argument M W eak Argument W

LGA 101 3 (a) (v)
LEISURE SERVICES
Targeted Rate Benefits are to users directly and to whole community indirectly so targeted rate inappropriate.
User charges Higher transaction cost (than general rates). Likely adverse effect on leisure services business (financial implications). Also, if fewer people using leisure services then a less healthy community. User pays. Also, maintains level playing field with private suppliers. . Higher transaction cost (than general rates). Higher fees for users which will drive potential, consequential (adverse) effects on business and therefore the objective of healthier community. User pays. Also, maintains level playing field with private suppliers. Higher transaction cost than general rates. Higher fees for users which will drive potential, consequential (adverse) effects on business and therefore the objective of healthier community.
Borrowings N/A
Personal safety and crime OPERATIONAL Community services and facilities Physical Activity, Sport and Personal Health RENEW AL CAPITAL Our people
Primary benefit to users but facilities available to whole community.
Day to day access to leisure services.
Logical and easy to charge those who use services / facilities. However, there is also benefit to wider community.
Cost
I/W
Maintains level of service.
S
S/M
Logical and easy to charge those who use services / facilities. However, there is also benefit to wider community.
Bene fit
Not relevant.
N/A
N/A
N/A
Cost
Benefits are to users directly and to whole community indirectly so targeted rate inappropriate.
N/A
N/A
N/A
I/W
Increases level of service.
S
S/M
Theoretically logical to charge those who use services / facilities. However, there is also benefit to nonusers. Charging growth component of capital cost to those who create demand is appropriate.
Bene fit
Not relevant.
Cost
Benefits are to users directly and to whole community indirectly so targeted rate inappropriate. Inconsistent with 'intergenerational equity' and 'exacerbator pays' principles.
NEW CAPITAL
Not relevant.
I/W
S/L
S/M
Bene fit
User pays. Also, maintains level playing field with private suppliers.
Targets those (partially) driving the need for new service. (Note: Not relevant to all Leisure Services facilities.)
Targets those (partially) driving the need for new service. (Note: Not relevant to all Leisure Services facilities.)
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
Clearly, the main benefit of Leisure Services is to the user but there is also wider community benefit in having these services available. Particular care needs to be taken with funding/charging to ensure that the private market for leisure services is not unfairly compromised by publicly run services.
Leisure Services operational expenditure is currently funded from grants and subsidies, user charges and general rates.
No change proposed.
Operational expenditure: The financing of Leisure services Operational expenditure will be (in the following order): 1. Grants and subsidies; 2. User charges; 3. The balance from general rates.
Grants and subsidies User charges General Rates
1 2% 42 - 49% 50 - 60%
Leisure Services renewal capital expenditure is currently funded from depreciation (which is funded from general rates).
No change proposed.
Capital expenditure renewal: The financing of Leisure Services capital renewal expenditure will be from grants and subsidies and depreciation which is funded via user charges and general rates.
Depreciation
100%
Leisure Services new capital expenditure is currently funded from grants and subsidies, user charges, development contributions (growth component of cost only), borrowings and general rates.
No change proposed.
Capital expenditure new: The financing of Leisure Services capital expenditure will be (in the following order): 1. Grants and subsidies; 2. User charges; 3. Development contributions (growth component only) 4. Borrowings 5. The balance from general rates.
Grants and subsidies User charges Development cont. Borrowings General rates
minor unlikely 0 32% 0 - 91% 8- 100%
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle
LGA 101 3 (a) (iii)


LGA 101 3 (a) (v)
COMMUNITY PARTNERSHIPS, PROGRAMMES AND CIVIL DEFENCE Parks and open spaces Built Environment OPERATIONAL Housing Personal safety and crime Community services and facilities Education and training Physical activity, sport and personal health Employment Arts and culture Our people
Short Term S Long Term L
General Rates with Differential (Land Value) Not transparent as absorbed in wider rate. Land value has no correlation to use / benefits.
Uniform Annual General Charge (UAGC) Not transparent.
Targeted Rate
User charges
Borrowings
Development Contributions
Not relevant.
Only relevant to community halls component of this activity where there is some cost recovery. However, there is clear general benefit to community in all components of this activity.
Benefits are to users directly (in the case of halls) and whole community indirectly so targeted rate inappropriate.
Higher transaction cost (than general rates). However, limited ability to recover cost by way of fees.
N/A
N/A
N/A
Cost
W
Maintains level of service for all users.
S
W/M
As above. (However there is also a minor amount of Civil Defence renewal CAPEX.)
Bene fit
Not relevant.
User pays.
N/A
N/A
N/A
Cost
Not transparent as absorbed in wider rate. Land value has no correlation to use / benefits.
Not transparent.
RENEWAL CAPITAL
Benefits are to users directly (in the case of halls) and whole community indirectly so targeted rate inappropriate. Not relevant.
N/A
N/A
N/A
W
S
W/M
As above (However there is also a minor amount of Civil Defence renewal CAPEX.)
Bene fit
User pays.
N/A
N/A
Cost
NEW CAPITAL
S/L
W/M
Bene fit
Benefits are to users directly (in the case of halls) and whole community indirectly so targeted rate inappropriate. Inconsistent with 'intergenerational equity' and 'exacerbator pays' principles. Not relevant.
User pays.
In the case of halls, targets those causing the need for new/ additional service.
In the case of halls, targets those causing the need for new/ additional service.
Summary
Reflection
LGA 101 3 (b)
Conclusion
(Approximate splits only) Current Future
This activity generally benefits the whole community but there is limited potential to charge fees for some services.
Operational expenditure for this activity is funded from minor User charges, subsidies and the balance comes from general rates.
No change.
Operational expenditure: The financing of Community Partnerships, Programmes and Civil Defence operational expenditure will be (in the following order): 1. Grants and Subsidies; 2. Investment income and dividends where available; 3. User charges; 4. The balance from general rates.
1 3% minor minor 96 - 98%
Renewal capital expenditure for this activity is funded from depreciation (which is funded from general rates).
No change.
Capital expenditure renewal: The financing of Community Partnerships, Programmes and Civil Defence capital renewal expenditure will be from the depreciation charge which is funded via user charges and general rates.
Depreciation
100%
New capital expenditure is currently funded from subsidy (where available) and then general rates.
No change.
Capital expenditure new: The financing of Community Partnerships, Programmes and Civil Defence new capital expenditure will be (in the following order): 1. Grants and Subsidies; 2. Borrowings 3. The balance (minor capital) from general rates.
Grants and subsidies Borrowings General rates
minor 0 -100% 0 -100%
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
HOUSING FOR OLDER PEOPLE Built Environment OPERATIONAL Housing Personal safety and crime Community services and facilities RENEWAL CAPITAL
Targeted Rate Beneficiaries are not ratepayers - so targeted rate not relevant.
User charges Only cost is if rents are too high - which defeats the underlying purpose of providing accessible / affordable housing to disadvantaged members of the community. Appropriate in terms of charging rental.
Borrowings N/A
Primarily benefits the individuals who occupy the units.
Day to day cost of maintaining / operating the units.
Logical and easy to charge those who rent units.
Cost
I
Maintains level of service for residents.
S
Renewal expenditure simply maintains the level of service for present residents.
S
Logical and easy to charge those who rent units.
Bene fit
Not relevant.
N/A
N/A
N/A
Cost
Beneficiaries are not ratepayers - so targeted rate not relevant.
Only cost is if rents are too high - which defeats the underlying purpose of providing accessible / affordable housing to disadvantaged members of the community. Appropriate in terms of charging rental.
N/A
N/A
N/A
I
Increases level of service for residents and indirect benefit wider community particularly older citizens.
S
S
Theoretically logical to charge those who create demand for units.
Bene fit
Not relevant.
N/A
N/A
N/A
Cost
NEW CAPITAL
Beneficiaries are not ratepayers - so targeted rate not relevant.
Only cost is if rents are too high - which defeats the underlying purpose of providing accessible / affordable housing to disadvantaged members of the community. Easy to use. Consistent with exacabertor pays and benefits principles.
N/A
N/A
S/L
Bene fit
Not relevant.
N/A
N/A
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
The most appropriate theoretical mechanism is 'user charges'. Those who use the service, pay for it. However, the purpose of this function is to provide accessible and affordable rental accommodation to older residents of our community who are most in need. Rents are charged on the basis of offsetting direct operating cost and renewal expenditure.
Housing for Older People operational expenditure is currently funded from rentals and general rates. This is effectively a social subsidy.
Operational expenditure: The financing of Housing for Older People operational expenditure will be (in the following order): 1. Grants and subsidies; 2. Investment income and dividends where available; 3. Rentals on tenants; 4. The balance (if any) from general rates.
Grants and subsidies Investment Income Property income General rates
minor unlikely 64 - 84% 15 - 36%
The most appropriate theoretical mechanism is 'user charges'. Those who use the service, pay for it. However, the purpose of this function is to provide accessible and affordable rental accommodation to older residents of our community who are most in need. Rents are charged on the basis of offsetting direct operating cost and renewal expenditure.
Housing for Older People Renewal capital expenditure is currently funded from depreciation (funded from general rates). This is effectively a social subsidy.
Capital expenditure renewal: The financing of Housing for Older People renewal capital expenditure will be from the depreciation charge which is funded via tenant rentals and general rates.
Depreciation
100%
The most appropriate theoretical mechanism is borrowings funded by tenant rentals. However, the purpose of this function is to provide accessible and affordable rental accommodation to older residents of our community who are most in need.
Housing for Older People new capital expenditure is currently funded from borrowings and the cost of servicing this borrowing is a charge against general rates. This is effectively a social subsidy.
Capital expenditure new: The financing of housing for older people new capital expenditure will be (in the following order): 1. Grants and subsidies; 2. Investment income and dividends where available; 3. The balance from borrowings funded from general rates.
Grants and subsidies Investment income General rates
minor unlikely 100%
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
CEMETERIES
Targeted Rate Benefits are to those who use facilities directly and whole community indirectly so targeted rate inappropriate. Not relevant.
User charges Some may not be able to afford fees.
Borrowings N/A
Parks and open spaces OPERATIONAL Community services and facilities
Day to day access to cemetery services.
Logical and easy to charge those who benefit from services.
Cost
W
Maintains level of service for all users/visitors.
S
M
Logical and easy to charge those who benefit from services.
Bene fit
User pays.
N/A
N/A
N/A
Cost
RENEWAL CAPITAL
Benefits are to those who use facilities directly and whole community indirectly so targeted rate inappropriate. Not relevant.
Some may not be able to afford fees.
N/A
N/A
N/A
W
S
M
Logical to charge those who use or who benefit. In terms of extra capacity, this is effectively the whole community. Charging growth component of cost to those who cause demand is appropriate.
Bene fit
User pays.
N/A
N/A
N/A
Cost
NEW CAPITAL
Benefits are to those who use facilities directly and whole community indirectly so targeted rate inappropriate. Inconsistent with 'intergenerational equity' and 'exacerbator pays' principles.
Some may not be able to afford fees.
S/L
S/M
Bene fit
Not relevant.
User pays.
Targets those causing the demand for new or additional capacity.
Targets those causing the demand for new or additional capacity.
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
The most appropriate theoretical mechanism is 'user charges'. Those who use the service, pay for it.
Operating costs are covered by user charges.
Operating expenditure: The financing of cemetery operating expenditure will be (in the following order): 1. Grants and subsidies (if any); 2. Investment income and dividends where available; 3. User charges; 4. The balance (if any) from general rates.
minor unlikely 90 - 100% minor
The most appropriate theoretical mechanism is 'user charges'. Those who use the service, pay for it.
Renewal capital costs are covered by user charges.
Capital expenditure renewal: The financing cemetery renewal capital expenditure will be from the depreciation charge which is funded via user charges.
Depreciation
100%
The most appropriate theoretical mechanism is borrowings funded by user charges.
Capital expenditure is currently funded from borrowings. The cost of servicing this borrowing is a charge against general rates.
It would be appropriate (and consistent with other activities) to charge the growth related proportion of new capital expenditure to those who create the demand.
Capital expenditure new: The financing of cemetery new capital expenditure will be (in the following order): 1. Grants and subsidies (if any); 2. Investment income and dividends where available; 3. Development contributions 4. Borrowings 5. User charges 6. General rates
Grants and subsidies Investment income Development cont. Borrowings User charges General rates
minor unlikely unlikely 0 - 93% 7 100% minor
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
ECONOMIC INITIATIVES Business and Economy OPERATIONAL City identity and branding
General Rates with Differential (Land Value) Not transparent as absorbed in wider rate. Land value has no correlation to use / benefits.
Uniform Annual General Charge (UAGC) Not transparent.
Targeted Rate Other than Business Improvement District (previously Mainstreet) (where primary benefits are the adjacent commercial premises and a targeted rate is appropriate) benefits are to whole community. Not relevant.
User charges Some may not be able to afford fees.
Borrowings N/A
Benefits whole community.
Some immediate benefit but also mainly longer term benefits as investment pays off.
Not relevant.
Cost
W
Not relevant.
S/L
Bene fit
Minor User charges are appropriate for certain visitor services and some events. Not relevant.
N/A
N/A
N/A
Not relevant.
Not relevant.
Not relevant.
N/A
N/A
N/A
Cost
RENEWAL CAPITAL
Bene fit
Cost
NEW CAPITAL
Bene fit
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
The Economic Development activity generally benefits the whole community over a long term.
The activity is currently funded from a targeted rate over each business development district, minor User charges and then general rates.
No change.
Operational expenditure: The financing of Economic Development operational expenditure will be (in the following order): 1. Targeted rates over each business development district; 2. User charges; 3. The balance from general rates.
Targeted rate User charges General rates
16 - 23% 1 - 3% 76 - 84%
Not applicable.
Not applicable.
No change.
Not applicable.
Not applicable.
No change.
Activity
Community Outcomes
LGA 101 3 (a) (i)
Benefits Principle


LGA 101 3 (a) (v)
GOVERNANCE AND LEADERSHIP
Targeted Rate N/A as whole community benefits.
User charges N/A as whole community benefits.
Borrowings N/A
Benefits to whole community.
Not relevant.
Not relevant.
Cost
OPERATIONAL
W
Bene fit
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Cost
RENEWAL CAPITAL
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Bene fit
Cost
NEW CAPITAL
Bene fit
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Summary
Reflection
LGA 101 3 (b)
Conclusion
Current
Future
Clearly, the Governance activity is of benefit to the whole community and the most appropriate funding mechanism is to fund costs from general rates.
General rates.
No change.
Operational expenditure: The financing of Governance operational expenditure will be (in the following order): 1. Grants and subsidies (if any); 2. Investment income and dividends where available; 3. User charges 4. The balance from general rates.
unlikely unlikely 1 - 5% 95 - 99%
Not applicable.
Not applicable.
No change.
Not applicable.
Not applicable.
No change.
Development contributions policy

Table of Contents
1. Introduction 1.1 What are Development Contributions? 1.2 Legislative Requirements 1.3 Transition Requirements Financial Contributions 2.1 Relationship with Financial Contributions in the District Plan Relationship with Funding Policy 3.1 Funding Policy Issues 3.2 Activities 3.3 Community Outcomes and City Direction Planning for Growth 4.1 Summary of Growth Related Capital Expenditure 4.2 Growth Model 4.3 Cost Allocation Methodology 4.4 Funding Model Key Components of Development Contributions Policy 5.1 Activities 5.2 Contribution Catchments 5.3 Household Unit Equivalents 5.4 Land Use Types 5.5 Development Contributions Schedule (Appendixes A-F) 5.6 Development Contributions may be required when granting Assessment 6.1 Preliminary Information 6.2 Step One - Consider whether the application relates to a "development" and whether development contributions are required 6.3 Step Two - Identify units of demand (HUEs) 6.4 Step Three - Identify Credits 6.5 Step Four - Calculate Total HUEs 6.6 Step Five - Remissions, reductions and other discounts 6.7 Step Six - Calculate charge Parks - Reserves 7.1 Calculation 7.2 Basis of Land Valuation 7.3 Maximum Allotment Size 75 75 75 76 77 77 77 77 77 78 80 80 81 82 86 87 87 87 87 88 88 88 89 89 8. 7.4 7.5 7.6 7.7 Maximum Land Valuation Rate Money or Land Open Space and "Bonus" Provisions Esplanade Reserves 98 98 98 98 99 99 99 100 100 100 100 101 101 101 101 101 102 102 103 103 103 103 103 103 104 104 104 104 105 105 108 111 113 115 117 121
2.
Timing of Payments 8.1 Payment of development contributions 8.2 General Provisions Refunds, Exemptions and Applications to Vary 9.1 Refunds 9.2 Exemptions 9.3 Applications to Vary Consents or the Conditions of a Consent Other Matters 10.1 Revision of Schedule of Contributions 10.2 Private Development Agreements 10.3 Council Developments and Development Contributions 10.4 Goods and Services Tax (GST) Review Process 11.1 Requesting a review Special Transitional Provisions 12.1 Consents Subject to Appeal 12.2 Concessionary Reduction Signification Assumptions 13.1 Summary 13.2 Growth 13.3 Capital Works 13.4 Third Party Funding 13.5 Interest Rates 13.6 Inflation Appendices Appendix A - Development Contributions Schedule of Charges Appendix B - Contribution Catchment Maps Appendix C - Occasions on which contributions may be required Appendix D - Summary of Expenditure with Residual Capacity Appendix E - Summary of Significant Changes Appendix F - Summary of Expenditure with Residual Capacity 2004 - 2014 Schedule and 2006 - 2016 Schedule Definitions
3.
9.
4.
10.
5.
11. 12.
13.
6.
89 90 94 95 96 96 97 97 97 97
14.
7.
North Shore City Council City Plan 2009-2024 - Module 5 - Development Contributions Policy 2009 Page 73
Development Contributions Policy

1. Introduction
1.1
1.1.1 1.2.2
What are Development Contributions?

Development contributions are defined in the Local Government Act 2002 (LGA 2002) to mean contributions: i. ii. iii. provided for in a development contribution policy included in the long-term council community plan of a territorial authority; and calculated in accordance with the methodology; and comprising(i) (ii) money; or land, including a reserve or esplanade reserve (other than in relation to a subdivision consent), but excluding Maori land within the meaning of Te Ture Whenua Maori Act 1993, unless that Act provides otherwise; or both 1.2.5
The council has determined that it is appropriate for its funding needs to be met from development contributions as one of several funding sources. The basis for the councils consideration of development contributions as a funding source is summarised in this policy, while consideration of the full range of funding sources is contained in its Revenue and Financing Policy which forms part of the councils Long Term Council Community Plan (City Plan). Underlying the Development Contributions Policy and Schedule of Charges is a detailed methodology and large amounts of data that are used to calculate the contributions. The full methodology, procedures and guidelines are detailed in the Development Contributions Information Set, which will be available for inspection at the North Shore City Council head office, at each of the area offices, and selected documents will be available on the council website. This Development Contributions Policy will apply and come into effect as from 1 July 2009. It follows earlier development contributions policies that came into effect on 1 July 2004 and 1 July 2006 respectively. The detail of the transition requirements between the earlier policies and the 2009 Policy are contained in section 1.3. The Development Contributions Policy does not replace or supersede any of the requirements of the North Shore City District Plan or any other enactment. The councils 2004 Development Contributions Policy was subject to a Judicial Review resulting from a challenge by a group of developers. That policy was shown to have erred at law but was not quashed. This 2009 Development Contributions Policy: a) b) c) amends those areas of policy where the council was shown to have erred at law provides an amended Development Contributions Schedule of Charges applicable to applications assessed under earlier policies provides statutory and other key information relevant to the amended schedules at Appendix F provides a Development Contributions Schedule of Charges applicable to 1 July 2009 forward
1.2.3
1.2.4
(iii) 1.1.2
A development contributions policy provides the council with a method to obtain contributions to fund new or additional infrastructure required as a result of growth, and explains what, when and how contributions may be required. Development contributions may be required in relation to a development if the effect (including cumulative effect) of the development (either alone or in combination with other developments) is to require new or additional assets of increased capacity and as a consequence the council incurs capital expenditure to provide appropriately for network infrastructure, community infrastructure and reserves. In addition the council requires development contributions to pay, in full or in part, for capital expenditure already incurred by the council in anticipation of development.
1.1.3
1.2.6
1.2
1.2.1
Legislative Requirements
This Development Contributions Policy has been prepared in accordance with sections 102(4)(d) and 106 of the LGA 2002. Particular consideration has been given to the requirements of s101(3) of that Act. The policy also meets the requirements for a development contributions policy as set out in sections 197-211 and Schedule 13 of the LGA 2002.
d)
1.3
1.3.1
Transition Requirements
The following table details which Development Contributions Schedule of Charges (2009, amended 2004 or amended 2006) will be applied to any consent application lodged and or granted in the time periods indicated.
Consent granted between Prior to 01- 01-Jul-2004 - 01-Jul-2005 - 01-Jul-2006 - 01-Jul-2007 - 01-Jul-2008 - 01-Jul-2009 - 01-Jul-2010 Jul-2004 30-Jun-2005 30-Jun-2006 30-Jun-2007 30-Jun-2008 30-Jun-2009 30-Jun-2010 onwards
1.3.5
Where a building consent is granted under the 2004 or 2006 policy and is picked up prior to the change in timing of payments as per section 8.1, the payment of the development contribution should be due in accordance with the timing of payment under the 2004 or 2006 policy the consent was granted under (180 days or prior to the Code of Compliance Certificate (CCC), whichever is the earlier). Where development contributions are assessed on a land use consent and again, more than 12 months later, on a building consent for the same project, the assessment of contributions on the land use consent is cancelled and the contributions payable are those assessed on the building consent, unless payment of contributions or payment arrangements are made within 12 months of the land use consent being granted.
1.3.6
28-Mar-2003 30-Jun-2004 Consent lodged between 01-Jul-2004 30-Jun-2005 01-Jul-2005 30-Jun-2006 01-Jul-2006 30-Jun-2007 01-Jul-2007 30-Jun-2008 01-Jul-2008 30-Jun-2009 01-Jul-2009 onwards
2004 2004 -
2004 2004 2004 -
2004 2004 2004 2006 -
2006 2006 2006 2006 2006 -
2006 2006 2006 2006 2006 2006 -
2006 2006 2006 2006 2006 2006 2009
2009 2009 2009 2009 2009 2009 2009
1.3.2 1.3.3
This policy shall apply to all consents lodged up to and including the period that this 2009 Development Contributions Policy is operable. Unless otherwise specifically provided by some other section of this policy, any consent application shall be assessed either entirely under one adopted edition of the Development Contributions Policy or entirely under another adopted edition. A number of special transitional provisions are detailed in section 12 of this policy.
1.3.4
2.
2.1
2.1.1
Relationship with financial contributions in the District Plan

The council has a number of financial contribution provisions in various states of operation. The Transitional Financial Contributions Policy Statement (adopted 23 June 1999), which was only ever implemented in relation to the Wastewater Treatment Plant, is no longer being applied to new consents. There are however a number of outstanding contributions of this type on older consents that are still being collected. Financial contributions were also notified as part of the Proposed District Plan in October 1994. These were subject to a number of references or appeals and were withdrawn having never been made operative, following the adoption of the 2004 Development Contributions Policy. The council notified Plan Change 11 in 2005 to provide for financial contributions in relation to carparking for sites within main commercial centres. These proposed rules apply where on-site requirements for carparking are not satisfied. The change currently has effect, but submissions are yet to be heard and it will not become fully operative until these processes are completed. The council will not require a development contribution for any activity if a financial contribution has already been imposed as a condition on a Resource Consent in relation to the same development for the same purpose. Actual credits will be given based on the number of household units or HUEs for which financial contributions have been paid (see section 6.4.2 - 6.4.4). 3.1.3
The basis for the councils consideration is summarised in this policy and discussed more fully in the Revenue and Financing Policy in the councils City Plan. The council has carefully considered, for each Activity, the matters included in section 101(3) of the LGA 2002 as part of its evaluation and allocation of growth costs under this policy. In summary, using development contributions to fund the growth costs for these Activities, (rather than rates, borrowing or financial contributions in particular), is considered to be appropriate for a number of reasons, including the following:
Development contributions are fairer because they allow developers and new residents or occupants to take responsibility for an appropriate portion of the cost of growth. Development contributions allocate costs to the growth community and new residents or occupants who will benefit from the new assets, or the assets of additional capacity, that are funded out of the contributions. Development contributions send clear signals to developers and the growth community about the true cost of growth. Growth costs can be properly apportioned over time, so that members of the growth community only pay for capacity they use up. Development contributions allow growth-related capital expenditure in relation to particular activities to be funded distinctly from other expenditure on those activities and from expenditure on other activities and therefore provide transparency and accountability regarding the true costs of growth to the council. Development contributions, as a dedicated growth funding source, offer more secure funding for community outcomes that are affected by growth.
2.1.2
2.1.3
2.1.4
3.
Relationship with Funding Policy

3.1
3.1.1
These considerations are more particularly discussed in the councils Revenue and Finance Policy in respect of the capital expenditure of each City Plan Activity.
Funding Policy Issues

The council is of the view that the development community should take responsibility for an appropriate proportion of the cost of growth. This contrasts with the previous position (prior to the introduction of development contributions) where the majority of growth related costs fell on the ratepayer, (many of whom have no involvement in development), and meant that those least responsible for the growth have had to bear the greatest share of costs. In making the decision to adopt the Development Contributions Policy, the council gave consideration to the matters contained in section 101(3) of the LGA 2002 and determined that development contributions were the most appropriate tool for funding capital expenditure related to growth.
3.2
3.2.1
Activities
Development contributions will be assessed for eight separate Activities or groups of Activities that fall within the ambit of community facilities as defined in s197 of the LGA 2002 (refer section 5.1). A development contribution may only be required for an activity that falls within the definition of community facilities as defined in s197 of the LGA 2002. The assets for each of the eight Activities will generally be in accordance with the corresponding Asset Management Plan. Further details on the Activities are available in the Development Contributions Information Set.
3.1.2
3.2.2
3.3
3.3.1
Community Outcomes and City direction

Throughout the City Plan, the council refers to 15 community outcomes (see in particular City Plan 2009-2024 Module 2 - City Direction). The community outcomes and city direction and the Activities (for which
Output Area / Activity
contributions can be required under this policy) that contribute to those outcomes and direction are listed in Table 1a and Table 1b below. 3.3.2 Each of these community outcomes is also impacting and affected by growth.
Waste Minimisation
Community Partnerships, Programmes & Civil Defence
Leisure Services
A. Parks and Open Spaces B. Natural Environment C. Transport D. Built Environment E. Housing F. Personal Safety and Crime G. Community Services and Facilities H. Education and Training I. Physical Activity, Sport and Personal Health J. Business and Economy K. City Identity and Branding L. Employment M. Arts and Culture N. Our People O. Heritage
Parks
Community Outcome

Table 1a
Governance & Leadership
Water Supply
City Planning
Wastewater
Stormwater
Cemeteries
Transport
Libraries
Activity Strategies Economic Initiatives Waste Minimisation Community Partnerships, Programmes & Civil Defence Housing for Older People
Leisure Services
Water Supply
City Planning
Wastewater
Stormwater
City Principles
Environmental sustainability Quality urban form and design Connection and integration Resilience and adaptability Prosperity and innovation Fairness and inclusion Community involvement Effective partnerships Leadership and good governance
Parks
City Direction

Table 1b
City Directions
Natural city Living city Centres city Moving city Working city Healthy city Future city
Cemeteries
Transport
Libraries
4.
Planning for Growth

TTTotal Cost of Growth Works 2002009 - 2019
Total Cost of Projects involving growth $000 Other Funding $000
The council undertakes a number of functions and processes which sit outside, but which integrate with, the policy. Some of the most important are discussed below.
4.1
4.1.1
Summary of Growth Related Capital Expenditure

Activity
Contributions $000
Rates $000
Within its City Plan, the council is required to describe the Activities it will be undertaking over at least the next ten years and identify the assets or groups of assets that relate to those Activities. More specifically it is required to estimate the costs of providing additional asset capacity and state how these costs will be met. Then, within the Development Contributions Policy itself, the council is required to: (a) summarise and explain the capital expenditure identified in the Long Term Council Community Plan that the local authority expects to incur to meet the increased demand for community facilities resulting from growth; and (b) state the proportion of that capital expenditure that will be funded by (i) (ii) (iii) development contributions; financial contributions; and other sources of funding
Wastewater Treatment Stormwater Water Supply Wastewater Transport Parks - Community Community Services Parks - Reserves TOTAL
Plant
96,764 117,044 15,200 186,411 260,123 35,353 34,161 40,594 794,032
34,235 39,421 6,997 108,566 120,563 31,849 13,399 16,472 444,883 91,986 91,986 -
21,650 77,624 8,204 77,845 47,574 3,504 20,762 24,122 257,162
Table 2a
Total Cost of Projects involving growth $000 Other Funding $000
4.1.2
Tables 2a and 2b address those requirements and Appendix F provides information relevant to amended 2006-16 and amended 2004-14 Schedules of Development Contributions Charges. The council has determined that, while the City Plan covers a period of 15 years. It will confine the basis for the Schedule of Charges to growth related projects in the period to the end of the first 10 years of the City Plan. Table 2a is a summary of capital expenditure the council expects to incur to meet the increased demand for community facilities resulting from growth over the 10 year period from 2009 to 2019. Table 2b provides a summary of capital expenditure the council expects to incur to meet the increased demand for community facilities resulting from growth over the 15 year period from 2009 to 2024.
Activity
Contributions $000
Rates $000
Wastewater Treatment Plant Stormwater Water Supply Wastewater Transport Parks - Community Community Services Parks - Reserves TOTAL
75,368 195,713 21,843 245,172 380,387 52,450 48,279 144,532 1,163,744
53,718 65,339 10,124 148,636 192,811 48,036 19,213 144,532 682,409 119,715 119,715 -
21,650 130,374 11,718 96,535 67,861 4,414 29,067 29,067 361,620
4.1.3
Table 2b Note: 4.1.4 Contributions are collected over the life of the project which is generally longer than the period of a City Plan. For the purposes of these summary tables, the total cost of projects involving growth includes both the capital works cost and the finance costs associated with growth related works as derived from the funding model. The portion of the total cost of capital works involving growth to be funded by development contributions (cost of future growth) has been determined by applying the cost allocation methodology, described in
4.1.5
section 4.3 of this policy, to the capital works programmes contained within the City Plan. This includes capital works planned forward and is summarised at Appendix D for the period starting 2009 and separately at Appendix F for the respective policy periods starting 2004 and 2006 respectively. 4.1.6 In addition to the cost of future growth, development contributions are also required for selected capital expenditure already incurred in anticipation of development and infrastructure demands and this is shown at Table 3 below. This includes capital works projects completed and summarised in Appendix D for the period starting 2009 and separately at Appendix F for periods starting 2004 and 2006 respectively. Section 199(2) of the LGA 2002 specifically provides for development contributions being used to pay for capital expenditure already incurred by a territorial authority in anticipation of development.
Net growth component of future growth Net growth component of past historic expenditure Total cost of growth funded by development contributions
2009-2024 $000s
Amended 2006-2016 $000sed
Amended 2004-2014 $000s
767,703 210,685 978,388
250,666 71,029 321,695
158,262 57,875 216,137
Table 3b
4.2
4.2.1
Growth Model
The councils growth model has been adapted and enhanced in order to project growth throughout the city in units of Household Unit Equivalents (HUEs). Conversions to HUEs, both residential and non-residential growth is set out in the significant assumptions (refer section 13) for 2009-2024 and Appendix F for periods starting 2004 and 2006 respectively and in greater detail, by reference to contribution catchments, in the information set. In the growth model a HUE is defined as being equivalent to one "average" dwelling. Unique non-residental conversion factors have been introduced to the model to predict the demand for infrastructure from non-residential development for each Activity. This information has been applied across the 430 base units of the growth model and aggregated for each contribution catchment within each activity. Base units are a group of mesh-blocks - the unit of reporting used by Statistics New Zealand for census purposes. The base units have been chosen as they have similar geographic and development characteristics. At each release of census data, the council updates the base population projection data of its growth model. At City Plan intervals council officers, using best information about consent activity in respective development contribution catchments, adjust the forward projections of the base data to reflect changes within the District Plan and take account of the Regional Growth Strategy. One of the outputs from the growth model will be the estimated residential and non residential HUE equivalences reflecting population and macro economic trends.
TTTotal Cost of Historic Growth Works pre 2009
Activity
Total Cost of Projects involving growth $000
Contributions $000
Other Funding $000
Rates $000
Wastewater Treatment Plant Stormwater Water Supply Wastewater Transport Parks - Community Community Services Parks - Reserves TOTAL
59,497 111,729 12,843 37,228 33,678 14,176 2,092 73,963 345,206
31,831 64,714 5,527 12,381 10,721 11,866 472 73,172 210,685 791 17,919 224 16,184 719
27,677 47,015 7,316 24,623 6,772 1,590 1,620 116,603
4.2.2 4.2.3
4.2.4
Table 3 4.1.7 The total cost of growth to be funded by development contributions is the sum of the cost of future growth and the net growth component of past expenditure (summarised in Appendix D and Appendix F), that is: 4.2.5
4.3
4.3.1
Cost Allocation Methodology

The Cost Allocation Methodology used in this policy is referred to as the Outcome Impacts Methodology. This methodology is applied to the cost of capital works projects in the City Plan. It should be noted any cost allocation process may necessarily involve some analysis of the costs of the project in relation to its outcome/impacts in the first instance at a local level and must take account of the projects outcome/impacts at the activity as required by LGA 2002. The cost allocation process recognises that most projects have multiple purposes and are implemented to achieve a range of outcomes and in addition may deliver a range of consequential outcomes/impacts such as improved quality of service. The process to determine appropriate development contribution charges requires a sound understanding of:
Project purposes in respect of meeting the councils strategic needs as defined in the Long Term Council Community Plan, Activity planning, and council contributions to community outcomes The levels of service delivered by the project. Principally the tactical levels of service that define the nature of and need for service capacity
4.3.5
The principal steps in the process include: Adoption of capital expenditure requirements to support implementation of
the communitys levels of service through the Long Term Council Community Plan. This capital expenditure is presented as programmes of service delivery based on planned and completed projects, demonstrating that considerations required under the LGA 2002 have been undertaken A cost allocation methodology to determine the allocations of project costs into renewal, backlog and growth whilst balancing the requirements of considering benefits and causation. This methodology requires a sound understanding of project purposes A growth model presenting projected growth in the community by contributing catchment and service type. The model takes into account the differing demands in services between the residential and business communities A funding model to determine the development contribution charge taking account of the total cost of the capital expenditure (LGA 2002-Schedule 13), cost allocations to backlog, growth and renewal, timing of expenditure, growth of demand forecasts, interest costs and funding period Individual develoment contribution charges are aggregated by Activity and catchment to determine the Development Contributions Schedule or charges Consideration is given to the impacts of the development contribution charges on the council delivering the well-beings, the community outcomes and the levels of service and the impacts on community development The Council determines the development contributions charging regime
4.3.2
4.3.3
Based on the levels of service measures delivered by the project, the process determines cost allocations between the existing and growth communities. These cost allocation are achieved by consideration of:
The community outcomes to which the project primarily contributes The distribution of benefits to groups within the community The time frames over which benefits will accrue Those who will benefit from the implementation of the project The groups of individuals who cause or exacerbate the need for the project Issues of equity, transparency and fairness, which include affordability and the overall outcomes/impacts of these considerations
It should be noted that the substantial majority of the background planning work is simply good practice and required regardless of whether or not a council intends to collect development contributions.
4.3.4
A project will deliver a range of outcomes or impacts. The outcomes or impacts are the range of intended and unintended results arising from the implementation of the project. An outcome or an impact must be tangible, (i.e. describes a real outcome) and measurable.
4.3.6
The outcome impacts approach takes the planned costs of a proposed project and assigns them to various outcome/impacts. The output from the cost allocation process is to have costs of a project allocated to: Description
4.3.7
A summary of the Cost Allocation Methodology is provided in Table 4 below. The detailed methodology is provided in the Development Contributions Information Set.
Cost Allocation Category Cost of Backlog
The portion of a planned (or completed) capital project that is required to rectify a shortfall in service capacity to meet existing community demand at the current agreed levels of service. Cost allocated to backlog may include a share of transitional net benefits where that has been identified for consideration. The portion of a planned (or completed) capital project providing capacity in excess of existing community demand at the current agreed levels of service. Cost allocated to growth may include a share of transitional net benefits where that has been identified for consideration. A portion of the gross cost of replacing an existing asset (with a modern equivalent asset to the same nature, function and capacity at the end of its life determined by the ratio of asset age over expected life). Note renewal is about the "money put aside" in anticipation of the cost for replacing the asset at some future time. This should not be confused with the asset replacement activity. The asset replacement activity (or rehabilitation work) draws on the knowledge that an asset is reaching the end of its life and is the work planned to ensure that the integrity of the service is maintained. The rehabilitation work may also include elements of backlog and growth to ensure the integrity of the service for some time into the future. This is the community existing at the year of the current cost allocation.
SSteps in the Cost

Allocation Process
Description Identify the project Define the level of service and project outcomes/impacts Define the capacities relating to the projects outcomes/impacts Identify asset renewal Identify cost efficiency Determine the cost shares and allocate to project Check growth cost share Cost allocation outputs Audit and stand-back review
1 2 3 4 5 6 7 8 9
Cost of Growth
Cost of Renewal
Table 4
The following flow diagrams (Figure 1 Diagrams A, B and C) provide filters that will be considered as part of the process to determine the outcome impacts against which costs of related growth shall be allocated within a cost allocation process.
Existing Community
From capex projects contained in the City Plan
From Diagram A Methodological Project Filter
Identify scope of project
Identify the project outcomes / impacts
Is the detail of project purposes, scope, scale, costs, capacity etc adequate? Yes
No
For each outcome / impact: Identify the scope & community to Which the outcome / impact applies & identify the Units of Measure at the Level of Service for the outcome / impact.
Does the Project pass the councils guidelines for administrative efficiency on detailed cost allocation? Yes
In order to achieve a fair share cost allocation between renewal, backlog, growth and unallocated consider the following project outcomes / impacts. These are normally derived from programme level information. A sample list of outcomes / impacts may include: Usability Sustainability Capacity Responsiveness Statutory Quantity Flow Appearance Quality Pressure Availability Safety Environmental Equity Amenity Customer Service Affordability Comfort Condition Security Performance Efficiency
No
Is the outcome / impact inconsequential and able to be combined with another? No
Yes
Does the project provide new or additional capacity to the existing network?
No
Yes Yes Is the project otherwise necessary to meet increased demand resulting from growth at the defined level of service in the new environment? No
Do two or more outcomes / impacts serve approx the same community and ratios?
Yes
Combine the outcomes / impacts No
Undertake a detailed cost allocation for this project
Detailed cost allocation not required for this project
Undertake a detailed cost allocation for this outcome / impact
To Diagram B Methodological Impacts Filter
Level 1 or 2 Cost Allocation
To Diagram C Methodological Transitional Filter
4.3.8
A cost allocation exercise will be undertaken wherever a project within the councils Activity-based capital works programmes has, or might include, a growth component. The output from the cost allocation analysis of a project where there is an allocation to the cost of growth category will become an input into the funding model process. The output from the funding model process will be a schedule of development contribution charges for respective contributing contribution catchments. Standard methodology The methodology is designed to achieve a fair and repeatable process for assigning project costs to renewal, backlog and growth and to appropriate funding sources. Within the process the asset manager is requested to define the "standalone" cost of project/impacts, and in the allocations to renewal, new work, and growth. The purpose of the "stand-alone" project in this methodology is to achieve an equitable and reasonable mechanism for determining cost ratios in the cost allocation. This process also enables a fair mechanism for distributing cost efficiencies achieved by delivering the multiple outcomes/ impacts within a single project. For the purposes of this methodology the "stand-alone" project represents the cost of delivering that component of the analysis (outcome/impact, renewal, new work, and growth) as a stand alone action without the benefit of any other action necessary for the delivery of the project as a whole.
From Diagram B Methodological Outcomes / Impacts Filter
4.3.9
For each outcome / impact that has passed Filter B
4.3.10
Can the temporarily higher Level of Provision (LoP) be enjoyed by existing users ? No More likely NO for projects within the following Activities: Water Supply Wastewater Wastewater Treatment Stormwater Yes
More likely YES for projects within the following Activities: Transport Parks - community Community Services
No
Does the outcome / impact provide more than the minimum economically efficient capacity increment? Yes Is the temporarily higher LOP fully offset by other effects within the network served by the project? No
Yes
4.3.11
Transitional Cost Allocation methodology A second approach to cost allocation focuses on particular situations where there is a short-term period of excess capacity that is eroded as more users join the community and consume the available capacity. This "improvement" is a transitional net benefit and will be tangibly enjoyed by the existing community in any given year until the impact of growth has fully arrived. This could be seen as a benefit resulting from infrastructure designed to ultimately accommodate growth that is enjoyed by the existing community in the interim period. As a consequence it is appropriate that the cost allocation process considers these transitional net benefits and "reallocates" a share of the project costs to backlog (the share that is generally funded by the existing community). The cost allocation looks at the costs (and capacity) attributed over and above the "existing demand" and considers sharing the transitional period of excess capacity to the communities that are able to enjoy the temporary net benefit provided by that excess capacity.
As a result of a stand-back test does the outcome / impact meet council criteria for the transitional methodology?
Yes
No
Undertake a detailed cost allocation for this outcome / impact using the Standard Method
Undertake a detailed cost allocation for this outcome / impact using the Transitional Method
To Standard Cost Allocation Method Level 3 Cost Allocation
To Transitional Cost Allocation Method Level 4 Cost Allocation
The cost allocation therefore shares to backlog and growth the transitional capacity from the time of construction that can be enjoyed by the existing and growth community as they arrive and that portion of enduring capacity for the new community until the year the asset reaches end of life. Note in determination of the allocation to backlog or growth, the total cost (or capacity) of the project is split evenly (amortised) over the life of the assets outcomes/impacts. The vertical (annual) ordinate is scaled to the present value in the year of perspective. The share to backlog and growth is defined (in any year) by the proportions of the existing and growth communities in that year. The enduring capacity is the capacity provided to enable the arrival of the growth community.
4.4.2
A project cannot be considered for development contributions unless it is an approved project in the City Plan. The City Plan will include schedules of planned projects and schedules of past projects with remaining capacity intended to support the new and future incoming community as previously discussed at section 1. The funding model used in the determination of the development contributions charge is a cash flow model. The model commences with an opening balance of zero at the commencement of the funding period. It acknowledges planned capital, anticipated income and interest (debt and credit) based on the opening balance. At the end of the funding period the closing balance is zero. The funding model acknowledges there is no mechanism in the current rating policies managed by the council to differentiate rating between the existing and the incoming community. Therefore the model acknowledges the "backlog" rating charged to the incoming growth community as being effectively a charge to support the growth infrastructure. This is not a separate rating charge but an acknowledgement that a small portion of the growth communitys rates will be available to support the funding of the growth infrastructure. The cumulative impact of this rating charge on the incoming community is considered as a back-charge credit, reducing the capital requirement for that insfrastructure. The development contribution charge for each Activity and each contributing catchment will be the sum of the raw development contribution charges for each project in the Activity and contributing catchment less the sum of the back-charge credits for each project in the activity in the growth contributing catchment.
4.4.3
4.4
4.4.1
Funding Model
The purpose of the funding model is to ensure an equitable assessment of the funding requirements to support the development contributions regime. The primary output of the funding model is an accurate assessment of the required Development Contributions Schedule of Charges (these charges are listed in Appendix A). The model takes account of:
The funding requirements to support the cost of growth infrastructure. Equitable application of those funding requirements to the incoming growth community Recognition that the backlog components of the growth infrastructure projects of the Development Contributions Schedule of Charges are funded by the existing community. The rating charges applied to the existing community will also be applied to the incoming community as there is no differential rating process to exclude the incoming community from those rate charges. Therefore the resultant rating charge on the incoming community is to be offset (or backcharged) against the development contribution charge Interest on funds raised to implement growth infrastructure Interest on contributions received in advance of provision of growth infrastructure Recognition that money raised must meet the financial requirements of projects, therefore consideration will be given to the effects of inflation on both the costs and the income
4.4.4
4.4.5
5.
Key Components of Development Contributions Policy

5.1.1 From the activities listed in its City Plan, the council has identified eight separate Activities or groups of Activities for which development contributions will be charged. These Activities can be grouped into the three classes of reserves, network infrastructure and community infrastructure used in the LGA 2002 and are as follows in Table 5 below.
Activity Description The park, beach and civic and commercial area assets and the development of new open spaces and outdoor sporting facilities for use by local clubs, groups and individuals. Roading and traffic, parking and commercial area cleaning. The council manages and maintains the local roading network including roads, footpaths, cycleways, street lighting, traffic signals and signage. It also provides and manages on-street and off-street parking facilities and polices their use and cleans streets and commercial areas. The supply of high quality drinking water and water to meet fire fighting performance standards. The system which carries liquid wastes from households, businesses and community facilities. The treatment and disposal of effluent to minimise the risk to the environment and public health. The system designed to control water flows to reduce flooding risks, improve public safety and ensure the use and disposal of stormwater in an environmentally acceptable manner. Amenities of facilities on Parks-Reserves land including facilities such as playground, pedestrian and non-pedestrian facilities, carparking and public conveniences. The provision of library services supplemented by a mobile library and leisure services including swimming pools, fitness centres, leisure centres and other leisure activities; the provision of facilities for community groups including community halls and centres, community houses, arts and performing arts centres; accommodation for community groups and major facilities such as the North Harbour Stadium, North Shore Events Centre and Bruce Mason Centre.
5.2 Contribution Catchments

5.2.1 For each Activity a number of contribution catchments have been determined based on their key characteristics. These characteristics include geography, service delivery and the nature and complexity of asset solutions. Contribution catchments can be either local or citywide. Individual capital works projects are allocated to either local or citywide contribution catchments depending on the nature of the project and the community they are required to serve. For example, primary and secondary arterial roads are a citywide service, while local and collector roads are more local by nature. The wastewater treatment plant, outfall and trunk pump stations relate to the whole city, while smaller pump stations and reticulation are local. For each Activity, general guidelines for the allocation of a project within an Activity or a contribution catchment are contained in the information set. A list of the contribution catchments for each group of Activities is provided in Appendix A along with the detailed Schedule of Development Contributions payable per HUE for each activity within each contribution catchment. If for any reason a development falls outside the contribution catchments and is still served by the infrastructure associated with one of the Activities, then the schedule of contributions for the most adjacent contribution catchment shall apply. Maps of the contribution catchments are contained within Appendix B. Larger coloured maps are available for inspection in the Development Contributions Information Set and on the council website.
5.1 Activities
5.2.2
Class Reserves
1. Parks - Reserves
Network infrastructure
2. Transport
5.2.3
3. Water Supply 4. Wastewater 5. Wastewater Treatment 6. Stormwater
5.2.4
Community infrastructure
7. Parks - Community
5.3
5.3.1
Household Unit Equivalents

The methodology provided in Schedule 13 of the LGA 2002 refers to units of demand. The council has chosen to use HUEs as the unit of demand and this links with the Growth Model (refer section 4). It is recognised that dwellings vary throughout the city and that the demands they generate also cover a broad range. However, given the relatively large size of the contribution catchments and the implicit averaging this entails, the approach of using HUEs is considered appropriate as well as being consistent with the level of accuracy and detail implicit within the growth model, the capital works programme and the other council planning processes.
8. Community Services (Library Services, Leisure Centres and Community Centres)
5.3.2
Table 5 5.1.2 The assets for each of the eight Activities will generally be in accordance with the corresponding Asset Management Plan. Asset Management Plans are available for public inspection at council offices but do not form part of the policy or the information set.
5.3.3
For each Activity and within each contribution catchment, a maximum charge per HUE has been determined. These charges are scheduled in Appendix A. Native units is the term given to the units of capacity and demand conventionally used by asset owners in relation to their particular service. The table (Table 6) below summarises the demands of an average household unit, or HUE, for the eight activities in terms of native units.
5.4.2 5.4.3
The number of HUEs generated by each new lot or household unit depends on the applicable residential land-use. The policy contains five types of non-residential land-use:
Commercial Industrial Retail - General Retail - FMCG (Fast Moving Consumer Goods) Community
5.3.4
HOUSEHOLD UNIT DEMANDS PER ACTIVITY Activity Transport Water Supply Native Units Vehicle trips/day Litres/household/ day (AADWD)1 Lites/household/ day (ADDWF)2 Litres/household/ day (ADDWF)2 Impervious Surface Area (m2) N/A Demand per HUE 10 650 Comments Assume all light vehicles 250l/capita/day @ 2.6 persons/ household on average 225l/capita/day @ 2.6 persons/ household on average 225l/capita/day @ 2.6 persons/ household on average Citywide average for residential development No "Native Unit" conversion necessary
5.4.4 5.4.5
Each of these non-residential land uses has its own conversion factors used to calculate the HUEs and these are described at Section 6. The policy also contains a mixed-use category (which covers those developments which contain both residential and non-residential components) and a special assessment category (for those developments not covered by the land use types listed above).
Wastewater
585
5.5
5.5.1
Development Contributions Schedule (Appendixes A-F)

The detailed Schedule of Development Contributions payable for each activity and within each contribution catchment is listed in Appendix A. Maps of the contribution catchments are contained within Appendix B. The events that give rise to the assessment for a development contribution (subject to Section 6) and in particular the various occasions the council has under the LGA 2002 to assess a development, are listed in Appendix C. Appendix D provides a summary of past and planned future expenditure on projects incurred in anticipation of growth and which will be funded by development contributions in accordance with section 199(2) LGA 2002. Appendix E lists significant changes in the 2009 Development Contributions Policy, compared to the previous 2006 Development Contributions Policy and 2004 Development Contributions Policy. Appendix F lists key information relevant to the amendment of the councils 2004 Development Contributions Policy and 2006 Development Contributions Policy.
Wastewater Treatment Stormwater
585
300
5.5.2 5.5.3
Community Services Parks - Reserves Parks - Community
N/A
N/A N/A
N/A N/A
No "Native Unit" conversion necessary No "Native Unit" conversion necessary
5.5.4
Table 6 5.5.5
Notes: 1. AADWD: Annual average daily water demand 2. ADDWF: Average daily dry weather flow
5.5.6
5.4
5.4.1
Land Use Types

The policy contains three types of residential land-use:
Residential (including minor residential units of greater than 40m2) Residential - Retirement Villages (as defined in the Retirement Villages Act 2003) Residential - Minor residential units of 40m2 or less
5.6
Development Contributions may be required when granting:

a resource consent under the Resource Management Act 1991 (either for land use or subdivision) a building consent under the Building Act 2004 an authorisation for a service connection
6.
Assessment
6.1
6.1.1
Preliminary Information
This section of the policy sets out how and when development contributions are assessed. As the sequence of development is not always consistent, development contributions shall generally be assessed at the first statutory opportunity available to council to consider the nature of demand. If for whatever reason development contributions were not assessed and required at the first available opportunity, or were required but have not yet been paid, they may be required at subsequent opportunities. The issue of an invoice against a development contribution assessment and the requirement for payment is a separate process stage and is discussed at section 8 below. It is important that the applicant, if asked, provides the council with information related to demand generated by a development, or demand generated by current or historic uses of the site to assist the assessment process. On each application for a consent (refer Appendix C), the developer must consider and provide to the council information on the proposed stages of a project (including intended subsequent consents required for the developers project) as this will help determine the opportunities for the council to assess development contributions. This enables the council to better understand the scope and duration of the developers project to develop. The council is keen to work with developers with the aim of providing certainty as to the timing and charging of development contributions and to ensure that the council properly takes account of development contributions already paid. Over the life of a development Project, the council assesses development contributions at different stages at which council consent or authorisation is required (refer Appendix C) and in relation to the opportunities council has available to it to assess. This can lead to the council providing more than one notice of assessment. However, each assessment takes into account contributions already paid through actual credits - see section 6.4.5 below. Council will always assess to the maximum capacity of the development(s) that is allowed under the consent to ensure the relationship of peak use with the infrastructure council provides. Actual credits reduce and potentially eliminate the number of HUEs still liable for contributions. A typical development project will be assessed as follows: Land use consent: the council will provide an assessment of development
contributions. Depending on the type of land use, this assessment may or
may not generate an invoice requiring immediate payment on the granting land use consent - see section 8.1.2 below. subdivision consent: the council will provide an assessment of development contributions payable on the consent. This assessment will generate an invoice, assuming calculated HUEs exceed zero. Building consent: the council will provide an assessment of development contributions payable on the consent. This assessment will generate an invoice, assuming calculated HUEs exceed zero. Service connection: the council will provide an assessment of development contributions payable on the consent. This assessment will generate an invoice, assuming calculated HUEs exceed zero.
6.1.2
6.1.3
Whether all such consents are required and the order in which these consents are sought will vary from project to project. For example a developer may start to develop a property which has already received land use consent or has been subdivided, or may apply for a unit title subdivision consent after land use consent, building consent and service connection authorisations have been granted. 6.1.6 To assess development contributions, the council shall carry out the following steps using information made available to it from the applicant and its own records and analysis:
Step One - assess whether the application relates to a "development" as defined in the LGA 2002 and whether development contributions are required Step Two - identify the units of demand Step Three - identify credits (including historic and actual credits relating to contributions paid) Step Four - calculate HUEs Step Five - identify any remissions, reductions or other discounts Step Six - combine above to calculate development contributions charge by multiplying respective Activity units of demand (HUE) by Development Contributions Schedule of Charges for the Activity
6.1.4
6.2
6.2.1
Step One - Consider whether the application relates to a "development" and whether development contributions are required
In assessing whether to require development contributions when granting an application for a resource consent, building consent or authorisation for a service connection, the council will consider whether the project:
is a development (s197) which either alone or in combination with another development will have the effect of requiring expenditure on infrastructure (s199) is provided for in the Development Contributions Policy (s198(2))
6.1.5
6.2.2
Typically, residential and non residential developments create demand for reserve, network and community infrastructure and council expenditure is required on parks-reserves, transport, water supply, wastewater, wastewater treatment, stormwater, parks-community and community services projects to meet this demand. Those developments which fall under a special assessment category are assessed on a case-by-case basis. (See section 6.3.9) Appendix C is a table showing, for each consent or authorisation, what particular types of contribution may be required. However, in all cases, council will consider whether the particular residential or non-residential project to which an application relates generates demand in each of the eight activity areas specified.
6.3.2
Residential Assessment - Subdivision and Development Consent Applications
6.3.2.1 The following table (Table 7) applies to residential subdivision and development including retirement village units and minor residential units of 40m2 or less.
Subdivision consent application: Where an application for a subdivision consent indicates that one or more allotments will be created, then every additional allotment intended for or capable of supporting a household unit/retirement village unit/minor residential unit of 40m2 or less will generate on average the following HUEs: Building consent application: Where an application for a building consent indicates that one or more household units/retirement village units/minor residential units of 40m2 or less will be constructed, then every additional household unit/retirement village unit/ minor residential unit of 40m2 or less will generate on average the following HUEs: Land use consent application: Where an application for a land use (resource) consent indicates that one or more household units/retirement village units/minor residential unit of 40m2 or less will be created, then every additional household unit/retirement village unit/minor residential unit of 40m2 or less will generate on average the following HUEs: Activity 1 additional household unit = 1 additional Retirement Village Unit = 0.25 HUE 0.50 HUE 0.50 HUE 0.50 HUE 0.50 HUE 0.25 HUE 0.50 HUE 1 additional Minor Residential Unit of 40m2 or less = 0.7 HUE 0.7 HUE 0.7 HUE 0.7 HUE 0.7 HUE 0.7 HUE 0.7 HUE
6.2.3 6.2.4
6.3 6.3.1
Step Two - Identify units of demand (HUEs) Residential Assessment
6.3.1.1 This step two involves assessing the number of HUEs generated by the development by reference to its scope and particular characteristics. 6.3.1.2 This section applies to residential subdivision and development of the following types:
Residential assessment (including minor residential units of greater than 40m2) Residential - Retirement villages Residential - Minor residential units of 40m2 or less.
6.3.1.3 The subdivision of land to create additional residential allotments results in the potential for additional household units, which the council translates into HUEs. Similarly the development of household units on land generates HUEs. The only information that is required to calculate the number of HUEs is the additional number of residential allotments or household units proposed and the type of residential subdivision or development (i.e. Residential, Residential - Retirement village or Residential - Minor residential units of 40m2 or less).
Transport Water Supply Wastewater Wastewater Treatment Stormwater Parks - Community Community Services
1 HUE 1 HUE 1 HUE 1 HUE 1 HUE 1 HUE 1 HUE
Table 7 6.3.2.2 The Parks Reserves contribution is not calculated on the basis of HUEs and that activity has a separate calculation method to be applied - see section 7.
6.3.3
Residential Assessment (All Land-Use Types) - Service Connections
6.3.4.3 Non-residential retail - general typically includes (but is not confined to) developments such as:
Takeaway food bars Bookshops Clothes shops
6.3.3.1 Subject to 6.3.3.3, when granting authorisations for service connection, development contributions will only be assessed for the particular activity being connected to (refer Appendix C). Service connection applications that are associated with a building consent will not be separately assessed for development contributions. The full development contribution will be assessed on the associated building consent. Service connection assessments will only apply to new (stand alone) or upgraded connections. 6.3.3.2 Service connection applications for the separation of shared water meters into separate water meters will not be charged development contributions. 6.3.3.3 In the unusual case of a development contribution not having been assessed on prior resource consent or subdivision consent for a project, the council may assess service connections for development contributions for all relevant activities.
6.3.4.4 "Non-residential retail - FMCG (Fast Moving Consumer Goods)" typically includes (but is not confined to) developments such as:
Dairies Mixed dairy/superette Grocery stores Supermarkets
6.3.4.5 "Non-residential community" typically includes (but is not confined to) develoments such as:
Church Community use, community building or community facility Community house
6.3.4
Non-residential Assessments
6.3.4.1 This section deals with how HUEs will be assessed in non-residential developments where the GFA and ISA are known and where they are not known. It applies to non-residential subdivision and development for:
Commercial Industrial Retail - General Retail - FMCG (Fast Moving Consumer Goods) Community
6.3.5
6.3.5
All Consent Applications where actual GFA/ISA is not known

For all non-residential consent applications, where actual GFA and ISA are not known a charge of 1 HUE per development contribution activity shall apply to each lot to be created. This is typically the vacant site subdivision.
6.3.4.2 "Non-residential Commercial" typically includes (but is not confined) to developments such as:
Breeding and boarding establishments for animals Camping grounds Community welfare centres Exhibition centres Health Care centres Offices Veterinary clinics
6.3.6
All Consent Applications where GFA and ISA are known
6.3.7
Transport Efficiency Factor
6.3.6.1 For all non-residential consent applications, where actual GFA and ISA are known, HUEs will be calculated in accordance with the following table (Table 8). The graph (Graph 1) below should be referred to for transport Retail - FMCG HUES where GFA is less than 10,000m2. Where GFA exceeds 10,000 m2 a special assessment will apply.
NON-RESIDENTIAL DEVELOPMENT HUES Wastewater & WW Treatment (HUES/ 100m2 GFA) 0.34 0.34 0.45 0.45 0.34
6.3.7.1 A transport efficiency factor has been included in the tables of HUE conversions for all non-residential land-use types. In particular, Graph 1 takes account of the 33 per cent transport efficiency factor that is relevant to retail-FMCG. This is to recognise the relative efficiency of non-residential vehicle movements compared to residential vehicle movements due to lower peaking factors, more effective use of the intra-city road network and less pressure on certain strategic transport linkages such as the Auckland Harbour Bridge. 6.3.7.2 The transport efficiency factor for all non-residential land-use types has been set to 33 per cent meaning that the HUE conversions are 33 per cent less than they would be based on a direct vehicle trips per day (vtpd) conversion.
Land Use
Transport (HUES/100m2 GFA)
Water Supply (HUES/ 100m2 GFA)
Stormwater (HUES/100m2 ISA)
Commercial Industrial Retail - General Retail - FMCG Community
0.40 0.20 1.19 Refer to graph 0.20
0.32 0.32 0.43 0.43 0.32
0.42
6.3.8
0.42 0.42 0.42 0.42
Stormwater for Multi-storey or Mixed Use Development
6.3.8.1 For a mixed-use development the residential and non-residential components will be identified and assessed under appropriate sections of the Policy relating to residential and non-residential assessments. 6.3.8.2 The information in the sections above provide where development contributions for stormwater will be charged for either residential or non residential developments. Where the development is a residential multistorey or a mixture of residential and non residential then the following rule shall apply as representing a fair and equitable and administratively efficient way of assessing the mixture of height and/or purpose as they relate to the ISA equivalence calculation as applied to calculation of a stormwater assessment. 6.3.8.3 For any building (s) in the development a HUE charge per residential unit shall apply to whichever level (storey) has the most residential HUEs: plus, for the remainder of the site, an additional ISA charge shall apply at the non-residential rate for stormwater shown in Table 8. By way of example: the building within the development has a non-residential footprint of 3,000m2 and is four storeys high. Overall ISA on the site is 5,000m2. The storey chosen as having the maximum number of HUEs has 6 HUEs covering 600m2. Calculation is therefore: 6 x HUE charge for the stormwater catchment + 4,400m2 ISA (5,000-600) / 100m2 x 0.42 x HUE charge for the stormwater catchment.
Table 8
TRANSP ORT RETAIL - FM CG (HUEs per 100m 2 GFA)
3.5
HUEs / 100m GFA
3 2.5 2 1.5 1 0.5 0 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20,000
GFA (m )
Graph 1
6.3.9
Special Assessment Category and Special Assessment Criteria and Threshold
Table of Special Assessment Demands (using 50% and more than 100% of average demand) in Native Units per 100 m2 GFA Wastewater & Water Supply (/ day) Wastewater Treatment (/ day) SA SA SA- Avge plus 50% of 50% (ref Av. of Av. only) 100% of Av. Commercial Industrial (Dy) Retail - General Retail - RVDG 105 105 140 140 105 210 210 260 260 210 420 420 560 560 420 100 100 133 133 100 Transport (vpd)
6.3.9.1 If the council considers that a development which is the subject of a land use or building consent where GFA is known, clearly has a significantly different greater or lesser impact than that envisaged in the averaging implicit in Tables 6 and 7 and Graph 1, a "Special Assessment" may be required. The applicant will be required to provide detailed calculations of their developments transport, water supply and wastewater demands in native units. Using the standard native unit/HUE conversions these estimates may then be converted to HUEs and charged accordingly. 6.3.9.2 Special assessment may be required in two circumstances:
Non standard development types (see Section 6.3.9.3); and/or Where developments (of any type) generate demand significantly above or below average demand (see Sections 6.3.9.4 and 6.3.9.5).
Avge SA - plus SA (ref 100% of 50% of only) Av. Av. 200 200 266 266 200 400 400 532 532 400 2.0 11.0 5.45
Avge (ref only) 4.0 2.0 11.9
SA - plus 100% of Av. 8.1 4.0 23.9
Refer diagram below 1.0 2.0 4.0
6.3.9.3 First, where the type of development proposed is not adequately covered by the standard categories of residential or non-residential categories, a special assessment will be required. This includes (but is not confined to) applications such as:
Schools and Universities Childcare facilities Hospitals Hotels, motels and travellers accommodation Guesthouses (unless self contained units) Boarding houses Drive-through restaurants Garden centres and horticulture Residential care centres Rest homes Show homes Service stations (with or without retail facilities) Any "wet" land use activity (where water is used as part of the business operations or process over and above normal domestic and sanitary use)
Community
Table 9 6.3.9.5 The graph (Graph 2) below shows transport-retail average demand and special assessment thresholds for developments described above.
Average Demands
TRANSPORT RETAIL - FMCG (VTPD per 100m 2 GFA)

70 60 50
VTPD / 100m GFA
40 30 20
Average Demands
Special Assessment Threshold +100%
6.3.9.4 If demand (assessed in native units) generated by a development (of any type) is below the 50 per cent thresholds or more than 100 per cent above the thresholds set out in the table opposite (Table 9), then a special assessment is likely to be required by the council.
10
Special Assessment Threshold - 50%
0 0 2,000 4,000 6,000 8,000 10,000

GFA (m )
2
12,000
14,000
16,000
18,000
20,000
Graph 2
6.3.9.6 Transport - a "Traffic Impact Assessment" (TIA) is a requirement for most non-residential developments as well as residential developments larger than a few lots. It will usually be possible, therefore, to compare the vehicle trips per day reported from this source with the above table. (Note: for major land use changes, assessment of vehicular traffic is undertaken as part of an integrated transport assessment (ITA) which considers all modes of transport including public transport, walking and cycling.) An ITA should include an assessment of traffic generated over AM and PM peaks as well as daily use periods to help assess peak demand from the development. 6.3.9.7 Water supply and wastewater - the Table 9 assumes "dry" land uses. "Dry" is defined to be any land that does not use water as part of the business operation or process but only for normal domestic and sanitary purposes.
of this policy applying to residential or non-residential assessments (as the case may be). c. If the building consent was granted after 1 July 2004 and the building completed after this date then the subdivision (whether residential or non-residential) will be assessed for contributions under the provisions of this policy applying to residential or nonresidential assessments (as the case may be).
6.3.10.3 In this section, a building is "complete" on the date a code compliance certificate or certificate of public use under the Building Act 1991 or Building Act 2004 is issued.
6.4 6.4.1
Step Three - Identify Credits General
6.3.10 Unit title subdivisions or subdivision around existing buildings

6.3.10.1 This section includes assessment of unit titles and fee simple subdivision (or other like subdivision) where no vacant lot is created around existing buildings. 6.3.10.2 A unit title subdivision of a building or subdivision around existing buildings will be assessed for development contributions (subject to (a) below) when granting subdivision consent, whether or not development contributions have been assessed for an Activity on a prior land use consent or building consent for the building. The unit title subdivision will be treated as relating to the same Project as the prior land use consent or building consent where the building was completed after 1 July 2004. For a unit title subdivision of a non-residential building, the subdivision consent will be the first and only opportunity at which to assess a parksreserves development contribution. For both residential and nonresidential unit title subdivisions, the assessment will take into account any credits resulting from the payment of development contributions required when granting a prior land use consent or building consent and any historic credits. a. If the building was completed prior to 1 July 2004 and no change of use is proposed as part of the unit title subdivision, then the subdivision (whether residential or non-residential) is treated as generating no demand and no development contributions will be assessed. If the building consent was granted prior to 1 July 2004 but the building was completed after that date and there has been no change of use, then the subdivision (whether residential or nonresidential) will be assessed for contributions under the provisions
6.4.1.1 Where available, credits will be used to reduce the development contributions payable. Credits towards the assessment of development contributions for a consent application include both "historic credits" and "actual credits". Any excess credits cannot be refunded or used to reduce other Activity amounts payable to zero. Accurate assessment of actual and historic credits relies heavily on information provided by the applicant. Credits may not be transferred between properties.
6.4.2
Historic Credits
6.4.2.1 Historic credits may be awarded in situations where the previous structures on the site, or the uses of the site, imply that the current development is not contributing to growth to the extent that the assessed number of units or demand implies. It is important for the applicant to provide an independently verifiable assessment of historic credits where asked to do so by the council. 6.4.2.2 The LGA 2002 states that development contributions may be required for any resource consent, building consent or authorisation for a service connection lodged after 19 December 2001, and granted on or after 1 July 2004. The council in certain circumstances provides a further concession for subdivision (refer Section 12.2).
6.4.3
General Principles of Residential Historic Credits
b.
6.4.3.1 Residential credits shall be granted on the basis of the greater of 1 HUE per activity per existing allotment or 1 HUE per activity per existing residential unit. This will be adjusted to 0.7 HUE where a minor unit is less than or equal to 40m2.
6.4.3.2 On subdivision of residential land, historic credits of 1 HUE per existing allotment shall be allocated to an equal number of the most advantageous of the new allotments. This will be adjusted to 0.7 HUE where a minor unit is less than or equal to 40m2. 6.4.3.3 Any excess historical credits that may arise through amalgamation or for any other reason will lapse if not utilised within a period of three years. 6.4.3.4 For existing residential buildings that are demolished or destroyed by fire or some other cause, no development contributions will be payable provided that the same number of household units or HUEs is rebuilt . Any additional household units or HUEs will be assessed in terms of this policy. 6.4.3.5 Credit HUEs for all Activities must be allocated to the same allotment or allotments. 6.4.3.6 For residential consents, historic credits, in full or part depending on the percentage concessionary reduction set out in section 12.2 for the ParksReserves Activity shall only apply where the pre-existing consent, for which historic credits are being considered, was a subdivision consent created prior to 1 January 2002.
6.4.4.6 Credit HUEs for all Activities must be allocated to the same allotment or allotments. 6.4.4.7 For non-residential consents, historic credits, in full or part, (depending on the percentage concessionary reduction set out in Section 12.2) for the Parks-Reserves Activity shall only apply where the pre-existing consent, for which historic credits are being considered, was a subdivision consent created prior to 1 January 2002.
6.4.5
Actual Credits
6.4.5.1 Where development contributions or financial contributions for a particular development on a property have previously been assessed and paid, credit based on the number of household units or HUEs actually paid for shall be given on an activity by activity basis (no credit is given for household units or HUEs previously assessed but not actually paid for). For the calculation of actual credits there is no historical time limit and all previous payments will be taken into account.
6.4.6
Change of Use
6.4.4
General Principles of Non-Residential Historic Credits
6.4.4.1 Non-residential credits shall be granted on the basis of the greater of 1 HUE per activity per existing allotment or the number of HUEs calculated according to the actual existing development, if any. Such credits shall be calculated based on present day zonings and in terms of present day assessment methodology. 6.4.4.2 On subdivision of undeveloped non-residential land, historic credits of 1 HUE per existing allotment shall be allocated to an equal number of the most advantageous new allotments. 6.4.4.3 For non-residential subdivisions with existing development, historic credits shall be assigned to the new allotments on a pro rata GFA basis. No credit HUEs will be allocated to undeveloped allotments relating to the existing development. 6.4.4.4 Any excess historical credits that may arise through amalgamation or for any other reason will lapse if not utilised within a period of three years. 6.4.4.5 For existing non-residential buildings that are extended or demolished and re-built to the same or higher intensity, the assessment will be based only on the additional intensity of development.
6.4.6.1 Where a change of use requiring resource (land use or building consent) consent generates demand, then the council will assess the change of use for historic and actual credits, in accordance with Sections 6.4 to 6.4.5.1 above. For example a small industrial work area being converted to a commercial area is likely to have a higher demand requirements of councils infrastructure assets and as such will only be charged for the difference. 6.4.6.2 Actual credits are based on what development and demand existed prior to the current development and are assessed in accordance with the other steps of Sections 6 and 7 of this policy.
6.5
6.5.1
Step Four - Calculate Total HUEs

The assessed number of units of demand for each Activity, adjusted for any credits, is then multiplied by the per unit charge for that Activity, for the appropriate contribution catchment (see Appendix A) to give the development contributions charge for that Activity. All charges added together give the total development contributions payable (subject to any dollar credits or remissions and GST). Appendix A shows the charges that apply for each unit of demand for each activity. The approach to calculating the charge for Parks-Reserves is set out in Section 7.
6.5.2 6.5.3
6.6 6.6.1
Step Five - Remissions, reductions and other discounts Remissions
around the development that will be to the benefit of the development e.g. flood protection in surrounding area above level required for on site. 6.6.4.3 Where a development provides the full mitigation of its stormwater as specified in the approved Stormwater Outfall Policy for the appropriate zone, the HUEs assessed for stormwater may be reduced by up to 25 per cent.
6.6.1.1 A remission is an adjustment to the scheduled charge for a particular Activity and contribution catchment as a percentage or in dollar terms. 6.6.1.2 A remission would usually only be considered as part of a review request. (Refer Section 11).
6.6.2
Reductions - General
% % Reduction Available
Outfall Complianceutfall Constraint Zone SStandard Engineering Conditions
6.6.2.1 A reduction is an adjustment to the HUEs assessed for a consent application. Any claim for a reduction would have to be adequately motivated and justified by the applicant and the agreed outcome recorded in a private development agreement. Possible reasons for reductions could include:
Some mitigating action taken by the developer not originally considered. This would not necessarily include mitigating measures imposed as a condition of consent in terms of the Resource Management Act The value and nature of works proposed that obviate the need for similar works contained in the councils City Plan
Self Served
Partial
Fullltial
Not connected to NSCC network
SQ SP E NC U
0% 0% 0% 0% 0%
0-25% 0-25% 0-25% 0-25% 0% Table 10
25% 25% 25% 25% 0%
75% 75% 75% 75% 75%
6.6.3
Reductions Water
6.6.3.1 Where a development is choosing not to connect to the councils water network but is within 50 m to receive fire flow protection from fire hydrants then a 50 per cent contribution shall be assessed and collected for this activity.
6.6.4
Reductions - Stormwater
6.7
6.7.1
Step Six - Calculate charge

The calculation of development contributions charges for each Activity can be summarised as follows: Calculated HUES Credit HUES Chargeable HUES Catchment activity charge (Appendix A) Development contribution payable Reductions (if any) Development contribution payable
6.6.4.1 Where a development is able to manage its stormwater entirely within the development including collection, conveyance and discharge, including obtaining the necessary discharge consents, the HUEs assessed for stormwater may be reduced by up to 75 per cent (allowing for the fact that nothing is 100 per cent hydrological neutral). This typically involves a direct coastal discharge or a situation where the developments on site mitigation is over and above the councils plan requirements for stormwater management in the area and is shown to reduce demand on the councils assets. 6.6.4.2 The remaining amount of 25 per cent will contribute toward citywide stormwater mitigation projects and mitigation projects within the development contribution catchment providing stormwater management
Less
Multiply
Less
7. Parks - Reserves
7.1
7.1.1
7.3
7.3.1
Maximum Allotment Size

Where any new allotment is greater than 2,000m2 the development contribution for Parks Reserves shall be based on 7.5 per cent of the value of the first 2,000m2 of the allotment.
Calculation
The council is only able to assess whether the development contribution for reserves exceeds the greater of: (a) (b) 7.5 per cent of the value of the additional allotments created by subdivision; or the value equivalent of 20m2 of land for each additional household unit created by the development
Once the council has received both a subdivision consent and a building or land use consent relating to the development. The maximum reserves required for a development project which can include a building/landuse and subdivision consents will not exceed the greater of (a) or (b). Subclause (a) will not normally be applicable to residential development unless combined with a consent application creating additional allotments. In the case of non residential subdivision, only subclause (a) applies. 7.1.2 Section 203 of the LGA 2002 allows contributions for reserves to be assessed separately at the subdivision consent stage and the building or land use consent stage. For residential developments, subclause (b) of 7.1.1 applies to land use and building consent applications. Where a development contribution is paid on a land use or building consent application, there may be an additional charge for the Parks-Reserve Activity on the subdivision consent where subclause (a) has been used to calculate a development contribution. For the purposes of section 7.1.1(b), a Minor Residential Unit of 40 m2 or less shall be treated as 0.7 of a household unit equivalent, and a Retirement Village Unit shall be treated as 0.5 of a household unit equivalent. The value equivalent of 14 m2 of land shall therefore be required for each additional Minor Residential unit of 40 m2 or less, and 10m2 of land for each additional retirement village unit.
7.1.3
7.1.4
7.2
7.2.1
Basis of Land Valuation

Land Valuations for the purposes of development contributions shall be a market valuation. The valuation shall be on the basis of:
The rights and configuration given to the land under the consent application which gives rise to the development contribution assessment and including any rights or configuration given by consents already granted The market value at the time the development contribution is assessed
7.4
7.4.1
Maximum Land Valuation Rate

Where the land valuation for any contribution assessment exceeds the maximum land valuation rate, the development contribution for Reserves shall be calculated based on the maximum land valuation rate. The maximum land valuation rate shall be $1,500.00 per m2. The maximum land valuation rate may be reviewed on an annual basis. If for any reason the development contribution is not paid within 12 months of the granting of the consent then a revised valuation shall be required.
a credit or partial credit to the vesting of an esplanade reserve shall follow the same process as defined in Section II of this policy for the consideration of requests to have a development contribution assessment reviewed.
7.4.2 7.4.3 7.4.4
7.5
7.5.1
Money or Land
The LGA 2002 provides that a development contribution may be money or land, or both. Under this policy the contribution shall in every case be money unless, at the sole discretion of the council, a piece of land offered by the developer would adequately suit the purposes for which the contribution is sought.
7.6
7.6.1
Open Space and "Bonus" Provisions

Open space created to generate a "Bonus Provision" does not qualify as a credit towards development contributions for reserves.
7.7
7.7.1 7.7.2
Esplanade Reserves
Esplanade reserves do not normally fall within the ambit of Parks-Reserves for development contributions. Esplanade reserves will continue to be dealt with under the RMA1991 and will not normally be discounted against development contributions due for Parks-Reserves. There may be rare circumstances where council desires a wider esplanade reserve, for example and where the additional land may be offered as partial or total payment of the development contribution liability for ParksReserves. This would have to be agreed with the councils Parks department and recorded in some form of agreement. In circumstances where a portion of esplanade reserve to be vested contributes significantly to the recreational and other objectives of the council, normally delivered by the provision of other categories of open space, then a partial credit towards the requirement for development contributions for Parks-Reserves may be considered. Any request to apply
7.7.3
7.7.4
8.
Timing of Payments
8.1
8.1.1
8.2.4
Payment of development contributions

All development contributions become payable as follows:
Contribution required on resource consent (subdivision) - prior to application for 224c certificate Contribution required on resource consent (land use) - see Section 8.1.2 Contribution required on building consent - immediately on issue of consent Contribution required on service connection - immediately on granting of authorisation
As provided for in Section 116 of the Resource Management Act where development has commenced without the payment of a development contribution as specified in councils decision document relating to the land use consents it is considered that the consent is not valid and council may issue an abatement notice.
8.1.2
Where a contribution is payable for the same development project on a land use and a building consent the development contribution will be due immediately on issue of the building consent but may be paid earlier on the land use consent at the option of the consent holder.
A consent holder who chooses to pay that contribution will receive actual credits in respect of any HUEs for which contributions have been paid The land use consent does not commence until the development contribution is paid. Therefore, a consent holder who chooses not to pay that contribution assumes all risk associated with proceeding with development without the land use consent having commenced
8.2
8.2.1
General provisions
Where land use consent with no building consent is required for the development the contribution is required immediately, on issue of the land use consent e.g. change of use. In the event of a staged consent, such as a subdivision consent, the payments shall be required prior to the application for the 224c certificate for each stage. As provided for in section 208 of the LGA 2002, the council may withhold the relevant s224(c) certificate, Code Compliance Certificate or service connection, or register the development contribution under the Statutory Land Charges Registration Act 1928, as a charge on the title of the land in respect of which the development contribution was required.
8.2.2
8.2.3
9.
Refunds, Exemptions and Applications to Vary

9.1
9.1.1
9.3
9.3.1
Applications to Vary Consents or the Conditions of a Consent

Where applications are granted to vary consents or the conditions of consents, which would result in change to HUEs (e.g. through change of use from one residential or non-residential land use category to another), gross floor area or impervious surface area (to the extent of the variation), then these will be considered, for the purposes of development contributions, to be the granting of new consents and revised assessments will be issued.
Refunds
The council will refund to the payee, (individual, company, or other entity), who paid the original development contribution (less reasonable costs to process) where:
Consent lapses or is surrendered or the development or building for which the consent was granted does not proceed Council does not provide infrastructure or reserves for which the contribution was required There have been previous overpayments for whatever reason
9.2
9.2.1 9.2.2
Exemptions
Fee simple subdivision of an existing cross-lease development is not subject to development contributions. Subdivision to reformulate the legal title for a property is not subject to development contributions provided that: (a) (b) The subdivision application involves no physical works; No additional allotments are created.
9.2.3
In this section, a building is "completed" on the date a code compliance certificate or certificate of public use under the Building Act 1991 or Building Act 2004 is issued. Stage 2 cross-lease and Stage 2 unit title subdivisions are exempt from development contributions. This exemption applies to both the first applications for Stage 2 plans and subsequent applications to amend the cross-lease or unit-title plans, unless the amendment results in additional allotments or units being created. The above exemptions apply only to the subdivision of existing or completed cross-leases or unit plans. A building consent relating to an existing or complete cross lease or unit plan will be assessed in accordance with Section 6.3.10 of this Policy. A full list of consent types and sub-types that will attract development contributions will be maintained in the development contributions information set relevant to this policy. Where a consent is granted for a boundary adjustment and no new allotments or titles are created, then development contributions will not be assessed.
9.2.4
9.2.5
9.2.6
9.2.7
10. Other Matters

10.1
10.1.1
Revision of Schedule of Contributions

Council may review the Schedule of Contributions (Appendix A) on an annual basis and consult on this revision through the City Plan or Annual Plan process.
10.2
10.2.1 10.2.2 10.2.3
Private Develoment Agreements

Where it is in the best interests of all parties, the council may enter into a Private Development Agreement with the developer. This agreement must clearly state the departures from the standard process and calculation and the reasons for entering into the agreement. The council may require developers to pay the councils reasonable legal costs in entering into a Private Development Agreement.
10.3
10.3.1
Council Developments and Development Contributions

The council is exempt from paying any development contributions on any development that itself is a capital expenditure project for which development contributions are required. The Crown is exempt from paying any development contributions in accordance with the requirements of the LGA 2002 where development is a development of the Crown. State integrated schools shall be assessed and administered on the same basis as state schools. Nothing in this section precludes payment as a voluntary contribution toward the cost of the assets council must construct in anticipation of growth.
10.3.2
10.3.3 10.3.4
10.4
10.4.1
Goods and Services Tax (GST)

The total end-to-end process for calculation of development contributions for network infrastructure and community infrastructure is exclusive of GST. Once all the calculations are complete, GST shall be added to the final invoice as required by the legislation and/or regulation of the day. The valuation of land for the calculation of development contributions for Parks Reserves shall be "Including GST if any" for residential properties and "excluding GST if any" for non-residential properties. This is consistent with the guidelines provided by the New Zealand Institute of Valuers. Once all the calculations are complete, GST shall be added to the final invoice as required by the legislation and/or regulation of the day. North Shore City Council City Plan 2009-2024 - Module 5 - Development Contributions Policy 2009 Page 101
10.4.2
11. Review Process

11.1
11.1.1
Requesting a review
An applicant for a resource consent, building consent or service connection may at any time enquire as to why their application was subject to development contributions, why a particular contribution value was assessed, or any other matter relating to the development contributions. An applicant may also seek a review. Any such request must be made in writing within 20 working days of the council advising that a development contribution is required or within 20 working days after the consent has been granted, whichever occurs later. The request must clearly state the site and specific application subject to the contribution, the particular contributions (s) to be reviewed and any matters the applicant would like the council to take into consideration when undertaking the review. NOTE: It is important to note that this review process is similar to that for remission of rates and there is no right to a hearing similar to that for a condition of a resource consent.
11.1.2
11.1.3
11.1.4
The applicant will be advised of the result of the review in writing and within 20 working days of the review request being considered by the development contribution review team. If as a result of the review the request is to be referred to a council committee for further consideration, the applicant will be given five working days notice of the date, time and venue of that committee meeting. The applicant will be advised of the result of the review in writing and within 20 working days of the review request being considered by the council committee. At this time there is no charge for the administrative costs of processing these reviews. The council may introduce a charge at a later date.
11.1.5
11.1.6
11.1.7
12. Special Transitional Provisions

12.1
12.1
13. Significant Assumptions

13.1
13.1.1
Consents Subject to Appeal

Exemptions to the standard transitional requirements specified in Section 1.3 are provided in two special circumstances for consents subject to appeal: Where a consent is granted prior to the introduction of any contributions policy and appealed by a third party which ultimately results in the consent being re-granted at a later date, on or after the introduction of that contributions policy, then for the purposes of development contributions the date of granting shall be taken as the original date of granting and any contributions payable shall be calculated accordingly. Where a consent is declined prior to the introduction of any contributions policy and that decision is appealed, which ultimately results in the consent being granted at a later date, on or after the introduction of that contributions policy, then if the consent is identical or in the opinion of the council substantially similar, then for the purposes of development contributions the date of granting shall be taken as the original date the consent was declined and any contributions payable shall be calculated accordingly.
Summary
Throughout the entire process of determining development contributions the council has used the best available information. As more accurate or up-to-date information becomes available it will be used. Any significant updates between City Plan reviews that would cause a maximum contribution to be increased will be held over until the next review of the Development Contributions Policy or Schedule of Charges (Appendix A).
12.1.2
13.1.2
13.2
13.2.1
Growth
Council has made the best assumptions it can regarding the anticipated growth of the city in line with the District Plan and Regional Growth Strategy. This includes the basis of the native units and the HUEs at Section 5.3. Despite the recent high growth rates these are still within the tolerance expected by the growth model. The councils projection of HUEs for residential and non-residential growth is set out in summary on the next page and in greater detail (in contribution catchments) in the Information Set.
12.1.3
12.2
12.2.1
Concessionary Reduction
Where a subdivision that existed prior to 1 January 2002 is developed, or where a development or subdivision that existed prior to this date is subdivided, credit shall be given on an age related basis. For example, a subdivision completed in 1992 attracts a 100 per cent credit for each existing allotment or residential/non-residential unit, while a subdivision completed in 1997 attracts a 50 per cent credit for each existing allotment or residential/non-residential unit.
Date Pre-existing Subdivision or Development completed Prior to 01/01/1992 01/01/1992 - 31/12/2001 01/01/2002 onwards 100% Credit decreasing each year on a daily linear basis No credit
Extent of Credit
Note - This table applies to credits for Parks Reserves as well (refer Section 7)
Projection of Household Unit Equivalents for Residential and Non-Residential Growth

2009 - 2024 Household Unit Equivalents (Citywide) Financial Year End June 2009 2010 Activity Community Services 80,167 81,454 Parks Com munity 80,167 81,454 Stormwater 101,259 102,780 Transport 141,728 143,524 W astewater 96,052 97,498 W ater Supply 97,041 98,514 W aste W ater Treatment 96,052 97,498
2011 82,741 82,741 104,299 145,319 98,943 99,989 98,943
2012 84,067 84,067 105,912 148,225 100,488 101,545 100,488
2013 85,391 85,391 107,527 151,129 102,030 103,100 102,030
2014 86,716 86,716 109,143 154,038 103,571 104,656 103,571
2015 88,040 88,040 110,753 156,943 105,114 106,211 105,114
2016 89,365 89,365 112,369 159,852 106,657 107,767 106,657
2017 90,688 90,688 113,980 162,755 108,197 109,323 108,197
2018 92,014 92,014 115,597 165,661 109,742 110,878 109,742
2019 93,338 93,338 117,208 168,567 111,282 112,434 111,282
2009 - 2024 Household Unit Equivalents (Citywide) Financial Year End June 2020 2021 Activity Community Services 94,663 95,988 Parks Com munity 94,663 95,988 Stormwater 118,823 120,436 Transport 171,474 174,379 W astewater 112,825 114,367 W ater Supply 113,990 115,545 W aste W ater Treatment 112,825 114,367
2022 97,174 97,174 121,914 176,505 115,785 116,969 115,785
2023 98,361 98,361 123,396 178,628 117,200 118,386 117,200
2024 99,547 99,547 124,872 180,753 118,616 119,807 118,616
as at 20/02/2009
13.3
13.3.1
Capital Works
In order to support the anticipated growth the council has assumed that a reasonable capital works programme will be necessary. If the growth rates alter it is most likely that the capital works programme will be resequenced or subtly accelerated or slowed rather than dramatically changed in some other way. The councils Asset Management Plans relevant to each Activity contain further detail and assumptions underpinning the capital works programme.
13.5
13.5.1
Interest Rates
The interest rates used within the development contributions funding model is currently 7.2 per cent (7.5 per cent 2006, 7.5 per cent 2004) for interest paid. As council is a net borrower at present interest earned is set at 7.2 per cent (7.5 per cent 2006, 7.5 per cent 2004). The interest paid is substantially the same interest rates as those used in the overall council funding model used to calculate rates. While interest rates are subject to fluctuation and are reviewed annually, these are reasonable assumptions over the periods of the City Plan.
13.5.2 13.5.3
13.4
13.4.1
Third Party Funding

While these are subject to change over time, the council has assumed that the funding policies of agencies such as the New Zealand Transport Agency and the Auckland Regional Transport Authority (formerly in part Infrastructure Auckland) will remain the same for the period of the City Plan.
13.6
13.6.1
Inflation
All financial amounts related to capital works reported in this policy include the inflation assumptions of the City Plan from which the schedule of charges was derived.
14.
Appendices
Appendix A - Development Contributions Schedule of Charges - 2009-2024 Contribution per Unit of Demand or HUE
Excl GST Incl GST 3210.00 3,611.25 734.00 1,643.00 1,325.00 1,070.00 3,533.00 817.00 726.00 726.00 854.00 726.00 1,055.00 2,800.00 1,323.00 825.75 1,848.38 1,490.63 1,203.75 3,974.63 919.13 816.75 816.75 960.75 816.75 1,186.88 3,150.00 1,488.38 Excl GST WASTEWATER (CONTD) 14-Cuthill - 2009 15-Constellation - 2009 16-Long Bay - 2009 17-Okura - 2009 18-Albany Heights - 2009 19- Paremoremo - 2009 TRANSPORT Albany 1 - 2009 Albany 2 - 2009 Albany 3 - 2009 Albany 4 - 2009 Birkenhead-Northcote - 2009 Devonport - 2009 East Coast Bays - 2009 Glenfield - 2009 Long Bay - 2009 Takapuna - 2009 Albany - 2009 Birkenhead-Northcote - 2009 Devonport - 2009 East Coast Bays -2009 Glenfield - 2009 Takapuna - 2009 Albany - 2009 Birkenhead-Northcote - 2009 Devonport - 2009 East Coast Bays - 2009 Glenfield - 2009 Takapuna - 2009 2,234.00 2,234.00 15,482.00 8,731.00 10,132.00 8,015.00 5,113.00 4,449.00 4,449.00 4,449.00 5,159.00 11,306.00 4,449.00 3,015.00 2,720.00 3,563.00 2,664.00 2,546.00 2,528.00 858.00 2,681.00 2,913.00 202.00 573.00 202.00 2,513.25 2,513.25 17,417.25 9,822.38 11,398.50 9,016.88 5,752.13 5,005.13 5,005.13 5,005.13 5,803.88 12,719.25 5,005.13 3,391.88 3,060.00 4,008.38 2,997.00 2,864.25 2,844.00 965.25 3,016.13 3,277.13 227.25 644.63 227.25 Incl GST
WASTEWATER TREATMENT STORMWATER
Citywide - 2009 Albany - 2009 Awaruku - 2009 Birkdale - Beach Haven - 2009 Devonport East - 2009 East Coast Bays - 2009 Greenhithe - 2009 Lake Pupuke - 2009 Long Bay - 2009 Lucas Creek - 2009 Okura - 2009 Paremoremo - 2009 Shoal Bay - 2009 Wairau - 2009
WATER SUPPLY
Albany Basin - 2009 305.00 343.13 Birkenhead - Beach Haven - 2009 1,147.00 1,290.38 Cuthill-Greenhithe - 2009 346.00 389.25 East Coast Bays - 2009 1,093.00 1,229.63 Glenfield - 2009 561.00 631.13 Northcote-Takapuna - 2009 1,457.00 1,639.13 Northern Albany - 2009 235.00 264.38 Okura - 2009 372.00 418.50 Takapuna-Devonport - 2009 624.00 702.00 01-Northcote - 2009 02-Seabreeze - 2009 03-Northboro - 2009 04-Barrys Point - 2009 05-Alma - 2009 06-Kahika - 2009 07-Kyle - 2009 08-Glenfield - 2009 09-Hillcrest - 2009 10-Browns Bay - 2009 11-Sidmouth - 2009 12-Rosedale - 2009 13-Wairau - 2009 6,639.00 7,468.88 4,275.00 4,809.38 3,358.00 3,777.75 2,839.00 3,193.88 3,212.00 3,613.50 7,043.00 7,923.38 3,300.00 3,712.50 8,397.00 9,446.63 5,464.00 6,147.00 17,047.00 19,177.88 8,398.00 9,447.75 4,820.00 5,422.50 2,581.00 2,903.63
PARKS COMMUNITY
WASTEWATER
COMMUNITY SERVICES
PARKS - RESERVES
Development contributions for reserves shall be the greater of (a) 7.5% of the value of the additional allotments created by a subdivision; and (b) the value equivalent of 20m2 of land for each additional household unit created by the development. (c) and be subject to the caps council has set on maximum allotment size and land valuation rate as described at Section 7 of this policy.
Amended 2006-2016 Contribution per Unit of Demand or HUE

WASTEWATER TREATMENT STORMWATER Citywide - 2006 Albany - 2006 Awaruku - 2006 Birkdale - Beach Haven - 2006 Devonport East - 2006 East Coast Bays - 2006 Greenhithe - 2006 Lake Pupuke - 2006 Long Bay - 2006 Lucas Creek - 2006 Okura - 2006 Paremoremo - 2006 Shoal Bay - 2006 Wairau - 2006 Albany Basin - 2006 Birkenhead- Beach Haven - 2006 Cuthill-Greenhithe - 2006 East Coast Bays - 2006 Glenfield - 2006 Northcote-Takapuna - 2006 Northern Albany - 2006 Okura - 2006 Takapuna-Devonport - 2006 01-Northcote - 2006 02-Seabreeze - 2006 03-Northboro - 2006 04-Barrys Point - 2006 05-Alma - 2006 06-Kahika - 2006 07-Kyle - 2006 08-Glenfield - 2006 09-Hillcrest - 2006 10-Browns Bay - 2006 11-Sidmouth - 2006 12-Rosedale - 2006 13-Wairau - 2006 14-Cuthill - 2006 15-Constellation - 2006 16-Long Bay - 2006 Excl GST 2,756.86 944.08 481.85 1,282.87 659.65 3,119.89 753.11 481.85 2,277.74 1,251.81 481.85 481.85 1,345.02 552.96 374.69 655.58 504.66 439.39 380.54 518.00 357.92 357.92 505.33 807.09 807.09 807.09 807.09 1,416.82 2,654.52 1,433.01 3,516.65 1,493.20 807.09 807.09 807.09 994.01 807.09 807.09 1,322.15 Incl GST 3,101.47 1,062.09 542.08 1,443.23 742.11 3,509.88 847.25 542.08 2,562.46 1,408.29 542.08 542.08 1,513.15 622.08 421.53 737.53 567.74 494.30 428.11 582.75 402.66 402.66 568.50 907.98 907.98 907.98 907.98 1,593.92 2,986.34 1,612.14 3,956.23 1,679.85 907.98 907.98 907.98 1,118.26 907.98 907.98 1,487.42 Excl GST WASTEWATER (CONTD) 17-Okura - 2006 18-Albany Heights - 2006 19- Paremoremo - 2006 TRANSPORT Albany 1 - 2006 Albany 2 - 2006 Albany 3 - 2006 Albany 4 - 2006 Birkenhead-Northcote - 2006 Devonport - 2006 East Coast Bays - 2006 Glenfield - 2006 Long Bay - 2006 Takapuna - 2006 Albany - 2006 Birkenhead-Northcote - 2006 Devonport - 2006 East Coast Bays -2006 Glenfield - 2006 Takapuna - 2006 Albany - 2006 Birkenhead-Northcote - 2006 Devonport - 2006 East Coast Bays - 2006 Glenfield - 2006 Takapuna - 2006 7,441.82 9,074.02 5,706.99 2,933.32 2,697.84 2,697.84 2,697.84 2,920.83 10,483.01 2,697.84 1,830.28 1,781.11 1,900.54 1,738.39 1,738.39 1,789.11 183.43 1,206.28 183.43 183.43 428.62 183.43 0.00 0.00 0.00 8,372.05 10,208.27 6,420.36 3,299.99 3,035.07 3,035.07 3,035.07 3,285.93 11,793.39 3,035.07 2,059.07 2,003.75 2,138.11 1,955.69 1,955.69 2,012.75 206.36 1,357.07 206.36 206.36 482.20 206.36 Incl GST
WATER SUPPLY
PARKS COMMUNITY
COMMUNITY SERVICES
WASTEWATER
PARKS - RESERVES
Development contributions for reserves shall be the greater of (a) 7.5% of the value of the additional allotments created by a subdivision; and (b) the value equivalent of 20m2 of land for each additional household unit created by the development. (c) and be subject to the caps council has set on maximum allotment size and land valuation rate as described at section 7 of this policy.
Amended 2004-2014 Contribution per Unit of Demand or HUE

Excl GST Incl GST 2,366.92 2,662.79 WASTEWATER (CONTD) STORMWATER Albany - 2004 Awaruku - 2004 Birkdale - Beach Haven - 2004 Devonport East - 2004 East Coast Bays - 2004 Greenhithe - 2004 Lake Pupuke - 2004 Long Bay - 2004 Lucas Creek - 2004 Okura - 2004 Paremoremo - 2004 Shoal Bay - 2004 Wairau - 2004 Albany Basin - 2004 Birkenhead- Beach Haven - 2004 Cuthill-Greenhithe - 2004 East Coast Bays - 2004 Glenfield - 2004 Northcote-Takapuna - 2004 Northern Albany - 2004 Okura - 2004 Takapuna-Devonport - 2004 01-Northcote - 2004 02-Seabreeze - 2004 03-Northboro - 2004 04-Barrys Point - 2004 05-Alma - 2004 06-Kahika - 2004 07-Kyle - 2004 08-Glenfield - 2004 09-Hillcrest - 2004 10-Browns Bay - 2004 11-Sidmouth - 2004 12-Rosedale - 2004 13-Wairau - 2004 14-Cuthill - 2004 15-Constellation - 2004 472.24 255.20 1,395.34 1,163.62 1,628.98 300.76 255.20 2,212.18 800.34 255.20 255.20 984.88 527.23 90.57 108.86 90.57 90.57 90.57 102.82 90.57 1,516.75 90.57 580.75 580.75 580.75 580.75 580.75 580.75 1,011.27 3,043.00 580.75 580.75 580.75 580.75 580.75 580.75 580.75 531.27 287.10 1,569.76 1,309.07 1,832.60 338.36 287.10 2,488.70 900.38 287.10 287.10 1,107.99 593.13 101.89 122.47 101.89 101.89 101.89 115.67 101.89 1,706.34 101.89 653.34 653.34 653.34 653.34 653.34 653.34 1,137.68 3,423.38 653.34 653.34 653.34 653.34 653.34 653.34 653.34 16-Long Bay - 2004 17-Okura - 2004 18-Albany Heights - 2004 19- Paremoremo - 2004 TRANSPORT Albany 1 - 2004 Albany 2 - 2004 Albany 3 - 2004 Albany 4 - 2004 Birkenhead-Northcote - 2004 Devonport - 2004 East Coast Bays - 2004 Glenfield - 2004 Long Bay - 2004 Takapuna - 2004 Albany - 2004 Birkenhead-Northcote - 2004 Devonport - 2004 East Coast Bays -2004 Glenfield - 2004 Takapuna - 2004 Albany - 2004 Birkenhead-Northcote - 2004 Devonport - 2004 East Coast Bays - 2004 Glenfield - 2004 Takapuna - 2004 3,418.28 4,313.09 1,542.06 2,077.00 1,769.97 1,018.26 1,018.26 1,018.26 1,018.26 1,199.29 4,764.25 1,018.26 1,806.08 1,663.00 1,805.00 1,694.00 1,680.00 1708.16 454.20 1,262.00 291.77 291.77 328.22 291.77 3,845.57 4,852.23 1,734.82 2,336.63 1,991.22 1,145.54 1,145.54 1,145.54 1,145.54 1,349.20 5,359.78 1,145.54 2,031.84 1,870.99 2,030.63 1,905.75 1,890.00 1,921.68 510.98 1,419.75 328.24 328.24 369.25 328.24 Excl GST Incl GST
WASTEWATER TREATMENT
Citywide - 2004
WATER SUPPLY
PARKS COMMUNITY
COMMUNITY SERVICES WASTEWATER
PARKS - RESERVES
Development contributions for reserves shall be the greater of (a) 7.5% of the value of the additional allotments created by a subdivision; and (b) the value equivalent of 20m2 of land for each additional household unit created by the development. (c) and be subject to the caps council has set on maximum allotment size and land valuation rate as described at section 7 of this policy.
Appendix B - Contribution Catchment Maps

Contribution Catchment Maps 1. 2. 3. 4. 5. Stormwater Water Supply Wastewater Transport Parks Community & Community Services
Appendix C - Occasions on which contributions may be required

There are a limited number of circumstances set out in the LGA 2002 where the council may have an opportunity to identify and assess demand created by a development project and thereafter require a development contribution. On the first such opportunity and at each and every subsequent opportunity, the development will be reviewed and additional development contributions shall be required if the HUEs assessed for the development exceed those previously paid for or arising as a result of historic or actual credits. The following table shows the consent opportunities that the council has available to it to make an assessment for the purposes of a development contribution. Where the word "maybe" is indicated in the table the applicant is requested to discuss the nature of the work they are making application for with the councils Development Contribution Assessment Team in order to enable council to better understand and assess the nature of the particular development and demand.
DC Qualifying Contribution Consent Type Code Description
DC Qualifying Contribution
LG LH LI LJ LK LL LM LN LP Resource Consent (Land) Use) LR
New Dwelling/Unit (3 or /Infringements) New Residential Units 2 or more Additional Dwelling Business: Alterations & Additions to building(s) (1 infringement) Variation of Existing Business (1-2 infringements) Business Activity (3 or > infringements) New Business(s) Earthworks or Retaining Wall Community (eg: Events, Schools, University) Reserves) Other Land Use Cancellation/Variation of conditions (notified) Cancellation/Variation of conditions (non-notified) Outline Plan - (School, Accessory Bldg) Outline Plan (1-2 new classes) Outline Plan New Subdivision Combo Consent SUB/LUC Right of Way Cancel/Vary Consent notice Removal of Limitations Other Subdivision Deposit Cancellation/Variation of Conditions (Notified) Cancellation/Variation of Conditions (Notified) Proposed Unit Plan Redevelopment Unit Plan Cross Lease Complete Stage Cross Lease Stage 1 Extension of Existing Use Rights (S10(2)
Yes Yes Yes Yes Maybe Yes Yes Maybe Yes
New business in Existing Bldg (1-2 infringements) Yes
Consent Type
Code
Description
Building Consent
BA BB BC BD BE BF BH BN BO BP BQ BR
Alterations and Additions - Residential New Dwelling Residential Units - More than 1 Commercial Alterations and Additions Commercial New Building Commercial Alterations and Additions Producer Statement Relocated Dwelling Internal Shop Fitout Change of Use Minor Unit or Granny Flat Amended Plans Project Information Memorandum Other Building Deposit Work Accessory Bldgs, Fences and Pool
Maybe Yes Yes Yes Yes Maybe Maybe Maybe Yes Maybe Yes Maybe Maybe Resource Consent
LT LV LW OB OC OD SA SC SE SI SJ SP SW SX UP
Yes Maybe Maybe Yes Yes Yes Yes Yes Maybe Maybe Maybe Yes Maybe Maybe Yes Yes Yes Yes Maybe
Resource Consent (Land Use)
LB
LC LD LE LF
Accessory Bldgs, Fences and Pools.3 Infringements Alterations & Additions to Dwelling (Controlled 102 Infringements) Alterations & Additions to Dwelling (3 or / Infringements) New dwelling/unit (Controlled, 1-2 Infringements)
Maybe Yes Maybe Yes Consent Type (Other)
UR X12 XS1 DA
The table below shows the Activities that will be assessed at an available opportunity: NOTES:
Service Connections Activity
Subdivision Consent
Land Use Consent
B
Buildingl Consent
1.
Wastewater Stormwater Water Supply Supply Vehicle Crossing
Parks Reserves Wastewater Treatment Wastewater Stormwater Water Supply Transport Parks Community Community Services
x x1 x1 x x2 x x3 x3
x x1 x1 x x2 x x3 x3
x x1 x1 x x2 x x3 x3 x x x x x
Development contributions will only be collected for wastewater and wastewater treatment on resource consents and/or building consents if the development is already connected to the wastewater system or is proposed to be connected as part of the development proposal. The full development contribution for water supply will only be collected on resource consents and/or building consents if the development is already connected to the water supply system or is proposed to be connected as part of the development proposal. Where the development is choosing not to connect but is sufficiently adjacent to the reticulation to receive fire-flow protection from the fire hydrants then a 50 per cent contribution shall be assessed and collected. Not assessed on non-residential developments.
2.
3.
Appendix D - Summary of Expenditure with Residual Capacity 2009-2024 Schedule

The following is a summary of the "net growth" component of growth capital works projects and selected past expenditure with residual growth capacity that has been included in the calculation of the development contributions.
2009-2024 Net Growth Projects (from Table 2b)
Activity W astewater Treatm ent Plant Storm water W ater Supply W astewater T ransport Parks - C om m unity C om m unity Services Parks - R eserves TO TAL
H istoric Expenditure
$000
2009/10 $000
2010/11 $000
2011/12 $000
2012/13 $000
2 0 1 3 /1 4 $000
2 0 1 4 /1 5 $000
2 0 1 5 /1 6 $000
2 0 1 6 /1 7 $000
2 0 1 7 /1 8 $000
S u b T o ta l $000
25,361 1,518 5,386 29,819 2,067 2,693 19,596

86,439
17,203 1,464 838 4,564 13,691 5,825 2,246 13,992

59,823
1,059 2,194 516 10,776 6,416 2,351 7,078

30,390
3,509 451 11,030 8,136 2,464 7,077

32,666
931 5,866 988 8,003 7,898 3,691 8,076

35,453
482 5 ,0 0 3 1 ,0 1 2 9 ,7 7 6 8 ,5 2 8 2 ,4 8 9 3 ,4 9 8 8 ,9 7 5
3 9 ,7 6 2
2 ,2 4 4 3 ,9 8 5 604 1 5 ,3 5 4 1 0 ,3 7 8 2 ,2 7 2 2 ,4 5 0 8 ,8 7 4
4 6 ,1 6 1
1 ,0 3 5 4 ,2 4 9 419 7 ,7 4 6 1 1 ,6 1 1 3 ,1 7 3 8 ,5 7 3
3 6 ,8 0 5
1 ,4 8 5 4 ,2 3 2 436 1 1 ,0 6 4 1 3 ,8 7 3 3 ,1 5 9 8 ,3 7 2
4 2 ,6 2 0
1 ,8 7 6 4 ,3 5 4 572 1 3 ,8 7 4 2 0 ,1 4 3 2 ,4 0 3 9 ,1 7 0
5 2 ,3 9 2
5 1 ,6 7 5 3 6 ,3 7 3 5 ,8 3 6 9 7 ,5 7 2 1 3 0 ,4 9 3 2 9 ,8 9 3 1 0 ,8 8 7 9 9 ,7 8 2
4 6 2 ,5 1 1
Activity W astewater Treatm ent Plant Storm water W ater Supply W astewater T ransport Parks - C om m unity C om m unity Services Parks - R eserves TO TAL
2018/19 $000
2019/20 $000
2020/21 $000
2021/22 $000
2022/23 $000
2023/24 $000
7,921 4,565 472 16,380 19,889 4,024 5,205 9,668

68,123
8,327 4,739 492 20,005 19,859 3,634 5,409 10,264

72,730
3,286 4,927 512 12,978 16,300 2,881 405 10,360

51,648
4,499 5,143 533 3,379 15,682 2,609 10,456

42,300
3,370 5,401 555 3,602 15,636 3,634 11,551

43,750
5,708 578 105 4,772 3,429 12,048

26,641
T otal $000 79,078 66,857 8,979 154,022 222,630 50,103 21,906 164,129 767,703
Pre 2009 Net Growth Historic (from Table 3)
Activity W astewater Treatment Plant Stormwater W ater Supply W astewater Transport Parks - Community Community Services Parks - Reserves TOTAL
1998/99 $000
1999/00 $000
2000/01 $000
2001/02 $000
2002/03 $000
2003/04 $000
2004/05 $000
2005/06 $000
2006/07 $000
2007/08 $000
2008/09 $000
Total $000
2,501 473 2,974
14,118 14 517 14,649
5,649 31 464 756 1,205

8,105
5,384 244 3,462 1,370 26,500

36,959
8,030 1,747 2,683 996 336 439

14,231
2,491 944 1,104 5,481 533 94 500

11,147
690 2,034 616 7,460 649 1,971 136 12,500

26,057
2,013 2,196 847 4,870 1,210 1,518 103

12,757
8,643 2,141 1,231 3,545 3,565 3,418 7,574

30,116
14,032 1,722 1,281 3,827 299 3,134 23,327

47,623
1,163 1,309 448 40 352 1,732 1,024

6,068
64,714 12,381 5,527 31,831 10,721 11,866 472 73,172

210,685
Appendix E - Summary of Significant Changes

The significant changes to the adopted 2009 Development Contributions Policy are:
Policy Change 2004 -14 to 2006 -16 Transition from 2004 DC Policy to 2006 DC Policy Additional Residential Land-Use types - Retirement Village Additional Non-Residential Land-Use types - Retail General, FMCG & Community Transport Efficiency Factor of non residential Reductions for Stormwater where outfall policy compliance (25%) or self serve (75%) Parks Reserves - Maximum Allotment Size 2000m2
Sectionstion s 1.3 5.4.1 5.4.3 6.3.7 6.6.4 7.3 7.4 7.7 9.2.4 Definitions
Policy Change 2006 - 16 to Amended 2009 - 24 Transition from 2006 DC Policy to 2009 DC Policy General wording section 1 Introduction altered to better reflect the wording of the LGA 2002 in relation to developments and demand Relationship with Revenue and Finance Policy to include s101(3) considerations for use of development contributions as a funding source. Include overview of relationship of Activities to community outcomes linkage to other sections of the City Plan Includes tables providing summary of costs of growth relevant to 2009 Development Contributions Policy Schedule of Charges and reference to same for amendments to 2004 and 2006 Development Contributions Policies Schedule of Charges Cost allocation methodology section now includes recognition that projects have multiple purposes; stresses allocation is based against levels of service; introduces updated methodology as "Outcome Impacts Methodology" and provides updated overview of process from project cost through cost allocation to funding model to produce a schedule of charges; provides definition of the key output categories of the cost allocation; introduces the filters used to focus the analysis leading to use of the standard methodology or the alternative transitional Benefit method (Sweeney) Expanded the description of the Funding model process that follows a cost allocation process with particular focus on "backcharge" calculation. Introduces a land use type related to minor units 40m2 or less in area to cater for the genuine granny flat situation. Section 6 combines prior policies assessment sections for residential and non residential into one section. Introduces a clause advising that in some cases to better understand the project to develop and demand that more information will be requested.
Sections 1.3 1 3.1
4.1.3 and Appendix F
Park Reserves - Maximum Land Valuation Rate $1500/m2 Esplanade Reserve Credits only if land acceptable as Park Reserve Exemption for Subdivision of Existing Cross-leases Gross Floor Area (GFA) Definition has exclusions added related to public space
4.3
4.4 5.4.1
6.1.3
Follows a stage by stage assessment process as being common to both residential and non-residential with relevant components being used to complete calculation of the sum to be charged. Removed section table used to calculate average non residential subdivision HUEs where GFA and ISA measures not known and replaced with charge of 1 HUE for a vacant lot subdivision. Added a section to better describe mixed use developments and assessment of Stormwater. Added special assessment threshold of 50% below standard HUE to cater for look at particularly low users. Added a section specifically addressing Unit titles and making the distinction between buildings existing prior to 2004 policy (and where the "project to build" intent for that building was not to unit title) as being exempt. Enhanced section related to Fee Simple subdivision around existing buildings to better reflect approach to unit title and relationship of demand. Added a section making clear that a change of use may also cause an assessment related to demand. Added Reductions for water where no connect but within range of fire protection from hydrant. Expanded section on Reductions Stormwater to clarify circumstances where development is in a situation that reduces demand on stormwater network. Timing of payment more transactional based and timed with collection of s224c certificate, building consent, service connection, land use consent where certain conditions prevail eg earthworks. Added statement to make clear that where a development contribution is not paid a s224c, code certificate of compliance or service connection will not be issued. Council may also seek to issue an abatement notice. Expanded section on exemptions to clarify situations where the reorganisation of a title does not create demand or require an assessment. Added clause stating s 8 LGA 2002 requirement that the Crown is exempt from payment of a development contribution.
6.1.5
Added clause that State Integrated schools be administered the same as the Crown following the councils decision on variation to 2006 - 16 City Plan consulted upon during Annual Plan 2008-2009. Added clause stating nothing precludes any organisation making a voluntary contribution. Inserted table of HUE growth by year.
10.3.3
6.3.7
10.3.4 13.2.1 13.5.1
6.3.8 6.3.9.4 6.3.10 Confirmed change in interest rate used in funding model for interest earned from 5% to 7.5% (budgeted average interest paid rate) on basis council is a net borrower. Appendix A includes an amendedSchedule of Charges for 2006 - 16 and 2004 - 14 and Schedule of Charges 2009 - 2024 Appendix C advises the list of consent types where council will seek to make an assessment of a development and its demand. Note in some cases council will require further information before it can finalise an assessment of demand. Appendix D provides the net cost of growth for each Table from section 4 by Activity as further information supporting LGA 2002 requirement. Appendix E is list of significant changes made to the policy. 6.6.3.1 6.6.4.1 and 6.6.4.2 8.1 and 8.2 8.2.4 and 8.2.5 9.25 10.3.2 Appendix F provides summary of statutory information relevant to Amended 2004 and amended 2006 Development Contribution Policies. Added definitions for specific words in policy: Bonus Provision; Project; Update definition of - Boarding house, Guest house, Impervious surface area , Retail FMCG
Appendix A Appendix C
Appendix D Appendix E Appendix F Definitions
6.4.6
Appendix F - Summary of Expenditure with Residual Capacity - 2004-14 Schedule of Charges and 2006-16 Schedule of Charges
The following tables (Table F1 and Table F2) summarises cost of growth information relevant to the amended 2006-16 and the 2004-14 Schedule of Development Contribution charges. Note that contributions shown in the tables below are collected over the life of the project which is generally longer than the period of a City Plan.
Activity Total Cost of Projects involving growth $000 Contributions $000 Other Funding $000 Rates $000
Wastewater Treatment Plant Stormwater Water Supply Wastewater
123,624 41,096 8,203 60,680 150,091 24,664 22,224 430,582
57,124 19,854 5,800 27,866 38,486 21,770 7,994 178,894 87,934 86,824 1,109
66,501 20,133 2,403 32,813 24,781 2,894 14,230 163,755
Transport
Parks - Community Community Services Parks - Reserves TOTAL
Table F1

Activity Total Cost of Projects involving growth $000 Contributions $000 Other Funding $000 Rates $000
Wastewater Treatment Plant Stormwater Water Supply Wastewater
162,128 62,427 19,297 97,511 324,930 30,151 13,554 709,997
70,777 27,238 8,937 35,460 112,980 24,297 4,762 284,451 155,991 155,377 614
91,351 34,575 10,360 62,050 56,572 5,854 8,793 269,555
Transport
Parks - Community Community Services Parks - Reserves TOTAL
Table F2
The following tables (Table F3 and Table F4) are a summary of the "Net Growth" components of growth capital works projects that have been included in the calcuiaton of developmetn contributions charges.
Summary of Net Growth Projects 1 July 2004-30 June 2014
Activity W astewater T reatm ent Plant Storm water W ater Supply W astewater Transport Parks - C om m unity Com m unity Services Parks - R eserves TO TAL
H istoric Expenditure
$000
2004/05 $000
2005/06 $000
2006/07 $000
2007/08 $000
2008/09 $000
2009/10 $000
2010/11 $000
2011/12 $000
2012/13 $000
2013/14 $000
T otal $000
343 2,040 3,669 3,420 9,473
1,018 1,764 348 3,875 9,183 2,226 527 18,942
1,733 3,683 333 1,697 4,610 2,136 2,098 16,289
2,617 2,489 200 499 2,922 1,698 94 10,519
3,392 2,710 274 1,321 4,136 2,426 14,258
10,747 2,359 472 2,628 2,297 2,116 1,160 21,778
12,210 1,322 3,070 2,628 1,331 2,204 1,160 23,923
4,840 929 353 1,712 3,086 3,101 1,907 15,929
3,000 479 244 3,515 1,975 2,706 747 12,665
362 244 2,843 1,975 2,189 301 7,914
2,350 100 244 1,862 1,048 969 6,572
42,249 18,237 5,779 26,250 35,983 21,770 7,994 158,262
Table F3
Summary of Net Growth Projects 1 July 2006-30 June 2016

Activity W astewater T reatm ent Plant Storm water W ater Supply W astewater Transport Parks - C om m unity Com m unity Services Parks - R eserves TO TAL H istoric Expenditure
$000 2006/07 $000 2007/08 $000 2008/09 $000 2009/10 $000 2010/11 $000 2011/12 $000 2012/13 $000 2013/14 $000 2014/15 $000 2015/16 $000 T otal $000
2,986 2,332 85 2,499 22,140 265

30,307
5,725 1,210 847 2,336 7,648 2,675 1,313 21,753
14,775 1,618 878 6,129 11,766 2,936 645 38,747
23,197 2,460 650 2,126 8,629 2,808 39,871
10,175 3,402 742 3,087 9,364 3,116 29,885
3,074 768 975 10,844 1,921 847 18,429
2,757 807 2,608 7,618 2,210 864 16,865
1,654 882 3,922 7,468 2,621 355 16,903
1,340 913 3,003 11,592 591 17,439
1,337 945 1,636 6,338 344 10,601
1,384 978 133 6,807 565 9,867
56,858 22,570 8,495 28,453 110,214 19,787 4,289 250,666
Table F4
In addition to the Cost of Future Growth, development contributions are also required for selected capital expenditure projects already incurred in anticipation of development and infrastructure demands. A summary of the "net growth" components is shown at Table F5 and Table F6 below. Section 199(2) of the LGA 2002 specifically provides for development contributions being used to pay for capital expenditure already incurred by a territorial authority in anticipation of development.
Summary of Pre-1 July 2004 net growth historic projects

A c tiv ity W a s te w a te r T re a tm e n t P la n t S to rm w a te r W a te r S u p p ly W a s te w a te r T ra n s p o rt P a rk s - C o m m u n ity C o m m u n ity S e rv ic e s P a rk s - R e s e rv e s TO TAL
1 9 9 8 /9 9 $000 1 9 9 9 /0 0 $000 2 0 0 0 /0 1 $000 2 0 0 1 /0 2 $000 2 0 0 2 /0 3 $000 2 0 0 3 /0 4 $000 T o ta l $000
504
9 ,1 9 6 1 ,4 8 9 748 405 3 5 ,0 9 9
3 6 ,2 5 3
503 503
585 585
443 584 1 ,2 0 5
2 ,7 3 6
14 425 439
1 1 ,5 6 3
5 ,1 7 4 128 21 411 500

6 ,2 3 5
1 4 ,8 7 4 1 ,6 1 7 21 1 ,6 1 7 2 ,5 0 3 3 7 ,2 4 3
5 7 ,8 7 5
Table F5
Summary of Pre-1 July 2006 net growth historic projects

Activity W astew ater T reatm ent P lant S torm w ater W ater S upply W astew ater T ransport P arks - C om m unity C om m unity S ervices P arks - R eserves TO TAL
1998/99 $000 1999/00 $000 2000/01 $000 2001/02 $000 2002/03 $000 2003/04 $000 2004/05 $000 2005/06 $000 T o tal $000
504
9,074 1,103 1,009 535 798 507 336 439

12,257
453
518
446 592
4,341 1,085 103 2,468 152
1,461 1,568 9 1,382 137 4,557
1,020 339 718 3,127 5,204
453
518
1,205
2,747
35,099
36,644
500
8,649
13,919 4,669 442 7,007 2,766 4,509 473 37,243

71,029
Table F6
Further information relating to past projects with residual capacity is available in the Development Contributions Information Set. The household unit equivalents (citywide) relevant to the amended 2004-14 and the amended 2006/16 Development Contributions are shown at Tables F7 and F8 respectively.
2004 - 14 Household Unit Equivalents (Cityw ide) Financial Year End June Activity Parks Com m unity Com m unity Facility Storm w ater Transport Wastew ater Water Supply Wastew ater Treatm ent 70,009 70,009 88,927 125,991 85,143 84,554 85,143 71,175 71,175 90,627 128,587 86,736 86,194 86,736 72,340 72,340 92,327 131,182 88,329 87,847 88,329 73,541 73,541 93,836 133,113 89,777 89,355 89,777 74,741 74,741 95,345 135,044 91,225 90,863 91,225 75,942 75,942 96,855 136,976 92,672 92,371 92,672 77,143 77,143 98,364 138,907 94,120 93,879 94,120 78,343 78,343 99,874 140,838 95,568 95,387 95,568 79,597 79,597 101,331 143,399 96,984 96,864 96,984 80,850 80,850 102,788 145,960 98,401 98,340 98,401 82,104 82,104 104,245 148,521 99,817 99,817 99,817 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Table F7
2006 - 16 Household Unit Equivalents (Cityw ide) Financial Year End June Activity Parks Com m unity Com m unity Facility Storm w ater Transport Wastew ater Water Supply Wastew ater Treatm ent 76,359 76,359 96,347 135,201 92,349 92,349 92,349 77,647 77,647 97,943 137,220 93,883 93,883 93,883 78,935 78,935 99,540 139,238 95,418 95,418 95,418 80,223 80,223 101,136 141,256 96,953 96,953 96,953 81,510 81,510 102,733 143,275 98,488 98,488 98,488 82,798 82,798 104,329 145,293 100,022 100,022 100,022 83,976 83,976 105,712 147,782 101,364 101,364 101,364 85,155 85,155 107,095 150,271 102,706 102,706 102,706 86,333 86,333 108,478 152,760 104,049 104,049 104,049 87,511 87,511 109,862 155,248 105,391 105,391 105,391 88,690 88,690 111,245 157,737 106,733 106,733 106,733 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Table F8
Definitions
Accessory Building Means a building the use of which is incidental to that of any other building or activity on the site and includes garages, carports, workshops and garden sheds. For the purposes of development contributions, accessory buildings will not be assessed for development contributions if they are utilised as an accessory building and associated with a residential unit. If at any time an accessory building is converted into a residential, retail, industrial or commercial land use type they will be assessed for development contributions. Activity Means a good or service provided by the council (as defined by section 5 of the LGA 2002) and the headings under which development contributions are collected. The assets for each Activity will generally be in accordance with the appropriate asset management parts. For this policy, the Activities are: Allotment Means:
Parks-reserves Transport Water supply Wastewater Wastewater treatment Stormwater Parks-community Community services
any parcel of land not subject to the Land Transfer Act 1952 (as defined in s218 of the Resource Management Act 1991).
Alternative Servicing Systems Means a system for the disposal of stormwater and sewage or for the supply of water which is not dependent on the reticulation systems provided by the council or any network utility operator. Apartment Building Means a single building comprising two or more residential units. for the purposes of development contributions, apartment buildings will be assessed as a residential land use type. Boarding House Means a residential building in which board or lodging is provided or intended to be provided for reward or payment for three or more boarders or lodgers (other than members of the family of the occupier or person in charge or control of the building) but does not include a licensed hotel or building forming part of a motor camp or hostel. For the purposes of development contributions, boarding houses will be assessed under the special assessment category. Bonus Provision Means additional height and floor area ratio bonuses are available in return for compliance with amenity requirements. To achieve bonuses a development must meet the requirements where applicable set out in the District Plan.
any parcel of land under the Land Transfer Act 1952 that is a continuous area and whose boundaries are shown separately on a survey plan, whether or not: (i) the subdivision shown on the survey plan has been allowed, or subdivision approval has been granted, under another Act; or (ii) a subdivision consent for the subdivision shown on the survey plan has been granted under the Resource Management Act 1991; or any parcel of land or building or part of a building that is shown or identified separately; (i) on a survey plan; or (ii) on a licence within the meaning of Part 7A of the Land Transfer Act 1952; or
Breeding and Boarding Establishment for Animals Means the breeding, caring for or boarding of more than two animals which do not normally reside on the site and includes all catteries. For the purposes of development contributions, breeding and boarding establishment for animals will be assessed as a commercial land use type. Building Means any structure, whether temporary or permanent, movable or immovable and includes a desk, terrace or steps greater than 0.5 metres in height and any swimming pool, but excludes any fence, boundary wall or combination thereof less than 2.0 metres
any unit on a unit plan; or
in height above natural ground level and any retaining wall less than 1.5 metres in height above natural ground level, except as provided elsewhere in this plan for the foreshore yard. For the purposes of development contributions the land use type used to assess development contributions will be dependant on whether the building is residential, commercial, industrial, retail general, retail FMCG of falls within the special assessment category. Camping Ground Means any area of land used or designed or intended to be used, for rent, hire, donation, or otherwise for reward, for the purposes of placing or erecting on the land temporary living-places for occupation by two or more families or parties (whether consisting of one or more persons) living independently of each other, whether or not such families or parties enjoy the use in common of entrances, water supplies, cookhouses, sanitary fixtures, or other premises and equipment. For the purposes of development contributions, camping grounds will be assessed as a commercial land use type. Childcare Centre Means any premises where children principally of pre-school age who do not normally reside on the site are cared for or educated and includes a crche, Kohanga Reo, day care centre and play centre. Care may also be provided for older children before and after school hours. For the purposes of development contributions, childcare centres will be assessed under the special assessment category. Church Means any premises used primarily for spiritual activities, meditation, public or private worship, religious ceremonies, religious instruction, church meetings and functions and includes a church hall and associated facilities and a churchyard. For the purposes of development contributions, a church will be assessed as a community land use type. Commercial Means any activity involving commercial transactions or providing commercial or administrative services and includes non-school activities, offices and banks; but excludes premises or activities involving industrial manufacture or production and retail trade.
For the purposes of development contributions any consents deemed to be a commercial land use type will be assessed for development contributions. Community Services Means
the provision of library services at locations, seven days a week, supplemented by a mobile library five days a week; leisure services including swimming pools, fitness centres, leisure centres and other leisure activities; the provision of facilities for community groups including community halls and centres, community houses, arts and performing arts centres; accommodation for community groups and major facilities such as the North Harbour Stadium, North Shore Events Centre and Bruce Mason Centre.
Community Use, Community Building or Community Facility Means any building where people congregate on an organised basis or for community activities such as recreation, worship or culture, and includes marae but does not include schools, premises having an off-licence or on-licence, or community welfare centres, child care centres, hospitals, rest homes, retirement villages or any premises where a fee may be charged or an exchange of money may occur. For the purposes of development contributions, community buildings or community facilities will be assessed as a community land use type. Please note that where the words "community facilities" is used in a sense reflecting the meaning of those words as described in the Local Government Act 2002 then this will be stated in this document as "community facilities" as defined in s197 of the LGA 2002. Community House Means premises which are set aside for the use of the local community only, for social, cultural, recreational, welfare and religious activities. For the purposes of development contributions a community house will be assessed as a community land use type.
Community Welfare Centre Means any centre providing information, counselling, advice and material welfare of a personal nature and which is staffed by volunteers or professionally qualified workers. For the purposes of development contributions, community welfare centres will be assessed as a commercial land use type. Dairy Means a retail premises not exceeding 100m2 gross floor area in a residential zone or urban expansion zone, which derives a substantial part of its trade from the retail sale of milk, bread, non-alcoholic beverages and other day-to-day household requirements, excluding takeaway food bars. For the purposes of development contributions, a dairy will be assessed as a retail FMCG land use type. Development As defined by section 197 of the LGA 2002: a) any subdivision or other development that generates a demand for reserves, network infrastructure, or community infrastructure; but b) does not include the pipes or lines of a network utility operator For the purposes of development contributions the land use type used to assess development contributions will be dependant on whether the development is residential, non-residential (commercial, industrial, retail general, retail FMCG) or falls within the special assessment category. Disabled Persons Housing Means residential units designed specifically to meet the needs of people with disabilities. For the purposes of development contributions, disabled persons housing will be assessed as a residential land use type. Exhibition Centre Means any building or land used for display of art, craft, products or equipment which are held on a temporary basis and for which an entry fee may be charged.
For the purposes of development contributions, exhibition centres will be assessed as a commercial land use type. Floor Area Ratio (FAR) Means gross floor area divided by net site area. For FAR calculations GFA excludes offstreet car parking and parking access, lift plant rooms, water towers. Garage Means a building or part of a building used for the housing of motor vehicles which is incidental to the use of any residential unit, and includes any carport. For the purposes of development contributions, garages will not be assessed for development contributions if they are utilised as a garage. If at any time a garage is converted into a residential, retail, industrial or commercial land use type they will be assessed for development contributions. Garden Centre Means any land or building used for the sale of plants and merchandise for domestic gardening and includes, but only in conjunction with a garden centre, the propagation, display or storage of plants. For the purposes of development contributions, garden centres will be assessed as special assessment. Glasshouse Means any building used principally for the purpose of growing plants (including fungi) and includes a greenhouse, shade house, tunnel house and plastic house. For the purpose of development contributions, glasshouses will be assessed for development contributions if they are being utilized as a retail or commerical land use type. Granny Flat Means a type of minor residential unit provided within the rooms of an existing house and which is to be used by an elderly or dependant relative being cared for as part of an extended family. For the purposes of development contributions, granny flats will be assessed as a residential land use type.
Gross Floor Area (GFA) For the purposes of development contributions, gross floor area means the sum of the area of all floors of all buildings on any site measured from the exterior faces of the exterior walls, or from the centre lines of walls separating two abutting buildings but excluding: a) b) c) d) e) f) g) carparking loading docks vehicle access and manoeuvring areas/ramps plant and equipment enclosures on the roof service station canopies pedestrian circulation space in an enclosed retail shopping centre any foyer/lobby or a primary means of access to an enclosed retail shopping centre, which is accessed directly from a public place
e) f)
Does not exceed the prescribed noise levels for the appropriate zone But excludes any activity involving any panel beating, spray painting, motor vehicle repairs, fibre glassing, sheet metal work, wrecking of motor vehicles, bottle or scrap metal storage, rubbish collection service (except that empty clean drums may be stored in a suitable screened area), servicing of internal combustion engines, wrought iron work or manufacture, motor body building, fish processing, massage parlours, breeding or boarding of dogs or cats or any process which involves regular use of power tools, hammering or welding; providing that the owner or occupier of a residential unit is not prevented by this provision from carrying out normal maintenance and repair of domestic equipment (including motor vehicles) which is owned and used by the aforesaid owner and occupier.
For the purposes of development contributions, home occupation is currently assessed for development contributions as part of assessment of the residential land use type but may include the garage where used as part of the home occupation. Horticulture Means the commercial growing of vegetables, fruit, berries, nuts, vines and flowers, and includes plants in nurseries, market gardening and orchards. For the purposes of development contributions, horticulture will be assessed as a special assessment. Hospital Means any hospital or other institution for the reception and treatment of persons requiring medical assistance or suffering from any disease; or any maternity establishment; or any convalescent facility, and includes all hospital clinics, dispensaries, out-patient departments, operations and maintenance support services (such as laundries, kitchens, cafeterias, refreshment facilities, generators, substation, storage facilities, workshops), hospital administration offices, ancillary retail facilities and undertakings maintained in connection with, or incidental to, the hospital activity, and includes a hospice. For the purposes of development contributions, hospitals will be assessed as a special assessment. Housing for the Elderly and Disabled Means residential units designed specifically to meet the needs of elderly or people with disabilities, and which are occupied by elderly or persons with disabilities and their spouses. For the purposes of development contributions, housing for the elderly and disabled will be assessed as a residential land use type.
Guesthouse Means a residential unit, the owners or occupiers of which offer accommodation for three or more guests at a daily tariff within the residential unit, but excludes licensed premises. For the purposes of development contributions, guesthouses will be assessed as a special assessment unless they are self-contained units in which case they will be assessed as a residential land use type. Health Care Centre Means any land or building used by one or more persons directly engaged in medical or paramedical services and includes industrial health clinics but excludes medical insurance brokers and medical testing laboratories. For the purposes of development contributions, health care centres will be assessed as a commercial land use type. Home Occupation Means any occupation, business, trade, craft or profession which is carried out in association with a residential unit, and: a) b) c) d) Is incidental to the residential activity Is engaged in by at least one person who resides in the residential unit Which does not produce any air emissions or vibration Does not utilise equipment that creates electrical interference with any type of receiver
Household Unit Means a building or part of a building intended to be used as an independent residence or a self contained unit that includes a kitchen and bathroom facilities of any nature, including houses, flats, townhouses, apartments, minor residential units and studios. A unit of demand representing one average dwelling. For the purposes of development contributions, household units will be assessed as a residential land use type. Industrial Means: a) any premises used for any industrial or trade purposes; or b) any premises used for the storage, transfer, treatment, or disposal of waste materials or for other waste-management purposes, or used for composting organic materials: or c) any other premises from which containment is discharged in connection with any other industrial or trade process. d) any activity where people use materials and physcial effort to:
Extract or convert natural resources Produce goods or energy from natural or converted resources Repair goods Store goods (ensuing from an industrial process)
For the purposes of development contributions, local shops will be assessed as either retail general land use type or retail FMCG land use type depending on the nature of the local shop. Market Value For the purposes of development contributions, market value is defined as the estimated amount for which a property should exchange on the date of valuation between a willing buyer and a willing seller in an arms length transaction after proper marketing wherein the parties had each acted knowledgably, prudently and without compulsion. All valuations for the purposes of development contributions shall include those considerations relating to the basis of land valuation outlined in section 7 of the development contributions policy. Minor Residential Unit Means a residential unit of not more than 60m2 on any site, usually in addition to another larger residential unit on the same site provided that the minor residential unit shall not be disposed of independently or otherwise be given separate title from its associated larger residential unit. Minor residential unit also includes minor residential units of 40m2 or less categorised in this policy. For the purposes of development contributions, minor residential units will be assessed as a residential land use type. Non-Residential Development Means any development that is not for residential purposes.
For the purposes of development contributions any consents deemed to be an industrial land use type will be assessed for development contributions. Impervious Surface Area (ISA)
Office For the purpose of development contribution Impervious Surface Area (ISA) means the area of any site which is not capable of absorbing water and includes any area which:
Falls within the definition of coverage within the councils District Plan Is covered by decks Is occupied by swimming pools Is used for parking, manoeuvring or loading of motor vehicles Is paved with a continuous surface with a run-off coefficient of greater than 0.45.
Means a professional, commercial or administrative office, and includes non-school activities, offices, banks, typing, photocoping, draughting and similar services. For the purposes of development contributions, an office will be assessed as a commercial land use type. Parks-Community Means amenities or facilities on Parks-Reserves land including facilities such as playground, pedestrian and non pedestrian facilities, carparking and public conveniences.
Local Shop Means an activity occupying or comprising less than 300m2 of gross floor area, in a residential zone, which falls within the following classification of the Australian and New Zealand Standard Industrial Classification 1993, and which is not licensed or required to be licensed in terms of the Sale of Liquor Act 1989:
Parks-Reserves Means the park, beach and civic and commercial area assets and the development of new open spaces and outdoor sporting facilities for use by local clubs, groups and individuals. Pedestrian Circulation Space For the purposes of development contributions means: Applies to a covered public area which: a) b) contains a minimum horizontal measurement of 5m has a minimum vertical dimension of 2.5m between the finished ceiling and the floor of the pedestrian area, and which is unobstructed and clear of buildings, retail kiosks and retail display cases
Project Means a development or a series of developments which are linked in some way to bring about a set result. Residential Care Centre Means any building in which board, lodging, and live-in mental or physical health support is provided, including emergency housing, refuge centres and halfway houses, but excludes private or public hospitals. For the purpose of development contributions, residential care centres will be assessed as special assessments. Residential Development Means a development that creates one or more household units or residential allotments (including retirement village units and minor residential units 40m2 or less). For the avoidance of doubt any development, including commercial accommodation development and managed accommodation development, will be considered to be a residential development where it is residential in nature and where any of the following apply; it is likely to operate in such a way that the average stay exceeds 60 days; or it includes a unit title or similar subdivision of one or more residential units. Residential Unit Means any self-contained residence of one or more persons as a single household which in each case contains one kitchen sink or dishwashing facility, and includes any dwelling house, flat, home unit or townhouse or papakaianga housing on ancestral land. For the purposes of development contributions, residential units will be assessed as a residential land use type. Rest Home Means a licensed premises used for residential accommodation and full time care of the elderly and infirm where meal and nursing/medical care is provided but does not include a hospital, a housing development for the elderly or disabled or a retirement village. For the purposes of development contributions, rest homes will be assessed as a special assessment.
Pedestrian circulation space includes: a) b) c) escalators, ramps and stairs within the pedestrian circulation space decorative features such as fountains and planting within the pedestrian circulation space stages or display area for free public entertainment associated with any retail centre
Pedestrian circulation space does not include: a) b) c) seating area for food courts/eating area any space leased for retail display or sales purposes any space for entertainment which is either leased or subject to a charge
Permeable Area For the purposes of development contributions, permeable area means any part of a site which is grassed or planted in trees or shrubs and is capable of absorbing water. It does not include any area which: a) b) c) d) e) Falls within the definition of building coverage Is covered by decks Is occupied by swimming pools Is used for parking, manoeuvring or loading of motor vehicles Is paved with a continuous surface
Retail - General For the purposes of development contributions, retail - general means land and/or buildings from which goods, merchandise, equipment or services are sold, exposed, displayed or offered for sale directly to consumers. Excludes supermarkets, grocery stores and dairies. Retail - FMCG For the purposes of development contributions, retail FMCG means land and/or buildings from which fast moving consumer goods are sold. Includes supermarkets, grocery stores and dairies which means a building mainly engaged in retailing groceries or non-specialised food lines whether or not the selling is organised on a self-service basis. This may include convenience store operation, grocery retailing or grocery supermarket operation. Retirement Village Means a retirement village that is registered in accordance with the provisions of the Retirement Village Act 2003 and for the purposes of development contributions includes any retirement village that will be registered under that Act. Retirement villages will be assessed as a residential - retirement village land use type. No additional contributions will be sought for common areas (for example: lobbies, foyers, stairwells, etc) or the following services which provide for the exclusive use of residents or staff: a) b) c) d) e) f) g) h) i) j) Gardening, repair, or maintenance services Nursing or medical services The provision of meals Shops and other services forthe provision of goods Laundry services (not being the provision of facilities for residents to carry out their own laundry Services (for example, hairdressing services) for the personal care of residents Transport services Services for recreation or entertainment Security services Other services for the care or benefit of residents
If any of these services were available to the general public and not exclusive to residents of a retirement village then development contributions shall be charged at the applicable non-residential rate. School Means any land and buildings used for the purposes of education, learning and training and includes kura kaupapa Maori (primary schools) and kura Maori (secondary schools). For the purposes of development contributions, schools will be assessed as a special assessment. Service Station Means any land or building used for the retail sale of motor vehicle fuels, including petrol, LPG, CNG and diesel and may also include any one or more of the following: a) The sale of kerosene, alcohol based fuels, lubricating oils, tyres, batteries, vehicle spare parts and other accessories normally associated with motor vehicles Mechanical repair and servicing of motor vehicles (including motorcycles, caravans, boat motors, trailers) and domestic gardening equipment Warrant of fitness testing The sale or hire of other merchanise or services where this is subordinate to, and part of the same business as, the main use of the site Carwash and lube facilities Water recycling and storage tanks and ancillary equipment
b) c) d) e) f)
For the purposes of development contributions, service stations will be assessed in a special assessment. Show Home Means any relocatable residential building used for the purpose of public display and promotion. For the purposes of development contributions, show homes will be assessed as a special assessment. Stormwater Means the system designed to control water flows to reduce flooding risks, improve public safety and ensure the use and disposal of stormwater in an environmentally acceptable way.
These facilities may also be used occasionally by guests, when accompanied by a resident, but may not be used by the general public or residents of other retirement villages.
Takeaway Food Bar Means a shop where food is prepared and offered for sale direct to the public for consumption off the site, but excludes a dairy. For the purposes of development contributions, takeaway food bars will be assessed as a retail general land use type. Terraced Housing Means a row of two or more residential units where each unit shares a vertical partywall with an adjacent unit. The party-wall may adjoin to a garage but should not adjoin to unenclosed areas such as a pergola or carport. For the purposes of development contributions, terraced housing will be assessed as a residential land use type. Transport Means roading and traffic, parking and commercial area cleaning. The council manages and maintains the local roading network including roads, footpaths, cycleways, street lighting, traffic signals and signage. It also provides and manages on-street and off-street parking facilities and polices their use and cleans streets and commercial areas. Travellers Accommodation Means any premises for transient accommodation, including hotels, motels, holiday flats and all rental accommodation, which is offered at a daily tariff, and includes associated uses accessory to the principal use such as recreational facilities, satellite dishes and restaurants, but excludes camping grounds. For the purposes of development contributions, travellers accommodation will be assessed as a special assessment. Veterinary Clinic Means any premises used by a veterinary surgeon, but does not include the boarding of animals. For the purposes of development contributions, veterinary clinics will be assessed as a commercial land use type.
Wastewater Means the system which carries liquid wastes from households, businesses and community facilities. Wastewater Treatment Means the treatment and disposal of effluent to minimise the risk to the environment and public health. Water Supply Means the supply of high quality drinking water and water to meet fire fighting performance standards.

North Shore LTP 2009to2024

Caricato da

Informazioni sul documento

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

North Shore LTP 2009to2024

Caricato da

Copyright:

Formati disponibili

CONTENTS - MODULE 1 - SUMMARY

What is in each module?

Changes Development contributions Victoria Wharf Community grants scheme

Parks maintenance budget

Rame Road ramp

Significant areas of expenditure

Projected debt City Plan 2009-2024 compared to City Plan 2006-2016

400 300 200 100 0

Environmental Management Community Services

Each dollar of rates in 2009/10 is spent on:

Each dollar of rates in 2009/10 is spent on:

Public transport, roads & footpaths

Other issues to be addressed

Key decision areas

Albany Community Board Area Library facility

The Northern Recreational Aquatic facility

Impact on average rate bill $12 $7 $37 $29 $37

Remove and rebuild

Note: All options would be debt funded except Option 3

3. Enterprise North Shore - Targeted Business Attraction Programme

Continue to fund the programme

Option No further investment Full investment In between option

Cost $0 $14.7m $0 - $14.2m

Rate impact 0% 0.15% 0% - 0.15%

2. Status Quo or no change to existing policy

3. No Development Contributions Policy

North Shore in the region

North Shore in the community

Building on our strengths

Cultural infrastructure Inclusiveness

Economic infrastructure Economic viability

Sustainable North Shore

Well-being and Strategic Goal

Cultural infrastructure A truly multi-cultural and involved community

Economic infrastructure An economically viable city

Environmental infrastructure An appropriate environmental footprint

The following organisations contributed to the State of the City report -

Nga Tangata O Te Raki Pae Whenua

Te Tiriti O Waitangi/Treaty of Waitangi

Water Supply, $178m Parks, $289m

Libraries, $75m Other, $82m

Total capital expenditure projected over 15 years, split by activity

Risks and assumptions

Property rates increases

How the proposed rates could affect you:

2009/10 Land Value

Water price change

Direct capital expenditure

222 200 168 67 70 75 79 169 168

176 37 147 120 42 39 48 134 55 55 157 160

100 138 50 116 139

162 105 81 86 102 106 108 118 134

222 27 200 168 25 27 169 24 168

Years projected debt Debt constraint

Council income and expenditure

500 $m 400 300 200 100 0 241

700 600 500 $m 426 40 39 55 448 41 40 55 482 43 41 65 543 44 43 77 570 46 45 74 599 48 45 73

312 32 29 65 186 267 14 28 28 197

Years Personnel costs Other expenses Depreciation Finance costs Total

10000 7,405 7,858 8,321

8000 $m 5,612 5,932 6,266 6,618

6000 4,306 4,422 4000

Years Current assets Non current assets Total

12000 10000 7,508 8,004