Issuu on Google+

GROUPS OF ACTIVITIES • Communications

COUNCIL ACTIVITIES

Arts and Heritage

196

This section outlines all of the Activities of the Council and includes information so that the community can see how we plan, manage, deliver and fund Council activities. This section has been divided into three ‘Groups of Activities’ which are:

CBD and Neighbourhood Centre Revitalisation

203

Economic Development

209

Environmental Policy

217

Environmental Planning

225

Building Services

232

Environmental Compliance

240

Animal Services

248

Civil Defence and Emergency Management

253

Customer Service Centre

259

Each activity, including each support service, has a robust Activity Plan that outlines where the activity is going in the future and how Council plans to manage this. In undertaking activity planning, four key principles are applied across the board: environmental sustainability, cultural sensitivity, cost effectiveness and social responsibility.

City Development

263

Continuous Improvement

• Delivery • Support • Democracy and Civic

DELIVERY This Group of Activities includes all Council activities that predominantly have an ‘on the ground’ service delivery function. The community can generally see and experience these activities. These include: Roading

90

DEMOCRACY AND CIVIC

Airport

104

Indoor Space and Active Living

110

Open Space

119

Community Property Services

132

Aquatics

141

Wastewater

145

SUPPORT SERVICES

Water Supply

155

Stormwater

164

Solid Waste

174

This Group of Activities includes support services that predominantly assist with the management of the ‘Delivery’ activities and general operations of the Council. The community rarely see these services.

Libraries

182

Support Services

Venues and Events

187

This is made up of the following services:

Baypark

192

• Business Information

This Group of Activities includes the Democracy and Civic Activity that has both a delivery and support function in the areas of Council’s democratic processes and requirements and the support of Council’s elected members. Democracy and Civic Services

269

• Finance, Legal and Risk Management • Human Resources • Property Management • Strategic Planning and Relationships

ACTIVITY PLANNING

To ensure that Council continuously reviews and improves its operations across the organisation and for the city, there is a requirement within the management of each Activity to review service delivery methods, undertake cost reviews and continuously seek efficiencies. For information on how best to read the Groups of Activities section please refer to ‘Guide to the Plan’ (Section 4)

275

• Business Solutions

89


ROADING WHY WE DO IT

STRATEGIC DIRECTION

• Regional Land Transport Strategy 2011 - 2041

To make Tauranga easy and safe to move around by providing an integrated, sustainable and efficient transport network.

Strategic direction for this Activity is primarily provided from the following:

• BoPRC Public Transport Plan 2012 • SmartGrowth 2007

City Vision

WHAT WE DO The Roading activity is about people and goods moving safely and efficiently around the transport network. The activity incorporates the entire roading corridor, including roads, footpaths, cycle facilities, parking, landscaping, lighting and traffic signals. The Roading activity is split into five distinct areas:

• Smart Economy 2004

• Sport and Active Living Strategy 2005 Easy and Safe to Move Around

• Network Management • Asset Management • Project Development and Implementation A key goal for the Roading activity is to change travel behaviour from a predominantly private car focus to sustainable modes such as buses, cycling and walking. This will be achieved by providing appropriate infrastructure supported by communication and education programmes. The Bay of Plenty Regional Council (BoPRC) manages the operation of the public transport service in Tauranga. Tauranga City Council is responsible for infrastructure such as bus stops, signs, lay-bys and shelters.

• Urban Design Strategy 2005 • Vegetation Strategy 2006 • Wairoa River Valley Strategy 2005

Built to Fit our Hills, Harbour and Coast

• Reserve Management Plans • Greerton Neighbourhood Plan 2006

• Sustainable Transport • Transportation Planning

• BoP Regional Walking and Cycling Strategy 2009

• Roading Asset Management Plan

Vibrant, Healthy & Diverse Communities

The following pages outline how this activity contributes to delivering the City Vision, Council Outcomes and Strategies and Plans.

Strong Sustainable Economy

FUTURE FOCUS

Living Well, Wasting Less

Council Outcomes This activity contibutes to all of the Council Outcomes.

We and our key partners are focused on delivering an integrated strategic transport network. The SmartGrowth 50-year plan provides for continued population growth and transport needs in the wider western Bay. Our key partners include Western Bay of Plenty District Council (WBoPDC), BoPRC, and the New Zealand Transport Agency (NZTA). With our partners we focus on integrated planning between land use and transport and the collaborative approach towards the development of strategic projects and funding plans.

Key Strategies and Plans • Tauranga Transport Strategy 2012-2042 (2012) • City Centre Strategy 2007 • Open Space Strategy 2006

90

Tauranga City Council Draft Ten Year Plan 2012-2022

Relevant Legislation and Strategies Roading activities are directed by the following: • Land Transport Management Act 2003 and all amendments. The purpose of the Land Transport


ROADING Management Act 2003 and its amendment in 2008 is to contribute to an effective, efficient and safe land transport system to support New Zealand’s economic, social, cultural and environmental wellbeing. A new streamlined funding decision-making process has reduced the number of criteria from ten to three, being effectiveness, efficiency and safety • Government Policy Statement on Transport 2012-2022 • Regional Land Transport Strategy 2011-2041 (RLTS) • SmartGrowth objectives

for maintenance, 53% for individual projects and the upgrade of local roads, and 54.5% for community activities, which include such areas as Travel Safe initiatives, cycle education and road safety promotions. The balance is funded by rates and where appropriate from development contributions • N ew subdivision developments are funded by developers but the assets created are vested in Council when completed. This increases the size of the asset Council is required to maintain.

development of a city-wide network of paths and on-road and off-road cycle lanes. These are being developed and implemented in partnership with the Open Space and Stormwater activities where routes go through reserves • Through the Travel Safe Programme, various schools are participating in School Travel Plans, under which are Kids on Feet, Kids Can Ride, and Feet First. Strong community and parent support is being shown, with approximately 3,000 pupils currently involved.

• Tauranga Transport Strategy 2012-2042

CURRENT DELIVERY

Public Transport

• Tauranga City Centre Strategy

• The Integrated Transport Strategy (ITS) was updated in 2012 to take account of changes since 2006. The new Tauranga Transport Strategy 2012-2042 is aligned with national and regional strategies and policies and reflects the wishes of Tauranga citizens as expressed in Tauranga Tomorrow. It forms the basis for the integrated delivery of projects and operations in the Ten Year Plan.

• T auranga has seen significant public transport patronage growth in the last ten years and now has a viable bus network with around 1.5 million trips per year

• R egional and National Land Transport Plans (RLTP and NLTP) • P rocurement Strategy for Tauranga City Council’s Roading Activity Area. Parking Enforcement • Parking enforcement is delivered on a rostered beat system which identifies high demand areas and focuses on appropriate parking turnover in these parts of the city • S taff are responsible for maintaining clear unobstructed traffic flow, free from hazards. Bus priority or ‘special’ vehicle lanes require monitoring and enforcement • Parking staff encourage the safe operation of vehicles within the city by enforcing vehicle registration and certification regulations • P arking staff provide a valuable ambassadorial role on behalf of the city. Funding • Tauranga receives 43% financial assistance from NZTA

Parking Enforcement • Demand for parking controls fluctuate around the city. Patrol areas, beats and rosters are continuously reviewed to meet those demands. Sustainable Transport • Transport is a vital component of how the Tauranga community accesses education, employment, health and other destinations such as shops and services. Without ongoing investment in alternative modes, Tauranga’s road network will see increased congestion. Walking and Cycling • Walking and cycling implementation plans show the

• M aintaining and growing patronage in the current financial climate is the next challenge and forms the basis for the shared approach being taken by Council and BoPRC who manage the services • U nderstanding the role of public transport in an integrated transport sense requires ongoing discussions about the availability and price of parking. Transportation Planning • U nderstanding the impacts of land use on the transport network and identifying where future congestion may occur is a central element of SmartGrowth • L ong-term planning of the transport network takes place in association with our key partners utilising the Tauranga Transport Model, which simulates present and future land use and transport network needs. Network Management • T auranga City Council has 525 km of local roads to manage. Streetlight maintenance and traffic signals

91


ROADING located on state highways are managed under a delegation from NZTA. This allows Council to coordinate these activities on the whole road network • T hirty-three traffic signals are centrally controlled and key intersections monitored with CCTV cameras • T raffic calming, School Safety Zone and crash remedial initiatives are implemented as part of an annual Minor Improvements Programme • D evelopment applications with traffic and parking implications are considered in terms of the Resource Management Act, City Plan and sound traffic engineering and urban design principles. During the construction phase Traffic Management Plans are controlled • S pecial events and peak seasonal traffic are assessed to achieve acceptable safety and traffic flow outcomes e.g. a one-way system on The Strand for certain events and road closures at the Mount for New Year festivities • S afety awareness campaigns and education programmes are maintained via a Road Safety Committee which is operated jointly with WBoPDC, but with Tauranga City Council being the lead agency for programme delivery • C rash statistics are monitored to identify problem areas and traffic and parking data is collected and processed to assist with the identification of solutions, policy and planning matters • C apacity and safety improvements are identified, planned and implemented as part of the continual optimisation of the transport network.

streetlights, 15 bridges, 525 km of roads, 707 km of footpaths, 33 sets of traffic lights, 12,500 stormwater sumps, 112.6 ha of mown grass, 125 bus shelters and 160 Pay & Display machines • T he assets are managed in accordance with Asset Management Plans which set priorities and maintenance levels of service • A Pavement Management System is utilised to assist with the identification of the most appropriate maintenance strategies for pavements. Council’s policy that pavement surfaces will be renewed on a ‘like for like’ basis has been reviewed and changed so that the level of service for the provision of reseals is no longer ‘like for like’ on local roads; chip seal will be provided on local roads apart from those areas where for engineering reasons asphalted concrete (‘hot mix’) is the better option.

ADDITIONAL DELIVERY IN THE NEXT THREE YEARS • T auranga Eastern Link and improvements to local roads to support the investment by NZTA. For example, Tara Road upgrading, Sandhurst Drive/ Mangatawa interchange, Girven Road/Maunganui Road intersection, Girven Road Form and Function Study, Domain Road widening • R eview of city-wide parking management to provide best outcomes for the community.

ADDITIONAL DELIVERY IN YEARS FOUR TO TEN • No significant differences to the above.

Asset Management • The assets controlled and maintained are 12,158

92

Tauranga City Council Draft Ten Year Plan 2012-2022


ROADING SIGNIFICANT NEGATIVE EFFECTS Wellbeing Significant negative effects or risks

S*

Failing to achieve a significant shift from the present single occupancy travel behaviour pattern will result in the increase in congestion on key corridors resulting in additional CO2 omissions, delays, fossil fuel consumption and have a negative influence on economic development.

C*

Funding shortfalls for road maintenance such as reseals and rehabilitations could lead to the premature deterioration of very costly assets which will result in poor and unsafe roads that will require a significant investment to restore the level of service. Construction of roads can have a significant negative effect on the environment and community, such as congestion and delays, air pollution, safety and stormwater issues and disturbance of cultural sites during earthworks.

EC*

EN*

How Council will mitigate the effect or risk

Council with NZTA and BoPRC are pro-actively developing and implementing strategies and plans to support a shift to more sustainable transport modes.

Pavement Management Systems are implemented and maintained to forecast the pavement reseal and rehabilitation needs of the roading network for future years based on tested and accepted scientific practices. This allows Council to budget according to these future identified needs.

Council addresses this by putting in place strong contractual and resource consent conditions to ensure that effects are kept to a minimum.

* S = Social, C = Cultural, EC = Economic, EN = Environmental

93


ROADING STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION) ROADING Total Operating Revenue Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/ (Surplus) to Fund Total Rates required (excluding other fund sources) Capital Expenditure

2011/12 Budget ($000’s) 10,846 14,292 8,459 9,047 (1,942) 29,856 19,010 15,292

2012/13 Forecast ($000’s) 10,521 14,552 8,480 9,525 (2,129) 30,428 19,907 16,720

2013/14 Forecast ($000’s) 10,911 15,000 9,122 10,379 (2,196) 32,305 21,394 17,939

2014/15 Forecast ($000’s) 11,384 15,525 10,008 11,271 (2,262) 34,542 23,158 19,361

2015/16 Forecast ($000’s) 11,782 16,112 11,398 12,686 (2,334) 37,862 26,080 21,757

2016/17 Forecast ($000’s) 12,273 16,687 12,377 14,006 (2,410) 40,660 28,387 23,376

2017/18 Forecast ($000’s) 12,702 17,162 13,081 15,147 (2,478) 42,912 30,210 24,911

2018/19 Forecast ($000’s) 13,189 17,763 14,041 16,234 (2,549) 45,489 32,300 26,364

2019/20 Forecast ($000’s) 13,723 18,399 15,653 17,462 (2,630) 48,884 35,161 28,194

2020/21 Forecast ($000’s) 14,774 19,349 17,112 18,975 (2,718) 52,718 37,944 30,253

2021/22 Forecast ($000’s) 15,390 20,105 18,211 20,516 (2,808) 56,024 40,634 32,327

18,903

19,574

22,883

39,105

25,838

26,335

25,960

41,235

48,889

36,291

49,950

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION) OPERATIONAL Operating Revenue User Fees and Charges Subsidies and Grants Other Revenue Total Operating Revenue Operating Expenditure Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/(Surplus) to Fund FUNDING Rates (Increase)/Decrease in Cash Reserves Reserve Funding Other Funding Loan Funding Total Funding CAPITAL Capital Expenditure FUNDING Renewal Funding Loan Funding Reserve Funding Development Impact Fees Infill Fees Vested Assets Other Revenue Funding Subsidies and Grants TOTAL FUNDING

94

Tauranga City Council Draft Ten Year Plan 2012-2022

6,594 4,079 173 10,846

6,616 3,781 124 10,521

6,661 3,795 123 10,579

6,723 3,866 123 10,712

6,802 3,822 123 10,747

6,881 3,839 123 10,843

6,958 3,830 123 10,911

7,037 3,855 123 11,015

7,116 3,869 123 11,108

7,560 3,888 123 11,571

7,638 3,907 123 11,668

14,291 8,459 9,047 (1,942) 29,855 19,009

14,552 8,480 9,525 (2,129) 30,428 19,907

14,545 8,845 10,064 (2,129) 31,325 20,746

14,609 9,418 10,607 (2,129) 32,505 21,793

14,697 10,397 11,571 (2,129) 34,536 23,789

14,741 10,934 12,374 (2,129) 35,920 25,077

14,744 11,238 13,013 (2,129) 36,866 25,955

14,837 11,727 13,559 (2,129) 37,994 26,979

14,894 12,671 14,135 (2,129) 39,571 28,463

15,155 13,403 14,861 (2,129) 41,290 29,719

15,242 13,806 15,553 (2,129) 42,472 30,804

15,291 (180) 0 0 3,898 19,009

16,720 (498) 0 0 3,685 19,907

17,395 (560) 0 0 3,911 20,746

18,219 (567) 0 0 4,142 21,794

19,845 (612) 0 0 4,555 23,788

20,650 (663) 0 0 5,090 25,077

21,402 (837) 0 0 5,390 25,955

22,020 (745) 0 0 5,704 26,979

22,822 (409) 0 0 6,048 28,461

23,695 (392) 0 0 6,414 29,717

24,509 (512) 0 0 6,806 30,803

18,903

19,574

22,028

36,428

23,276

22,892

21,740

33,194

37,729

26,791

35,249

3,583 2,033 0 2,950 0 7,307 128 2,902 18,903

4,062 2,521 0 1,923 0 7,307 40 3,721 19,574

4,189 5,824 0 835 0 7,307 40 3,833 22,028

4,566 8,772 0 9,349 0 7,377 40 6,323 36,427

4,723 7,558 0 (394) 0 8,059 40 3,290 23,276

4,360 4,869 0 2,210 0 8,441 40 2,972 22,892

5,269 (59) 0 2,912 0 10,606 40 2,972 21,740

3,950 9,845 0 3,396 0 12,991 40 2,972 33,194

5,024 13,161 0 5,602 0 10,930 40 2,972 37,729

4,848 3,432 0 4,483 0 11,016 40 2,972 26,791

3,960 2,884 0 14,726 0 10,667 40 2,972 35,249


ROADING TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE PERFORMANCE MEASURES - ACTIVITY OUTCOMES

What this measure tells us

2011/12 Target (per Annual Plan)

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

2008/09 Results

2009/10 Results

2010/11 Results

New Zealand Transport Agency (NZTA) - Crash Analysis System

23 pedestrians 17 cyclists 164 vehicle occupants (Year to 31/12/08)

15 pedestrians 30 cyclists 174 vehicle occupants (Year to 31/12/09)

24 pedestrians 23 Cyclists 196 Vehicle occupants (Year to 31/12/10)

Decreasing

Decreasing

Decreasing

Decreasing

Decreasing

Of residents who cycle, walk or drive around the city, the percentage that feel safe* when doing so on the cycleways, footpaths or roads. * safe in its broader sense, including personal safety / security.

TCC - annual residents' survey

49% - cycling 83% - walking 66% - driving

44% - cycling 82% - walking 73% - driving

41% cycling 80% walking 73% driving

Increasing

Increasing

Increasing

Increasing

Increasing

Efficiency of the transport network (factual)

All day congestion indicator, which is the minutes of delay* per km of travel on key city routes. *delay is calculated as the actual travel time less what the travel time would be at the speed limit.

NZTA Tauranga Traffic System Performance Monitoring Report (Beca six monthly)

0.35 (March 2009 Report)

0.25 (March 2010 Report)

0.26 (November 2010 Report) latest report available

No increase

No increase

No increase

No increase

No increase

Sustainability of the transport network (perception)

How people journeyed to work: (a) Drove a car, truck, van or motorcycle. (b) Passenger in car, truck or van. (c) Walked or jogged, cycled, by bus. (d) Didn’t go out to work or not stated. (e) Worked from home.

Census (5-yearly) and TCC - annual residents’ survey for intervening years

Not measured

(a) 60% (b) 1% (c) 8% (d) 32%

(a) 62% (b) 1% (c) 8% (d) 29%

An increasing proportion of people using alternatives to private vehicles

An increasing proportion of people using alternatives to private vehicles

An increasing proportion of people using alternatives to private vehicles

An increasing proportion of people using alternatives to private vehicles

An increasing proportion of people using alternatives to private vehicles

Measure

Data Source

Level of safety for people moving around the city (factual)

Number of people that were injured or killed in crashes across the city (cyclists, pedestrians, vehicle occupants).

Level of safety for people moving around the city (perception)

95


ROADING PERFORMANCE MEASURES - ACTIVITY OUTCOMES What this measure tells us Sustainability of the transport network (factual)

Data Source TCC

2008/09 Results Cameron/13th Avenue 209 cyclists (pedestrians not counted) Matapihi Bridge (cyclists not counted) 60 pedestrians 9 bus trips per head of population

2009/10 Results Cameron/13th Avenue 383 cyclists 420 pedestrians Matapihi Bridge 79 cyclists 127 pedestrians 10

Year 1 2012/13 target Increasing

Year 2 2013/14 target Increasing

Year 3 2014/15 target Increasing

Years 4-10 - 2015/16 to 2021/22 target Increasing

14

Increasing

Increasing

Increasing

Increasing

Increasing

Increasing

Increasing

Increasing

Increasing

Increasing

1000 Increasing

Increasing

Increasing

Increasing

Increasing

2010/11 Results Cameron/13th Avenue 344 cyclists 337 pedestrians Matapihi Bridge Not measured in 2010/11

Sustainability of the transport network (factual)

Number of passenger transport trips on local buses.

Bay of Plenty Regional Council

Sustainability of the transport network (perception)

Percentage of residents that agreed that public transport is affordable, convenient and safe.

TCC - annual residents' survey

Affordable 65.5% Convenient 72.6%

Not measured this year

Awareness of sustainable transport initiatives (factual) Access to sustainable transport (factual) Enabling efficient movement of traffic within the CBD (factual)

Number of participants in school children’s walking and cycling programmes.

TCC

Not measured

1,800

Affordable 66% Convenient 79% Safe - 82% 2,600

Percentage of households that live within 400 metres (on formed pathways) of a bus stop. City Centre Parking Occupancy Levels

TCC

Not measured

78.2

80.8

Increasing

Maintain at 80%

Maintain

Maintain

Maintain

TCC

Not measured

Not measured

Not measured

Decreasing

80% to 90% (85% is considered ideal)

80% to 90% (85% is considered ideal)

80% to 90% (85% is considered ideal)

80% to 90% (85% is considered ideal)

TCC

Not measured

15

30

Increasing

Increasing

Increasing

Increasing

Increasing

Awareness of sustainable transport initiatives (factual)

96

Measure Number of pedestrians and cyclists on selected routes*. * as per counts done at the same sites, at the same times, on the same days during the year.

2011/12 Target (per Annual Plan) Increasing

(a) On-street parking (b) Off-street parking (c) Car park buildings. Percentage of city schools with School Travel Plans.

Tauranga City Council Draft Ten Year Plan 2012-2022


ROADING LEVELS OF SERVICE What this measure tells us Responsiveness (factual) Provision of roading services (factual)

Provision of footpaths (factual)

Access to sustainable transport (factual)

2011/12 Target (per Annual Plan) Achieved

Year 1 2012/13 target Achieved (with number of complaints disclosed) 18.0 km chip-seal and 6.5 km hot mix

Year 2 2013/14 target Achieved (with number of complaints disclosed) 18.0 km chipseal and 6.5 km hot mix

Year 3 2014/15 target Achieved (with number of complaints disclosed) 25.0 km chipseal and 3.5 km hot mix

Years 4-10 - 2015/16 to 2021/22 target Achieved (with number of complaints disclosed) 25.0 km chipseal and 3.5 km hot mix

2008/09 Results Achieved

2009/10 Results Achieved

2010/11 Results Achieved

TCC

Achieved (10.7 km of chip-seal, 8.0 km of hotmix)

Achieved (14.2 km of chip-seal, 7.9 km of hot-mix)

Achieved (15.4 km of chip-seal, 7.5 km of hot-mix)

Achieved

TCC

96%

97%

97.5%

97.5%

Above 98%

Above 98%

Above 98%

Above 98%

TCC

5.5 km

5.8 km

6.5 km

Additional 6 km Total = 77 km

7.0 km

6.0 km

6.0 km

6.0 km

Measure All complaints about pot holes on local roads are responded to within 3 days in summer, or 2 days in winter.

Data Source TCC

The re-seal level of service is to use chip seal except for roads carrying more than 10,000 vehicles per day which will be re-sealed with hot mix. In special circumstances exceptions to these rules may occur for engineering reasons. (Until 2012/13 the level of service was 'like for like'. This meant that roads were re-sealed using the same material as the current surface, again with the exception that all roads carrying more than 10,000 vehicles per day were resealed with hot mix). Percentage of roads in urban areas that have at least one footpath. (Note that the long-term goal is for arterial and collector roads in urban areas to have two footpaths). Increase in the walking and cycling network each year, in accordance with the Integrated Transport Strategy for Tauranga (including total length of walking and cycling network on and off road).

97


ROADING LEVELS OF SERVICE What this measure tells us Provision of road sweeping services (factual) Provision of public transport facilities - bus shelters (factual) Provision of parking services (factual)

Safety of coastal structures (factual)

98

Year 1 2012/13 target Achieved

Year 2 2013/14 target Achieved

Year 3 2014/15 target Achieved

Years 4-10 - 2015/16 to 2021/22 target Achieved

Measure Road channels are swept daily in the 3 main business centres, weekly or twice weekly for arterial routes, and four times per month for local roads. New bus shelters are installed each year.

Data Source TCC

2008/09 Results Achieved

2009/10 Results Achieved

2010/11 Results Achieved

2011/12 Target (per Annual Plan) Achieved

TCC

14

16

16

14

5

5

5

5

Parking restrictions are enforced in the: Tauranga CBD – six hours/day for 5.5 days/week. Mount and Greerton centres – 6hrs/day for 5 days/wk. Citywide patrol service, in response to complaints, available 7 days/wk, 8am-5pm. Progress towards achieving compliance with Environmental Bay of Plenty resource consent conditions for coastal structures (number achieved compared to the planned programme each year, as well as total number that are compliant). * The longer term target is that all 24 coastal marine structures managed by this activity comply with resource consent conditions by 2020.

TCC

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Not measured

Partly achieved

Partly achieved

4 structures compliant this year of a total of 24

Increasing

Increasing

Increasing

Increasing

Tauranga City Council Draft Ten Year Plan 2012-2022


ROADING OTHER INTERESTING STATISTICS What this measure tells us Provision of street lighting (factual) Provision of parking services (factual)

Measure Number of street lights that are upgraded each year (normally 150200), noting that those on arterial and collector roads are given priority. Number of parking infringement notices issued for overstaying time restrictions city wide.

Data Source TCC

2008/09 Results Not measured

2009/10 Results 68

2010/11 Results 88

TCC

Not measured

10,700

6,461

2011/12 Target (per Annual Plan) No targets required

Year 1 2012/13 target No targets required

Year 2 2013/14 target No targets required

Year 3 2014/15 target No targets required

Years 4-10 - 2015/16 to 2021/22 target No targets required

No targets required

No targets required

No targets required

No targets required

No targets required

99


ROADING • 12,500 stormwater sumps

ASSET MANAGEMENT

asset management plan are undertaken to determine and assess these impacts and to ensure that demand is met.

• 1,126,236 sqm of mown grass

Key Assets as at 30 June 2011 • 12,158 streetlights • 15 bridges

• 125 bus shelters

Capital Expenditure – Growth Related Projects

• 160 ‘Pay and Display’ machines

Allocations of capital expenditure for growth related projects are indicative only and final allocations are reviewed and confirmed on an annual basis by applying the policy process outlined in the Development Contributions Policy.

The assets are managed in accordance with Asset Management Plans which set priorities and maintenance levels of service.

• 525 km of roads • 707 km of footpaths

Growth continues to place pressure on this Activity and its assets. Annual comprehensive reviews of the assets and

• 33 sets of traffic lights

CAPITAL EXPENDITURE ROADING NEW OR UPGRADED ASSETS - GROWTH Construction of new interchange at Papamoa East Construction of new roads in Papamoa East (Wairakei) Upgrade of Intersection at Maranui Street and Sandhurst Drive Reconstruction of Tara Road Extension of Sandhurst Drive (net of land sales) Reconstruction of Domain Road Wairakei Stream crossing Maranui Street kerb and channelling New roads and associated infrastructure in the Tauriko Business Park Upgrade of Belk Road Upgrade of Belk Road / SH29 intersection Improvements to Route K extension Widen and extend Kennedy Road Upgrade Hastings Road to urban standards Projects in Pyes Pa urban growth areas Reconstruction of Bethlehem Road (stage 2) Walkway between Westwood Drive and Carmichael Road Bethlehem Road kerb and channelling (stages 3 & 4) Widen Waitaha Road (southern end)

100 Tauranga City Council Draft Ten Year Plan 2012-2022

Total

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$1,501,500 $4,204,598 $730,434

$0 $0 $130,434

$0 $0 $600,000

$107,800 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $1,660,400 $0

$0 $1,222,099 $0

$1,001,000 $1,297,099 $0

$392,700 $25,000 $0

$7,106,965 $1,641,177 $6,740,955 $415,920 $733,200 $8,477,263

$2,200,000 $0 $0 $0 $0 $0

$3,906,965 $0 $0 $0 $0 $0

$1,000,000 $1,641,177 $0 $0 $0 $73,235

$0 $0 $3,512,000 $415,920 $0 $0

$0 $0 $3,228,955 $0 $0 $1,800,000

$0 $0 $0 $0 $0 $985,000

$0 $0 $0 $0 $0 $1,320,190

$0 $0 $0 $0 $733,200 $0

$0 $0 $0 $0 $0 $736,000

$0 $0 $0 $0 $0 $3,562,838

$3,553,377 $6,200,000 $2,746,964 $2,076,197 $168,900 $1,348,240 $816,691 $219,058

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $816,691 $0

$0 $0 $0 $0 $0 $0 $0 $219,058

$0 $0 $0 $163,000 $0 $0 $0 $0

$0 $0 $2,746,964 $0 $0 $343,400 $0 $0

$0 $0 $0 $1,913,197 $0 $1,004,840 $0 $0

$3,553,377 $6,200,000 $0 $0 $168,900 $0 $0 $0

$1,352,255 $317,100

$0 $0

$0 $0

$0 $0

$0 $0

$1,352,255 $0

$0 $317,100

$0 $0

$0 $0

$0 $0

$0 $0


ROADING CAPITAL EXPENDITURE ROADING Total NEW OR UPGRADED ASSETS - GROWTH (continued) City-wide land purchases for road widening $300,000 Construction of five new sets of traffic signals $2,396,400 New pedestrian underpasses and overbridges $1,900,000 Total new or upgraded assets - growth $54,947,194 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total new or upgraded assets - growth $68,167,715 NEW OR UPGRADED ASSETS - VESTED Assets vested to Council by developers $96,829,281 Total new or upgraded assets - vested $96,829,281 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total new or upgraded assets - vested $117,180,792

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$0 $0 $0 $2,330,434

$0 $0 $0 $4,506,965

$0 $0 $0 $2,822,212

$0 $0 $0 $3,927,920

$0 $1,082,600 $100,000 $8,380,501

$150,000 $1,313,800 $1,800,000 $4,784,958

$0 $0 $0 $3,143,590

$0 $0 $0 $5,045,663

$150,000 $0 $0 $0 $0 $0 $6,102,136 $13,902,815

$2,330,434

$4,681,835

$3,029,645

$4,360,384

$9,640,928

$5,713,718

$3,904,967

$6,538,170

$8,265,953 $19,701,679

$7,307,260 $7,307,260

$7,307,260 $7,307,260

$7,377,260 $7,377,260

$8,269,623 $8,269,623

$8,474,868 $10,908,462 $13,263,504 $11,679,938 $11,542,442 $10,700,664 $8,474,868 $10,908,462 $13,263,504 $11,679,938 $11,542,442 $10,700,664

$7,307,260

$7,590,782

$7,919,489

$9,177,888

$9,749,488 $13,025,794 $16,475,925 $15,134,864 $15,635,392 $15,163,911

$0 $0

$0 $0

$130,000 $0

$0 $550,000

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

NEW OR UPGRADED ASSETS - LEVEL OF SERVICE Upgrade Nature Place Kerb and Channel the balance of Truman Lane

$130,000 $550,000

Construction of Te Maire/Newton Street link

$250,000

$0

$0

$0

$50,000

$200,000

$0

$0

$0

$0

$0

Level Crossing Upgrade Totara St

$115,000

$115,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

$9,600,000

$0

$0

$9,600,000

$0

$0

$0

$0

$0

$0

$0

$330,702

$0

$0

$330,702

$0

$0

$0

$0

$0

$0

$0

$790,000 $291,800 $4,600,000 $100,000 $750,000 $550,000 $710,000 $1,100,000 $219,232 $312,000 $952,120 $7,302,720 $250,000 $250,000

$0 $0 $360,000 $0 $75,000 $5,000 $220,000 $358,000 $0 $0 $0 $0 $0 $0

$790,000 $0 $360,000 $0 $75,000 $5,000 $20,000 $500,000 $0 $0 $0 $0 $250,000 $0

$0 $0 $360,000 $0 $75,000 $5,000 $20,000 $242,000 $0 $0 $0 $0 $0 $0

$0 $0 $502,860 $100,000 $75,000 $505,000 $150,000 $0 $0 $0 $0 $0 $0 $0

$0 $0 $502,860 $0 $75,000 $5,000 $50,000 $0 $219,232 $0 $0 $0 $0 $0

$0 $0 $502,860 $0 $75,000 $5,000 $50,000 $0 $0 $0 $0 $0 $0 $0

$0 $0 $502,860 $0 $75,000 $5,000 $50,000 $0 $0 $0 $0 $300,000 $0 $0

$0 $0 $502,860 $0 $75,000 $5,000 $50,000 $0 $0 $312,000 $952,120 $7,002,720 $0 $0

$0 $0 $502,860 $0 $75,000 $5,000 $50,000 $0 $0 $0 $0 $0 $0 $250,000

$0 $291,800 $502,840 $0 $75,000 $5,000 $50,000 $0 $0 $0 $0 $0 $0 $0

Construction of a Sandhurst Drive / SH2 intersection Reconstruction of Carmichael Road Reconstruct Welcome Bay Road to City Boundary Widen Ohauiti Road - southern end Other walking and cycling projects Oropi Road section kerb & channel Installation of 5 new bus shelters per annum Other new infrastructure to support public transport Traffic planning projects Protecting coastal roads from erosion Improvements to 14th Avenue area Improvements to Pyes Pa Road Other projects in Pyes Pa urban growth areas Widen Girven Road to four lanes Upgrade of existing traffic lights Change Roundabout at Chadwick Road/Oropi Road to Traffic Signals

101


ROADING CAPITAL EXPENDITURE ROADING Total NEW OR UPGRADED ASSETS - LEVEL OF SERVICE (continued) Traffic Signals at Cameron Road / Chadwick Road $450,000 intersection Traffic calming - Papamoa Beach Road $750,000 Contribution to improvements to Welcome Bay Road $1,941,100 Minor safety works $9,629,120 Staff salaries related to capital projects $2,738,820 Construction of Car Parking Building on Durham $8,280,540 Street Parking Management in CBD spill over areas $400,000 Various other minor projects $2,457,900 Total new or upgraded assets - Level of Service $55,801,054 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total new or upgraded assets - Level of Service $66,579,176 ASSET RENEWALS Maintain footpath / cycleway across Matapihi rail bridge Road pavement rehabilitation Resealing roads using asphaltic concrete (hot mix) Resealing roads using chip seal Repair work prior to reseals Renewal of signs and other roading-associated infrastructure Street light upgrading Renewal of existing traffic lights Kerb and channel renewals Footpath renewals Sundry other renewal projects Total Asset Renewals IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Asset Renewals

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$0

$0

$0

$0

$0

$450,000

$0

$0

$0

$0

$0 $350,000 $980,912 $273,882 $0

$0 $0 $960,912 $273,882 $0

$0 $250,000 $960,912 $273,882 $0

$150,000 $0 $960,912 $273,882 $0

$250,000 $0 $960,912 $273,882 $0

$200,000 $0 $960,912 $273,882 $0

$150,000 $0 $960,912 $273,882 $4,140,270

$0 $0 $960,912 $273,882 $4,140,270

$0 $0 $960,912 $273,882 $0

$0 $1,341,100 $960,912 $273,882 $0

$200,000 $320,000 $3,257,794

$200,000 $0 $200,000 $300,000 $3,634,794 $12,547,496

$0 $175,000 $3,492,654

$0 $175,000 $2,711,886

$0 $171,400 $2,689,054

$0 $0 $175,000 $175,000 $6,632,924 $14,449,764

$0 $175,000 $2,292,654

$0 $591,500 $4,092,034

$3,257,794

$3,775,824 $13,469,737

$3,877,195

$3,119,754

$3,210,999

$8,239,418 $18,724,004

$3,105,629

$5,798,821

$50,000

$25,000

$25,000

$0

$0

$0

$0

$0

$0

$0

$0

$22,711,500 $15,067,180 $15,207,800 $3,000,000 $2,500,000

$2,271,150 $1,506,718 $1,520,780 $300,000 $250,000

$2,271,150 $1,506,718 $1,520,780 $300,000 $250,000

$2,271,150 $1,506,718 $1,520,780 $300,000 $250,000

$2,271,150 $1,506,718 $1,520,780 $300,000 $250,000

$2,271,150 $1,506,718 $1,520,780 $300,000 $250,000

$2,271,150 $1,506,718 $1,520,780 $300,000 $250,000

$2,271,150 $1,506,718 $1,520,780 $300,000 $250,000

$2,271,150 $1,506,718 $1,520,780 $300,000 $250,000

$2,271,150 $1,506,718 $1,520,780 $300,000 $250,000

$2,271,150 $1,506,718 $1,520,780 $300,000 $250,000

$2,553,000 $250,000 $3,100,000 $1,500,000 $1,770,000 $67,709,480

$255,300 $0 $400,000 $150,000 $0 $6,678,948

$255,300 $0 $300,000 $150,000 $0 $6,578,948

$255,300 $0 $300,000 $150,000 $0 $6,553,948

$255,300 $250,000 $300,000 $150,000 $100,000 $6,903,948

$255,300 $0 $300,000 $150,000 $0 $6,553,948

$255,300 $0 $300,000 $150,000 $1,370,000 $7,923,948

$255,300 $0 $300,000 $150,000 $0 $6,553,948

$255,300 $0 $300,000 $150,000 $0 $6,553,948

$255,300 $0 $300,000 $150,000 $300,000 $6,853,948

$255,300 $0 $300,000 $150,000 $0 $6,553,948

$80,420,421

$6,678,948

$6,834,211

$7,035,663

$7,664,073

$7,539,662

$9,461,986

$8,141,314

$8,492,606

$9,284,358

$9,287,600

Total Roading $275,287,009 $19,574,436 $22,027,967 $29,300,916 $22,592,145 $26,121,203 $26,306,422 $29,593,966 $37,729,313 $26,791,180 $35,249,461 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Roading $332,348,104 $19,574,436 $22,882,652 $31,454,533 $25,079,540 $30,049,832 $31,412,499 $36,761,625 $48,889,644 $36,291,332 $49,952,011

102 Tauranga City Council Draft Ten Year Plan 2012-2022


ROADING For ease of understanding for the reader, some capital projects have been disclosed under a different activity area than is recorded in Council’s financial systems. There follows a reconciliation between the ‘Capital Expenditure’ figures shown in the summarised financial information for this activity, and the detailed list of projects above.

CAPITAL EXPENDITURE ROADING Per detailed list above Total Roading excl inflation Total Roading incl inflation subtract item included in ‘support’ activity To reverse property transactions as is included in support activity Timing adjustments for projects that have zero net total cost but funding and reimbursement occur in different years Timing inconsistency on Domain Road reconstruction between above capital expenditure summary and cost of service statement. Timing to be corrected before final adoption. Correct timing is 2016 project commencement as per capital table. Per summarised financial information Total Roading excl inflation Total Roading incl inflation

Ten Year Project Cost

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$275,287,009 $19,574,436 $22,027,967 $29,300,916 $22,592,145 $26,121,203 $26,306,422 $29,593,966 $37,729,313 $26,791,180 $35,249,461 $332,348,104 $19,574,436 $22,882,652 $31,454,533 $25,079,540 $30,049,832 $31,412,499 $36,761,625 $48,889,644 $36,291,332 $49,952,011 $3,615,000

$3,615,000 $966,400 $3,512,000

($283,000)

($4,566,400)

$3,600,001

($3,229,000)

$278,902,010 $19,574,436 $22,027,967 $36,427,916 $23,275,545 $22,892,203 $21,740,022 $33,193,967 $37,729,313 $26,791,180 $35,249,461 $336,320,790 $19,574,436 $22,882,652 $39,105,368 $25,838,183 $26,335,190 $25,959,760 $41,233,546 $48,889,644 $36,291,332 $49,952,011

103


AIRPORT WHY WE DO IT

STRATEGIC DIRECTION

To ensure Tauranga has an airport that is safe and is recognised as a centre for excellent air transport and related services, and that meets the social and economic needs of our community.

Strategic direction for this Activity is primarily provided from the following:

WHAT WE DO • Tauranga Airport has operated since 1939. Scheduled passenger services commenced in 1946 and in 1967 the sealed runway was constructed • The Airport operated as a joint venture between Tauranga City Council, Western Bay of Plenty District Council and the Crown from 1961 to 1998 when it became wholly owned by the then Tauranga District Council • Tauranga City Council has established the Airport as a business unit which is governed by a Committee consisting of three Councillors and three non-Councillor members • Tauranga Airport has its own aerodrome certification exposition and is accordingly operated under Part 139 of the Civil Aviation Regulations and in accordance with the Airport Authorities Act.

City Vision

Easy and Safe to Move Around

• The main runway is in sound condition with the older portion (1250m) having been resurfaced in early 2003. The main runway has a seven-year-plus serviceable time before any further major capital expenditure is expected • The grass runways are more than adequate for the type of aircraft operating off them

Strong Sustainable Economy

• Approved Master Plan in place.

ADDITIONAL DELIVERY IN THE NEXT THREE YEARS Council Outcomes

• Complete extensions to baggage reclaim and check in areas

This activity contibutes to all of the Council Outcomes.

• Plan and develop further public car parks as required by increases in passenger numbers

Key Strategies and Plans

• Work with airlines to ensure capacity meets demand

• SmartGrowth 2007

• Implement changes needed in accordance with CAA rule 139 rewrite.

• Smart Economy 2004

CURRENT DELIVERY • There are two functions, being the aviation business and commercial lease management. The aviation business can reasonably be split between scheduled services (Air NZ etc) and general aviation (hangars, flight training and recreational flying). Scheduled services include the main runway, terminal and car park • In 2010 the airport had total movements of 82,000 split between scheduled 11,000 and general aviation (GA) 71,000. This makes the Airport the fifth busiest controlled airport in New Zealand in aircraft movements

104 Tauranga City Council Draft Ten Year Plan 2012-2022

and the third busiest general aviation airport in the country. 235,000 passengers travelled through the terminal in 2010

ADDITIONAL DELIVERY IN YEARS FOUR TO TEN • No significant differences to the above.


AIRPORT SIGNIFICANT NEGATIVE EFFECTS Wellbeing Significant negative effects or risks

S*

C*

EC*

Aircraft noise negatively impacting the local community.

EN* •

How Council will mitigate the effect or risk Maintaining noise within the Airport noise contour limits in the Tauranga City Plan

* S = Social, C = Cultural, EC = Economic, EN = Environmental

105


AIRPORT STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION) AIRPORT Total Operating Revenue Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/ (Surplus) to Fund Total Rates required (excluding other fund sources) Capital Expenditure

2011/12 Budget ($000’s) 4,306 1,666 447 563 0 2,676 (1,630) 0 407

2012/13 Forecast ($000’s) 4,406 1,664 468 796 0 2,928 (1,478) 0 1,240

2013/14 Forecast ($000’s) 4,686 1,764 540 919 0 3,223 (1,463) 0 939

2014/15 Forecast ($000’s) 4,869 1,806 582 970 0 3,358 (1,511) 0 193

2015/16 Forecast ($000’s) 5,354 1,842 624 990 0 3,456 (1,898) 0 583

2016/17 Forecast ($000’s) 5,571 1,901 644 1,021 0 3,566 (2,005) 0 456

2017/18 Forecast ($000’s) 5,766 1,953 751 1,084 0 3,788 (1,978) 0 2,719

2018/19 Forecast ($000’s) 6,385 2,128 863 1,166 0 4,157 (2,228) 0 4,866

2019/20 Forecast ($000’s) 6,639 2,152 891 1,601 0 4,644 (1,995) 0 0

2020/21 Forecast ($000’s) 6,877 2,224 920 1,610 0 4,754 (2,123) 0 1,802

2021/22 Forecast ($000’s) 7,105 2,301 951 1,729 0 4,981 (2,124) 0 0

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION) OPERATIONAL Operating Revenue User Fees and Charges Subsidies and Grants Other Revenue Total Operating Revenue Operating Expenditure Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/(Surplus) to Fund FUNDING Rates (Increase)/Decrease in Cash Reserves Reserve Funding Other Funding Loan Funding Total Funding CAPITAL Capital Expenditure FUNDING Renewal Funding Loan Funding Reserve Funding Development Impact Fees Infill Fees Vested Assets Other Revenue Funding Subsidies and Grants TOTAL FUNDING

106 Tauranga City Council Draft Ten Year Plan 2012-2022

4,210 10 86 4,306

4,216 18 172 4,406

4,353 18 172 4,543

4,392 18 172 4,582

4,693 18 172 4,883

4,731 18 172 4,921

4,763 18 172 4,953

5,142 18 172 5,332

5,184 18 172 5,374

5,196 18 172 5,386

5,196 18 172 5,386

1,666 447 563 0 2,676 (1,630)

1,664 468 796 0 2,928 (1,478)

1,711 524 891 0 3,126 (1,417)

1,700 548 913 0 3,161 1,421

1,680 569 903 0 3,152 (1,731)

1,679 569 902 0 3,150 (1,771)

1,678 645 931 0 3,254 (1,699)

1,777 721 974 0 3,472 (1,860)

1,742 721 1,296 0 3,759 (1,615)

1,742 721 1,261 0 3,724 (1,662)

1,745 721 1,311 0 3,777 (1,609)

0 (1,630) 0 0 0 (1,630)

0 (1,478) 0 0 0 (1,478)

0 (1,417) 0 0 0 (1,417)

0 (1,422) 0 0 0 (1,422)

0 (1,731) 0 0 0 (1,731)

0 (1,771) 0 0 0 (1,771)

0 (1,699) 0 0 0 (1,699)

0 (1,860) 0 0 0 (1,860)

0 (1,615) 0 0 0 (1,615)

0 (1,662) 0 0 0 (1,662)

0 (1,609) 0 0 0 (1,609)

407

1,240

904

180

525

396

2,277

3,917

0

1,330

0

131 276 0 0 0 0 0 0 407

280 960 0 0 0 0 0 0 1,240

154 750 0 0 0 0 0 0 904

180 0 0 0 0 0 0 0 180

525 0 0 0 0 0 0 0 525

396 0 0 0 0 0 0 0 396

27 2,250 0 0 0 0 0 0 2,277

3,917 0 0 0 0 0 0 0 3,917

0 0 0 0 0 0 0 0 0

1,330 0 0 0 0 0 0 0 1,330

0 0 0 0 0 0 0 0 0


AIRPORT TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE PERFORMANCE MEASURES - SERVICE MEASURES

What this measure tells us

2011/12 Target (per Annual Plan)

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

Measure

Data Source

2008/09 Results

2009/10 Results

2010/11 Results

That the airport facilities are safe (factual)

Achieve 100% compliance with Civil Aviation Authority rules through adherence to an airport quality management system.

TCC - CAA annual audit

100% achieved

100% achieved

100% achieved

100% achieved

100% achieved

100% achieved

100% achieved

100% achieved

Quality of the airport facilities (factual)

Customers are generally satisfied with the facilities provided at the Airport (including cafeteria and parking), tracked through the number of complaints received.

TCC

Not specifically measured

Not specifically measured

Achieved

<24 per year

<24 per year

<24 per year

<24 per year

<24 per year

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

LEVELS OF SERVICE

Measure

Data Source

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

Managament of land held (factual)

All currently leasable* buildings, land and hangar sites are leased * Council retains land around the airport for future expansion, not all land is available to be leased at any point in time.

TCC

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Safety (factual)

All flights operate in accordance with the Airport Authorities Act and Civil Aviation Regulations.

TCC - CAA annual audit

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Fire safety (factual)

The airport rescue and fire service is available to meet the requirements of Civil Aviation Regulations.

TCC - CAA annual audit

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

What this measure tells us

107


AIRPORT LEVELS OF SERVICE Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

Measure

Data Source

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

Accessibility of facilities (factual)

Airport facilities (cafeteria, car park etc) are open to meet all scheduled services. * Opening hours for the cafeteria are from 30 minutes before the first scheduled departure until the last departure each day.

TCC

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Car-park provision (factual)

Number of car park spaces provided. * Security services are provided for the car park area from 10pm to 6am, seven days/week.

TCC

300

360

360

300

360

460

460

460

2011/12 Target (per Annual Plan)

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

What this measure tells us

OTHER INTERESTING STATISTICS What this measure tells us

Measure

Data Source

2008/09 Results

2009/10 Results

2010/11 Results

Throughput passengers (factual)

Number of passengers through the airport each year.

TCC

201,000

212,900

245,000

No targets required

No targets required

No targets required

No targets required

No targets required

Throughput - flights (factual)

Total number of flight movements each year.

TCC

101,800

95,000

80,000

No targets required

No targets required

No targets required

No targets required

No targets required

108 Tauranga City Council Draft Ten Year Plan 2012-2022


AIRPORT ASSET MANAGEMENT Key Assets as at 30 June 2011 • 225 ha of land with one sealed and three grass runways • Terminal building with own standby power generator • 350 public carpark spaces • Internal roading and infrastructure for 69 hanger sites

This activity has a comprehensive asset management plan and 20 year Masterplan which ensure that capital funding and existing assets are used as efficiently and effectively as possible. Growth continues to place pressure on this Activity and its assets. Annual comprehensive reviews of the assets and asset management plan are undertaken to determine and assess these impacts and to ensure that demand is met.

CAPITAL EXPENDITURE AIRPORT NEW OR UPGRADED ASSETS - LEVEL OF SERVICE Baggage claim and check in extension Terminal extensions

Total

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$1,200,000 $1,500,000

$1,200,000 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $1,500,000

$0 $0

$0 $0

$0 $0

$0 $0

Apron extension

$1,330,000

$0

$0

$0

$0

$0

$0

$0

$0

$1,330,000

$0

$400,000

$0

$0

$0

$400,000

$0

$0

$0

$0

$0

$0

New car park

$1,500,000

$0

$750,000

$0

$0

$0

$750,000

$0

$0

$0

$0

Total new or upgraded assets - Level of Service

$5,930,000

$1,200,000

$750,000

$0

$400,000

$0

$2,250,000

$0

$0

$1,330,000

$0

IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total new or upgraded assets - Level of Service

$6,911,483

$1,200,000

$779,100

$0

$444,040

$0

$2,686,725

$0

$0

$1,801,618

$0

$3,500,000 $150,000 $350,000 $839,000 $4,839,000

$0 $0 $0 $40,000 $40,000

$0 $0 $0 $154,000 $154,000

$0 $0 $0 $180,000 $180,000

$0 $50,000 $0 $75,000 $125,000

$0 $50,000 $0 $346,000 $396,000

$0 $0 $0 $27,000 $27,000

$3,500,000 $50,000 $350,000 $17,000 $3,917,000

$0 $0 $0 $0 $0

$0 $0 $0 $0 $0

$0 $0 $0 $0 $0

$5,885,464

$40,000

$159,975

$193,230

$138,763

$455,558

$32,241

$4,865,697

$0

$0

$0

Total Airport $10,769,000 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Airport $12,796,947

$1,240,000

$904,000

$180,000

$525,000

$396,000

$2,277,000

$3,917,000

$0

$1,330,000

$0

$1,240,000

$939,075

$193,230

$582,803

$455,558

$2,718,966

$4,865,697

$0

$1,801,618

$0

Extend rental car park

ASSET RENEWALS Resurfacing main runway Car Park Resurface Refurbish fire truck Sundry minor renewals Total Renewals IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Renewals

109


INDOOR SPACE & ACTIVE LIVING WHY WE DO IT

Community Share Agreements

Key Strategies and Plans

To enhance social connectedness and community wellbeing by having more people participating in and enjoying a diversity of active living, recreation and leisure opportunities.

These are agreements between Council and other facility owners, such as schools, to secure public access to sport and recreation facilities. An example is the Aquinas Action Centre.

• Sport and Active Living Strategy 2005

WHAT WE DO This activity area is about ensuring the ongoing provision of a range of indoor facilities and helping people use and enjoy both indoor and outdoor facilities. Providing Indoor Facilities Council provides a network of sport, recreation and community facilities that provide for active recreation, leisure and general community uses. The network includes six dedicated indoor sports facilities and eight community facilities. These facilities are directly Council owned or provided through community share partnerships. Facilitating Use and Enjoyment of Indoor and Outdoor Facilities In addition to direct provision of indoor facilities (and outdoor facilities, which are covered under the Open Space activity area), Council also facilitates the use and enjoyment of both indoor and outdoor facilities through:

Sportville Policy This promotes and assists sports clubs and associations to combine their resources to enable them to operate more efficiently, focussing on their core business being the provision of sport and recreation opportunities. Public Amenity Facilities Provision of public toilets/ changing rooms & storage facilities on active reserves to support community activity.

110 Tauranga City Council Draft Ten Year Plan 2012-2022

• Tauranga Harbour Recreation Strategy 2008 • SmartGrowth 2007 • Smart Economy 2004 • Smart Tourism 2007 • Urban Design Strategy 2005 • Vegetation Strategy 2006 • Integrated Transport Strategy for Tauranga 2006 • Wairoa River Valley Strategy 2005

STRATEGIC DIRECTION

• Roading Asset Management Plan

Strategic direction for this Activity is primarily provided from the following:

The following pages outline how this activity contributes to delivering the City Vision, Council Outcomes and Strategies and Plans.

City Vision

CURRENT DELIVERY

Vibrant, Healthy & Diverse Communities

Providing Indoor Facilities Strategic Considerations

A Great Place to Grow Up

• Strategic relationship agreement with Sport Bay of Plenty • Financial contributions to various community sport / recreation projects, e.g. the extension of the Otumoetai Sport and Recreation Club at Fergusson Park.

• Open Space Strategy 2006

• Greerton Neighbourhood Plan 2006

Partnerships and collaboration Examples include:

• Our Community Places Strategy 2008

Council Outcomes This activity contibutes to all of the Council Outcomes.

• The TECT Arena at Baypark has provided significant, much-needed indoor court space, reducing the previous capacity issues of the indoor facilities network • An updated version of the Sport and Active Living Strategy was adopted in 2012 • The Our Community Places Strategy (2008) promotes a network approach to the provision of community facilities across the City. A rationalised Community


INDOOR SPACE & ACTIVE LIVING Centre level of service approach was developed in 2012 for implementation through the Ten Year Plan 2012-2022 largely due to financial constraints of delivery. The Network

between utilisation / participation and revenue • Fees and charges in place for all indoor facilities based on clear policy direction provided by Council • The maintenance and upgrade of buildings is undertaken by the Property Management activity.

• Subregional: 9 courts at TECT Arena at Baypark • City level facilities: --

three courts at QEYC and Memorial Hall

• Local level facilities: --

four sports facilities provide four full-sized sports courts (Mt Maunganui Sports Centre, and community share facilities - Merivale Action Centre, Aquinas Action Centre and Otumoetai Action Centre)

• Neighbourhood level facilities include: --

five Community Halls (Welcome Bay, Greerton, Matua, Tauriko, Bethlehem)

--

one Recreation Centre (Papamoa Sports and Recreation Centre).

--

two Community Centres which provide multiple community meeting rooms (Papamoa Community Centre at the Papamoa Library and the Arataki Community Centre)

Facilitating Use and Enjoyment of Indoor and Outdoor Facilities Partnerships and Collaboration – Sport and Recreation Organisations • The strategic relationship agreement with Sport BoP aims to improve the wellbeing of Tauranga people through opportunities for participation and achievement in sport, recreation and leisure • Council has a positive working relationship with Sport New Zealand who provide strategic advice regarding the sport and recreation sector. Council has contributed information to Sport New Zealand best practice case studies regarding community share partnerships and the City on its Feet programme • Council provides some peak season surf lifesaving services via a service delivery contract with Surf Lifesaving NZ.

• The majority of the network of facilities is managed under contract by Tauranga Leisure Limited (under a seven year contract) to 30 June 2012. Council also has single-facility management contracts with other organisations for the remainder of the network

Partnerships and Collaboration - City Investment Partners

• Council directly manages some smaller park facilities e.g. Waipuna Park Clubrooms

Community Share Agreements

• A clear bookings prioritisation policy is in place across the network which ensures that activities occur in the most appropriate venue and a balance is achieved

• Partnership arrangements that provide investment in Tauranga’s community facilities and recreation and leisure opportunities e.g. Live to Play month.

• The Community Share policy and procedures (2005) provide direction and a consistent approach to any new agreements • Council has three major community share agreements

in place with Merivale Primary, Aquinas College and Otumoetai College • A number of other community share agreements exist for various halls, playgrounds and sports fields. Sportville • Council adopted a Sportville policy and procedures in June 2005 • The Active Reserves Management Plan and Sport and Active Living Strategy provide opportunities for implementation of the Sportville policy, but the implementation of the policy is difficult in many instances especially where existing individual club facilities are in place • The Mount Greens Sports facility is a significant Sportville model providing a combined bowls and croquet facility in one location •

A new level of service has been adopted for active reserves and will be implemented through the Ten Year Plan 2012-2022.

Public Amenity Facilities • The Active Reserves Management plan indicates that Council will provide access to toilets in (or near to) all active reserves and will ensure that sufficient and appropriate storage and changing facilities are provided on all active reserves • Provision of public toilets on 13 of 19 active reserves • Provision of changing room facilities on 16 of 19 active reserves. Note: 12 reserves have facilities provided directly by Council or through Council contributions to clubs. Four reserves have facilities provided by clubs only • Provision of storage facilities on 18 of 19 active

111


INDOOR SPACE & ACTIVE LIVING reserves. Note: 12 reserves have storage provided directly by Council or through Council contributions to clubs. Six reserves have storage provided by clubs only.

ADDITIONAL DELIVERY IN THE NEXT THREE YEARS • Implementing the outcomes of the sports code demand analysis and Council’s new active reserve level of service policy • Work with Sport New Zealand to obtain more locally relevant survey information on physical activity levels.

ADDITIONAL DELIVERY IN YEARS FOUR TO TEN No significant differences to the above.

SIGNIFICANT NEGATIVE EFFECTS Wellbeing Significant negative effects or risks

S*

Noise from events or activities causing disruption to residential areas.

C*

EC*

How Council will mitigate the effect or risk Have appropriate opening and closing hours for facilities to reduce noise/traffic effects. Require resource consents for events or activities which are likely to be outside City Plan standards for noise. Ensure appropriate acoustic treatments are provided when designing and constructing new facilities.

Traffic from events or activities causing disruption to the roading network.

Council cannot mitigate all of the impact of events traffic. However, traffic management plans can be required for events and activities which will result in a certain number of vehicle movements. Provide for alternative means of transportation to venues e.g. buses, walking, cycling options.

Fees may prevent some public using the facilities.

* S = Social, C = Cultural, EC = Economic, EN = Environmental

112 Tauranga City Council Draft Ten Year Plan 2012-2022

EN*

Council will continue to consult with the community over fees.


INDOOR SPACE & ACTIVE LIVING STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION) INDOOR SPACE & ACTIVE LIVING Total Operating Revenue Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/ (Surplus) to Fund Total Rates required (excluding other fund sources) Capital Expenditure

2011/12 Budget ($000’s) 15 2,468 2,240 1,385 (281) 5,812 5,797 5,797 4,293

2012/13 Forecast ($000’s) 643 2,578 2,431 2,198 (47) 7,160 6,517 6,517 659

2013/14 Forecast ($000’s) 663 2,625 2,459 2,275 (48) 7,311 6,648 6,649 209

2014/15 Forecast ($000’s) 683 2,689 2,481 2,331 (50) 7,451 6,768 6,768 321

2015/16 Forecast ($000’s) 705 2,775 2,608 2,356 (52) 7,687 6,982 6,981 265

2016/17 Forecast ($000’s) 727 2,868 2,637 2,254 (53) 7,706 6,979 6,979 320

2017/18 Forecast ($000’s) 748 3,037 2,655 2,252 (55) 7,889 7,141 7,141 405

2018/19 Forecast ($000’s) 769 3,130 2,674 2,270 (56) 8,018 7,249 7,249 394

2019/20 Forecast ($000’s) 794 3,290 2,874 2,320 (58) 8,426 7,632 7,632 428

2020/21 Forecast ($000’s) 820 3,399 2,912 1,855 (60) 8,106 7,286 7,286 674

2021/22 Forecast ($000’s) 848 3,498 2,949 1,590 (62) 7,975 7,127 7,127 800

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION) OPERATIONAL Operating Revenue User Fees and Charges Subsidies and Grants Other Revenue Total Operating Revenue Operating Expenditure Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/(Surplus) to Fund FUNDING Rates (Increase)/Decrease in Cash Reserves Reserve Funding Other Funding Loan Funding Total Funding CAPITAL Capital Expenditure FUNDING Renewal Funding Loan Funding Reserve Funding Development Impact Fees Infill Fees Vested Assets Other Revenue Funding Subsidies and Grants TOTAL FUNDING

15 0 0 15

643 0 0 643

643 0 0 643

643 0 0 643

643 0 0 643

643 0 0 643

643 0 0 643

643 0 0 643

643 0 0 643

643 0 0 643

643 0 0 643

2,468 2,240 1,385 (281) 5,812 5,797

2,578 2,431 2,198 (47) 7,160 6,517

2,545 2,384 2,206 (47) 7,088 6,445

2,530 2,335 2,194 (47) 7,012 6,369

2,531 2,379 2,149 (47) 7,012 6,369

2,534 2,329 1,992 (47) 6,808 6,165

2,609 2,281 1,935 (47) 6,778 6,135

2,614 2,233 1,896 (47) 6,696 6,053

2,663 2,326 1,878 (47) 6,820 6,177

2,662 2,280 1,453 (47) 6,348 5,705

2,652 2,236 1,205 (47) 6,046 5,403

5,797 0 0 0 0 5,797

6,517 0 0 0 0 6,517

6,445 0 0 0 0 6,445

6,370 0 0 0 0 6,370

6,369 0 0 0 0 6,369

6,165 0 0 0 0 6,165

6,135 0 0 0 0 6,135

6,053 0 0 0 0 6,053

6,177 0 0 0 0 6,177

5,705 0 0 0 0 5,705

5,403 0 0 0 0 5,403

4,293

659

201

299

239

278

339

317

330

498

565

152 2,452 976 713 0 0 0

316 143 10 190 0 0 0 0 659

198 3 0 0 0 0 0 0 201

296 3 0 0 0 0 0 0 299

236 3 0 0 0 0 0 0 239

275 3 0 0 0 0 0 0 278

336 3 0 0 0 0 0 0 339

314 3 0 0 0 0 0 0 317

327 3 0 0 0 0 0 0 330

492 6 0 0 0 0 0 0 498

562 3 0 0 0 0 0 0 565

0 4,293

113


INDOOR SPACE & ACTIVE LIVING TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE PERFORMANCE MEASURES - ACTIVITY OUTCOMES What this measure tells us

2011/12 Target (per Annual Plan)

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

2008/09 Results

2009/10 Results

2010/11 Results

Sport Bay of Plenty

An estimated 8,820 participants at the 9 main events. Plus 5,000 participants at 8 "Community Sport" events

An estimated 7,800 participants at 15 main events. Plus 4,500 participants at 7 "Community Sport" events

An estimated 7,562 participants at 10 main events

Minimum of 7,200

Minimum of 7,500

Maintain at a minimum of 7,500

Maintain at a minimum of 7,500

8,000

Range of active living opportunities available, including identification of new categories of opportunities provided during the year and those that have ceased.

Sport Bay of Plenty

148 Taurangabased physical activity providers and 50 sports code options

139 Taurangabased physical activity providers and 50 sports code options

155 Taurangabased physical activity providers and 54 sports code options

Increasing

160 Taurangabased physical activity providers; 55 Sports Code options

Maintain at 160 acitivity; 55 sports

Maintain at 160 acitivity; 55 sports

Maintain at 160 acitivity; 55 sports

Level of awareness of available active living opportunities (perception)

Percentage of residents that feel they know where, and how, to access information that helps them to live an active everyday life.

TCC - annual residents' survey

90%

87%

78%

Increasing

80%

85%

87%

increasing

Type of benefit to the community from provision of indoor facilities (perception)

Three main reasons given why people use or go to community halls / centre or indoor sports facilities.

Tauranga Leisure Limited and other providersâ&#x20AC;&#x2122; annual survey

Not measured

1. Sport 2. Dance / Active Recreation 3. Group Meetings

1. Group gatherings / meetings 2. Social sport 3. Competitive sport

Narrative report

Narrative report

Narrative report

Narrative report

Narrative report

Measure

Data Source

Whether more people are participating in active living opportunities (factual)

Number of people that participate in some sort of active living activities in Tauranga city, and the number of active living activities or events held in the city that are facilitated by Sport Bay of Plenty. * Many active living activities are selfinitiated, so are not able to be formally recorded. ** The records of participation at events are observation-based estimates unless pre-entry is required.

Diversity of active living opportunities that are available (factual)

114 Tauranga City Council Draft Ten Year Plan 2012-2022


INDOOR SPACE & ACTIVE LIVING PERFORMANCE MEASURES - ACTIVITY OUTCOMES Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

Measure

Data Source

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

Participation in active living, recreation and leisure opportunities (factual)

Available time that indoor facilities are used (measured by booking levels actual hours used).

TCC

43,413

43,541 hours

44,444 hours

Increasing

45,000 hours

47,000 hours

49,000 hours

50,000 hours

Participation in active living, recreation and leisure opportunities (factual)

Total user visits to indoor facilities (measured by numbers of people participating/ atttending).

TCC

Not measured

690,994 user visits

697,779 user visits

Increasing

700,000

705,000

710,000

Increasing

2011/12 Target (per Annual Plan)

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

What this measure tells us

PERFORMANCE MEASURES - SERVICE MEAURES

What this measure tells us

Measure

Data Source

2008/09 Results

2009/10 Results

2010/11 Results

Level of quality of Councilâ&#x20AC;&#x2122;s indoor facilities (perception)

Percentage of users that are satisfied with the quality of Councilâ&#x20AC;&#x2122;s community halls / centre and indoor sports facilities (including community share facilities).

Tauranga Leisure Limited and other providers

93% for Tauranga Leisure Limited facilities

96% Tauranga Leisure Facilities 100% Bethlehem Hall, Matua Hall & Tauriko Hall

96% Tauranga Leisure Ltd managed facilities 100% Bethlehem Hall, Matua Hall & Tauriko Hall

90%

95%

Maintain at 95%

Maintain at 95%

Maintain at 95%

Whether people in the community know that they can use Council's, and Council provided, indoor facilities (perception).

Percentage of residents that are aware that Council's indoor facilities are available for the community to use. *Council's indoor facilities include: Council-provided swimming pools, indoor sports facilities, community centre and community halls; and community-share community halls and indoor sports facilities.

TCC - annual residents' survey

Not measured

76% Average for indoor sports facilities and community centres and halls

85% average for indoor sports facilities and community centres and halls

60%

80%

Increasing

Increasing

Increasing

115


INDOOR SPACE & ACTIVE LIVING PERFORMANCE MEASURES - SERVICE MEAURES Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

2008/09 Results

2009/10 Results

2010/11 Results

Sport Bay of Plenty

Not measured

35%

36%

Increasing

50%

55%

60%

Increasing

TCC

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

What this measure tells us

Measure

Data Source

Indication of sustainability of existing sports clubs (factual)

Percentage of sports clubs visited by Sport Bay of Plenty that have a current strategic and/or operational plan in place.

Provision of indoor facilities (factual)

Councilâ&#x20AC;&#x2122;s public indoor facilities are: Sub-regional level: TECT Arena at Baypark (9 courts) City level: QEYC / Memorial Hall (3 courts) Local level: Mount Sports Centre (1 court), Otumoetai Action Centre* (1 court), Merivale Action Centre* (1 court), Aquinas Action Centre* (1 court). Neighbourhood level: Community Centres: Papamoa, Arataki Recreation Centre: Papamoa Sport & Recreation Centre Community Halls: Greerton, Welcome Bay, Matua, Tauriko, Bethlehem, Maungatapu Primary*, Matua Primary*, Pillans Point Primary*, Selwyn Ridge Primary* * denotes facilities that have Community Share Agreements. All sub-regional facilities are staffed, while some local facilities are staffed and the remainder have get-the-key service.

116 Tauranga City Council Draft Ten Year Plan 2012-2022

Year 1 2012/13 target

2011/12 Target (per Annual Plan)


INDOOR SPACE & ACTIVE LIVING PERFORMANCE MEASURES - SERVICE MEAURES

What this measure tells us Provision of indoor facilities (factual)

Measure

Data Source

The network of indoor sports facilities is made up of: (a) Sub-regional level facilities & City level facilities that provide 1 court per 18,000 people*, as per the Indoor Facilities Blueprint. * Based on sub-regional population, as these facilities serve the Western Bay of Plenty sub-region not just the Tauranga City population. (b) Local level facilities that provide 1 court per 39,000 people* as per the Indoor Facilities Blueprint. * Based on Tauranga cityâ&#x20AC;&#x2122;s population, as these facilities primarily service their local area.

TCC

2008/09 Results

2009/10 Results

2010/11 Results

(a) Not Achieved (b) Achieved

(a) Not Achieved (b) Achieved

(a) Not Achieved (b) Achieved

2011/12 Target (per Annual Plan)

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

(a) Achieved - via the indoor sport & exhibition centre scheduled to open during the year. (b) Achieved

(a) Achieved (b) Achieved

(a) Achieved (b) Achieved

(a) Achieved (b) Achieved

(a) Achieved (b) Achieved

117


INDOOR SPACE & ACTIVE LIVING This Activity has a comprehensive asset management plan which is the key tool to ensuring that capital funding and existing assets are used as efficiently and effectively as possible.

ASSET MANAGEMENT Key Assets as at 30 June 2011 • Six dedicated sports facilities (including 3 community shares)

Capital Expenditure – Growth Related Projects Allocations of capital expenditure for growth related projects are indicative only and final allocations are reviewed and confirmed on an annual basis by applying the policy process outlined in the Development Contributions Policy.

Growth continues to place pressure on this Activity and its assets. Annual comprehensive reviews of the assets and asset management plan are undertaken to determine and assess these impacts and to ensure that demand is met.

• One sport and recreation centre • Nine community halls (including 4 community shares) • Two community centres

CAPITAL EXPENDITURE Total

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$190,000 $190,000

$190,000 $190,000

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$190,000

$190,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

NEW OR UPGRADED ASSETS - LEVEL OF SERVICE Minor indoor facility upgrades Total new or upgraded assets - level of service

$38,000 $175,500

$35,000 $172,500

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$0 $0

$3,000 $3,000

$0 $0

IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total new or upgraded assets - level of Service

$176,564

$172,500

$0

$0

$0

$0

$0

$0

$0

$4,064

$0

$65,000 $100,000

$65,000 $10,000

$0 $10,000

$0 $10,000

$0 $10,000

$0 $10,000

$0 $10,000

$0 $10,000

$0 $10,000

$0 $10,000

$0 $10,000

$3,194,658 $3,359,658

$221,638 $296,638

$190,816 $200,816

$289,427 $299,427

$228,740 $238,740

$267,778 $277,778

$328,969 $338,969

$307,428 $317,428

$320,495 $330,495

$484,634 $494,634

$554,733 $564,733

$4,108,903

$296,638

$208,608

$321,435

$265,025

$319,556

$404,763

$394,309

$428,255

$670,031

$800,283

$3,725,158

$659,138

$200,816

$299,427

$238,740

$277,778

$338,969

$317,428

$330,495

$497,634

$564,733

$4,475,467

$659,138

$208,608

$321,435

$265,025

$319,556

$404,763

$394,309

$428,255

$674,095

$800,283

INDOOR SPACE & ACTIVE LIVING NEW OR UPGRADED ASSETS - GROWTH Welcome Bay community building purchase Total Growth IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Growth

ASSET RENEWALS Morland Fox toilet and changing room upgrade Registering asbestos in Council buildings and implementing management plan Renewal of buildings Total Renewals IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Renewals Total Indoor Space and Active Living IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Indoor Space and Active Living

118 Tauranga City Council Draft Ten Year Plan 2012-2022


OPEN SPACE WHY WE DO IT

STRATEGIC DIRECTION

• Smart Economy 2004

To provide an open space network that makes available community and recreational opportunities, as well as cultural, landscape and ecological protection and enhancement.

Strategic direction for this Activity area is primarily provided from the following:

• Smart Tourism 2007

WHAT WE DO Council has an open space network that includes: • Sub-regional parks, neighbourhood reserves, sports fields, natural areas • Walking and cycling paths and linkages that also support transportation goals. The network is supported with amenities such as: playgrounds, public toilets, street trees, street gardens, park furniture, barbeques and skate parks.

• Integrated Transport Strategy for Tauranga 2006

City Vision

• Urban Design Strategy 2005

• Sport and Active Living Strategy 2005

• Vegetation Strategy 2006 Easy and Safe to Move Around

• Wairoa River Valley Strategy 2005

• Reserve Management Plan

• Greerton Neighbourhood Plan 2006

Built to Fit our Hills, Harbour & Coast

The following pages outline how this activity contributes to delivering the City Vision, Council Outcomes and Strategies and Plans.

• Parks and Leisure Asset Management Plan

A Clean, Green, Valued Environment

CURRENT DELIVERY

Vibrant, Healthy & Diverse Communities

A Great Place to Grow Up

Council Outcomes This activity contibutes to all of the Council Outcomes. Key Strategies and Plans • Open Space Strategy 2006 • SmartGrowth 2007

• The Council manages 2,031 ha of open space. This includes parks, reserves, coastal areas and sports fields. There are 72 sportsfields located on 19 active reserves, 81 playgrounds, 34 public barbeques, 46kms of walkways, 1,776 street gardens, 164 ha of native plantings, 29,503 specimen trees in streets and reserves, and 64 public toilets • Council has reviewed the policy on how much reserve land is required for passive and active use across the city – the Open Space Level of Service Policy and the Sports field Level of Service Policy • A framework and guidelines are in place for reviewing reserve management plans • All reserves are now covered by Reserve Management Plans. This was achieved in 2008. The review of older reserve management plans will commence in 2012 • A communications plan has been completed to actively

119


OPEN SPACE promote the parks, open space and coastal areas of the City. This objective is significantly achieved through Live to Play’month in October each year, and the Learning Through Discovery programme that is delivered during the school term.

• Direction has been provided on the future implementation of the Joint TCC and WBoPDC Policy on Sub-Regional Parks.

• The repairs required to Council’s coastal structures have been consented by BoPRC, and repairs prioritised

Parks: Passive

• The Council works in partnership with BoPRC to manage the build up of sea lettuce at key harbour and coastal reserves.

• There are currently twelve contracts for vegetation management including the maintenance of trees, gardens, walkways, cricket blocks, sportsfields, and parks

• A land acquisition plan has been developed, and is being implemented

Vegetation

• Park rangers provide a seven day a week service and are qualified rural fire fighters

• City Plan and Infrastructure Development Code have been reviewed

• The policy controlling the use of chemicals to manage vegetation has been reviewed and is actively being managed and usage regularly reported

• A community education programme targeted at primary school children, ‘Learning Through Discovery’, is being delivered through a contract with the Ministry of Education

• Notable trees are registered

• The Asset Management Plan was reviewed in preparation for the 2012-22 Ten Year Plan • An Asset Management Plan gap analysis was completed in 2009. Priority actions are being implemented • Currently 88% of the urban population live within 400500 metres of an open space area

• Two International Cultural Youth Exchange programme volunteers are based at McLaren Falls Park throughout the year • Community Corrections work groups are completing projects in several reserves

• Council priorities are set every three years to determine capital improvements for the Ten Year Plan

• Coordination of volunteer efforts in parks is ad-hoc. Council has considered alternative approaches to resolve this issue.

• Sustainability Policy actions are implemented across the Activity.

Coast and Harbours

Parks: Sub-Regional • Western Bay of Plenty District Council (WBoPDC) and Tauranga City Council have jointly purchased, developed, and opened to the public Huharua Harbour Park (at Plummers Point) and the TECT All Terrain Park (at Pyes Pa) • Both Councils have adopted a Reserve Management Plan for Huharua Harbour Park. The park was officially opened to the public in 2010

120 Tauranga City Council Draft Ten Year Plan 2012-2022

• The Council contributes funding to the Bay of Plenty Regional Council (BoPRC) for a Coast Care Coordinator, plants, plan implementation, and general dune care • Care groups in partnership with BoPRC are now managing the resource consents for the removal of mangroves from certain areas within the harbour • The Council has an Encroachment Policy with a target of a minimum of 20 encroachment removals per annum. This target is being achieved

• Vegetation Management Strategy ‘’Growing Tauranga Green’’ adopted 2006, and being implemented • Council reviewed and adopted a Vegetation and Tree Management Policy in 2007. Council has reviewed the Policy in respect to its effectiveness • Native plantings are being actively managed to address safety and quality issues • Plant pests actively managed in estuarine and riparian areas • Operational guidelines developed for street planting and street gardens. Walking and Cycling • Walkway and cycleway signage is inadequate • Funding opportunities for development and maintenance are available, requiring coordination with the Roading activity • Forward planning to improve the network of walkways and cycleways has been reviewed • Condition rating survey of walkways has been completed and information loaded into the asset management system


OPEN SPACE • A Track and Walkway development and maintenance manual has been completed.

• Community participation policy and guidelines to be established

Parks: Active

• Proposal to implement improvements to the quality and durability of high profile parks

• Land has been acquired (in anticipation) specifically for active reserves. Key active reserve land holdings are in Bethlehem (Parau and Smiths farms), Ohauiti and Pyes Pa • A Land Acquisition Plan has been developed • Council has adopted a Fees and Charges Policy. Council does not charge for the sporting and community use of its active reserves except where the service being provided is at a higher level than usual, for example the use of the artificial athletics track and the regional cricket oval on Blake Park. Increasing maintenance and operational costs are being met through an increase in ratepayer funding each year

• Assessing and implementing dune restoration options • Implementation of asset management system.

ADDITIONAL DELIVERY IN YEARS FOUR TO TEN • Development of new sports fields at Parau Farm.

A review of Council-controlled organisations is underway. It is expected that that review will be completed by 30 June 2012. The outcomes of that review may affect this activity area.

• A reserve user agreement has been developed to formalise access and use of sportsfields • W ork has been completed on the supply and demand of sportsfields. This has helped Council to determine the future approach to the level of service for active reserves, and helped inform the programme of capital works for the land set aside for future active reserve purposes.

SIGNIFICANT NEGATIVE EFFECTS

ADDITIONAL DELIVERY IN THE NEXT THREE YEARS

Carbon generated through the use of petrochemical driven maintenance operations.

• Establishment and early milestone success for the Botanic Gardens Trust

Use of agrichemicals presents a risk to public health.

Wellbeing Significant negative effects or risks

S*

Noise and traffic movement generated from events and activities carried out on Open Space areas.

C*

EC*

How Council will mitigate the effect or risk Require events to comply with City Plan. Development of parks to minimise impact on residential and surrounding areas.

Annual planting programmes. Encourage alternative maintenance techniques when tendering maintenance works.

Where possible apply alternative means of vegetation management. Comply with Regional Air Plan and New Zealand Standards including advertising, signage, and safety equipment.

• Maximising use of existing sports fields through implementing improvements to high use active reserves • Reserve Management Plan Reviews

EN*

* S = Social, C = Cultural, EC = Economic, EN = Environmental

121


OPEN SPACE STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION) OPEN SPACE Total Operating Revenue Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/ (Surplus) to Fund Total Rates required (excluding other fund sources) Capital Expenditure

2011/12 Budget ($000’s) 228 10,775 3,122 3,419 0 17,316 17,088 16,988 4,673

2012/13 Forecast ($000’s) 228 10,842 2,384 4,450 (17) 17,659 17,431 17,331 5,077

2013/14 Forecast ($000’s) 236 11,390 2,390 4,347 (18) 18,109 17,873 17,771 5,458

2014/15 Forecast ($000’s) 243 11,832 2,471 4,248 (18) 18,533 18,290 18,184 7,932

2015/16 Forecast ($000’s) 250 12,290 2,531 4,160 (19) 18,962 18,712 18,602 5,084

2016/17 Forecast ($000’s) 259 13,137 2,429 4,160 (19) 19,707 19,448 19,334 8,387

2017/18 Forecast ($000’s) 266 13,531 2,454 3,932 (20) 19,897 19,631 19,515 8,697

2018/19 Forecast ($000’s) 273 13,981 2,498 3,487 (20) 19,946 19,673 19,553 9,429

2019/20 Forecast ($000’s) 282 14,467 2,553 3,552 (21) 20,551 20,269 20,145 6,615

2020/21 Forecast ($000’s) 292 15,061 2,601 3,570 (22) 21,210 20,918 20,791 8,938

2021/22 Forecast ($000’s) 301 15,655 2,644 3,703 (22) 21,980 21,679 21,547 9,191

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION) OPERATIONAL Operating Revenue User Fees and Charges Subsidies and Grants Other Revenue Total Operating Revenue Operating Expenditure Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/(Surplus) to Fund FUNDING Rates (Increase)/Decrease in Cash Reserves Reserve Funding Other Funding Loan Funding Total Funding CAPITAL Capital Expenditure FUNDING Renewal Funding Loan Funding Reserve Funding Development Impact Fees Infill Fees Vested Assets Other Revenue Funding Subsidies and Grants TOTAL FUNDING

122 Tauranga City Council Draft Ten Year Plan 2012-2022

160 68 0 228

160 68 0 228

160 68 0 228

160 68 0 228

160 68 0 228

160 68 0 228

160 68 0 228

160 68 0 228

160 68 0 228

160 68 0 228

160 68 0 228

10,775 3,122 3,419 0 17,316 17,088

10,842 2,384 4,450 (17) 17,659 17,431

11,044 2,317 4,215 (17) 17,559 17,331

11,135 2,325 3,998 (17) 17,441 17,213

11,210 2,309 3,794 (17) 17,296 17,068

11,605 2,146 3,675 (17) 17,409 17,181

11,625 2,108 3,378 (17) 17,094 16,866

11,677 2,087 2,912 (17) 16,659 16,431

11,710 2,066 2,875 (17) 16,634 16,406

11,796 2,037 2,796 (17) 16,612 16,384

11,869 2,005 2,807 (17) 16,664 16,436

16,988 0 0 100 0 17,088

17,331 0 0 100 0 17,431

17,231 0 0 100 0 17,331

17,113 0 0 100 0 17,213

16,967 0 0 100 0 17,067

17,081 0 0 100 0 17,181

16,766 0 0 100 0 16,866

16,331 0 0 100 0 16,431

16,306 0 0 100 0 16,406

16,284 0 0 100 0 16,384

16,336 0 0 100 0 16,436

4,673

5,077

5,255

7,389

4,580

7,291

7,283

7,590

5,105

6,599

6,486

898 526 0 1,883 233 1,133 0

1,040 209 69 918 1,708 1,133 0 0 5,077

919 647 49 532 1,975 1,133 0 0 5,255

1,155 2,452 51 2,075 523 1,133 0 0 7,389

983 (2,709) 0 806 4,310 1,190 0 0 4,580

947 576 0 2,665 1,854 1,249 0 0 7,291

1,145 921 0 2,756 1,150 1,311 0 0 7,283

1,065 989 0 3,166 993 1,377 0 0 7,590

1,176 876 0 1,322 285 1,446 0 0 5,105

1,345 741 0 271 2,724 1,518 0 0 6,599

1,249 745 0 1,639 1,259 1,594 0 0 6,486

0 4,673


OPEN SPACE TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE PERFORMANCE MEASURES - ACTIVITY OUTCOMES Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

TCC - annual residents' survey

78%

74%

80%

75%

75%

75%

75%

75%

Amount of public land that is protected specifically for ecological, cultural, landscape or conservation purposes (protection in the form of District Plan ecologically sensitive area zones, under the Reserves Act, QEII covenants or Department of Conservation land).

TCC

Not measured

Not measured

874 Ha Ecological Areas QEII Covenanted (Matua Saltmarsh) 16.34 Ha Land classified under Reserves Act 1066 Ha Land administered by the Department of Conservation: 268.70 Ha

Increasing

Increasing

Increasing

Increasing

Increasing

Level of accessibility of playgrounds (factual)

Percentage of residents in urban areas that are within 500m of a playground (or within 400m in an intensification area). * The adopted long-term target is 95%, it is not anticipated that this will be achieved within this ten year period.

TCC

56%

54%

55%

65%

65%

65%

65%

65%

Level of accessibility of open space areas (factual)

Percentage of households that are within 500m of an open space area*. * The adopted long-term target is 95%, it is not anticipated that this will be achieved within this ten year period.

TCC

90%

89%

88%

92%

92%

92%

92%

92%

What this measure tells us

Measure

Data Source

The open space network provides community and recreation opportunities (perception)

Percentage of residents that feel Tauranga has enough, and enough variety of, parks or green space.

Level of protection of the natural environment (factual)

123


OPEN SPACE PERFORMANCE MEASURES - SERVICE MEAURES Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

TCC - annual residents' survey

77%

83%

78%

70%

80%

80%

80%

80%

Percentage of sports field users that are satisfied with the quality of the playing surface.

TCC - sports field users' survey

41%

81%

91.7%

79%

85%

85%

87%

90%

Level of reserve management plan implementation (factual)

Reserve management plan (RMP) implementation in terms of projects undertaken to deliver on RMP actions, comparing actual to planned implementation each year.

TCC

Not measured

95%

81%

100% of planned RMP projects delivered this year (excluding any held up by land purchase issues)

100%

100%

100%

100%

Volunteer participation in environmental restoration and enhancement (factual)

Number of volunteer hours spent on the following projects / sites: - Coastcare - Kopurererua Valley - McLaren Falls - Urban Green Space - Mauao

Different for each: - BoPRC/TCC - TCC - TCC - TEC - TCC

Not measured

24,928 (includes community service hours)

40,032 (includes community service hours)

14,000

15,000

15,000

20,000

25,000

What this measure tells us

Measure

Data Source

The open space network provides community and recreation opportunities (perception)

Of residents that use Taurangaâ&#x20AC;&#x2122;s playgrounds, the percentage that are satisfied with the quality of their local playground.

The open space network provides recreation opportunities (perception)

124 Tauranga City Council Draft Ten Year Plan 2012-2022


OPEN SPACE LEVELS OF SERVICE Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

Measure

Data Source

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

Removal of coastal encroachments (factual)

20 coastal encroachments are removed each year

TCC

Not measured

19 fully complete plus 15 partially complete

35

20

20

20

20

20

Provision of regional and sub-regional parks (factual)

Number, type, size and location of regional and sub-regional parks.

TCC

3

3

3

3

3

3

3

3

Provision of disabled facilities in public toilets (factual)

Number and percentage of public toilets that have disabled facilities.

TCC

48%, (32 of 66)

53%, (35 of 66)

65%, (44 of 68)

Increasing

Increasing

Increasing

Increasing

90%

Provision of public toilets - accessibility (factual)

Opening hours of public toilets in the Tauranga CBD and Mount Maunganui and Greerton neighbourhood centres are: at least 8am-9pm in summer and at least 8am-8pm in winter, with many being open longer hours.

TCC

Achieved

Achieved

Achieved

Achieve

Achieve

Achieve

Achieve

Achieve

Provision of public toilets - cleaning and maintenance (factual)

Public toilets are cleaned regularly and maintenance is carried out as required (for repairs) and as planned (for planned renewals).

TCC

Not measured

Achieved

Achieved

Achieve

Achieve

Achieve

Achieve

Achieve

Provision of playground network - experiences (factual)

Councilâ&#x20AC;&#x2122;s network of playgrounds provides for a variety of experiences for young people. Some playgrounds are targeted at older or younger children, to meet predominant local demand.

TCC

Not measured

Achieved

Achieved

A variety of equipment is installed each year

A variety of equipment is installed each year

A variety of equipment is installed each year

A variety of equipment is installed each year

A variety of equipment is installed each year

Provision of plaground network safety (factual)

All playgrounds meet appropriate safety standards.

TCC

76%

87%

85%

92%

92%

92%

92%

92%

What this measure tells us

125


OPEN SPACE LEVELS OF SERVICE What this measure tells us

2011/12 Target (per Annual Plan)

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

2008/09 Results

2009/10 Results

2010/11 Results

TCC

129,178m2 of street gardens maintained regularly

There are 140,698m2 of street gardens. The average street garden receives 26 visits per year

There are 99,060m2 of street gardens on contract. The average street garden receives 26 visits per year

Achieve

Achieve

Achieve

Achieve

Achieve

Minimum size of street gardens in new subdivisions. (there is no maximum size).

TCC

45m2

45m2

45m2

45m2

45m2

45m2

45m2

45m2

Provision of street gardens - upgrading (factual)

Area of street gardens that is upgraded each year within the approved budget.

TCC

4,358m2

3,659m2

3,057m2

3,000m2

4,000m2

4,000m2

4,000m2

4,000m2

Safety of coastal structures (factual)

Progress towards achieving compliance with Environment Bay of Plenty resource consent conditions for coastal structures (number achieved compared to the planned programme each year, as well as total number that are compliant). * There are a total of 233 coastal structures managed by this activity. Of these, 35 have been assessed as being in ‘poor’ or ‘very poor’ condition. ** Council’s upgrade programme focuses on the 35 worst condition structures and will ensure all 35 comply with resource consent conditions over the next 15 years.

TCC

Not measured

4

1

Three additional structures compliant this year. Total of five of the 35 structures now compliant

3 additional structures. Total of 8 of the 35 structures compliant

2 additional structures. Total of 10 of the 35 structures compliant

2 additional structures. Total of 12 of the 35 structures compliant

12 additional structures. Total of 24 of the 35 structures compliant

Measure

Data Source

Provision of street gardens - maintenance (factual)

All street gardens* for which Council is responsible are maintained regularly (reported via the number of maintenance visits each year and the total area maintained each year). * Excludes the annual (bedding) gardens. ** Additional areas of street gardens are vested to Council as new subdivisions are developed, so the total area is not within Council’s direct control.

Provision of street gardens - minimum size (factual)

126 Tauranga City Council Draft Ten Year Plan 2012-2022


OPEN SPACE OTHER INTERESTING STATISTICS What this measure tells us

2011/12 Target (per Annual Plan)

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

2008/09 Results

2009/10 Results

2010/11 Results

Provision of open Area of open space per 1,000 population, TCC space - area (factual) broken down into areas of active reserve, neighbourhood reserve and community use.

Total of 4.28ha/1000 people. Active reserves: 2.37 ha/1000 people

4.28ha/1000 people, made up of Active Reserve 2.37ha, Neighbourhood Reserve 1.86ha, Community use 0.044ha

3.09Ha/1000 No targets people, made required up of Active Reserve 2.09ha, Neighbourhood Reserve 0.96ha, Community Use 0.04ha

No targets required

No targets required

No targets required

No targets required

Throughput - use of open space (factual)

No targets required

No targets required

No targets required

No targets required

No targets required

Throughput - use of open space (factual) Community Service

Measure

Data Source

Number of people walking: (a) Around Mauao (b) Up Mauao (c) Around Waikareao Walkway (d) Around Carmichael Reserve Number of vehicles that enter McLaren Falls Park.

TCC

(a) 936,886 (b) 175,867 (c) 44,160 (d) n/a

(a) 968,845 (b) 183,682 (c) 38,133 (d) 22,536

TCC

Not measured

51,884

(a) 845,464 (b) 152,612 (c) 19,240 (d) 4,250 for 6 months 48,099

No targets required

No targets required

No targets required

No targets required

No targets required

Number of community service hours that contribute to the maintenance or development of parks.

TCC

Not measured

Previously recorded within the volunteer hours measure

Previously No targets recorded within required the volunteer hours measure

No targets required

No targets required

No targets required

No targets required

127


OPEN SPACE This Activity has a comprehensive asset management plan which is the key tool to ensuring that capital funding and existing assets are used as efficiently and effectively as possible.

ASSET MANAGEMENT Key Assets as at 30 June 2011 • 2,031 ha of open space including 72 sportsfields, 80 local parks, 913 ha of bush area and 5 skateparks

confirmed on an annual basis by applying the policy process outlined in the Development Contributions Policy.

Growth continues to place pressure on this Activity and its assets. Annual comprehensive reviews of the assets and asset management plan are undertaken to determine and assess these impacts and to ensure that demand is met.

• 81 playgrounds • Two sub-regional parks • 34 public barbecues • 46 kms of walkways

Capital Expenditure – Growth Related Projects

• 1,776 street gardens

Allocations of capital expenditure for growth related projects are indicative only and final allocations are reviewed and

• 64 public toilets

CAPITAL EXPENDITURE OPEN SPACE NEW OR UPGRADED ASSETS - GROWTH Purchase of land for neighbourhood reserves Development of land for neighbourhood reserves Memorial Park Development - Pedestrian Crossing 11th Ave Development of Waikareao West Walkway Wharepai Domain Sportsfield development including irrigation Development of Wairakei Stream Development of Coronation Park Improvements to Mauao - base track Links Avenue Sportsfield training lights Development of Osprey Drive Reserve Development of Tye Park Reserve Development of Gordon Carmichael Reserve Miles Lane reserve development including carpark Develop Parau Farms as an Active Reserve Kulim Park Beach Rd connection around private land Complete unfinished walkway connection Hammond Street to Fantail Drive

128 Tauranga City Council Draft Ten Year Plan 2012-2022

Total

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$11,822,037 $505,894 $16,000

$247,600 $0 $0

$680,000 $0 $0

$629,706 $0 $16,000

$911,784 $0 $0

$1,700,000 $0 $0

$1,150,000 $50,000 $0

$993,333 $289,320 $0

$1,300,000 $0 $0

$1,594,807 $166,574 $0

$2,614,807 $0 $0

$419,000

$0

$0

$0

$0

$0

$0

$0

$69,000

$350,000

$0

$140,000

$140,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

$176,000 $110,000 $486,008 $50,000 $46,000 $5,000 $215,000 $250,000 $7,725,000 $140,000 $67,000

$0 $40,000 $50,000 $0 $0 $5,000 $21,500 $0 $0 $0 $0

$0 $40,000 $0 $0 $0 $0 $21,500 $0 $150,000 $0 $0

$0 $30,000 $0 $0 $0 $0 $21,500 $0 $0 $40,000 $67,000

$0 $0 $36,008 $50,000 $36,000 $0 $21,500 $0 $0 $100,000 $0

$0 $0 $0 $0 $0 $0 $21,500 $0 $2,500,000 $0 $0

$0 $0 $0 $0 $0 $0 $21,500 $0 $2,500,000 $0 $0

$0 $0 $0 $0 $0 $0 $21,500 $0 $2,575,000 $0 $0

$0 $0 $200,000 $0 $0 $0 $21,500 $0 $0 $0 $0

$78,000 $0 $200,000 $0 $10,000 $0 $21,500 $50,000 $0 $0 $0

$98,000 $0 $0 $0 $0 $0 $21,500 $200,000 $0 $0 $0


OPEN SPACE CAPITAL EXPENDITURE Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2020/21

Budget 2021/22

Budget 2022/23

$0

$18,000

$0

$0

$0

$0

$0

$0

$0

$0

$0 $0 $0 $21,500 $44,500 $0 $0

$0 $0 $0 $0 $0 $20,000 $0

$0 $0 $3,000 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $15,000

$0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0

$0 $0 $0 $0 $0 $0 $0

$66,000 $0 $0 $0 $0 $0 $0

$296,000 $540,000 $0 $0 $0 $0 $0

$0 $15,000 $0 $0 $0 $0 $0

$50,000 $620,100

$0 $929,500

$0 $807,206

$0 $1,170,292

$0 $4,221,500

$0 $3,721,500

$0 $3,879,153

$0 $1,656,500

$0 $3,306,881

$0 $2,949,307

$620,100

$965,565

$866,536

$1,299,141

$4,856,414

$4,443,843

$4,818,684

$2,146,493

$4,479,501

$4,179,463

$13,083,928

$1,132,895

$1,132,895

$1,132,895

$1,189,540

$1,249,016

$1,311,468

$1,377,041

$1,445,893

$1,518,187

$1,594,098

Total new or upgraded assets - Vested $13,083,928 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total new or upgraded assets - Vested $15,748,990

$1,132,895

$1,132,895

$1,132,895

$1,189,540

$1,249,016

$1,311,468

$1,377,041

$1,445,893

$1,518,187

$1,594,098

$1,132,895

$1,176,851

$1,216,163

$1,320,508

$1,436,868

$1,566,024

$1,710,560

$1,873,588

$2,056,536

$2,258,996

$108,098

$0

$0

$0

$108,098

$0

$0

$0

$0

$0

$0

$205,770

$91,650

$0

$0

$0

$114,120

$0

$0

$0

$0

$0

$2,163,000

$288,000

$120,000

$120,000

$320,000

$295,000

$410,000

$610,000

$0

$0

$0

$2,457,146 $40,650 $1,999,160 $20,000

$168,000 $13,550 $199,916 $20,000

$205,603 $13,550 $199,916 $0

$198,450 $13,550 $199,916 $0

$348,975 $0 $199,916 $0

$172,203 $0 $199,916 $0

$318,000 $0 $199,916 $0

$277,300 $0 $199,916 $0

$342,900 $0 $199,916 $0

$125,715 $0 $199,916 $0

$300,000 $0 $199,916 $0

$309,000 $114,000

$0 $0

$22,000 $0

$0 $0

$0 $0

$24,000 $0

$109,000 $0

$0 $114,000

$154,000 $0

$0 $0

$0 $0

$19,000

$19,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

OPEN SPACE Total NEW OR UPGRADED ASSETS - GROWTH (continued) Complete unfinished walkway connection York Park $18,000 to Gordon Carmichael Reserve Development of Kulim Park $362,000 Development of Otumoetai Pa Reserve $555,000 Development of Vale Street West Reserve $3,000 Development of Faulkner Park $21,500 Develop Gate Pa Domain path and signage $44,500 Merivale neighbourhood plan - various projects $20,000 Realign loop road at Yatton Park in response to $15,000 coastal erosion Install irrigation on Moreland Fox Sportsfield $50,000 Total new or upgraded assets - Growth $23,261,939 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total new or upgraded assets - Growth $28,675,739 NEW OR UPGRADED ASSETS - VESTED Assets vested to Council by developers

NEW OR UPGRADED ASSETS - OTHER Purchase and disposal of land for neighbourhood reserves Development of neighbourhood reserves in urban growth areas Development of TECT All Terrain sub-regional park (with Western Bay of Plenty DC) Improvements to seawalls and coastal structures Installation of disabled toilets in existing toilet blocks Staff salaries related to capital projects Memorial Park safety barriers and crossing over mini railway Development of Elmes Reserve Development of Crossing on Cameron Road to Wharepai and Tauranga Domains Goods Road Reserve Track Installation

129


OPEN SPACE CAPITAL EXPENDITURE OPEN SPACE Total NEW OR UPGRADED ASSETS - LEVEL OF SERVICE (continued) Improved pedestrian accessways from Papamoa $196,000 Beach Road to the beach Construction of Walkway Evacuation Routes at $100,000 Papamoa Install carparking Gordon Spratt Reserve $214,500 Pilot Bay Improvements - Boardwalk $420,000 Community Funded improvements to Arataki Park $168,000 including playground, basketball court and barbeque area Arataki Park various improvements including $105,000 footpaths and lighting Blake Park - Irrigate field 1 & design & install central $1,000,000 car park Sportsfield lighting and field resurfacing at Te Wati $205,000 Park Sportsfield lighting and irrigation at Waipuna Park $629,000 Create road link between SH2 and Parau Sportsfields $1,409,325 Mitchell Park - Training lights & sealing of the car park $144,000 Sportsfield lighting and irrigation at Fergusson Park $161,000 Development of the Kopurererua Valley $1,000,000 Carpark and cricket wickets at Greerton Park $153,000 Development of Morland Fox Park carpark $90,000 Total new or upgraded assets - Level of Service $13,430,649 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total new or upgraded assets Level of Service $15,264,279 ASSET RENEWALS Renewal of park roading Renewal of park structures and furniture Renewal of pipes and similar assets in parks Renewal of various buildings on reserves Renewal of various public toilets Sundry minor renewals Total Asset Renewals

130 Tauranga City Council Draft Ten Year Plan 2012-2022

$4,393,930 $3,559,738 $952,025 $461,300 $1,008,978 $47,000 $10,422,971

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$28,000

$28,000

$28,000

$28,000

$28,000

$28,000

$28,000

$0

$0

$0

$100,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0 $210,000 $69,000

$0 $210,000 $48,500

$22,500 $0 $50,500

$192,000 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$0 $0 $0

$105,000

$0

$0

$0

$0

$0

$0

$0

$0

$0

$0

$500,000

$500,000

$0

$0

$0

$0

$0

$0

$0

$0

$205,000

$0

$0

$0

$0

$0

$0

$0

$0

$629,000 $0 $0 $0 $100,000 $0 $0 $2,041,116

$0 $600,000 $80,000 $0 $100,000 $0 $0 $2,332,569

$0 $809,325 $0 $161,000 $100,000 $0 $0 $2,203,241

$0 $0 $0 $0 $100,000 $0 $0 $1,296,989

$0 $0 $0 $0 $100,000 $0 $0 $933,239

$0 $0 $0 $0 $100,000 $0 $0 $1,164,916

$0 $0 $0 $0 $100,000 $0 $0 $1,329,216

$0 $0 $0 $0 $100,000 $0 $90,000 $886,816

$0 $0 $64,000 $0 $100,000 $0 $0 $489,631

$0 $0 $0 $0 $100,000 $153,000 $0 $752,916

$2,041,116

$2,423,073

$2,365,179

$1,439,787

$1,073,598

$1,391,026

$1,651,152

$1,149,136

$663,254

$1,066,957

$433,930 $415,000 $60,922 $38,000 $31,425 $0 $979,277

$465,000 $250,292 $45,040 $22,000 $71,214 $6,000 $859,546

$465,000 $420,822 $58,179 $36,000 $115,186 $0 $1,095,187

$465,000 $350,000 $45,813 $11,000 $51,015 $0 $922,828

$465,000 $252,222 $60,418 $19,300 $90,112 $0 $887,052

$420,000 $371,401 $103,846 $59,000 $130,987 $0 $1,085,234

$420,000 $350,000 $85,257 $35,000 $96,682 $18,000 $1,004,939

$420,000 $350,000 $142,529 $100,000 $103,088 $0 $1,115,617

$420,000 $400,001 $232,032 $29,000 $185,792 $17,000 $1,283,825

$420,000 $400,000 $117,989 $112,000 $133,477 $6,000 $1,189,466


OPEN SPACE CAPITAL EXPENDITURE OPEN SPACE Total IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Asset Renewals $12,507,244 Total Open Space $60,199,487 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Open Space $72,196,252

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$979,277

$892,896

$1,175,683

$1,024,431

$1,020,465

$1,295,878

$1,248,335

$1,445,617

$1,739,069

$1,685,592

$4,773,388

$5,254,510

$5,238,529

$4,579,649

$7,290,807

$7,283,118

$7,590,349

$5,104,826

$6,598,524

$6,485,787

$4,773,388

$5,458,385

$5,623,561

$5,083,868

$8,387,344

$8,696,771

$9,428,732

$6,614,834

$8,938,361

$9,191,009

For ease of understanding for the reader, some capital projects have been disclosed under a different activity area than is recorded in Council's financial systems. There follows a reconciliation between the "Capital Expenditure" figures shown in the summarised financial information for this activity, and the detailed list of projects above.

CAPITAL EXPENDITURE OPEN SPACE Per detailed list above Total Open Space excl inflation Total Open Space incl inflation add items included in Support Services project list Property Transactions Per summarised financial information Total Open Space excl inflation Total Open Space incl inflation

Ten Year Project Cost

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$60,199,487 $72,196,252

$4,773,388 $4,773,388

$5,254,510 $5,458,385

$5,238,529 $5,623,561

$4,579,649 $5,083,868

$7,290,807 $8,387,344

$7,283,118 $8,696,771

$7,590,349 $9,428,732

$5,104,826 $6,614,834

$6,598,524 $8,938,361

$6,485,787 $9,191,009

$2,453,576

$303,576

$62,653,063 $74,807,853

$5,076,964 $5,076,964

$4,579,649 $5,083,868

$7,290,807 $8,387,344

$7,283,118 $8,696,771

$7,590,349 $9,428,732

$5,104,826 $6,614,834

$6,598,524 $8,938,361

$6,485,787 $9,191,009

$2,150,000 $5,254,510 $5,458,385

$7,388,529 $7,931,586

131


COMMUNITY PROPERTY SERVICES WHY WE DO IT To provide a range of community places and facilities in a self-funding business structure that provides a financially sustainable level of service and well maintained assets for our customers.

WHAT WE DO The Community Property Services Activity Area comprises five self-funding business activities. • The Historic Village on 17th • The Mt Maunganui Beachside Holiday Park • Tauranga Crematorium and Cemetery Services • Tauranga Marine Facilities • Tauranga Elder Housing The Historic Village on 17th The Historic Village in Seventeenth Avenue is a 5.6 hectare property that provides a venue for a range of community and commercial entities. The Village has a range of historic and replica buildings in addition to a large part of the site which remains undeveloped. In September 2010 the Council resolved the following: That Council confirms the strategic direction for the Village as follows: 1. A community place that welcomes a range of community groups who provide services for Tauranga residents, while being supported by an active trading and visitor experience 2. V isitor Experience – the Historic Village is to provide a seven-day-a-week character experience for residents and visitors to Tauranga, which is enhanced by a regular programme of events and activities

132 Tauranga City Council Draft Ten Year Plan 2012-2022

3. Asset management – the Historic Village assets are to be maintained in a planned manner that is affordable, enhances the assets’ lives and supports objective 4, by drawing on the support in the community 4. Financial sustainability – the Historic Village Activity is to be managed in a manner that ensures it maintains a long term self-sustaining financial position, through providing opportunities for other sources of funding in addition to rental revenue 5. Former Wickham Site is to be used to enhance objectives 1-4, by providing a mix of commercial and community tenants, parking and spaces for community and event purposes 6. Village Management – the core management of the Village be established to involve active community groups such as the “Friends of the Village” to assist in the meeting of the five objectives (1) to (5). The Mt Maunganui Beachside Holiday Park • This holiday park is situated at the base of Mauao and is a popular holiday destination for locals and visitors to this region. The holiday park has three amenity blocks and some 200 campsites. The activity is operated by Council staff and the manager reports to the Manager: Property Services Tauranga Crematorium and Cemetery Services • This activity comprises the operations at the Pyes Pa cemetery and crematorium, along with five older denominational cemeteries located in the Avenues in Tauranga. The revenue from this activity comes from burial and cremation fees and the sale of plots at Pyes Pa Cemetery. This activity is managed by the Property Assets division of Property Services. The Historic

Mission Cemetery is not part of this activity area and is managed as a Historic Reserve by the Open Space activity. The activity is managed to ensure the Council meets its requirements under the Burial and Cremations Act. Tauranga Marine Facilities • This activity area manages the Marine assets owned by Council. These assets include the commercial wharves, boat ramps, Sulphur Point Boat Park, Marine Park at Sulphur Point, public wharves, coastal structures and the Harbour Central Marine business park site. This activity is managed by the Property Management activity. The assets are recorded in the Property Asset Management Plan. Tauranga Elder Housing • This activity provides 246 single bedroom units in nine villages across Tauranga, for tenants that meet the Council elder housing criteria.


COMMUNITY PROPERTY SERVICES STRATEGIC DIRECTION

Council Outcomes

Tauranga Crematorium and Cemetery Services

Strategic direction for this Activity is primarily provided from the following:

This activity contibutes to all of the Council Outcomes.

• The focus of this activity is on the daily operational service delivery of the cemeteries, cremator services and Chapel, while ensuring it remains financially selfsustainable

Key Strategies and Plans City Vision

• Our Community Places Strategy 2008 • Open Space Strategy 2006

Built to Fit our Hills, Harbour & Coast

• Sport and Active Living Strategy 2005

• SmartGrowth 2007

• Smart Tourism 2007

A Clean, Green, Valued Environment

The following pages outline how this activity contributes to delivering the City Vision, Council Outcomes and Strategies and Plans.

• Reserve Management Plan

Vibrant, Healthy & Diverse Communities

CURRENT DELIVERY

The Historic Village on 17th

Strong Sustainable Economy

A Great Place to Grow Up

• All building assets have been surveyed and a planned programme of maintenance exists. The strategic direction confirmed in September 2010 is being implemented. During 2011/2012 the Council established a Project Steering Group to further review the Village Strategy. This strategy, when finalised, will set out the way forward for the next ten years. The Mt Maunganui Beachside Holiday Park • The holiday park is managed by Council staff and provides for a unique holiday experience. The upgrade plans have been completed and the focus is on high quality visitor and customer experiences delivered in a manner that provides a regular surplus to Council.

• There is also planning for the future provision of memorials. There will be continual improvements in service delivery with the introduction of online records research • M aintenance of the older city cemeteries that are full is in accordance with the requirements of the current Burial and Cremations Act. Tauranga Marine Facilities • T here are a range of Marine assets that have been combined into an activity area that is targeted to be self funding. Much of the revenue comes from commercial leases at Sulphur Point, the boat park and commercial wharf revenue. Harbour Central is also included and this is to be developed in a staged manner consistent with the concept plans prepared for the property. A proactive maintenance regime is being implemented which will be largely funded from depreciation reserves where these are available. Tauranga Elder Housing • This activity is managed by the Property Services team who ensure the units are well maintained and the tenants are managed in accordance with the tenancy policy and the Residential Tenancies Act 1986. The activity is self-funding. With the units being of various ages, the suitability of the units for the tenants does vary. The Council has recently sold the Clarke Street village and the proceeds are held for this activity.

133


COMMUNITY PROPERTY SERVICES ADDITIONAL DELIVERY IN THE NEXT THREE YEARS

ADDITIONAL DELIVERY IN YEARS FOUR TO TEN

The Historic Village

• The Historic Village; Mount Maunganui Beachside Holiday Park; Tauranga Crematorium and Cemetery Services; and Tauranga Marine Facilities

• Implement the outcome of the Historic Village Project Steering group review, which builds on the strategic direction approved by Council. The Mount Maunganui Beachside Holiday Park • T he focus will be on improving the financial returns from this business while ensuring the facility is well presented and excellence in customer service is maintained.

• No change from years one to three. Tauranga Elder Housing • I t is intended at this time that a further review will have been undertaken of Council’s role in the provision of this housing. This may result in Council electing to invest further in units or look for alternative ways for this service to be delivered.

Tauranga Crematorium and Cemetery Services • Continued improvements to the services provided to the public

SIGNIFICANT NEGATIVE EFFECTS

• Upgrade of the Pyes Pa Chapel

Significant negative effects or risks

• Development of additional land for burials

Emissions from the operation of the Tauranga Crematorium could be perceived to have a negative impact on the environment.

• Maintain a self-funding position. Tauranga Marine Facilities • T he development of the Harbour Central Marine Precinct • Maintaining the recreational marine facilities • The continued maintenance and provision of commercial wharf space. Tauranga Elder Housing • No changes from the above.

134 Tauranga City Council Draft Ten Year Plan 2012-2022

Wellbeing S*

C*

EN* •

The location of the holiday park at the base of Mauao has an impact on local Iwi in respect of their strong linkage to this significant cultural area.

The operation, maintenance and development of Marine facilities in the coastal environment could have a significant effect on the environment and Tangata Whenua.

There is a risk to the Marine sector that the redevelopment of the Harbour Central site does not proceed.

EC*

How Council will mitigate the effect or risk The Council has in place a new low emission cremator and has refurbished the original one to reduce emissions, which are also monitored. The Council communicates regularly with Tangata Whenua in regard to issues of importance.

* S = Social, C = Cultural, EC = Economic, EN = Environmental

The Council has an asset management plan for its marine facilities and it also has in place resource consents and a management programme for monitoring the conditions of those consents. Tangata Whenua are also consulted on any new marine structures. The Council has a task force progressing this project.


COMMUNITY PROPERTY SERVICES STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION) COMMUNITY PROPERTY SERVICES Total Operating Revenue Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/ (Surplus) to Fund Total Rates required (excluding other fund sources) Capital Expenditure

2011/12 Budget ($000’s) 4,894 2,463 476 1,205 0 4,144 (750) 0 (137)

2012/13 Forecast ($000’s) 4,860 2,681 332 1,411 0 4,424 (436) 0 3,021

2013/14 Forecast ($000’s) 5,067 2,765 407 1,538 0 4,710 (357) 0 1,862

2014/15 Forecast ($000’s) 5,272 2,772 476 1,662 0 4,910 (362) 0 2,105

2015/16 Forecast ($000’s) 5,534 2,980 559 1,762 0 5,301 (233) 0 1,636

2016/17 Forecast ($000’s) 5,741 2,981 582 1,826 0 5,389 (352) 0 798

2017/18 Forecast ($000’s) 5,931 3,021 604 1,892 0 5,517 (414) 0 1,676

2018/19 Forecast ($000’s) 6,130 3,259 651 1,943 0 5,853 (277) 0 1,839

2019/20 Forecast ($000’s) 6,355 3,346 684 2,007 0 6,037 (318) 0 1,075

2020/21 Forecast ($000’s) 6,599 3,682 703 2,106 0 6,491 (108) 0 1,728

2021/22 Forecast ($000’s) 6,849 3,543 765 2,171 0 6,479 (370) 0 2,968

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION) OPERATIONAL Operating Revenue User Fees and Charges Subsidies and Grants Other Revenue Total Operating Revenue Operating Expenditure Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/(Surplus) to Fund FUNDING Rates (Increase)/Decrease in Cash Reserves Reserve Funding Other Funding Loan Funding Total Funding CAPITAL Capital Expenditure FUNDING Renewal Funding Loan Funding Reserve Funding Development Impact Fees Infill Fees Vested Assets Other Revenue Funding Subsidies and Grants TOTAL FUNDING

4,809 0 85 4,894

4,774 0 86 4,860

4,827 0 86 4,913

4,874 0 86 4,960

4,962 0 86 5,048

4,986 0 86 5,072

5,010 0 86 5,096

5,034 0 86 5,120

5,058 0 86 5,144

5,082 0 86 5,168

5,107 0 86 5,193

2,463 476 1,205 0 4,144 (750)

2,682 332 1,411 0 4,425 (435)

2,681 395 1,492 0 4,568 (345)

2,608 448 1,564 0 4,620 (340)

2,718 511 1,607 0 4,836 (212)

2,634 514 1,614 0 4,762 (310)

2,595 517 1,627 0 4,739 (357)

2,721 544 1,622 0 4,887 (233)

2,707 554 1,625 0 4,886 (258)

2,883 551 1,650 0 5,084 (84)

2,685 580 1,646 0 4,911 (282)

0 (650) 0 (100) 0 (750)

0 264 0 (100) (600) (436)

0 5 0 (100) (250) (345)

0 10 0 (100) (250) (340)

0 138 0 (100) (250) (212)

0 39 0 (100) (250) (311)

0 44 0 (101) (300) (357)

0 217 0 (100) (350) (233)

0 192 0 (100) (350) (258)

0 366 0 (100) (350) (84)

0 168 0 (100) (350) (282)

(137)

3,021

1,793

1,961

1,474

693

1,404

1,480

829

1,275

2,094

405 (542) 0 0 0 0 0 0 (137)

1,050 1,971 0 0 0 0 0 0 3,021

732 1,061 0 0 0 0 0 0 1,793

591 1,370 0 0 0 0 0 0 1,961

747 727 0 0 0 0 0 0 1,474

418 275 0 0 0 0 0 0 693

657 747 0 0 0 0 0 0 1,404

563 917 0 0 0 0 0 0 1,480

527 302 0 0 0 0 0 0 829

706 569 0 0 0 0 0 0 1,275

826 1,268 0 0 0 0 0 0 2,094

135


COMMUNITY PROPERTY SERVICES TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE PERFORMANCE MEASURES - SERVICE MEASURES Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

TCC - visitors' / customers' survey

Not measured

93% of responses confirmed they received a value for money experience

92%

Increasing

93%

94%

94%

94%

Achieved occupancy percentage of leasable premises at the existing HistoricVillage.

TCC

Not measured

98%

97% Not Achieved

Available spaces are 100% leased

100% Occupancy

100% Occupancy

100% Occupancy

100% Occupancy

The Historic Village on 17th is a venue for a diverse range of community events (factual)

Number and type of community events held at the Historic Village on 17th, and participation in those events.

TCC

Not measured

6 outdoor events, with total attendance of 29,000. Venue bookings of 529 - 32% community groups

3 large annual festival events continued success with approx 17,000 attendees (one day rained out)

Increasing

Six major events held annually, with increasing visitor numbers attending

Six major events held annually, with increasing visitor numbers attending

Six major events held annually, with increasing visitor numbers attending

Six major events held annually, with increasing visitor numbers attending

People in the city know about the Historic Village on 17th (perception)

Percentage of residents who are aware of the Historic Village on 17th and what it offers.

TCC - annual residents' survey

Not measured

83% aware - 39% as museum; 39% arts; 33% community services; 23% venue hire; 10% weddings

86% aware - 45% arts; 38% museum; 34% community services; 23% venue hire; 10% weddings

Increasing

Increasing

Increasing

Increasing

Increasing

What this measure tells us

Measure

Data Source

The Beachside Holiday Park provides a value for money, traditional kiwi holiday experience (perception)

Percentage of visitors to the Mount Beachside Holiday Park that felt it provided them with a value for money, traditional 'kiwi holiday' experience as recorded by returned customer feedback surveys.

The Historic Village on 17th is meeting customer demand (factual)

136 Tauranga City Council Draft Ten Year Plan 2012-2022


COMMUNITY PROPERTY SERVICES PERFORMANCE MEASURES - SERVICE MEASURES What this measure tells us

2011/12 Target (per Annual Plan)

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

2008/09 Results

2009/10 Results

2010/11 Results

TCC - annual residents' survey

Not measured

Not measured

54% of residents are very satisfied or satisfied with the look and feel of Cemetery facilities in Tauranga. 32% did not know about Cemetery facilities

Increasing

Increasing

Increasing

Increasing

Increasing

Number of visitor bed nights at the Beachside Holiday park each year.

TCC

Not measured

91,658 bed nights

Available Guest Nights 98,915. Guest nights achieved 58,954

Increasing

Increasing trend from previous year

Increasing trend from previous year

Increasing trend from previous year

Increasing trend from previous year

Provision of marine recreation opportunities (perception)

Of residents that use, or would like to use, Tauranga’s boat ramps, the percentage that feel the boat ramps and associated parking are accessible enough. (Note: ‘and associated parking’ added from 2010).

TCC - annual residents' survey

79%

Not measured this year

76% Achieved

Increasing

Increasing trend from previous year

Increasing trend from previous year

Increasing trend from previous year

Increasing trend from previous year

Quality of the elder housing units (factual)

Percentage pass rate in the Quality Homes Assessment (this assessment rates each unit on factors such as health, safety, security).

TCC - Quality Homes Assessment (three-yearly)

Average across all villages is a 58% pass rate. The range in pass rates is 47% to 82% on a village-byvillage basis

Not measured this year

Achieved 88.5%

Increasing

90%

90%

90%

90%

Level of demand for Council units (factual)

All of Council’s residential units are fully occupied, averaged over all complexes, excluding refurbishment periods.

TCC

Achieved

Achieved

Achieved

Achieved

Achieve

Achieve

Achieve

Achieve

Measure

Data Source

Cemeteries are well maintained spaces for our community (perception)

Percentage of residents who are satisfied with the look and feel of cemetery facilities in the area.

The occupancy and use of the Beachside Holiday Park is increasing (factual)

137


COMMUNITY PROPERTY SERVICES PERFORMANCE MEASURES - LEVELS OF SERVICE Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

TCC

189 Sites and 8 cabins

232 Campsites

230 Sites and 7 Cabins

189 Sites and 8 cabins

229 Camp sites and 7 cabins

229 Camp sites and 7 cabins

229 Camp sites and 7 cabins

229 Camp sites and 7 cabins

There will be space available at the Pyes Pa Memorial Park until 2040 (using current population growth estimates, mortality rates and cremation vs. burial trends).

TCC

Achieved

There has been no change

Achieved. Current estimate is there will be burial space available until 2040

Space available until 2022

Space Available until 2040

Space Available until 2040

Space Available until 2040

Space Available until 2040

Provision of burial services (factual)

Non-denominational cremation services are available six days a week and a chapel is available.

TCC

100%

100%

100%

100%

Achieved

Achieved

Achieved

Achieved

Provision of boat ramps (factual)

Council provides six main boat ramps (Waikareao, Marine Park, Waipu Bay / Whareroa and The Strand, Fergusson Park and Pilot Bay.)

TCC

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Achieved

Provision of commercial berths (factual)

16 berths are provided for small commercial vessels only at Fishermans Wharf and the old Town Pier. i.e. those that are too small to use the Port of Tauranga berths. Berthing is not provided by Council for privately owned recreational vessels, as these are serviced by private marina operations.

TCC

16

16

16

16

16

16

16

16

Safety of coastal structures (factual)

Progress towards achieving compliance with Bay of Plenty Regional Council resource consent conditions for coastal structures (number achieved compared to the planned programme each year, as well as total number that are compliant). * The longer term target is that all 69 coastal marine structures managed by this activity comply with resource consent conditions by 2015.

TCC

45 of the 69 structures are compliant

Achieved

Achieved

55 of the 69 structures are compliant

Increasing

Increasing

Increasing

All structures compliant by 2015

What this measure tells us

Measure

Data Source

Provision of campsites and cabins (factual)

Council provides 229 campsites and 7 cabins at the Beachside Holiday Park.

Provision of cemetery space (factual)

138 Tauranga City Council Draft Ten Year Plan 2012-2022


COMMUNITY PROPERTY SERVICES PERFORMANCE MEASURES - LEVELS OF SERVICE Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

Measure

Data Source

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

Elder Housing activity is selffunding (factual)

There is no net cost to ratepayers for Councilâ&#x20AC;&#x2122;s Elder Housing services.

TCC

Achieved

Achieved

Achieved

Achieved

Achieve Self Funding Position

Achieve Self Funding Position

Achieve Self Funding Position

Achieve Self Funding Position

Provision of facilities (factual)

Council provides 246 units for tenants who meet the eligibility criteria as set out in Councilâ&#x20AC;&#x2122;s Tenancy Policy.

TCC

Achieved

Achieved

Achieved

Achieved (target will reduce if Clarke Street village sold)

246 units available

246 units available

246 units available

To be reviewed

2011/12 Target (per Annual Plan)

Year 1 2012/13 target

Year 2 2013/14 target

Year 3 2014/15 target

Years 4-10 - 2015/16 to 2021/22 target

No targets required

No targets required

No targets required

No targets required

No targets required

What this measure tells us

OTHER INTERESTING STATISTICS What this measure tells us Waiting list size (factual)

Measure

Data Source

2008/09 Results

2009/10 Results

2010/11 Results

Waiting list* size as a proportion of total Council residential units. *Waiting lists include only those who are eligible for Elder Housing units.

TCC

3.15%

2.60%

3% Mt Maunganui 6 Tauranga 2

139


COMMUNITY PROPERTY SERVICES This Activity covers a range of community facilities, incorporating marine assets, the Historic Village buildings, the Holiday Park and Cemetery assets and 254 elder housing units (including 8 in the Clarke Street village which is to be sold). These assets have a planned renewals regime that is set out in the Property Asset Management Plan.

ASSET MANAGEMENT Key Assets as at 30 June 2011 â&#x20AC;˘ A range of properties across the city

CAPITAL EXPENDITURE Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$0 $240,000 $1,902,279

$0 $200,000 $1,049,075

$0 $200,000 $1,196,868

$0 $0 $397,257

$0 $0 $160,773

$0 $0 $616,100

$0 $0 $947,817

$0 $0 $255,544

$115,000 $0 $494,550

$0 $0 $200,369

$320,000 $65,000 $0

$0 $93,500 $0

$0 $79,500 $0

$0 $99,000 $0

$0 $121,000 $0

$0 $121,000 $0

$0 $121,000 $0

$0 $121,000 $0

$0 $121,000 $10,000

$0 $121,000 $865,000

$93,500 $42,000

$96,500 $0

$38,500 $0

$514,000 $0

$37,500 $0

$308,500 $0

$35,500 $0

$14,000 $0

$70,000 $0

$18,000 $0

$20,000 $2,682,779

$0 $1,439,075

$0 $1,514,868

$0 $1,010,257

$0 $319,273

$0 $1,045,600

$0 $1,104,317

$0 $390,544

$0 $810,550

$0 $1,204,369

$2,682,779

$1,494,911

$1,626,211

$1,121,486

$367,292

$1,248,551

$1,371,783

$506,067

$1,097,971

$1,706,711

$661,913 $55,460 $276,244 $3,510,006 $4,503,623

$34,880 $1,040 $2,501 $300,000 $338,421

$48,397 $2,640 $2,693 $299,999 $353,729

$106,572 $7,879 $31,932 $300,000 $446,383

$122,942 $4,798 $35,550 $300,000 $463,290

$50,368 $11,746 $12,000 $300,002 $374,116

$33,831 $9,447 $14,800 $300,000 $358,078

$23,334 $4,950 $47,862 $300,001 $376,147

$65,840 $2,376 $70,540 $300,001 $438,757

$99,578 $6,804 $58,366 $300,002 $464,750

$76,171 $3,780 $0 $810,001 $889,952

$5,483,822

$338,421

$367,454

$479,192

$514,298

$430,383

$427,581

$467,250

$568,541

$629,550

$1,261,151

Total Community Property Services $16,025,255 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Community Property Services $18,707,583

$3,021,200

$1,792,804

$1,961,251

$1,473,547

$693,389

$1,403,678

$1,480,464

$829,301

$1,275,300

$2,094,321

$3,021,200

$1,862,365

$2,105,403

$1,635,785

$797,675

$1,676,132

$1,839,032

$1,074,608

$1,727,521

$2,967,862

COMMUNITY PROPERTY SERVICES Total NEW OR UPGRADED ASSETS - LEVEL OF SERVICE Construct public toilet for Whareroa boat ramp users $115,000 Marine Park/Sulphur Point Development $640,000 Improvement of marine facilities and coastal $7,220,632 structures Construct boat storage park at Sulphur Point $320,000 Upgrade of Village on 17th Ave site $1,063,000 Town Wharf Dive Crescent - create public pontoon $875,000 walkway and marine berths Development of the Tauranga cemetery $1,226,000 Upgrade facilities Mt Maunganui Beachside Holiday $42,000 Park Update Elder Housing TV Aerials to digital $20,000 Total new or upgraded assets - Level of Service $11,521,632 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total new or upgraded assets - Level of Service $13,223,762 ASSET RENEWAL Renewal of various cemetery assets Renewal of various public toilets Sundry minor asset renewals Elder Housing Renewal Projects Total Asset Renewals IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Asset Renewals

140 Tauranga City Council Draft Ten Year Plan 2012-2022


AQUATICS WHY WE DO IT

Key Strategies and Plans

To assist with the facilitation of aquatic and associated recreation throughout the city in places and spaces for people to participate, interact and enjoy a diversity of sport, recreation and leisure opportunities.

• Aquatics Strategy 2001

• Smart Economy 2004

ADDITIONAL DELIVERY IN YEARS FOUR TO TEN

WHAT WE DO

• Smart Tourism 2007

• No significant differences to the above.

Through Tauranga City Aquatics Limited (TCAL), Council currently provides five aquatic facilities. The assets are owned by TCAL and include the Mount Maunganui Hot Salt Water Pools, Otumoetai and Memorial Pools, Greerton Aquatic & Leisure Centre and the Baywave TECT Aquatic and Leisure Centre.

STRATEGIC DIRECTION Strategic direction for this Activity area is primarily provided from the following:

ADDITIONAL DELIVERY IN THE NEXT THREE YEARS • Deliver on the finalised Aquatic Strategy actions.

• Sport and Active Living Strategy 2005 • SmartGrowth 2007

CURRENT DELIVERY • T he aquatic facilities are owned and operated by TCAL. TCAL is providing a range of leisure programmes at the five facilities, which cater for demand across the whole community

A review of Council-controlled organisations is underway. It is expected that that review will be completed by 30 June 2012. The outcomes of that review may affect this activity area.

• T he Aquatic Strategy is complete and ready for implementation For performance measures and service levels please see Tauranga City Aquatics Limited’s statement of intent for the relevant year. For actual performance against target performance measures and levels of service please see Tauranga City Aquatics Limited’s annual report for the relevant year.

• The Otumoetai Pool upgrade is complete.

City Vision

Vibrant, Healthy & Diverse Communities

SIGNIFICANT NEGATIVE EFFECTS

A Great Place to Grow Up

Wellbeing Significant negative effects or risks

S*

Risk of patrons drowning or suffering physical harm.

C*

EC*

Council Outcomes This activity contibutes to all of the Council Outcomes.

EN*

How Council will mitigate the effect or risk Ensure TCAL adhere to PoolSafe standards including the employment of suitably trained lifeguards at the required levels.

* S = Social, C = Cultural, EC = Economic, EN = Environmental

141


AQUATICS STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION) AQUATICS Total Operating Revenue Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/ (Surplus) to Fund Total Rates required (excluding other fund sources) Capital Expenditure

2011/12 Budget ($000’s) 275 323 804 1,286 (297) 2,116 1,841 1,841 2,549

2012/13 Forecast ($000’s) 260 793 400 1,433 (297) 2,329 2,069 2,069 1,945

2013/14 Forecast ($000’s) 268 818 439 1,635 (307) 2,585 2,317 2,317 865

2014/15 Forecast ($000’s) 276 843 455 1,750 (316) 2,732 2,456 2,456 729

2015/16 Forecast ($000’s) 285 869 519 1,853 (326) 2,915 2,630 2,630 2,392

2016/17 Forecast ($000’s) 294 897 589 1,955 (337) 3,104 2,810 2,810 1,521

2017/18 Forecast ($000’s) 303 923 728 1,895 (346) 3,200 2,897 2,897 5,030

2018/19 Forecast ($000’s) 311 949 853 2,132 (356) 3,578 3,267 3,267 769

2019/20 Forecast ($000’s) 321 979 861 2,177 (367) 3,650 3,329 3,329 377

2020/21 Forecast ($000’s) 332 1,012 872 2,198 (380) 3,702 3,370 3,370 453

2021/22 Forecast ($000’s) 343 1,046 884 2,230 (392) 3,768 3,425 3,425 1,549

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION) OPERATIONAL Operating Revenue User Fees and Charges Subsidies and Grants Other Revenue Total Operating Revenue Operating Expenditure Other Operating Expenditure Debt servicing Depreciation Less Non Funded Depreciation Operating Expenditure to be Funded Deficit/(Surplus) to Fund FUNDING Rates (Increase)/Decrease in Cash Reserves Reserve Funding Other Funding Loan Funding Total Funding CAPITAL Capital Expenditure FUNDING Renewal Funding Loan Funding Reserve Funding Development Impact Fees Infill Fees Vested Assets Other Revenue Funding Subsidies and Grants TOTAL FUNDING

142 Tauranga City Council Draft Ten Year Plan 2012-2022

0 0 275 275

0 0 260 260

0 0 260 260

0 0 260 260

0 0 260 260

0 0 260 260

0 0 260 260

0 0 260 260

0 0 260 260

0 0 260 260

0 0 260 260

323 804 1,286 (297) 2,116 1,841

793 400 1,433 (297) 2,329 2,069

793 426 1,585 (297) 2,507 2,247

793 428 1,647 (297) 2,571 2,311

793 474 1,690 (297) 2,660 2,400

793 521 1,727 (297) 2,744 2,484

793 625 1,628 (297) 2,749 2,489

793 713 1,781 (297) 2,990 2,730

793 697 1,762 (297) 2,955 2,695

793 683 1,722 (297) 2,901 2,641

793 670 1,691 (297) 2,857 2,597

1,841 0 0 0 0 1,841

2,069 0 0 0 0 2,069

2,247 0 0 0 0 2,247

2,311 0 0 0 0 2,311

2,400 0 0 0 0 2,400

2,484 0 0 0 0 2,484

2,489 0 0 0 0 2,489

2,730 0 0 0 0 2,730

2,695 0 0 0 0 2,695

2,641 0 0 0 0 2,641

2,597 0 0 0 0 2,597

2,549

1,945

833

679

2,155

1,322

4,213

619

291

334

1,093

748 1,801 0 0 0 0 0 0 2,549

1,082 863 0 0 0 0 0 0 1,945

723 110 0 0 0 0 0 0 833

526 153 0 0 0 0 0 0 679

908 1,247 0 0 0 0 0 0 2,155

892 430 0 0 0 0 0 0 1,322

1,175 3,038 0 0 0 0 0 0 4,213

586 33 0 0 0 0 0 0 619

263 28 0 0 0 0 0 0 291

265 69 0 0 0 0 0 0 334

1,041 52 0 0 0 0 0 0 1,093


AQUATICS ASSET MANAGEMENT Key Assets as at 30 June 2011 â&#x20AC;˘ Five aquatic facilities

This Activity has a comprehensive asset management plan which is the key tool to ensuring that capital funding and existing assets are used as efficiently and effectively as possible.

Capital Expenditure â&#x20AC;&#x201C; Growth Related Projects

Growth continues to place pressure on this Activity and its assets. Annual comprehensive reviews of the assets and asset management plan are undertaken to determine and assess these impacts and to ensure that demand is met.

process outlined in the Development Contributions Policy.

Allocations of capital expenditure for growth related projects are indicative only and final allocations are reviewed and confirmed on an annual basis by applying the policy

CAPITAL EXPENDITURE AQUATICS NEW OR UPGRADED ASSETS - LEVEL OF SERVICE New equipment Bayswim Baywave moveable floor for learners pool Construction of additional 25m pool at Baywave Baywave Water Play Area Various Expenditure Baywave Greerton pool flat floor dry area for rehabilitation and exercise Various Expenditure Greerton Various expenditure Mount Hot Pools Various expenditure Otumoetai Pool Retractable roofing at Memorial Pool Water play area at Memorial Pool Various expenditure at Memorial Pool Minor projects Total new or upgraded assets - Level of Service IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total new or upgraded assets -Level of Service ASSET RENEWALS Replacement of various business software Various renewals at Mount Hot Pools Various renewals at Baywave Various renewals at Otumoetai Pool Various renewals at Memorial Pool Various renewals at Greerton Pool

Total

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$32,500 $600,000 $2,700,000 $300,000 $476,500 $120,000

$27,500 $600,000 $0 $0 $145,500 $0

$5,000 $0 $0 $0 $55,000 $0

$0 $0 $0 $0 $90,000 $0

$0 $0 $0 $0 $95,000 $120,000

$0 $0 $0 $300,000 $56,000 $0

$0 $0 $2,700,000 $0 $15,000 $0

$0 $0 $0 $0 $5,000 $0

$0 $0 $0 $0 $5,000 $0

$0 $0 $0 $0 $5,000 $0

$0 $0 $0 $0 $5,000 $0

$50,000 $19,000 $9,000 $1,000,000 $300,000 $138,000 $280,000 $6,025,000

$18,000 $19,000 $4,000 $0 $0 $31,500 $20,000 $865,500

$3,000 $0 $2,000 $0 $0 $25,000 $20,000 $110,000

$3,000 $0 $0 $0 $0 $1,000 $60,000 $154,000

$8,000 $0 $1,000 $1,000,000 $0 $2,500 $20,000 $1,246,500

$3,000 $0 $0 $0 $0 $51,000 $20,000 $430,000

$3,000 $0 $0 $0 $300,000 $0 $20,000 $3,038,000

$3,000 $0 $1,000 $0 $0 $3,500 $20,000 $32,500

$3,000 $0 $0 $0 $0 $0 $20,000 $28,000

$3,000 $0 $0 $0 $0 $1,000 $60,000 $69,000

$3,000 $0 $1,000 $0 $0 $22,500 $20,000 $51,500

$6,894,276

$865,500

$114,268

$165,319

$1,383,740

$494,672

$3,627,676

$40,372

$36,282

$93,467

$72,981

$460,000 $1,069,008 $2,889,571 $622,358 $867,298 $1,510,073

$130,000 $329,238 $278,864 $117,758 $67,237 $153,312

$40,000 $178,945 $133,500 $52,000 $69,824 $242,405

$10,000 $31,500 $112,174 $64,000 $30,139 $276,852

$40,000 $36,055 $107,000 $30,500 $407,500 $284,313

$10,000 $203,569 $381,657 $71,300 $39,100 $182,505

$130,000 $20,000 $857,286 $53,000 $46,506 $55,920

$40,000 $26,000 $175,336 $55,500 $142,120 $147,622

$10,000 $65,320 $99,000 $30,000 $22,872 $32,516

$40,000 $45,267 $74,500 $48,500 $24,500 $27,600

$10,000 $133,114 $670,254 $99,800 $17,500 $107,028

143


AQUATICS CAPITAL EXPENDITURE Total

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

$27,000 $13,000 $7,458,308

$3,000 $0 $1,079,409

$0 $6,000 $722,674

$0 $0 $524,665

$3,000 $0 $908,368

$4,000 $0 $892,131

$10,000 $2,000 $1,174,712

$0 $0 $586,578

$3,000 $0 $262,708

$0 $5,000 $265,367

$4,000 $0 $1,041,696

$8,735,479

$1,079,409

$750,714

$563,228

$1,008,379

$1,026,308

$1,402,724

$728,647

$340,417

$359,466

$1,476,187

Total Aquatics $13,483,308 IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Aquatics $15,629,755

$1,944,909

$832,674

$678,665

$2,154,868

$1,322,131

$4,212,712

$619,078

$290,708

$334,367

$1,093,196

$1,944,909

$864,982

$728,547

$2,392,119

$1,520,980

$5,030,399

$769,019

$376,699

$452,934

$1,549,168

AQUATICS ASSET RENEWALS Renewal of Bayswim equipment Indoor & Outdoor child education equipment Total Asset Renewals IMPACT OF INFLATION ON CAPITAL EXPENDITURE Total Asset Renewals

144 Tauranga City Council Draft Ten Year Plan 2012-2022


8.1. Groups of Activites 1-6 DRAFT