8.1. groups of activites 1-6 draft

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COUNCIL ACTIVITIES

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:

• 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:

DEMOCRACY AND CIVIC

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

SUPPORT SERVICES

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.

Support Services 275

This is made up of the following services:

• Business Information

• Business Solutions

• Communications

• Finance, Legal and Risk Management

• Human Resources

• Property Management

• Strategic Planning and Relationships

ACTIVITY PLANNING

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.

Continuous Improvement

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 andcontinuouslyseekefficiencies.

For information on how best to read the Groups of Activities section please refer to ‘Guide to the Plan’ (Section 4)

GROUPS OF ACTIVITIES

Roading 90

Airport 104

Indoor Space and Active Living 110

Open Space 119

Community Property Services 132

Aquatics 141

Wastewater 145

Water Supply 155

Stormwater 164

Solid Waste 174

Libraries 182

Venues and Events 187

Baypark 192

Arts and Heritage 196

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

City Development 263

Tauranga City Council Draft Ten Year Plan 2012-202290

WHY WE DO IT

To make Tauranga easy and safe to move around by providinganintegrated,sustainableandefficienttransportnetwork.

WHAT WE DO

The Roading activity is about people and goods moving safelyandefficientlyaroundthetransportnetwork.Theactivity incorporates the entire roading corridor, including roads, footpaths, cycle facilities, parking, landscaping, lightingandtrafficsignals.

TheRoadingactivityissplitintofivedistinctareas:

• Sustainable Transport

• Transportation Planning

• 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.

Council Outcomes

This activity contibutes to all of the Council Outcomes.

Key Strategies and Plans

• Tauranga Transport Strategy 2012-2042 (2012)

• City Centre Strategy 2007

• Open Space Strategy 2006

• Regional Land Transport Strategy 2011 - 2041

• BoPRC Public Transport Plan 2012

• BoP Regional Walking and Cycling Strategy 2009

• SmartGrowth 2007

• Smart Economy 2004

• Sport and Active Living Strategy 2005

• Urban Design Strategy 2005

• Vegetation Strategy 2006

• Wairoa River Valley Strategy 2005

• Reserve Management Plans

• Greerton Neighbourhood Plan 2006

• Roading Asset Management Plan

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

FUTURE FOCUS

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.

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

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STRATEGIC DIRECTION

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

City Vision

Easy and Safe to Move Around

Built to Fit our Hills, Harbour and Coast

Vibrant, Healthy & Diverse Communities

Strong Sustainable Economy

Living Well, Wasting Less

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Management Act 2003 and its amendment in 2008 istocontributetoaneffective,efficientandsafelandtransport 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,efficiencyandsafety

• Government Policy Statement on Transport 2012-2022

• Regional Land Transport Strategy 2011-2041 (RLTS)

• SmartGrowth objectives

• Tauranga Transport Strategy 2012-2042

• Tauranga City Centre Strategy

• Regional and National Land Transport Plans (RLTP and NLTP)

• Procurement Strategy for Tauranga City Council’s Roading Activity Area.

Parking Enforcement

• Parking enforcement is delivered on a rostered beat systemwhichidentifieshighdemandareasandfocuseson appropriate parking turnover in these parts of the city

• Staff are responsible for maintaining clear unobstructed trafficflow,freefromhazards.Buspriorityor‘special’vehicle lanes require monitoring and enforcement

• Parking staff encourage the safe operation of vehicles within the city by enforcing vehicle registration and certificationregulations

• Parking staff provide a valuable ambassadorial role on behalf of the city.

Funding

• Taurangareceives43%financialassistancefromNZTA

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

• New subdivision developments are funded by developers but the assets created are vested in Council whencompleted.ThisincreasesthesizeoftheassetCouncil is required to maintain.

CURRENT DELIVERY

• 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 reflectsthewishesofTaurangacitizensasexpressedin Tauranga Tomorrow. It forms the basis for the integrated delivery of projects and operations in the Ten Year Plan.

Parking Enforcement

• Demandforparkingcontrolsfluctuatearoundthecity. 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

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.

Public Transport

• Taurangahasseensignificantpublictransportpatronage growth in the last ten years and now has a viable bus network with around 1.5 million trips per year

• Maintaining and growing patronage in the current financialclimateisthenextchallengeandformsthebasis for the shared approach being taken by Council and BoPRC who manage the services

• Understanding the role of public transport in an integrated transport sense requires ongoing discussions about the availability and price of parking.

Transportation Planning

• Understanding the impacts of land use on the transport network and identifying where future congestion may occur is a central element of SmartGrowth

• Long-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

• Tauranga City Council has 525 km of local roads to manage.Streetlightmaintenanceandtrafficsignals

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located on state highways are managed under a delegation from NZTA. This allows Council to co-ordinate these activities on the whole road network

• Thirty-threetrafficsignalsarecentrallycontrolledandkey intersections monitored with CCTV cameras

• Trafficcalming,SchoolSafetyZoneandcrashremedialinitiatives are implemented as part of an annual Minor Improvements Programme

• Developmentapplicationswithtrafficandparkingimplications are considered in terms of the Resource ManagementAct,CityPlanandsoundtrafficengineering and urban design principles. During the constructionphaseTrafficManagementPlansarecontrolled

• Specialeventsandpeakseasonaltrafficareassessedtoachieveacceptablesafetyandtrafficflowoutcomese.g. a one-way system on The Strand for certain events and road closures at the Mount for New Year festivities

• Safety 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

• Crash statistics are monitored to identify problem areas andtrafficandparkingdataiscollectedandprocessedtoassistwiththeidentificationofsolutions,policyandplanning matters

• Capacityandsafetyimprovementsareidentified,planned and implemented as part of the continual optimisation of the transport network.

Asset Management

• The assets controlled and maintained are 12,158

streetlights, 15 bridges, 525 km of roads, 707 km of footpaths,33setsoftrafficlights,12,500stormwatersumps, 112.6 ha of mown grass, 125 bus shelters and 160 Pay & Display machines

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

• A Pavement Management System is utilised to assistwiththeidentificationofthemostappropriatemaintenance 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

• Tauranga 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

• Review of city-wide parking management to provide best outcomes for the community.

ADDITIONAL DELIVERY IN YEARS FOUR TO TEN

• Nosignificantdifferencestotheabove.

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SIGNIFICANT NEGATIVE EFFECTS

Significant negative effects or risks

Wellbeing

How Council will mitigate the effect or riskS* C* EC* EN*

Failingtoachieveasignificantshiftfrom 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 haveanegativeinfluenceoneconomicdevelopment.

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

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 significantinvestmenttorestorethelevelof service.

• • 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 andacceptedscientificpractices.ThisallowsCounciltobudgetaccordingtothesefutureidentifiedneeds.

Construction of roads can have a significantnegativeeffectontheenvironment and community, such as congestion and delays, air pollution, safety and stormwater issues and disturbance of cultural sites during earthworks.

• • • • 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


ROADINGSTATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)

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2011/12 Budget ($000’s)

2012/13 Forecast($000’s)

2013/14 Forecast($000’s)

2014/15 Forecast($000’s)

2015/16 Forecast($000’s)

2016/17 Forecast($000’s)

2017/18 Forecast($000’s)

2018/19 Forecast($000’s)

2019/20 Forecast($000’s)

2020/21 Forecast($000’s)

2021/22 Forecast($000’s)

Total Operating Revenue 10,846 10,521 10,911 11,384 11,782 12,273 12,702 13,189 13,723 14,774 15,390Other Operating Expenditure 14,292 14,552 15,000 15,525 16,112 16,687 17,162 17,763 18,399 19,349 20,105Debt servicing 8,459 8,480 9,122 10,008 11,398 12,377 13,081 14,041 15,653 17,112 18,211Depreciation 9,047 9,525 10,379 11,271 12,686 14,006 15,147 16,234 17,462 18,975 20,516Less Non Funded Depreciation (1,942) (2,129) (2,196) (2,262) (2,334) (2,410) (2,478) (2,549) (2,630) (2,718) (2,808)Operating Expenditure to be Funded 29,856 30,428 32,305 34,542 37,862 40,660 42,912 45,489 48,884 52,718 56,024Deficit/(Surplus)toFund 19,010 19,907 21,394 23,158 26,080 28,387 30,210 32,300 35,161 37,944 40,634Total Rates required (excluding other fund sources)

15,292 16,720 17,939 19,361 21,757 23,376 24,911 26,364 28,194 30,253 32,327

Capital Expenditure 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)OPERATIONALOperating RevenueUser Fees and Charges 6,594 6,616 6,661 6,723 6,802 6,881 6,958 7,037 7,116 7,560 7,638Subsidies and Grants 4,079 3,781 3,795 3,866 3,822 3,839 3,830 3,855 3,869 3,888 3,907Other Revenue 173 124 123 123 123 123 123 123 123 123 123Total Operating Revenue 10,846 10,521 10,579 10,712 10,747 10,843 10,911 11,015 11,108 11,571 11,668Operating ExpenditureOther Operating Expenditure 14,291 14,552 14,545 14,609 14,697 14,741 14,744 14,837 14,894 15,155 15,242Debt servicing 8,459 8,480 8,845 9,418 10,397 10,934 11,238 11,727 12,671 13,403 13,806Depreciation 9,047 9,525 10,064 10,607 11,571 12,374 13,013 13,559 14,135 14,861 15,553Less Non Funded Depreciation (1,942) (2,129) (2,129) (2,129) (2,129) (2,129) (2,129) (2,129) (2,129) (2,129) (2,129)Operating Expenditure to be Funded 29,855 30,428 31,325 32,505 34,536 35,920 36,866 37,994 39,571 41,290 42,472Deficit/(Surplus)toFund 19,009 19,907 20,746 21,793 23,789 25,077 25,955 26,979 28,463 29,719 30,804FUNDINGRates 15,291 16,720 17,395 18,219 19,845 20,650 21,402 22,020 22,822 23,695 24,509(Increase)/Decrease in Cash Reserves (180) (498) (560) (567) (612) (663) (837) (745) (409) (392) (512)Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Other Funding 0 0 0 0 0 0 0 0 0 0 0Loan Funding 3,898 3,685 3,911 4,142 4,555 5,090 5,390 5,704 6,048 6,414 6,806Total Funding 19,009 19,907 20,746 21,794 23,788 25,077 25,955 26,979 28,461 29,717 30,803CAPITALCapital Expenditure 18,903 19,574 22,028 36,428 23,276 22,892 21,740 33,194 37,729 26,791 35,249FUNDINGRenewal Funding 3,583 4,062 4,189 4,566 4,723 4,360 5,269 3,950 5,024 4,848 3,960Loan Funding 2,033 2,521 5,824 8,772 7,558 4,869 (59) 9,845 13,161 3,432 2,884Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Development Impact Fees 2,950 1,923 835 9,349 (394) 2,210 2,912 3,396 5,602 4,483 14,726InfillFees 0 0 0 0 0 0 0 0 0 0 0Vested Assets 7,307 7,307 7,307 7,377 8,059 8,441 10,606 12,991 10,930 11,016 10,667Other Revenue Funding 128 40 40 40 40 40 40 40 40 40 40Subsidies and Grants 2,902 3,721 3,833 6,323 3,290 2,972 2,972 2,972 2,972 2,972 2,972TOTAL FUNDING 18,903 19,574 22,028 36,427 23,276 22,892 21,740 33,194 37,729 26,791 35,249

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TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE

PERFORMANCE MEASURES - ACTIVITY OUTCOMES

What this measure tells us Measure Data Source

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

Year 1 - 2012/13 target



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

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).

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

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

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

Efficiencyofthetransport 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 TrafficSystemPerformance 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






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2008/09 Results

2009/10 Results

2010/11 Results





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

Sustainability of the transport network (factual)

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.

TCC Cameron/13th Avenue 209 cyclists (pedestrians not counted)

Matapihi Bridge (cyclists not counted) 60 pedestrians

Cameron/13th Avenue 383 cyclists 420 pedestrians

Matapihi Bridge 79 cyclists 127 pedestrians

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

9 bus trips per head of population

10 14 Increasing Increasing Increasing Increasing Increasing

Sustainability of the transport network (perception)

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


Affordable - 65.5% Convenient - 72.6%

Not measured this year

Affordable - 66% Convenient - 79% Safe - 82%


Awareness of sustainable transport initiatives (factual)

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

TCC Not measured 1,800 2,600 1000 - Increasing

Increasing Increasing Increasing Increasing

Access to sustainable transport (factual)

Percentage of households that live within 400 metres (on formed pathways) of a bus stop.

TCC Not measured 78.2 80.8 Increasing Maintain at 80%

Maintain Maintain Maintain

Enablingefficientmovementoftrafficwithin the CBD (factual)

City Centre Parking Occupancy Levels

(a) On-street parking (b) Off-street parking (c) Car park buildings.

TCC Not measured Not measured Not measured Decreasing 80% to 90% (85% is considered ideal)

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



Awareness of sustainable transport initiatives (factual)

Percentage of city schools with School Travel Plans.

TCC Not measured 15 30 Increasing Increasing Increasing Increasing Increasing

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LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Responsiveness (factual)

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

TCC Achieved Achieved Achieved Achieved Achieved (with number of complaints disclosed)

Achieved (with number of complaints disclosed)



Provision of roading services (factual)

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 re-sealed with hot mix).

TCC Achieved (10.7 km of chip-seal, 8.0 km of hot-mix)

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 18.0 km chip-seal and 6.5 km hot mix

18.0 km chip-seal and 6.5 km hot mix



Provision of footpaths (factual)

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).

TCC 96% 97% 97.5% 97.5% Above 98% Above 98% Above 98% Above 98%

Access to sustainable transport (factual)

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).

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

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LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of road sweeping services (factual)

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.

TCC Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved

Provision of public transport facilities - bus shelters (factual)

New bus shelters are installed each year.

TCC 14 16 16 14 5 5 5 5

Provision of parking services (factual)

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.


Safety of coastal structures (factual)

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.

Not measured Partly achieved Partly achieved

4 structures compliant this year of a total of 24

Increasing Increasing Increasing Increasing

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OTHER INTERESTING STATISTICS


2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of street lighting (factual)

Number of street lights that are upgraded each year (normally 150-200), noting that those on arterial and collector roads are given priority.

TCC Not measured 68 88 No targets required

No targets required

No targets required

No targets required

No targets required

Provision of parking services (factual)

Number of parking infringement notices issued for overstaying time restrictions city wide.

TCC Not measured 10,700 6,461 No targets required

No targets required

No targets required

No targets required

No targets required


CAPITAL EXPENDITURE

ROADING TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22

NEW OR UPGRADED ASSETS - GROWTH

Construction of new interchange at Papamoa East $1,501,500 $0 $0 $107,800 $0 $0 $0 $0 $0 $1,001,000 $392,700

Construction of new roads in Papamoa East (Wairakei) $4,204,598 $0 $0 $0 $0 $0 $0 $1,660,400 $1,222,099 $1,297,099 $25,000

Upgrade of Intersection at Maranui Street and Sandhurst Drive

$730,434 $130,434 $600,000 $0 $0 $0 $0 $0 $0 $0 $0

Reconstruction of Tara Road $7,106,965 $2,200,000 $3,906,965 $1,000,000 $0 $0 $0 $0 $0 $0 $0

Extension of Sandhurst Drive (net of land sales) $1,641,177 $0 $0 $1,641,177 $0 $0 $0 $0 $0 $0 $0

Reconstruction of Domain Road $6,740,955 $0 $0 $0 $3,512,000 $3,228,955 $0 $0 $0 $0 $0

Wairakei Stream crossing $415,920 $0 $0 $0 $415,920 $0 $0 $0 $0 $0 $0

Maranui Street kerb and channelling $733,200 $0 $0 $0 $0 $0 $0 $0 $733,200 $0 $0

New roads and associated infrastructure in the Tauriko Business Park

$8,477,263 $0 $0 $73,235 $0 $1,800,000 $985,000 $1,320,190 $0 $736,000 $3,562,838

Upgrade of Belk Road $3,553,377 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,553,377

Upgrade of Belk Road / SH29 intersection $6,200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,200,000

Improvements to Route K extension $2,746,964 $0 $0 $0 $0 $0 $0 $0 $2,746,964 $0 $0

Widen and extend Kennedy Road $2,076,197 $0 $0 $0 $0 $0 $0 $163,000 $0 $1,913,197 $0

Upgrade Hastings Road to urban standards $168,900 $0 $0 $0 $0 $0 $0 $0 $0 $0 $168,900

Projects in Pyes Pa urban growth areas $1,348,240 $0 $0 $0 $0 $0 $0 $0 $343,400 $1,004,840 $0

Reconstruction of Bethlehem Road (stage 2) $816,691 $0 $0 $0 $0 $816,691 $0 $0 $0 $0 $0

Walkway between Westwood Drive and Carmichael Road

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

Bethlehem Road kerb and channelling (stages 3 & 4) $1,352,255 $0 $0 $0 $0 $1,352,255 $0 $0 $0 $0 $0

Widen Waitaha Road (southern end) $317,100 $0 $0 $0 $0 $0 $317,100 $0 $0 $0 $0

ASSET MANAGEMENT

Key Assets as at 30 June 2011

• 12,158 streetlights

• 15 bridges

• 525 km of roads

• 707 km of footpaths

• 33setsoftrafficlights

• 12,500 stormwater sumps

• 1,126,236 sqm of mown grass

• 125 bus shelters

• 160 ‘Pay and Display’ machines

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

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 – Growth Related Projects

Allocations of capital expenditure for growth related projects areindicativeonlyandfinalallocationsarereviewedandconfirmedonanannualbasisbyapplyingthepolicyprocess outlined in the Development Contributions Policy.

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CAPITAL EXPENDITURE

ROADING TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22

NEW OR UPGRADED ASSETS - GROWTH (continued)

City-wide land purchases for road widening $300,000 $0 $0 $0 $0 $0 $150,000 $0 $0 $150,000 $0

Constructionoffivenewsetsoftrafficsignals $2,396,400 $0 $0 $0 $0 $1,082,600 $1,313,800 $0 $0 $0 $0

New pedestrian underpasses and overbridges $1,900,000 $0 $0 $0 $0 $100,000 $1,800,000 $0 $0 $0 $0

Total new or upgraded assets - growth $54,947,194 $2,330,434 $4,506,965 $2,822,212 $3,927,920 $8,380,501 $4,784,958 $3,143,590 $5,045,663 $6,102,136 $13,902,815

IMPACT OF INFLATION ON CAPITAL EXPENDITURE

Total new or upgraded assets - growth $68,167,715 $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

NEW OR UPGRADED ASSETS - VESTED

Assets vested to Council by developers $96,829,281 $7,307,260 $7,307,260 $7,377,260 $8,269,623 $8,474,868 $10,908,462 $13,263,504 $11,679,938 $11,542,442 $10,700,664

Total new or upgraded assets - vested $96,829,281 $7,307,260 $7,307,260 $7,377,260 $8,269,623 $8,474,868 $10,908,462 $13,263,504 $11,679,938 $11,542,442 $10,700,664


Total new or upgraded assets - vested $117,180,792 $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

NEW OR UPGRADED ASSETS - LEVEL OF SERVICE

Upgrade Nature Place $130,000 $0 $0 $130,000 $0 $0 $0 $0 $0 $0 $0

Kerb and Channel the balance of Truman Lane $550,000 $0 $0 $0 $550,000 $0 $0 $0 $0 $0 $0

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

Construction of a Sandhurst Drive / SH2 intersection $9,600,000 $0 $0 $9,600,000 $0 $0 $0 $0 $0 $0 $0

Reconstruction of Carmichael Road $330,702 $0 $0 $330,702 $0 $0 $0 $0 $0 $0 $0

Reconstruct Welcome Bay Road to City Boundary $790,000 $0 $790,000 $0 $0 $0 $0 $0 $0 $0 $0

Widen Ohauiti Road - southern end $291,800 $0 $0 $0 $0 $0 $0 $0 $0 $0 $291,800

Other walking and cycling projects $4,600,000 $360,000 $360,000 $360,000 $502,860 $502,860 $502,860 $502,860 $502,860 $502,860 $502,840

Oropi Road section kerb & channel $100,000 $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0

Installation of 5 new bus shelters per annum $750,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000

Other new infrastructure to support public transport $550,000 $5,000 $5,000 $5,000 $505,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000

Trafficplanningprojects $710,000 $220,000 $20,000 $20,000 $150,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000

Protecting coastal roads from erosion $1,100,000 $358,000 $500,000 $242,000 $0 $0 $0 $0 $0 $0 $0

Improvements to 14th Avenue area $219,232 $0 $0 $0 $0 $219,232 $0 $0 $0 $0 $0

Improvements to Pyes Pa Road $312,000 $0 $0 $0 $0 $0 $0 $0 $312,000 $0 $0

Other projects in Pyes Pa urban growth areas $952,120 $0 $0 $0 $0 $0 $0 $0 $952,120 $0 $0

Widen Girven Road to four lanes $7,302,720 $0 $0 $0 $0 $0 $0 $300,000 $7,002,720 $0 $0

Upgradeofexistingtrafficlights $250,000 $0 $250,000 $0 $0 $0 $0 $0 $0 $0 $0

Change Roundabout at Chadwick Road/Oropi Road - toTrafficSignals

$250,000 $0 $0 $0 $0 $0 $0 $0 $0 $250,000 $0


ROADING

CAPITAL EXPENDITURE

ROADING TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22

NEW OR UPGRADED ASSETS - LEVEL OF SERVICE (continued)

TrafficSignalsatCameronRoad/ChadwickRoadintersection

$450,000 $0 $0 $0 $0 $0 $450,000 $0 $0 $0 $0

Trafficcalming-PapamoaBeachRoad $750,000 $0 $0 $0 $150,000 $250,000 $200,000 $150,000 $0 $0 $0

Contribution to improvements to Welcome Bay Road $1,941,100 $350,000 $0 $250,000 $0 $0 $0 $0 $0 $0 $1,341,100

Minor safety works $9,629,120 $980,912 $960,912 $960,912 $960,912 $960,912 $960,912 $960,912 $960,912 $960,912 $960,912

Staff salaries related to capital projects $2,738,820 $273,882 $273,882 $273,882 $273,882 $273,882 $273,882 $273,882 $273,882 $273,882 $273,882

Construction of Car Parking Building on Durham Street

$8,280,540 $0 $0 $0 $0 $0 $0 $4,140,270 $4,140,270 $0 $0

Parking Management in CBD spill over areas $400,000 $200,000 $200,000 $0 $0 $0 $0 $0 $0 $0 $0

Various other minor projects $2,457,900 $320,000 $200,000 $300,000 $175,000 $175,000 $171,400 $175,000 $175,000 $175,000 $591,500

Total new or upgraded assets - Level of Service $55,801,054 $3,257,794 $3,634,794 $12,547,496 $3,492,654 $2,711,886 $2,689,054 $6,632,924 $14,449,764 $2,292,654 $4,092,034


Total new or upgraded assets - Level of Service $66,579,176 $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

ASSET RENEWALS

Maintain footpath / cycleway across Matapihi rail bridge

$50,000 $25,000 $25,000 $0 $0 $0 $0 $0 $0 $0 $0

Road pavement rehabilitation $22,711,500 $2,271,150 $2,271,150 $2,271,150 $2,271,150 $2,271,150 $2,271,150 $2,271,150 $2,271,150 $2,271,150 $2,271,150

Resealing roads using asphaltic concrete (hot mix) $15,067,180 $1,506,718 $1,506,718 $1,506,718 $1,506,718 $1,506,718 $1,506,718 $1,506,718 $1,506,718 $1,506,718 $1,506,718

Resealing roads using chip seal $15,207,800 $1,520,780 $1,520,780 $1,520,780 $1,520,780 $1,520,780 $1,520,780 $1,520,780 $1,520,780 $1,520,780 $1,520,780

Repair work prior to reseals $3,000,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000

Renewal of signs and other roading-associated infrastructure

$2,500,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000

Street light upgrading $2,553,000 $255,300 $255,300 $255,300 $255,300 $255,300 $255,300 $255,300 $255,300 $255,300 $255,300

Renewalofexistingtrafficlights $250,000 $0 $0 $0 $250,000 $0 $0 $0 $0 $0 $0

Kerb and channel renewals $3,100,000 $400,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000

Footpath renewals $1,500,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000

Sundry other renewal projects $1,770,000 $0 $0 $0 $100,000 $0 $1,370,000 $0 $0 $300,000 $0

Total Asset Renewals $67,709,480 $6,678,948 $6,578,948 $6,553,948 $6,903,948 $6,553,948 $7,923,948 $6,553,948 $6,553,948 $6,853,948 $6,553,948


Total Asset Renewals $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


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

103

ROADING

CAPITAL EXPENDITURE

ROADINGTen Year

Project CostBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22

Per detailed list above

Total Roading excl inflation $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

Total Roading incl inflation $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

subtract item included in ‘support’ activity

To reverse property transactions as is included in support activity

$3,615,000 $3,615,000

Timingadjustmentsforprojectsthathavezeronettotal cost but funding and reimbursement occur in different years

$966,400 ($4,566,400) $3,600,001

Timing inconsistency on Domain Road reconstruction between above capital expenditure summary and cost of service statement. Timing to be corrected beforefinaladoption.Correcttimingis2016projectcommencement as per capital table.

$3,512,000 ($283,000) ($3,229,000)

Persummarisedfinancialinformation

Total Roading excl inflation $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

Total Roading incl inflation $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

Foreaseofunderstandingforthereader,somecapitalprojectshavebeendisclosedunderadifferentactivityareathanisrecordedinCouncil’sfinancialsystems.Therefollowsareconciliationbetweenthe‘CapitalExpenditure’figuresshowninthesummarisedfinancialinformationforthisactivity,andthedetailedlistofprojectsabove.


WHY WE DO IT

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.

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

• TaurangaAirporthasitsownaerodromecertificationexposition and is accordingly operated under Part 139 of the Civil Aviation Regulations and in accordance with the Airport Authorities Act.

Council Outcomes





CURRENT DELIVERY

• There are two functions, being the aviation business and commercial lease management. The aviation business can reasonably be split between scheduled services (AirNZetc)andgeneralaviation(hangars,flighttrainingandrecreationalflying).Scheduledservicesincludethemain 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.ThismakestheAirportthefifthbusiestcontrolled airport in New Zealand in aircraft movements

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

• 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

• Approved Master Plan in place.


• Complete extensions to baggage reclaim and check in areas

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

• Work with airlines to ensure capacity meets demand

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



STRATEGIC DIRECTION


City Vision



AIRPORT

105

AIRPORT



Wellbeing


Aircraft noise negatively impacting the local community.

• Maintaining noise within the Airport noise contour limits in the Tauranga City Plan



AIRPORTSTATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)

AIRPORT

2011/12 Budget ($000’s)

2012/13 Forecast($000’s)

2013/14 Forecast($000’s)

2014/15 Forecast($000’s)

2015/16 Forecast($000’s)

2016/17 Forecast($000’s)

2017/18 Forecast($000’s)

2018/19 Forecast($000’s)

2019/20 Forecast($000’s)

2020/21 Forecast($000’s)

2021/22 Forecast($000’s)

Total Operating Revenue 4,306 4,406 4,686 4,869 5,354 5,571 5,766 6,385 6,639 6,877 7,105Other Operating Expenditure 1,666 1,664 1,764 1,806 1,842 1,901 1,953 2,128 2,152 2,224 2,301Debt servicing 447 468 540 582 624 644 751 863 891 920 951Depreciation 563 796 919 970 990 1,021 1,084 1,166 1,601 1,610 1,729Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,676 2,928 3,223 3,358 3,456 3,566 3,788 4,157 4,644 4,754 4,981Deficit/(Surplus)toFund (1,630) (1,478) (1,463) (1,511) (1,898) (2,005) (1,978) (2,228) (1,995) (2,123) (2,124)Total Rates required (excluding other fund sources) 0 0 0 0 0 0 0 0 0 0 0Capital Expenditure 407 1,240 939 193 583 456 2,719 4,866 0 1,802 0

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 4,210 4,216 4,353 4,392 4,693 4,731 4,763 5,142 5,184 5,196 5,196Subsidies and Grants 10 18 18 18 18 18 18 18 18 18 18Other Revenue 86 172 172 172 172 172 172 172 172 172 172Total Operating Revenue 4,306 4,406 4,543 4,582 4,883 4,921 4,953 5,332 5,374 5,386 5,386Operating ExpenditureOther Operating Expenditure 1,666 1,664 1,711 1,700 1,680 1,679 1,678 1,777 1,742 1,742 1,745Debt servicing 447 468 524 548 569 569 645 721 721 721 721Depreciation 563 796 891 913 903 902 931 974 1,296 1,261 1,311Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,676 2,928 3,126 3,161 3,152 3,150 3,254 3,472 3,759 3,724 3,777Deficit/(Surplus)toFund (1,630) (1,478) (1,417) 1,421 (1,731) (1,771) (1,699) (1,860) (1,615) (1,662) (1,609)FUNDINGRates 0 0 0 0 0 0 0 0 0 0 0(Increase)/Decrease in Cash Reserves (1,630) (1,478) (1,417) (1,422) (1,731) (1,771) (1,699) (1,860) (1,615) (1,662) (1,609)Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Other Funding 0 0 0 0 0 0 0 0 0 0 0Loan Funding 0 0 0 0 0 0 0 0 0 0 0Total Funding (1,630) (1,478) (1,417) (1,422) (1,731) (1,771) (1,699) (1,860) (1,615) (1,662) (1,609)CAPITALCapital Expenditure 407 1,240 904 180 525 396 2,277 3,917 0 1,330 0FUNDINGRenewal Funding 131 280 154 180 525 396 27 3,917 0 1,330 0Loan Funding 276 960 750 0 0 0 2,250 0 0 0 0Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Development Impact Fees 0 0 0 0 0 0 0 0 0 0 0InfillFees 0 0 0 0 0 0 0 0 0 0 0Vested Assets 0 0 0 0 0 0 0 0 0 0 0Other Revenue Funding 0 0 0 0 0 0 0 0 0 0 0Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0TOTAL FUNDING 407 1,240 904 180 525 396 2,277 3,917 0 1,330 0

107

AIRPORT


PERFORMANCE MEASURES - SERVICE MEASURES


2008/09 Results

2009/10 Results

2010/11 Results





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

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)

Customersaregenerallysatisfiedwiththe facilities provided at the Airport (including cafeteria and parking), tracked through the number of complaints received.

TCC Not specificallymeasured

Notspecificallymeasured

Achieved <24 per year <24 per year <24 per year <24 per year <24 per year

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

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.


Safety (factual) Allflightsoperateinaccordancewiththe Airport Authorities Act and Civil Aviation Regulations.


Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved

Fire safety (factual) Theairportrescueandfireserviceisavailable to meet the requirements of Civil Aviation Regulations.


Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved


AIRPORT

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Accessibility of facilities (factual)

Airport facilities (cafeteria, car park etc) are open to meet all scheduled services. * Opening hours for the cafeteria arefrom30minutesbeforethefirstscheduled departure until the last departure each day.


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



2008/09 Results

2009/10 Results

2010/11 Results





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

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)

Totalnumberofflightmovementseachyear.

TCC 101,800 95,000 80,000 No targets required

No targets required

No targets required

No targets required

No targets required

109

AIRPORT

ASSET MANAGEMENT


• 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 andexistingassetsareusedasefficientlyandeffectivelyaspossible.

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 TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Baggage claim and check in extension $1,200,000 $1,200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Terminal extensions $1,500,000 $0 $0 $0 $0 $0 $1,500,000 $0 $0 $0 $0

Apron extension $1,330,000 $0 $0 $0 $0 $0 $0 $0 $0 $1,330,000 $0

Extend rental car park $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


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

ASSET RENEWALS

Resurfacing main runway $3,500,000 $0 $0 $0 $0 $0 $0 $3,500,000 $0 $0 $0

Car Park Resurface $150,000 $0 $0 $0 $50,000 $50,000 $0 $50,000 $0 $0 $0

Refurbishfiretruck $350,000 $0 $0 $0 $0 $0 $0 $350,000 $0 $0 $0

Sundry minor renewals $839,000 $40,000 $154,000 $180,000 $75,000 $346,000 $27,000 $17,000 $0 $0 $0

Total Renewals $4,839,000 $40,000 $154,000 $180,000 $125,000 $396,000 $27,000 $3,917,000 $0 $0 $0


Total Renewals $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 $1,240,000 $904,000 $180,000 $525,000 $396,000 $2,277,000 $3,917,000 $0 $1,330,000 $0


Total Airport $12,796,947 $1,240,000 $939,075 $193,230 $582,803 $455,558 $2,718,966 $4,865,697 $0 $1,801,618 $0


WHY WE DO IT

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

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:

Partnerships and collaboration

Examples include:

• 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.

Community Share Agreements

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.

Sportville Policy

This promotes and assists sports clubs and associations to combine their resources to enable them to operate moreefficiently,focussingontheircorebusinessbeingtheprovision of sport and recreation opportunities.

Public Amenity Facilities

Provision of public toilets/ changing rooms & storage facilities on active reserves to support community activity.

Council Outcomes




• Our Community Places Strategy 2008


• Tauranga Harbour Recreation Strategy 2008



• Smart Tourism 2007



• Integrated Transport Strategy for Tauranga 2006



• Roading Asset Management Plan


CURRENT DELIVERY

Providing Indoor Facilities

Strategic Considerations

• TheTECTArenaatBayparkhasprovidedsignificant,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

STRATEGIC DIRECTION


City Vision


A Great Place to Grow Up

INDOOR SPACE & ACTIVE LIVING

111


Centre level of service approach was developed in 2012 for implementation through the Ten Year Plan 2012-2022 largelyduetofinancialconstraintsofdelivery.

The Network

• Subregional: 9 courts at TECT Arena at Baypark

• City level facilities:

- three courts at QEYC and Memorial Hall

• Local level facilities:

- foursportsfacilitiesprovidefourfull-sizedsports courts (Mt Maunganui Sports Centre, and community share facilities - Merivale Action Centre, Aquinas Action Centre and Otumoetai Action Centre)

• Neighbourhood level facilities include:

- fiveCommunityHalls(WelcomeBay,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)

• 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

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

• 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

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.

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.

Partnerships and Collaboration - City Investment Partners

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

Community Share Agreements

• 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 forvarioushalls,playgroundsandsportsfields.

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 implementationofthepolicyisdifficultinmanyinstances especially where existing individual club facilities are in place

• TheMountGreensSportsfacilityisasignificantSportville 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) allactivereservesandwillensurethatsufficientandappropriate 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


reserves. Note: 12 reserves have storage provided directly by Council or through Council contributions to clubs. Six reserves have storage provided by clubs only.


• 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.


Nosignificantdifferencestotheabove.




Wellbeing


Noise from events or activities causing disruption to residential areas.

• • Have appropriate opening and closing hours for facilities to reducenoise/trafficeffects.

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.

Trafficfromeventsoractivitiescausingdisruption to the roading network.

• Councilcannotmitigatealloftheimpactofeventstraffic.However,trafficmanagementplanscanberequiredforeventsand 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.

• Council will continue to consult with the community over fees.


113

INDOOR SPACE & ACTIVE LIVINGSTATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)


2011/12 Budget ($000’s)

2012/13 Forecast($000’s)

2013/14 Forecast($000’s)

2014/15 Forecast($000’s)

2015/16 Forecast($000’s)

2016/17 Forecast($000’s)

2017/18 Forecast($000’s)

2018/19 Forecast($000’s)

2019/20 Forecast($000’s)

2020/21 Forecast($000’s)

2021/22 Forecast($000’s)

Total Operating Revenue 15 643 663 683 705 727 748 769 794 820 848Other Operating Expenditure 2,468 2,578 2,625 2,689 2,775 2,868 3,037 3,130 3,290 3,399 3,498Debt servicing 2,240 2,431 2,459 2,481 2,608 2,637 2,655 2,674 2,874 2,912 2,949Depreciation 1,385 2,198 2,275 2,331 2,356 2,254 2,252 2,270 2,320 1,855 1,590Less Non Funded Depreciation (281) (47) (48) (50) (52) (53) (55) (56) (58) (60) (62)Operating Expenditure to be Funded 5,812 7,160 7,311 7,451 7,687 7,706 7,889 8,018 8,426 8,106 7,975Deficit/(Surplus)toFund 5,797 6,517 6,648 6,768 6,982 6,979 7,141 7,249 7,632 7,286 7,127Total Rates required (excluding other fund sources) 5,797 6,517 6,649 6,768 6,981 6,979 7,141 7,249 7,632 7,286 7,127Capital Expenditure 4,293 659 209 321 265 320 405 394 428 674 800

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 15 643 643 643 643 643 643 643 643 643 643Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 0 0 0 0 0 0 0 0 0 0 0Total Operating Revenue 15 643 643 643 643 643 643 643 643 643 643Operating ExpenditureOther Operating Expenditure 2,468 2,578 2,545 2,530 2,531 2,534 2,609 2,614 2,663 2,662 2,652Debt servicing 2,240 2,431 2,384 2,335 2,379 2,329 2,281 2,233 2,326 2,280 2,236Depreciation 1,385 2,198 2,206 2,194 2,149 1,992 1,935 1,896 1,878 1,453 1,205Less Non Funded Depreciation (281) (47) (47) (47) (47) (47) (47) (47) (47) (47) (47)Operating Expenditure to be Funded 5,812 7,160 7,088 7,012 7,012 6,808 6,778 6,696 6,820 6,348 6,046Deficit/(Surplus)toFund 5,797 6,517 6,445 6,369 6,369 6,165 6,135 6,053 6,177 5,705 5,403FUNDINGRates 5,797 6,517 6,445 6,370 6,369 6,165 6,135 6,053 6,177 5,705 5,403(Increase)/Decrease in Cash Reserves 0 0 0 0 0 0 0 0 0 0 0Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Other Funding 0 0 0 0 0 0 0 0 0 0 0Loan Funding 0 0 0 0 0 0 0 0 0 0 0Total Funding 5,797 6,517 6,445 6,370 6,369 6,165 6,135 6,053 6,177 5,705 5,403CAPITALCapital Expenditure 4,293 659 201 299 239 278 339 317 330 498 565FUNDINGRenewal Funding 152 316 198 296 236 275 336 314 327 492 562Loan Funding 2,452 143 3 3 3 3 3 3 3 6 3Reserve Funding 976 10 0 0 0 0 0 0 0 0 0Development Impact Fees 713 190 0 0 0 0 0 0 0 0 0InfillFees 0 0 0 0 0 0 0 0 0 0 0Vested Assets 0 0 0 0 0 0 0 0 0 0 0Other Revenue Funding 0 0 0 0 0 0 0 0 0 0 0Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0TOTAL FUNDING 4,293 659 201 299 239 278 339 317 330 498 565






2008/09 Results

2009/10 Results

2010/11 Results





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

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 self-initiated, so are not able to be formally recorded. ** The records of participation at events are observation-based estimates unless pre-entry is required.

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

Diversity of active living opportunities that are available (factual)

Range of active living opportunities available,includingidentificationofnewcategories of opportunities provided during the year and those that have ceased.

Sport Bay of Plenty

148 Tauranga-based physical activity providers and 50 sports code options



Increasing 160 Tauranga-based physical activity providers; 55 Sports Code options

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.


90% 87% 78% Increasing 80% 85% 87% increasing

Typeofbenefittothe 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 providers’ 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

115




2008/09 Results

2009/10 Results

2010/11 Results





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

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

PERFORMANCE MEASURES - SERVICE MEAURES


2008/09 Results

2009/10 Results

2010/11 Results





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

Level of quality of Council’s indoor facilities (perception)

Percentageofusersthataresatisfiedwith the quality of Council’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.


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





2008/09 Results

2009/10 Results

2010/11 Results





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

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.

Sport Bay of Plenty

Not measured 35% 36% Increasing 50% 55% 60% Increasing

Provision of indoor facilities (factual)

Council’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.


117




2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of indoor facilities (factual)

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 city’s population, as these facilities primarily service their local area.

TCC (a) Not Achieved (b) Achieved

(a) Not Achieved (b) Achieved

(a) Not Achieved (b) Achieved

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

(a) Achieved (b) Achieved





ASSET MANAGEMENT


• Six dedicated sports facilities (including 3 community shares)

• One sport and recreation centre

• Nine community halls (including 4 community shares)

• Two community centres

This Activity has a comprehensive asset management plan which is the key tool to ensuring that capital funding and existingassetsareusedasefficientlyandeffectivelyaspossible.



Allocations of capital expenditure for growth related projects areindicativeonlyandfinalallocationsarereviewedandconfirmedonanannualbasisbyapplyingthepolicyprocess outlined in the Development Contributions Policy.


CAPITAL EXPENDITURE

INDOOR SPACE & ACTIVE LIVING TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Welcome Bay community building purchase $190,000 $190,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Growth $190,000 $190,000 $0 $0 $0 $0 $0 $0 $0 $0 $0


Total Growth $190,000 $190,000 $0 $0 $0 $0 $0 $0 $0 $0 $0


Minor indoor facility upgrades $38,000 $35,000 $0 $0 $0 $0 $0 $0 $0 $3,000 $0

Total new or upgraded assets - level of service $175,500 $172,500 $0 $0 $0 $0 $0 $0 $0 $3,000 $0


Total new or upgraded assets - level of Service $176,564 $172,500 $0 $0 $0 $0 $0 $0 $0 $4,064 $0

ASSET RENEWALS

Morland Fox toilet and changing room upgrade $65,000 $65,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Registering asbestos in Council buildings and implementing management plan

$100,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000

Renewal of buildings $3,194,658 $221,638 $190,816 $289,427 $228,740 $267,778 $328,969 $307,428 $320,495 $484,634 $554,733

Total Renewals $3,359,658 $296,638 $200,816 $299,427 $238,740 $277,778 $338,969 $317,428 $330,495 $494,634 $564,733


Total Renewals $4,108,903 $296,638 $208,608 $321,435 $265,025 $319,556 $404,763 $394,309 $428,255 $670,031 $800,283

Total Indoor Space and Active Living $3,725,158 $659,138 $200,816 $299,427 $238,740 $277,778 $338,969 $317,428 $330,495 $497,634 $564,733


Total Indoor Space and Active Living $4,475,467 $659,138 $208,608 $321,435 $265,025 $319,556 $404,763 $394,309 $428,255 $674,095 $800,283

119

WHY WE DO IT

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

WHAT WE DO

Council has an open space network that includes:

• Sub-regional parks, neighbourhood reserves, sports fields,naturalareas

• 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.

Council Outcomes








• Integrated Transport Strategy for Tauranga 2006




• Reserve Management Plan


• Parks and Leisure Asset Management Plan


CURRENT DELIVERY

• The Council manages 2,031 ha of open space. This includes parks, reserves, coastal areas and sports fields.Thereare72sportsfieldslocatedon19activereserves, 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 SportsfieldLevelofServicePolicy

• 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

OPEN SPACE

STRATEGIC DIRECTION

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

City Vision


Built to Fit our Hills, Harbour & Coast

A Clean, Green, Valued Environment




promote the parks, open space and coastal areas oftheCity.Thisobjectiveissignificantlyachievedthrough Live to Play’month in October each year, and the Learning Through Discovery programme that is delivered during the school term.

• There are currently twelve contracts for vegetation management including the maintenance of trees, gardens,walkways,cricketblocks,sportsfields,andparks

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

• 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 400-500 metres of an open space area

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

• Sustainability Policy actions are implemented across the Activity.

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 PlanforHuharuaHarbourPark.Theparkwasofficiallyopened to the public in 2010

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

Parks: Passive

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

• Park rangers provide a seven day a week service and arequalifiedruralfirefighters

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

• 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

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

Coast and Harbours

• The Council contributes funding to the Bay of Plenty Regional Council (BoPRC) for a Coast Care Co-ordinator, 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

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

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

Vegetation

• City Plan and Infrastructure Development Code have been reviewed

• Notable trees are registered

• 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

121

OPEN SPACE

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

Parks: Active

• Landhasbeenacquired(inanticipation)specificallyforactive 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 theuseoftheartificialathleticstrackandtheregionalcricket oval on Blake Park. Increasing maintenance and operational costs are being met through an increase in ratepayer funding each year

• A reserve user agreement has been developed to formaliseaccessanduseofsportsfields

• Work has been completed on the supply and demand ofsportsfields.ThishashelpedCounciltodeterminethe 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.


• Establishment and early milestone success for the Botanic Gardens Trust

• Maximisinguseofexistingsportsfieldsthroughimplementing improvements to high use active reserves

• Reserve Management Plan Reviews

• Community participation policy and guidelines to be established

• Proposal to implement improvements to the quality and durabilityofhighprofileparks

• Assessing and implementing dune restoration options

• Implementation of asset management system.


• DevelopmentofnewsportsfieldsatParauFarm.

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.



Wellbeing


Noiseandtrafficmovementgeneratedfrom events and activities carried out on Open Space areas.

• Require events to comply with City Plan.

Development of parks to minimise impact on residential and surrounding areas.

Carbon generated through the use of petrochemical driven maintenance operations.

• Annual planting programmes.

Encourage alternative maintenance techniques when tendering maintenance works.

Use of agrichemicals presents a risk to public health.

• • • Where possible apply alternative means of vegetation management.

Comply with Regional Air Plan and New Zealand Standards including advertising, signage, and safety equipment.



OPEN SPACE

STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)

OPEN SPACE

2011/12 Budget ($000’s)

2012/13 Forecast($000’s)

2013/14 Forecast($000’s)

2014/15 Forecast($000’s)

2015/16 Forecast($000’s)

2016/17 Forecast($000’s)

2017/18 Forecast($000’s)

2018/19 Forecast($000’s)

2019/20 Forecast($000’s)

2020/21 Forecast($000’s)

2021/22 Forecast($000’s)

Total Operating Revenue 228 228 236 243 250 259 266 273 282 292 301Other Operating Expenditure 10,775 10,842 11,390 11,832 12,290 13,137 13,531 13,981 14,467 15,061 15,655Debt servicing 3,122 2,384 2,390 2,471 2,531 2,429 2,454 2,498 2,553 2,601 2,644Depreciation 3,419 4,450 4,347 4,248 4,160 4,160 3,932 3,487 3,552 3,570 3,703Less Non Funded Depreciation 0 (17) (18) (18) (19) (19) (20) (20) (21) (22) (22)Operating Expenditure to be Funded 17,316 17,659 18,109 18,533 18,962 19,707 19,897 19,946 20,551 21,210 21,980Deficit/(Surplus)toFund 17,088 17,431 17,873 18,290 18,712 19,448 19,631 19,673 20,269 20,918 21,679Total Rates required (excluding other fund sources) 16,988 17,331 17,771 18,184 18,602 19,334 19,515 19,553 20,145 20,791 21,547Capital Expenditure 4,673 5,077 5,458 7,932 5,084 8,387 8,697 9,429 6,615 8,938 9,191

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 160 160 160 160 160 160 160 160 160 160 160Subsidies and Grants 68 68 68 68 68 68 68 68 68 68 68Other Revenue 0 0 0 0 0 0 0 0 0 0 0Total Operating Revenue 228 228 228 228 228 228 228 228 228 228 228Operating ExpenditureOther Operating Expenditure 10,775 10,842 11,044 11,135 11,210 11,605 11,625 11,677 11,710 11,796 11,869Debt servicing 3,122 2,384 2,317 2,325 2,309 2,146 2,108 2,087 2,066 2,037 2,005Depreciation 3,419 4,450 4,215 3,998 3,794 3,675 3,378 2,912 2,875 2,796 2,807Less Non Funded Depreciation 0 (17) (17) (17) (17) (17) (17) (17) (17) (17) (17)Operating Expenditure to be Funded 17,316 17,659 17,559 17,441 17,296 17,409 17,094 16,659 16,634 16,612 16,664Deficit/(Surplus)toFund 17,088 17,431 17,331 17,213 17,068 17,181 16,866 16,431 16,406 16,384 16,436FUNDINGRates 16,988 17,331 17,231 17,113 16,967 17,081 16,766 16,331 16,306 16,284 16,336(Increase)/Decrease in Cash Reserves 0 0 0 0 0 0 0 0 0 0 0Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Other Funding 100 100 100 100 100 100 100 100 100 100 100Loan Funding 0 0 0 0 0 0 0 0 0 0 0Total Funding 17,088 17,431 17,331 17,213 17,067 17,181 16,866 16,431 16,406 16,384 16,436CAPITALCapital Expenditure 4,673 5,077 5,255 7,389 4,580 7,291 7,283 7,590 5,105 6,599 6,486FUNDINGRenewal Funding 898 1,040 919 1,155 983 947 1,145 1,065 1,176 1,345 1,249Loan Funding 526 209 647 2,452 (2,709) 576 921 989 876 741 745Reserve Funding 0 69 49 51 0 0 0 0 0 0 0Development Impact Fees 1,883 918 532 2,075 806 2,665 2,756 3,166 1,322 271 1,639InfillFees 233 1,708 1,975 523 4,310 1,854 1,150 993 285 2,724 1,259Vested Assets 1,133 1,133 1,133 1,133 1,190 1,249 1,311 1,377 1,446 1,518 1,594Other Revenue Funding 0 0 0 0 0 0 0 0 0 0 0Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0TOTAL FUNDING 4,673 5,077 5,255 7,389 4,580 7,291 7,283 7,590 5,105 6,599 6,486

123

OPEN SPACE




2008/09 Results

2009/10 Results

2010/11 Results





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

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.


78% 74% 80% 75% 75% 75% 75% 75%

Level of protection of the natural environment (factual)

Amount of public land that is protected specificallyforecological,cultural,landscape or conservation purposes (protection in the form of District Plan ecologicallysensitiveareazones,underthe 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 classifiedunder Reserves Act 1066 Ha Land administered by the Department of Conservation: 268.70 Ha


Level of accessibility of playgrounds (factual)

Percentage of residents in urban areas that are within 500m of a playground (or within400minanintensificationarea). * 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%


OPEN SPACE



2008/09 Results

2009/10 Results

2010/11 Results





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

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

Of residents that use Tauranga’s playgrounds, the percentage that are satisfiedwiththequalityoftheirlocalplayground.


77% 83% 78% 70% 80% 80% 80% 80%

The open space network provides recreation opportunities (perception)

Percentageofsportsfieldusersthataresatisfiedwiththequalityoftheplayingsurface.

TCC - sports fieldusers'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

125

OPEN SPACE

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

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,sizeandlocationofregional 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)

Council’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




Provision of plaground network - safety (factual)

All playgrounds meet appropriate safety standards.

TCC 76% 87% 85% 92% 92% 92% 92% 92%


OPEN SPACE

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

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.

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

Provision of street gardens - minimum size(factual)

Minimumsizeofstreetgardensinnewsubdivisions. (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


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 fiveofthe35structures now compliant

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




127

OPEN SPACE



2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of open space - area (factual)

Area of open space per 1,000 population, broken down into areas of active reserve, neighbourhood reserve and community use.

TCC 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 people, made 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

No targets required

Throughput - use of open space (factual)

Number of people walking: (a) Around Mauao (b) Up Mauao (c) Around Waikareao Walkway (d) Around Carmichael Reserve

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

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

No targets required

No targets required

No targets required

No targets required

No targets required

Throughput - use of open space (factual)

Number of vehicles that enter McLaren Falls Park.

TCC Not measured 51,884 48,099 No targets required

No targets required

No targets required

No targets required

No targets required

Community Service 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 recorded within the volunteer hours measure

No targets required

No targets required

No targets required

No targets required

No targets required


ASSET MANAGEMENT


• 2,031haofopenspaceincluding72sportsfields,80local parks, 913 ha of bush area and 5 skateparks

• 81 playgrounds

• Two sub-regional parks

• 34 public barbecues

• 46 kms of walkways

• 1,776 street gardens

• 64 public toilets

This Activity has a comprehensive asset management plan which is the key tool to ensuring that capital funding and existingassetsareusedasefficientlyandeffectivelyaspossible.



Allocations of capital expenditure for growth related projects areindicativeonlyandfinalallocationsarereviewedand

confirmedonanannualbasisbyapplyingthepolicyprocess outlined in the Development Contributions Policy.

OPEN SPACE

CAPITAL EXPENDITURE

OPEN SPACE TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Purchase of land for neighbourhood reserves $11,822,037 $247,600 $680,000 $629,706 $911,784 $1,700,000 $1,150,000 $993,333 $1,300,000 $1,594,807 $2,614,807

Development of land for neighbourhood reserves $505,894 $0 $0 $0 $0 $0 $50,000 $289,320 $0 $166,574 $0

Memorial Park Development - Pedestrian Crossing 11th Ave

$16,000 $0 $0 $16,000 $0 $0 $0 $0 $0 $0 $0

Development of Waikareao West Walkway $419,000 $0 $0 $0 $0 $0 $0 $0 $69,000 $350,000 $0

WharepaiDomainSportsfielddevelopmentincludingirrigation

$140,000 $140,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Development of Wairakei Stream $176,000 $0 $0 $0 $0 $0 $0 $0 $0 $78,000 $98,000

Development of Coronation Park $110,000 $40,000 $40,000 $30,000 $0 $0 $0 $0 $0 $0 $0

Improvements to Mauao - base track $486,008 $50,000 $0 $0 $36,008 $0 $0 $0 $200,000 $200,000 $0

LinksAvenueSportsfieldtraininglights $50,000 $0 $0 $0 $50,000 $0 $0 $0 $0 $0 $0

Development of Osprey Drive Reserve $46,000 $0 $0 $0 $36,000 $0 $0 $0 $0 $10,000 $0

Development of Tye Park Reserve $5,000 $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Development of Gordon Carmichael Reserve $215,000 $21,500 $21,500 $21,500 $21,500 $21,500 $21,500 $21,500 $21,500 $21,500 $21,500

Miles Lane reserve development including carpark $250,000 $0 $0 $0 $0 $0 $0 $0 $0 $50,000 $200,000

Develop Parau Farms as an Active Reserve $7,725,000 $0 $150,000 $0 $0 $2,500,000 $2,500,000 $2,575,000 $0 $0 $0

Kulim Park Beach Rd connection around private land $140,000 $0 $0 $40,000 $100,000 $0 $0 $0 $0 $0 $0

CompleteunfinishedwalkwayconnectionHammondStreet to Fantail Drive

$67,000 $0 $0 $67,000 $0 $0 $0 $0 $0 $0 $0

129

OPEN SPACE

CAPITAL EXPENDITURE


2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2020/21Budget

2021/22Budget

2022/23

NEW OR UPGRADED ASSETS - GROWTH (continued)

CompleteunfinishedwalkwayconnectionYorkParkto Gordon Carmichael Reserve

$18,000 $0 $18,000 $0 $0 $0 $0 $0 $0 $0 $0

Development of Kulim Park $362,000 $0 $0 $0 $0 $0 $0 $0 $66,000 $296,000 $0

Development of Otumoetai Pa Reserve $555,000 $0 $0 $0 $0 $0 $0 $0 $0 $540,000 $15,000

Development of Vale Street West Reserve $3,000 $0 $0 $3,000 $0 $0 $0 $0 $0 $0 $0

Development of Faulkner Park $21,500 $21,500 $0 $0 $0 $0 $0 $0 $0 $0 $0

Develop Gate Pa Domain path and signage $44,500 $44,500 $0 $0 $0 $0 $0 $0 $0 $0 $0

Merivale neighbourhood plan - various projects $20,000 $0 $20,000 $0 $0 $0 $0 $0 $0 $0 $0

Realign loop road at Yatton Park in response to coastal erosion

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

InstallirrigationonMorelandFoxSportsfield $50,000 $50,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total new or upgraded assets - Growth $23,261,939 $620,100 $929,500 $807,206 $1,170,292 $4,221,500 $3,721,500 $3,879,153 $1,656,500 $3,306,881 $2,949,307


Total new or upgraded assets - Growth $28,675,739 $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

NEW OR UPGRADED ASSETS - VESTED

Assets vested to Council by developers $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 $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 $15,748,990 $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

NEW OR UPGRADED ASSETS - OTHER

Purchase and disposal of land for neighbourhood reserves

$108,098 $0 $0 $0 $108,098 $0 $0 $0 $0 $0 $0

Development of neighbourhood reserves in urban growth areas

$205,770 $91,650 $0 $0 $0 $114,120 $0 $0 $0 $0 $0

Development of TECT All Terrain sub-regional park (with Western Bay of Plenty DC)

$2,163,000 $288,000 $120,000 $120,000 $320,000 $295,000 $410,000 $610,000 $0 $0 $0

Improvements to seawalls and coastal structures $2,457,146 $168,000 $205,603 $198,450 $348,975 $172,203 $318,000 $277,300 $342,900 $125,715 $300,000

Installation of disabled toilets in existing toilet blocks $40,650 $13,550 $13,550 $13,550 $0 $0 $0 $0 $0 $0 $0

Staff salaries related to capital projects $1,999,160 $199,916 $199,916 $199,916 $199,916 $199,916 $199,916 $199,916 $199,916 $199,916 $199,916

Memorial Park safety barriers and crossing over mini railway

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

Development of Elmes Reserve $309,000 $0 $22,000 $0 $0 $24,000 $109,000 $0 $154,000 $0 $0

Development of Crossing on Cameron Road to Wharepai and Tauranga Domains

$114,000 $0 $0 $0 $0 $0 $0 $114,000 $0 $0 $0

Goods Road Reserve Track Installation $19,000 $19,000 $0 $0 $0 $0 $0 $0 $0 $0 $0


OPEN SPACE

CAPITAL EXPENDITURE


2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22

NEW OR UPGRADED ASSETS - LEVEL OF SERVICE (continued)

Improved pedestrian accessways from Papamoa Beach Road to the beach

$196,000 $28,000 $28,000 $28,000 $28,000 $28,000 $28,000 $28,000 $0 $0 $0

Construction of Walkway Evacuation Routes at Papamoa

$100,000 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Install carparking Gordon Spratt Reserve $214,500 $0 $0 $22,500 $192,000 $0 $0 $0 $0 $0 $0

Pilot Bay Improvements - Boardwalk $420,000 $210,000 $210,000 $0 $0 $0 $0 $0 $0 $0 $0

Community Funded improvements to Arataki Park including playground, basketball court and barbeque area

$168,000 $69,000 $48,500 $50,500 $0 $0 $0 $0 $0 $0 $0

Arataki Park various improvements including footpaths and lighting

$105,000 $105,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

BlakePark-Irrigatefield1&design&installcentralcar park

$1,000,000 $0 $500,000 $500,000 $0 $0 $0 $0 $0 $0 $0

SportsfieldlightingandfieldresurfacingatTeWatiPark

$205,000 $0 $205,000 $0 $0 $0 $0 $0 $0 $0 $0

SportsfieldlightingandirrigationatWaipunaPark $629,000 $629,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

CreateroadlinkbetweenSH2andParauSportsfields $1,409,325 $0 $600,000 $809,325 $0 $0 $0 $0 $0 $0 $0

Mitchell Park - Training lights & sealing of the car park $144,000 $0 $80,000 $0 $0 $0 $0 $0 $0 $64,000 $0

SportsfieldlightingandirrigationatFergussonPark $161,000 $0 $0 $161,000 $0 $0 $0 $0 $0 $0 $0

Development of the Kopurererua Valley $1,000,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000

Carpark and cricket wickets at Greerton Park $153,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $153,000

Development of Morland Fox Park carpark $90,000 $0 $0 $0 $0 $0 $0 $0 $90,000 $0 $0

Total new or upgraded assets - Level of Service $13,430,649 $2,041,116 $2,332,569 $2,203,241 $1,296,989 $933,239 $1,164,916 $1,329,216 $886,816 $489,631 $752,916


Total new or upgraded assets Level of Service $15,264,279 $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

ASSET RENEWALS

Renewal of park roading $4,393,930 $433,930 $465,000 $465,000 $465,000 $465,000 $420,000 $420,000 $420,000 $420,000 $420,000

Renewal of park structures and furniture $3,559,738 $415,000 $250,292 $420,822 $350,000 $252,222 $371,401 $350,000 $350,000 $400,001 $400,000

Renewal of pipes and similar assets in parks $952,025 $60,922 $45,040 $58,179 $45,813 $60,418 $103,846 $85,257 $142,529 $232,032 $117,989

Renewal of various buildings on reserves $461,300 $38,000 $22,000 $36,000 $11,000 $19,300 $59,000 $35,000 $100,000 $29,000 $112,000

Renewal of various public toilets $1,008,978 $31,425 $71,214 $115,186 $51,015 $90,112 $130,987 $96,682 $103,088 $185,792 $133,477

Sundry minor renewals $47,000 $0 $6,000 $0 $0 $0 $0 $18,000 $0 $17,000 $6,000

Total Asset Renewals $10,422,971 $979,277 $859,546 $1,095,187 $922,828 $887,052 $1,085,234 $1,004,939 $1,115,617 $1,283,825 $1,189,466

131

OPEN SPACE

CAPITAL EXPENDITURE


2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Total Asset Renewals $12,507,244 $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

Total Open Space $60,199,487 $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


Total Open Space $72,196,252 $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

CAPITAL EXPENDITURE

OPEN SPACETen Year

Project CostBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22

Per detailed list above

Total Open Space excl inflation $60,199,487 $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

Total Open Space incl inflation $72,196,252 $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

add items included in Support Services project list

Property Transactions $2,453,576 $303,576 $2,150,000

Persummarisedfinancialinformation

Total Open Space excl inflation $62,653,063 $5,076,964 $5,254,510 $7,388,529 $4,579,649 $7,290,807 $7,283,118 $7,590,349 $5,104,826 $6,598,524 $6,485,787

Total Open Space incl inflation $74,807,853 $5,076,964 $5,458,385 $7,931,586 $5,083,868 $8,387,344 $8,696,771 $9,428,732 $6,614,834 $8,938,361 $9,191,009

Foreaseofunderstandingforthereader,somecapitalprojectshavebeendisclosedunderadifferentactivityareathanisrecordedinCouncil'sfinancialsystems.

Therefollowsareconciliationbetweenthe"CapitalExpenditure"figuresshowninthesummarisedfinancialinformationforthisactivity,andthedetailedlistofprojectsabove.


WHY WE DO IT

To provide a range of community places and facilities in a self-fundingbusinessstructurethatprovidesafinanciallysustainable level of service and well maintained assets for our customers.

WHAT WE DO

The Community Property Services Activity Area comprises fiveself-fundingbusinessactivities.

• 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:

ThatCouncilconfirmsthestrategicdirectionfortheVillageas 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. Visitor 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

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 alongtermself-sustainingfinancialposition,throughproviding 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 themeetingofthefiveobjectives(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 Pacemeteryandcrematorium,alongwithfiveolderdenominational 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

133

Council Outcomes



• Our Community Places Strategy 2008





• Reserve Management Plan


CURRENT DELIVERY

The Historic Village on 17th

• All building assets have been surveyed and a planned programme of maintenance exists. The strategicdirectionconfirmedinSeptember2010isbeing implemented. During 2011/2012 the Council established a Project Steering Group to further review theVillageStrategy.Thisstrategy,whenfinalised,willset 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.


• The focus of this activity is on the daily operational service delivery of the cemeteries, cremator services andChapel,whileensuringitremainsfinanciallyself-sustainable

• 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

• Maintenance of the older city cemeteries that are full is in accordance with the requirements of the current Burial and Cremations Act.


• There 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.


• 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.


STRATEGIC DIRECTION


City Vision

Built to Fit our Hills, Harbour & Coast

A Clean, Green, Valued Environment






The Historic Village

• 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

• Thefocuswillbeonimprovingthefinancialreturnsfromthis business while ensuring the facility is well presented and excellence in customer service is maintained.


• Continued improvements to the services provided to the public

• Upgrade of the Pyes Pa Chapel

• Development of additional land for burials

• Maintain a self-funding position.


• The development of the Harbour Central Marine Precinct

• Maintaining the recreational marine facilities

• The continued maintenance and provision of commercial wharf space.


• No changes from the above.


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

• No change from years one to three.


• It 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.




Wellbeing


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

• The Council has in place a new low emission cremator and has refurbished the original one to reduce emissions, which are also monitored.

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

• The Council communicates regularly with Tangata Whenua in regard to issues of importance.

The operation, maintenance and development of Marine facilities in the coastal environment could have a significanteffectontheenvironmentandTangata Whenua.

• • 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.

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

• The Council has a task force progressing this project.


135


STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)


2011/12 Budget ($000’s)

2012/13 Forecast($000’s)

2013/14 Forecast($000’s)

2014/15 Forecast($000’s)

2015/16 Forecast($000’s)

2016/17 Forecast($000’s)

2017/18 Forecast($000’s)

2018/19 Forecast($000’s)

2019/20 Forecast($000’s)

2020/21 Forecast($000’s)

2021/22 Forecast($000’s)

Total Operating Revenue 4,894 4,860 5,067 5,272 5,534 5,741 5,931 6,130 6,355 6,599 6,849Other Operating Expenditure 2,463 2,681 2,765 2,772 2,980 2,981 3,021 3,259 3,346 3,682 3,543Debt servicing 476 332 407 476 559 582 604 651 684 703 765Depreciation 1,205 1,411 1,538 1,662 1,762 1,826 1,892 1,943 2,007 2,106 2,171Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 4,144 4,424 4,710 4,910 5,301 5,389 5,517 5,853 6,037 6,491 6,479Deficit/(Surplus)toFund (750) (436) (357) (362) (233) (352) (414) (277) (318) (108) (370)Total Rates required (excluding other fund sources) 0 0 0 0 0 0 0 0 0 0 0Capital Expenditure (137) 3,021 1,862 2,105 1,636 798 1,676 1,839 1,075 1,728 2,968

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 4,809 4,774 4,827 4,874 4,962 4,986 5,010 5,034 5,058 5,082 5,107Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 85 86 86 86 86 86 86 86 86 86 86Total Operating Revenue 4,894 4,860 4,913 4,960 5,048 5,072 5,096 5,120 5,144 5,168 5,193Operating ExpenditureOther Operating Expenditure 2,463 2,682 2,681 2,608 2,718 2,634 2,595 2,721 2,707 2,883 2,685Debt servicing 476 332 395 448 511 514 517 544 554 551 580Depreciation 1,205 1,411 1,492 1,564 1,607 1,614 1,627 1,622 1,625 1,650 1,646Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 4,144 4,425 4,568 4,620 4,836 4,762 4,739 4,887 4,886 5,084 4,911Deficit/(Surplus)toFund (750) (435) (345) (340) (212) (310) (357) (233) (258) (84) (282)FUNDINGRates 0 0 0 0 0 0 0 0 0 0 0(Increase)/Decrease in Cash Reserves (650) 264 5 10 138 39 44 217 192 366 168Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Other Funding (100) (100) (100) (100) (100) (100) (101) (100) (100) (100) (100)Loan Funding 0 (600) (250) (250) (250) (250) (300) (350) (350) (350) (350)Total Funding (750) (436) (345) (340) (212) (311) (357) (233) (258) (84) (282)CAPITALCapital Expenditure (137) 3,021 1,793 1,961 1,474 693 1,404 1,480 829 1,275 2,094FUNDINGRenewal Funding 405 1,050 732 591 747 418 657 563 527 706 826Loan Funding (542) 1,971 1,061 1,370 727 275 747 917 302 569 1,268Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Development Impact Fees 0 0 0 0 0 0 0 0 0 0 0InfillFees 0 0 0 0 0 0 0 0 0 0 0Vested Assets 0 0 0 0 0 0 0 0 0 0 0Other Revenue Funding 0 0 0 0 0 0 0 0 0 0 0Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0TOTAL FUNDING (137) 3,021 1,793 1,961 1,474 693 1,404 1,480 829 1,275 2,094






2008/09 Results

2009/10 Results

2010/11 Results





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

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.

TCC - visitors' / customers' survey

Not measured

93% of responses confirmedthey received a value for money experience

92% Increasing 93% 94% 94% 94%

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

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



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.


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


137




2008/09 Results

2009/10 Results

2010/11 Results





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

Cemeteries are well maintained spaces for our community (perception)

Percentage of residents who are satisfiedwiththelookandfeelofcemetery facilities in the area.


Not measured Not measured 54% of residents are verysatisfiedorsatisfiedwith the look and feel of Cemetery facilities in Tauranga. 32% did not know about Cemetery facilities


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

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



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).


79% Not measured this year

76% Achieved

Increasing 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-by-village 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



PERFORMANCE MEASURES - LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of campsites and cabins (factual)

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

TCC 189 Sites and 8 cabins

232 Campsites

230 Sites and 7 Cabins

189 Sites and 8 cabins

229 Camp sites and 7 cabins




Provision of cemetery space (factual)

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




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.)


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


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

139


PERFORMANCE MEASURES - LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Elder Housing activity is self-funding (factual)

There is no net cost to ratepayers for Council’s Elder Housing services.

TCC Achieved Achieved Achieved Achieved 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 Council’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



2008/09 Results

2009/10 Results

2010/11 Results





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

Waitinglistsize(factual)

Waitinglist*sizeasaproportionoftotalCouncil 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

No targets required

No targets required

No targets required

No targets required

No targets required


ASSET MANAGEMENT


• A range of properties across the city

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.


CAPITAL EXPENDITURE

COMMUNITY PROPERTY SERVICES TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Construct public toilet for Whareroa boat ramp users $115,000 $0 $0 $0 $0 $0 $0 $0 $0 $115,000 $0

Marine Park/Sulphur Point Development $640,000 $240,000 $200,000 $200,000 $0 $0 $0 $0 $0 $0 $0

Improvement of marine facilities and coastal structures

$7,220,632 $1,902,279 $1,049,075 $1,196,868 $397,257 $160,773 $616,100 $947,817 $255,544 $494,550 $200,369

Construct boat storage park at Sulphur Point $320,000 $320,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Upgrade of Village on 17th Ave site $1,063,000 $65,000 $93,500 $79,500 $99,000 $121,000 $121,000 $121,000 $121,000 $121,000 $121,000

Town Wharf Dive Crescent - create public pontoon walkway and marine berths

$875,000 $0 $0 $0 $0 $0 $0 $0 $0 $10,000 $865,000

Development of the Tauranga cemetery $1,226,000 $93,500 $96,500 $38,500 $514,000 $37,500 $308,500 $35,500 $14,000 $70,000 $18,000

Upgrade facilities Mt Maunganui Beachside Holiday Park

$42,000 $42,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Update Elder Housing TV Aerials to digital $20,000 $20,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total new or upgraded assets - Level of Service $11,521,632 $2,682,779 $1,439,075 $1,514,868 $1,010,257 $319,273 $1,045,600 $1,104,317 $390,544 $810,550 $1,204,369


Total new or upgraded assets - Level of Service $13,223,762 $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

ASSET RENEWAL

Renewal of various cemetery assets $661,913 $34,880 $48,397 $106,572 $122,942 $50,368 $33,831 $23,334 $65,840 $99,578 $76,171

Renewal of various public toilets $55,460 $1,040 $2,640 $7,879 $4,798 $11,746 $9,447 $4,950 $2,376 $6,804 $3,780

Sundry minor asset renewals $276,244 $2,501 $2,693 $31,932 $35,550 $12,000 $14,800 $47,862 $70,540 $58,366 $0

Elder Housing Renewal Projects $3,510,006 $300,000 $299,999 $300,000 $300,000 $300,002 $300,000 $300,001 $300,001 $300,002 $810,001

Total Asset Renewals $4,503,623 $338,421 $353,729 $446,383 $463,290 $374,116 $358,078 $376,147 $438,757 $464,750 $889,952


Total Asset Renewals $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 $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


Total Community Property Services $18,707,583 $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

141

WHY WE DO IT

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.

WHAT WE DO

Through Tauranga City Aquatics Limited (TCAL), Council currentlyprovidesfiveaquaticfacilities.Theassetsareowned 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.

Council Outcomes


AQUATICS

STRATEGIC DIRECTION

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

City Vision




• Aquatics Strategy 2001





CURRENT DELIVERY

• The aquatic facilities are owned and operated by TCAL. TCAL is providing a range of leisure programmes at the fivefacilities,whichcaterfordemandacrossthewholecommunity

• The Aquatic Strategy is complete and ready for implementation

• The Otumoetai Pool upgrade is complete.


• DeliveronthefinalisedAquaticStrategyactions.



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.



Wellbeing


Risk of patrons drowning or suffering physical harm.

• Ensure TCAL adhere to PoolSafe standards including the employment of suitably trained lifeguards at the required levels.


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.


AQUATICSSTATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)

AQUATICS

2011/12 Budget ($000’s)

2012/13 Forecast($000’s)

2013/14 Forecast($000’s)

2014/15 Forecast($000’s)

2015/16 Forecast($000’s)

2016/17 Forecast($000’s)

2017/18 Forecast($000’s)

2018/19 Forecast($000’s)

2019/20 Forecast($000’s)

2020/21 Forecast($000’s)

2021/22 Forecast($000’s)

Total Operating Revenue 275 260 268 276 285 294 303 311 321 332 343Other Operating Expenditure 323 793 818 843 869 897 923 949 979 1,012 1,046Debt servicing 804 400 439 455 519 589 728 853 861 872 884Depreciation 1,286 1,433 1,635 1,750 1,853 1,955 1,895 2,132 2,177 2,198 2,230Less Non Funded Depreciation (297) (297) (307) (316) (326) (337) (346) (356) (367) (380) (392)Operating Expenditure to be Funded 2,116 2,329 2,585 2,732 2,915 3,104 3,200 3,578 3,650 3,702 3,768Deficit/(Surplus)toFund 1,841 2,069 2,317 2,456 2,630 2,810 2,897 3,267 3,329 3,370 3,425Total Rates required (excluding other fund sources) 1,841 2,069 2,317 2,456 2,630 2,810 2,897 3,267 3,329 3,370 3,425Capital Expenditure 2,549 1,945 865 729 2,392 1,521 5,030 769 377 453 1,549

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 0 0 0 0 0 0 0 0 0 0 0Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 275 260 260 260 260 260 260 260 260 260 260Total Operating Revenue 275 260 260 260 260 260 260 260 260 260 260Operating ExpenditureOther Operating Expenditure 323 793 793 793 793 793 793 793 793 793 793Debt servicing 804 400 426 428 474 521 625 713 697 683 670Depreciation 1,286 1,433 1,585 1,647 1,690 1,727 1,628 1,781 1,762 1,722 1,691Less Non Funded Depreciation (297) (297) (297) (297) (297) (297) (297) (297) (297) (297) (297)Operating Expenditure to be Funded 2,116 2,329 2,507 2,571 2,660 2,744 2,749 2,990 2,955 2,901 2,857Deficit/(Surplus)toFund 1,841 2,069 2,247 2,311 2,400 2,484 2,489 2,730 2,695 2,641 2,597FUNDINGRates 1,841 2,069 2,247 2,311 2,400 2,484 2,489 2,730 2,695 2,641 2,597(Increase)/Decrease in Cash Reserves 0 0 0 0 0 0 0 0 0 0 0Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Other Funding 0 0 0 0 0 0 0 0 0 0 0Loan Funding 0 0 0 0 0 0 0 0 0 0 0Total Funding 1,841 2,069 2,247 2,311 2,400 2,484 2,489 2,730 2,695 2,641 2,597CAPITALCapital Expenditure 2,549 1,945 833 679 2,155 1,322 4,213 619 291 334 1,093FUNDINGRenewal Funding 748 1,082 723 526 908 892 1,175 586 263 265 1,041Loan Funding 1,801 863 110 153 1,247 430 3,038 33 28 69 52Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Development Impact Fees 0 0 0 0 0 0 0 0 0 0 0InfillFees 0 0 0 0 0 0 0 0 0 0 0Vested Assets 0 0 0 0 0 0 0 0 0 0 0Other Revenue Funding 0 0 0 0 0 0 0 0 0 0 0Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0TOTAL FUNDING 2,549 1,945 833 679 2,155 1,322 4,213 619 291 334 1,093

143

ASSET MANAGEMENT


• Five aquatic facilities

This Activity has a comprehensive asset management plan

which is the key tool to ensuring that capital funding and

existingassetsareusedasefficientlyandeffectivelyas

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.


Allocations of capital expenditure for growth related projects

areindicativeonlyandfinalallocationsarereviewedand

confirmedonanannualbasisbyapplyingthepolicy

process outlined in the Development Contributions Policy.

AQUATICS

CAPITAL EXPENDITURE

AQUATICS TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


New equipment Bayswim $32,500 $27,500 $5,000 $0 $0 $0 $0 $0 $0 $0 $0

Baywavemoveablefloorforlearnerspool $600,000 $600,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Construction of additional 25m pool at Baywave $2,700,000 $0 $0 $0 $0 $0 $2,700,000 $0 $0 $0 $0

Baywave Water Play Area $300,000 $0 $0 $0 $0 $300,000 $0 $0 $0 $0 $0

Various Expenditure Baywave $476,500 $145,500 $55,000 $90,000 $95,000 $56,000 $15,000 $5,000 $5,000 $5,000 $5,000

Greertonpoolflatfloordryareaforrehabilitationandexercise

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

Various Expenditure Greerton $50,000 $18,000 $3,000 $3,000 $8,000 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000

Various expenditure Mount Hot Pools $19,000 $19,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Various expenditure Otumoetai Pool $9,000 $4,000 $2,000 $0 $1,000 $0 $0 $1,000 $0 $0 $1,000

RetractableroofingatMemorialPool $1,000,000 $0 $0 $0 $1,000,000 $0 $0 $0 $0 $0 $0

Water play area at Memorial Pool $300,000 $0 $0 $0 $0 $0 $300,000 $0 $0 $0 $0

Various expenditure at Memorial Pool $138,000 $31,500 $25,000 $1,000 $2,500 $51,000 $0 $3,500 $0 $1,000 $22,500

Minor projects $280,000 $20,000 $20,000 $60,000 $20,000 $20,000 $20,000 $20,000 $20,000 $60,000 $20,000

Total new or upgraded assets - Level of Service $6,025,000 $865,500 $110,000 $154,000 $1,246,500 $430,000 $3,038,000 $32,500 $28,000 $69,000 $51,500


Total new or upgraded assets -Level of Service $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

ASSET RENEWALS

Replacement of various business software $460,000 $130,000 $40,000 $10,000 $40,000 $10,000 $130,000 $40,000 $10,000 $40,000 $10,000

Various renewals at Mount Hot Pools $1,069,008 $329,238 $178,945 $31,500 $36,055 $203,569 $20,000 $26,000 $65,320 $45,267 $133,114

Various renewals at Baywave $2,889,571 $278,864 $133,500 $112,174 $107,000 $381,657 $857,286 $175,336 $99,000 $74,500 $670,254

Various renewals at Otumoetai Pool $622,358 $117,758 $52,000 $64,000 $30,500 $71,300 $53,000 $55,500 $30,000 $48,500 $99,800

Various renewals at Memorial Pool $867,298 $67,237 $69,824 $30,139 $407,500 $39,100 $46,506 $142,120 $22,872 $24,500 $17,500

Various renewals at Greerton Pool $1,510,073 $153,312 $242,405 $276,852 $284,313 $182,505 $55,920 $147,622 $32,516 $27,600 $107,028


AQUATICS

CAPITAL EXPENDITURE

AQUATICS TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22

ASSET RENEWALS

Renewal of Bayswim equipment $27,000 $3,000 $0 $0 $3,000 $4,000 $10,000 $0 $3,000 $0 $4,000

Indoor & Outdoor child education equipment $13,000 $0 $6,000 $0 $0 $0 $2,000 $0 $0 $5,000 $0

Total Asset Renewals $7,458,308 $1,079,409 $722,674 $524,665 $908,368 $892,131 $1,174,712 $586,578 $262,708 $265,367 $1,041,696


Total Asset Renewals $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 $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


Total Aquatics $15,629,755 $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

8.1. groups of activites 1-6 draft

Documents