8.2. groups of activites 7-14 draft

145

WHY WE DO IT

To protect public health by providing all urban properties in

Tauranga with a reliable wastewater system.

WHAT WE DO

Wastewater is the dirty water discharged from toilets, kitchens, bathrooms and laundries in dwellings and commercial premises. It consists of over 99% water and less than 1% solids. Wastewater also includes trade waste collected from industrial premises.

• The wastewater activity consists of the following key components:

- collection of wastewater on a continuous basis and transporting by means of gravity drains and pumped pipelines to treatment facilities

- treatment of all of the wastewater collected to suitable standards

- disposal of the treated wastewater to the environment.

• There are 1,109 km of pipelines and 174 pumping stations, 31 of which are private stations but maintained by Council

• Wastewater is delivered to two wastewater treatment plants (WWTP) at Chapel Street and Te Maunga

• The reticulation (pipework) network and pump stations aremaintainedunderafive-yearperformancebasedmaintenance contract by City Care. This contract expires on 30 June 2013

• The treatment plants are operated and maintained by Council staff based at the Chapel Street WWTP

• An International Accreditation New Zealand (IANZ) accredited laboratory is also based at the Chapel Street

WWTP which tests a wide range of samples to check the operation of the plants and compliance with the discharge consent conditions

• The Council owns and operates wastewater assets with a replacement cost in excess of $358 million

• Legislation which sets the minimum service levels that must be provided and which affect asset operation, maintenance and development of the wastewater activity includes the following:

- Local Government Act 2002

- Health Act 1956

- Resource Management Act 1991

- Local Government (Rating) Act 2002

- Building Act 2004

The Council has approved and is constructing a new wastewater pipeline called the Southern Pipeline valued at over $100 million. The project has sub-projects: Maleme Street and Memorial Park pump stations and storage tanks; Maleme Street to Memorial Park pipeline; Memorial Park to the Strand pipeline; a harbour crossing; and Matapihi to Te

Maunga Pipeline. Council Outcomes

This activity contibutes to all of the Council Outcomes.

Key Strategies and Plans

• SmartGrowth 2007

• Wastewater Asset Management Plan

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

STRATEGIC DIRECTION

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

City Vision

Built to Fit our Hills, Harbour & Coast

A Clean, Green, Valued Environment

Vibrant, Healthy & Diverse Communities

Living Well, Wasting Less

WASTEWATER

Tauranga City Council Draft Ten Year Plan 2012-2022146

CURRENT DELIVERY

• Tauranga’s wastewater network is generally in very good condition. The pipe materials have a life expectancy of around 80 to 100 years and most of the pipes were laid in the last 35/40 years. However some of the concrete and asbestos cement trunk sewers laid in the 1970s have corroded due to the action of hydrogen sulphide and are requiring replacement or rehabilitation. Some reticulation lines have deteriorated in recent years due to poor ground conditions and construction methods. An emerging issue is the premature failing of mPVC rising mains. In some extreme cases the life expectancy is now down to two to three years rather than 80 to 100

• Asthepopulationincreaseswithinfillandgreenfielddevelopmentthewastewaterflowsincreasethroughthe existing reticulation and pumping stations. Approximately 10 pumping stations no longer comply with the Council’s Infrastructure Development Code in terms of pumping capacity and emergency storage

• Chapel Street WWTP treats wastewater from approximately 65,000 people in Tauranga and Te Maunga WWTP treats wastewater from approximately 35,000 people in the coastal strip (Mount Maunganui and Papamoa)

• TheeffluentfromChapelStreetWWTPisdisinfectedwith ultraviolet light to produce a very low bacteria count. The treated wastewater from this plant is pumped to Te Maunga where it is discharged into two wetlands before being pumped out to sea via the ocean outfall pipeline

• The ocean outfall discharges 950m off the coast adjacent to Te Maunga. A resource consent for this discharge has been granted for 35 years (has 30 years remaining), along with the reclaimed water and related

consents

• The sludge produced at the Chapel Street WWTP is treated in two digesters then dewatered by centrifuge before being trucked for disposal at a consented site

• The sludge from the Te Maunga WWTP is temporarily stored in a sludge pond which was once part of the Mount Maunganui oxidation ponds

• The Chapel Street WWTP is a mature asset in the sense that it is older than the 20-year expected life of the mechanical and electrical plant in it. Thus the plant requires renewal of components year by year as they wear out

• The Waterline customer education programme is a key servicethatpromotesefficientandsustainableuseof Tauranga City’s water, wastewater and stormwater services by the community. This programme has been active since 1999 and continues to develop and extend valuable education services within our community

ADDITIONAL DELIVERY IN THE NEXT THREE YEARS

• Develop and implement a Biosolids Management Strategy that manages the biosolids produced at both Chapel Street and Te Maunga WWTP

• Increasing odour complaints throughout the network are being investigated. New ways to treat these that offer a higher level of control at a lower cost are part of the initiative

• An extended education programme that focuses on the wider community is being developed. This programme incorporates and encompasses the views and concerns of local Tangata Whenua

ADDITIONAL DELIVERY IN YEARS FOUR TO TEN

Nosignificantdifferencestotheabove

WASTEWATER

147

WASTEWATER

Significant negative effects or risks

Wellbeing

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

Changing weather patterns (weather bombs) may result in extreme events causing damage to valuable assets.

• • • • Ongoing improvements made to assets are based on the recently revised TCC Infrastructure Development Code and/or specialist studies (e.g. Lifelines).

Overflowsofuntreatedwastewaterfromthe wastewater network due to:

• Blockages• Pump station or other plant

malfunction• Excessiveinflow/infiltrationof

stormwater into the wastewater system

• Insufficientcapacity.

• • • • Council’s telemetry and customer contact systems are linked withthemaintenancecontractor’sworkflowanddispatchsystem to ensure prompt response. Response times and job prioritiesdefinedinmaintenancecontracttoensureurgenttasks are given immediate attention.

Dischargeofinsufficientlytreated(i.e. untreated or only partly treated) wastewater through the ocean outfall.

• • • • Ongoing monitoring of treatment processes and discharge quality.

Disposal of wastewater treatment by-products, such as biosolids (stabilised solids extracted from the wastewater during the treatment process).

• • • • Disposal to properly managed and consented disposal sites to minimise the cultural, social and environmental impact.

Investment in new treatment processes to reduce the amount of solids requiring disposal.

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

SIGNIFICANT NEGATIVE EFFECTS


WASTEWATER

STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)

WASTEWATER

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 1,167 1,154 1,208 1,266 1,334 1,405 1,474 1,546 1,611 1,682 1,755Other Operating Expenditure 9,006 9,201 9,653 13,134 10,485 10,832 11,496 15,234 12,209 12,586 13,264Debt servicing 3,639 3,019 3,424 3,818 4,382 4,842 5,103 5,142 5,196 5,279 5,556Depreciation 6,398 6,848 7,193 7,957 8,027 9,877 10,483 11,044 11,543 12,053 12,770Less Non Funded Depreciation 0 (300) (413) (531) (548) (566) (582) (599) (618) (638) (660)Operating Expenditure to be Funded 19,043 18,768 19,857 24,378 22,346 24,985 26,500 30,821 28,330 29,280 30,930Deficit/(Surplus)toFund 17,876 17,614 18,649 23,112 21,012 23,580 25,026 29,275 26,719 27,598 29,175Total Rates required (excluding other fund sources) 17,233 18,195 19,900 21,367 22,950 24,647 26,340 27,750 29,320 31,025 32,810Capital Expenditure 8,087 24,821 24,917 24,784 30,156 21,576 15,938 11,814 10,937 30,035 36,306

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 952 1,028 1,045 1,064 1,090 1,115 1,139 1,164 1,177 1,190 1,204Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 215 126 126 126 126 126 126 126 126 126 126Total Operating Revenue 1,167 1,154 1,171 1,190 1,216 1,241 1,265 1,290 1,303 1,316 1,330Operating ExpenditureOther Operating Expenditure 9,006 9,201 9,360 12,360 9,564 9,569 9,876 12,724 9,883 9,858 10,056Debt servicing 3,639 3,019 3,320 3,592 3,997 4,278 4,384 4,295 4,206 4,134 4,212Depreciation 6,398 6,848 6,974 7,488 7,322 8,725 9,006 9,224 9,344 9,440 9,682Less Non Funded Depreciation 0 (300) (400) (500) (500) (500) (500) (500) (500) (500) (500)Operating Expenditure to be Funded 19,043 18,768 19,254 22,940 20,383 22,072 22,766 25,743 22,933 22,932 23,450Deficit/(Surplus)toFund 17,876 17,614 18,083 21,750 19,167 20,831 21,501 24,453 21,630 21,616 22,120FUNDINGRates 17,233 18,195 19,296 20,107 20,933 21,774 22,629 23,177 23,734 24,300 24,875(Increase)/Decrease in Cash Reserves 643 (581) (1,213) 1,643 (1,766) (943) (1,128) 1,276 (2,104) (2,684) (2,755)Reserve Funding 0 0 0 3,000 0 0 0 3,000 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 17,876 17,614 18,083 24,750 19,167 20,831 21,501 27,453 21,630 21,616 22,120CAPITALCapital Expenditure 8,087 24,821 23,987 23,087 27,165 18,755 13,347 9,510 8,441 22,172 25,621FUNDINGRenewal Funding 3,409 4,880 4,644 4,429 4,633 4,059 4,166 3,545 3,607 4,591 4,466Loan Funding 1,508 6,755 6,500 6,214 6,352 6,975 1,406 1,190 1,338 1,576 5,768Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Development Impact Fees 1,275 7,889 7,880 8,223 10,471 5,258 5,409 2,967 1,831 13,870 13,884InfillFees 542 4,229 3,895 3,153 3,986 0 0 0 0 0 0Vested Assets 1,353 1,068 1,068 1,068 1,723 2,463 2,366 1,808 1,665 2,135 1,503Other 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 8,087 24,821 23,987 23,087 27,165 18,755 13,347 9,510 8,441 22,172 25,621

149

WASTEWATER

TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE

PERFORMANCE MEASURES - ACTIVITY OUTCOME MEASURES

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

Protection of public health (factual)

Number of ‘no bathing’ notices and shellfishcollectionbanseachyearthatare due to wastewater system seepages oroverflows.

TCC Increase no greater than 1%

20% 18% Increase no greater than 1%

Increase no greater than 1%




Reliability of the wastewater collection system and effectiveness of education programmes (factual)

Number of blockages each year per 100km of sewer, with a breakdown of the main causes and including total number of blockages and length of the sewer network. * National average is 34 per 100km of sewer. Over the past 10 years the range for Tauranga has generally been 10-15 per 100km. * Blockages are caused primarily by tree roots or fat build up, but also by mechanical damage or construction debris. * Note that work is required to maintain the network, if nothing was done blockage numbers would increase year to year.

TCC 10.2 blockages per 100km

143 blockages 13.5 blockages per 100km

151 blockages in total 8.90 blockages per 100km

161 blockages 15 blockages per 100km

No more than 15 blockages per 100km of pipe





WASTEWATER

PERFORMANCE MEASURES - SERVICE OUTCOME


2008/09 Results

2009/10 Results

2010/11 Results





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

Reliability of the wastewater collection system, particularly when floodingoccurs,and effectiveness of education programmes (factual)

Numberofoverflowseachyear,inanormal* year, per 100km of sewer, with a breakdown of the main causes and includingtotalnumberofoverflowsandlength of the sewer network. * A normal year is when there are no majorfloodevents. **Someoverflowsmaybecausedbyblockages, these are included in both measures. *** Note that work is required to maintain the network, if nothing was done overflownumberswouldincreaseyearto year.

TCC 2.7overflowsper 100km

19overflows 1.8 per 100km



No more than 2.3 overflowsper 100km of pipe

No more than 2.3overflowsper 100km of pipe

No more than 2.3overflowsper 100km of pipe

No more than 2.3 overflowsper 100km of pipe

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of wastewater treatment services (factual)

All wastewater is treated prior to being discharged into the ocean, and meets ongoing resource consent conditions, including those regarding quality of discharged or reclaimed water (measured twice weekly).

TCC Achieved Achieved Achieved Achieved Achieve Achieve Achieve Achieve

Responsiveness (factual)

95% of the time, contractors are on sitewithinonehourofnotificationofablockageoroverflow.

TCC 95% 99% 100% 95% 95% 95% 95% 95%

Responsiveness (factual)

95% of the time wastewater services will be restored within eight hours.

TCC Not measured 99 Achieved 95% 95% 95% 95% 95%

151

WASTEWATER

LEVELS OF SERVICE

What this measure tells us Measure

Data Source

2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of education programmes (factual)

Provision of education programmes: (a) Number of primary schools (3 Waters programme) (b) Number of classes (Wastewater programme) (c) Community contact / presentations (3 Waters) (d)Domesticvisits-efficiencyandrepairs (3 Waters) (e) Development of education and communication programmes - new initiatives or redevelopment of existing (3 Waters)

TCC Not measured Of the 27 schools in the area, 20 schools elected to take up the programme. 89 lessons were provided to primary and intermediate classes, reaching 2,670 pupils this year about sustainable use of the City’s Drainage systems.

The Waterline Schools Programme (including water, stormwater, wastewater & Hydroponics) reached 27 schools and early childhood, and included 102 classes and about 3,060 students. Also 5 Kindergartens consisting of about 150 students were reached with the Great Drain Game. In addition 26 Public presentations to community and business groups; 1,263 visits to domestic customers; 2 visits to business customers; 18 school audits and 5 Community / public events were undertaken.

27 programmes (a) >17 schools (b) > 35 classes (c) > 30 (d) >1,200 (e) Achieved

(a) >17 schools (b) > 35 classes (c) > 30 (d) >1,200 (e) Achieved



OTHER INTERESTING STATISTICS


2008/09 Results

2009/10 Results

2010/11 Results





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

Throughput - volume of treated wastewater discharged (factual)

Average volume of treated wastewater discharged per day (and per person per day)*. * Most of this is discharged into the ocean, but a very small percentage is instead used for irrigation at Omanu golf course, Tauranga Domain and Sulphur Point.

TCC 26,244m3 26,403m3 26,642m3 No targets required

No targets required

No targets required

No targets required

No targets required


ASSET MANAGEMENT

Key Assets as at 30 June 2011

• Two wastewater treatment plants

• Three wetlands, one oxidation pond

• 1,109 kms wastewater pipe

• 143 wastewater pump stations

• One sludge conditioning pond

• One ocean outfall

• 15,627 wastewater manholes

This Activity has a comprehensive Asset Management Plan.

This is the key tool which ensures that capital funds, along

withexistingassets,areusedefficientlyandeffectively.

The performance and condition of all Wastewater assets

is constantly monitored. This, along with annual updates

of the Asset Management Plan, ensures that demand will

continue to be met despite the pressure that growth places

upon the management of Wastewater and its related assets.

Capital Expenditure – Growth Related Projects

Allocations of capital expenditure for growth related projects

areindicativeonlyandfinalallocationsarereviewedand

confirmedonanannualbasisbyapplyingthepolicy

process outlined in the Development Contributions Policy.

WASTEWATER

CAPITAL EXPENDITURE

WASTEWATER 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

Southern Pipeline - pipeline and pumping stations to transport wastewater to Te Maunga treatment plant

$58,384,069 $15,617,144 $15,096,433 $12,219,447 $15,451,045 $0 $0 $0 $0 $0 $0

Upgrade of Te Maunga treatment plant $33,862,000 $1,896,000 $2,480,000 $5,000,000 $2,118,000 $635,000 $0 $0 $1,584,000 $10,423,000 $9,726,000

Conversion of oxidation ponds to wetlands at Te Maunga

$5,867,440 $0 $0 $0 $0 $400,000 $2,500,000 $2,967,440 $0 $0 $0

Major pumping stations to service Wairakei development

$13,247,777 $0 $0 $0 $867,784 $1,700,000 $2,700,000 $0 $200,000 $4,378,908 $3,401,085

Sundry growth-related projects - Papamoa $400,692 $0 $0 $0 $215,259 $185,433 $0 $0 $0 $0 $0

Pump Stations Pyes Pa West $1,242,702 $0 $0 $0 $840,696 $0 $402,006 $0 $0 $0 $0

Provision of infrastructure in the Tauriko Business Estate

$2,169,690 $0 $0 $0 $332,442 $1,136,755 $644,107 $0 $56,386 $0 $0

Duplication of sewers in Avenues area $200,000 $200,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Duplication of Ohauiti trunk sewer $315,862 $0 $0 $0 $0 $0 $0 $0 $0 $0 $315,862

Sundry growth-related projects - Bethlehem $481,736 $0 $0 $0 $481,736 $0 $0 $0 $0 $0 $0

Total new or upgraded assets - Growth $116,171,968 $17,713,144 $17,576,433 $17,219,447 $20,306,962 $4,057,188 $6,246,113 $2,967,440 $1,840,386 $14,801,908 $13,442,947

IMPACT OF INFLATION ON CAPITAL EXPENDITURE

Total new or upgraded assets - Growth $134,296,841 $17,713,144 $18,258,399 $18,485,076 $22,542,759 $4,667,389 $7,458,484 $3,686,154 $2,384,772 $20,050,665 $19,050,000

153

WASTEWATER

CAPITAL EXPENDITURE

WASTEWATER 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 - VESTED

Assets vested to Council by developers Pyes Pa West $2,088,911 $0 $0 $0 $0 $1,285,256 $803,655 $0 $0 $0 $0

Assets vested to Council by Developers - Wairakei $2,443,187 $0 $0 $0 $601,755 $0 $325,549 $509,573 $302,246 $704,064 $0

Other Assets vested to Council by developers $12,334,333 $1,067,990 $1,067,990 $1,067,990 $1,121,390 $1,177,459 $1,236,332 $1,298,149 $1,363,056 $1,431,209 $1,502,768

Total new or upgraded assets - Vested $16,866,431 $1,067,990 $1,067,990 $1,067,990 $1,723,145 $2,462,715 $2,365,536 $1,807,722 $1,665,302 $2,135,273 $1,502,768



NEW OR UPGRADED ASSETS - LEVEL OF SERVICE

Increasing the capacity of the ocean outfall pipe $15,132,630 $800,000 $0 $0 $400,000 $7,500,000 $0 $0 $200,000 $500,000 $5,732,630

Upgrade of Chapel Street treatment plant $1,345,842 $340,000 $592,170 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $63,672

Sundry capital projects $2,595,727 $270,700 $250,000 $250,000 $250,000 $250,000 $270,700 $250,000 $250,000 $250,000 $304,327

Total new or upgraded assets - Level of Service $19,074,199 $1,410,700 $842,170 $300,000 $700,000 $7,800,000 $320,700 $300,000 $500,000 $800,000 $6,100,629


Total new or upgraded assets - Level of Service $23,490,175 $1,410,700 $874,846 $322,050 $777,070 $8,973,120 $382,948 $372,660 $647,900 $1,083,680 $8,645,201

ASSET RENEWALS

Reticulation renewals $19,000,000 $1,900,000 $1,900,000 $1,900,000 $1,900,000 $1,900,000 $1,900,000 $1,900,000 $1,900,000 $1,900,000 $1,900,000

Treatment plant renewals $4,385,000 $600,000 $510,000 $475,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000

Pump station renewals $18,161,078 $1,700,000 $1,790,000 $1,825,000 $1,835,154 $1,835,154 $1,835,154 $1,835,154 $1,835,154 $1,835,154 $1,835,154

Reduceunintendedstormwaterinflowintowastewater system

$3,139,043 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $439,043

Chadwick Rd sewer reticulation repairs $150,000 $150,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Laboratory equipment renewals $109,230 $14,730 $14,500 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000

Total Asset Renewals $44,944,351 $4,664,730 $4,514,500 $4,510,000 $4,445,154 $4,445,154 $4,445,154 $4,445,154 $4,445,154 $4,445,154 $4,584,197



Total Wastewater $197,056,949 $24,856,564 $24,001,093 $23,097,437 $27,175,261 $18,765,057 $13,377,503 $9,520,316 $8,450,842 $22,182,335 $25,630,541


Total Wastewater $231,458,621 $24,856,564 $24,932,335 $24,795,099 $30,167,257 $21,587,322 $15,974,076 $11,826,137 $10,950,601 $30,048,191 $36,321,040


CAPITAL EXPENDITURE

WASTEWATERTen 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 Wastewater excl inflation $197,056,949 $24,856,564 $24,001,093 $23,097,437 $27,175,261 $18,765,057 $13,377,503 $9,520,316 $8,450,842 $22,182,335 $25,630,541

Total Wastewater incl inflation $231,458,621 $24,856,564 $24,932,335 $24,795,099 $30,167,257 $21,587,322 $15,974,076 $11,826,137 $10,950,601 $30,048,191 $36,321,040

subtract items included in ‘City Waters Support’ activity

Laboratory renewals and minor expenditure $150,630 $35,430 $14,500 $10,000 $10,000 $10,000 $30,700 $10,000 $10,000 $10,000 $10,000

Per summarised financial information

Total Wastewater excl inflation $196,906,319 $24,821,134 $23,986,593 $23,087,437 $27,165,261 $18,755,057 $13,346,803 $9,510,316 $8,440,842 $22,172,335 $25,620,541

Total Wastewater incl inflation $231,285,033 $24,821,134 $24,917,273 $24,784,364 $30,156,156 $21,575,818 $15,937,417 $11,813,715 $10,937,643 $30,034,645 $36,306,869

WASTEWATER

Foreaseofunderstandingforthereader,somecapitalprojectshavebeendisclosedunderadifferentactivityareathanisrecordedinCouncil'sfinancialsystems.

Therefollowsareconciliationbetweenthe‘CapitalExpenditure’figuresshowninthesummarisedfinancialinformationforthisactivity,andthedetailedlistofprojectsabove.

155

WATER SUPPLY

WHY WE DO IT

To provide all urban and rural-residential properties in Tauranga with a constant, adequate, sustainable and high quality water supply.

WHAT WE DO

• The Water Supply activity consists of the following key components:

- protection of source water through Water Supply Catchment management

- abstraction of raw water from source streams.

- production or processing of suitable quality and quantities of potable water

- distribution or transportation of the product to the point of supply to the customer where it meets specificflow,pressureandqualitystandardsonasustained basis.

• To undertake this activity, the Council owns and operates water assets with a replacement cost in excess of $288 million

• Current legislation and regulations which essentially set the minimum service levels that must be provided, and which affect asset operation, maintenance and development in the Water Activity include:

- Local Government Act 2002

- Health Act 1956

- Health (Drinking Water) Amendment Act 2007

- Resource Management Act 1991

- Local Government (Rating) Act 2002

- Building Act 2004.

• Thenetworkofpipesismaintainedunderafive-yearperformance-based maintenance contract by Council’s contractor, City Care. This contract expires on 30th June 2013

• CityWaterswillbalanceefficiency,environmentalimpacts and future needs to deliver quality services to its customers.

Council Outcomes




• Water Supply Asset Management Plan

• Public Health Risk Management Plans


STRATEGIC DIRECTION


City Vision






WATER SUPPLY

CURRENT DELIVERY

• Tauranga residents receive and pay for Aa Grade water qualityasdefinedbytheMinistryofHealth(MoH)Drinking Water Standards for New Zealand (2008) and the Public Health Grading of Community Drinking Water Supplies (2003) guideline

• A Customer Services Charter is in place and is aimed to build awareness with customers as to their expectations and responsibilities relating to the water supply

• Water supplies in Tauranga have undergone major redevelopment since 1995. The City is currently supplied by the Joyce and Oropi Road Processing Plantsusingmicro-filtrationasleadinginternationaltechnology to produce high quality water

• Other initiatives include:

- the adoption of universal metering (100% consumer user fees). This has markedly improved the sustainability of water usage in the city and has resulted in deferring the upgrading of treatment infrastructure by at least 12 years

- a leak detection programme, which has resulted in maintaining leakage to low system losses as benchmarked against international standards

- abackflowprotectionprogrammetopreventcrosscontamination of the supply system

- computerisation of water supply asset information

- the partnering arrangements for on-going maintenance of distribution assets and support agreements for core equipment at the micro-filtrationfacilities.

• Tauranga’s water is sourced from the Tautau and Waiorohi streams in the foothills of the Kaimai ranges.

Council owns about 2,500 ha of the approximately 4,500 ha of drinking water catchment land. The Council has a water right of approximately 37,000m3 per day for the Tautau Stream and 54,000m3 per day from the Waiorohi stream. The water abstracted from these streams is processed at the Joyce Road and Oropi Road Processing Plants with a total processing capacity of approximately 67,000m3 per day

• An Integrated Catchment Management Plan has been drafted to improve catchment management practices aimed at protecting the water supply catchments and to ensure that existing stream water quality and quantity is sustained and to ensure the interests of all stakeholders aremaintained.SpecificprovisionsrelatingtoCouncil’sdrinking water supply catchments have been made within the relevant Western Bay of Plenty District and Bay of Plenty Regional plans and close working relationships with their staff have been established

• The bulk consumptions for the 2010/11 (vs.2009/10) financialyearwereanaverageof35,000(35,681)m3 per day with a maximum of 47,533 (50,246)m3 per day. This represents 52% (53%) and 71% (75%) of the processing capacity respectively

• Council has implemented Public Health Risk Management Plans (PHRMP) which ensure risks of contamination to the water supply (from source to customer) are kept to a minimum and in so doing, meet requirements of the Ministry of Health (MoH) and the Health (Drinking Water) Amendment Act 2007

• A review of the Assessment of Water and Sanitary Services has been undertaken and has been incorporated in the latest Asset Management Plan

• Residential, rural-residential, commercial and industrial properties receive a water supply that complies with

Council’s Infrastructure Development Code and the NZ FireServiceCodeofPractice(wherespecificcriteriacanbe met, some rural properties have also been serviced)

• Asset renewal programmes are in place to ensure that the system infrastructure continues to meet existing levels of service in perpetuity

• Maintenance of the water supply network is contracted outunderaperformance-basedcontractwithspecifiedresponse times and customer satisfaction indices

• Water metering occurs on a quarterly basis for domestic and smaller commercial/industrial users and monthly for larger commercial/industrial users

• The development of bulk infrastructure to meet city-wide growth is co-ordinated in-house whereas infrastructure associated with subdivision development is developer driven and then vested in the Council as assets

• Water demand management and conservation is actively practised by Council in support of the goal of efficientwateruse.Initiativesincludeactiveleakagecontrol, pressure management, the renewal of pipes in poor condition as well as continuous monitoring of the distribution system

• The Waterline customer education programme promotesefficientandsustainableuseofTaurangaCity’s water, wastewater and stormwater services by the community.


• To construct further reservoir storage in the City’s Eastern Zone

• In addition to the water demand management initiatives above, emphasis will be placed on methods to further

157

extend the life of water resources and infrastructure. SpecificallypeakwaterdemandsintheCityaretobe monitored to evaluate the timing of the delivery of the future Waiari scheme near Te Puke. Water tariff options to minimise peak demands will be investigated with the intention of deferring capital spend as long as practicable

• The Integrated Catchment Management Plan to be approved. In conjunction with this plan an integrated pest animal management plan has been prepared and direction on the implementation of both these plans would be sought

• Council to work cooperatively with the Bay of Plenty Regional Council and Western Bay of Plenty District Council towards improving catchment management practices and protecting and sustaining the water sources in the water supply catchments. This will include participating with policy and planning teams relating to water abstraction and land use practise and also with issues of land slips, run off from unsealed roads,flydumpingandtheprotectionofriparianmargins

• To review and evaluate Automatic Meter Reading (AMR) or associated Smart Metering technology and to establish if a business case exists in either the domestic and/orcommercial/industrialmeteringfieldstojustifythe implementation of this technology. AMR or Smart Meteringtechnologywouldallowmoreflexibilityindevelopingtariffoptions,improveinformationflowtocustomers, improve public health risk management, and strengthen the metering / revenue collection / water loss management linkages in the three waters’ business.

WATER SUPPLY


Implementation of remote operation of critical reservoir shut off valves in an attempt to reduce water loss arising fromsignificantmainsbreaksandseismicactivitytherebymitigating the risk of running out of water and of associated waterflooddamagetoneighbouringproperties.



Wellbeing


Insufficientwatersuppliesduringtimesof drought or emergency. In particular when high rainfall events result in processing plants shutting down.

• • • • Demand management through volumetric charging and education.

48hrs AADD storage capacity.

Pre-treatment at Oropi Plant to be commissioned in 2012.

Provision of additional storage and processing capacity to meet growth (Reservoirs & Waiari).

Implement restriction procedure.

InsufficientEasternReservoirStorageserving the coastal strip.

• • • • Land acquired and the reservoir to be constructed.

Health and safety risks associated with the operation, maintenance, or construction of Water Supply infrastructure.

• • • • Public Health Risk Management Plans.

Regular Safety Audits conducted on contractor work sites.

Maintenance contractor’s Hygiene Code of Practice.

Drinking water not meeting the Drinking Water Standard 2008.

• • • • Ownership of catchment land to minimise risk of contamination.

State of the art processing.

Internal & external lab testing.

Public Health Risk Management Plans.

Incident and Emergency Management Plans.

Inadequatepressureandflowtofightfires.

• • • • Ongoing routine testing of hydrants.

Modelling to identify network weaknesses.



WATER SUPPLY


WATER SUPPLY

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 14,585 15,786 16,961 17,647 18,166 19,056 19,788 20,076 21,109 21,842 23,321Other Operating Expenditure 9,121 9,547 9,905 10,315 10,745 11,160 11,555 11,969 12,462 12,979 14,104Debt servicing 3,148 1,827 1,876 1,919 2,012 2,131 2,298 2,374 2,442 2,529 2,617Depreciation 6,124 5,915 6,089 6,400 6,644 7,187 7,807 8,266 8,550 8,696 9,824Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 18,393 17,289 17,870 18,634 19,401 20,478 21,660 22,609 23,454 24,204 26,545Deficit/(Surplus)toFund 3,808 1,503 909 987 1,235 1,422 1,872 2,533 2,345 2,362 3,224Total Rates required (excluding other fund sources) 1,325 2,364 2,481 2,601 2,731 2,862 2,979 3,099 3,235 3,343 3,454Capital Expenditure 14,398 5,566 4,665 6,356 10,778 17,741 26,160 43,179 46,932 22,659 30,884

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 14,880 16,097 16,757 16,918 16,881 17,145 17,311 17,079 17,398 17,419 17,991Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue (295) (311) (311) (311) (311) (311) (311) (311) (311) (311) (311)Total Operating Revenue 14,585 15,786 16,446 16,607 16,570 16,834 17,000 16,768 17,087 17,108 17,680Operating ExpenditureOther Operating Expenditure 9,121 9,547 9,604 9,707 9,801 9,859 9,927 9,997 10,088 10,166 10,693Debt servicing 3,148 1,827 1,819 1,806 1,835 1,882 1,974 1,983 1,977 1,980 1,984Depreciation 6,124 5,915 5,904 6,023 6,061 6,349 6,707 6,903 6,921 6,811 7,448Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 18,393 17,289 17,327 17,536 17,697 18,090 18,608 18,883 18,986 18,957 20,125Deficit/(Surplus)toFund 3,808 1,503 881 929 1,127 1,256 1,608 2,115 1,899 1,849 2,445FUNDINGRates 1,325 2,364 2,405 2,448 2,491 2,528 2,559 2,588 2,619 2,619 2,619(Increase)/Decrease in Cash Reserves 2,483 (861) (1,523) (1,520) (1,364) (1,272) (951) (473) (720) (770) (174)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 3,808 1,503 882 928 1,127 1,256 1,608 2,115 1,899 1,849 2,445CAPITALCapital Expenditure 14,398 5,566 4,491 5,921 9,709 15,422 21,907 34,759 36,219 16,727 21,794FUNDINGRenewal Funding 4,657 3,333 3,138 3,148 2,983 4,997 3,794 4,587 3,802 4,011 3,903Loan Funding 2,669 531 350 370 (450) 2,952 925 510 510 777 510Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Development Impact Fees 5,819 899 200 1,600 6,177 6,561 16,241 28,686 30,883 10,863 16,252InfillFees 0 0 0 0 0 0 0 0 0 0 0Vested Assets 803 803 803 803 999 912 947 976 1,024 1,076 1,129Other Revenue Funding 450 0 0 0 0 0 0 0 0 0 0Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0TOTAL FUNDING 14,398 5,566 4,491 5,921 9,709 15,422 21,907 34,759 36,219 16,727 21,794

159

WATER SUPPLY

PERFORMANCE MEASURES - ACTIVITY OUTCOME


2008/09 Results

2009/10 Results

2010/11 Results





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

High quality water supply (perception)

Percentage of residents that are satisfiedwiththewaterqualityinTauranga (i.e. with its taste, odour, colour).

TCC - annual residents' survey

77% 77% 76% 70% 70% 70% 70% 70%

Degree of effectiveness of water conservation education programmes (factual)

Average water consumption per person in cubic meters per household connection per year: (a) Total (b) Domestic use, and (c) Commercial / industrial use

TCC Not measured (a) 234.4 (b) 176.8 (c) 943.8

(a) 236.8 (b) 179.9 (c) 899.9

Decreasing Decreasing or maintaining

Decreasing or maintaining



Degree of effectiveness of peak water demand management programmes (factual)

Annual peak demand in litres per capita per day.

TCC New measure New measure New measure 475 litres / capita / day

450 litres / capita / day




PERFORMANCE MEASURES - SERVICE MEASURE


2008/09 Results

2009/10 Results

2010/11 Results





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

The continuity (reliability) of the city’s water supply (factual)

Average time without water per customer is no more than two hours each year (this includes planned and unplanned outages).

TCC 0.4 hours (24 mins)

0.6 hours (36 mins)

0.55 Hours (33 mins)

No more than two hours





Effectiveness of water conservation education programmes (perception)

Of residents who are aware of ways they can conserve water, the percentage that have taken any steps to conserve water.


Not measured 82% of respondents aware of ways to conserve and 84% had taken steps to conserve water

81% of respondents aware of ways to conserve and 82% had taken steps to conserve water

Increasing Maintaining or increasing

Maintaining or increasing





WATER SUPPLY

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Responsiveness (actual)

Where customers are out of water, 95% of the time contractors are on site withinonehourofnotification.

TCC 99.8% 100% 99% 95% 95% 95% 95% 95%

Responsiveness (actual)

Where customers are out of water, 95% of the time water will be restored within eighthoursofnotification.

TCC Not measured 98.9% 98.4% 95% 95% 95% 95% 95%

Provision of high quality driniking water (factual)

Council supplies drinking water that meets the Ministry of Health’s Aa water quality standards to all customers. Water quality is audited by Toi te Ora Public Health. *Fluoride is not added to Tauranga’s water supply, this has no impact on the Aa water quality rating.

TCC via Toi Te Ora Public Health

Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved

Provision of reliable water supply (factual)

Peak production capacity of 67 million litres per day through the two water processing plants. This is tested once a year.

TCC Achieved Achieved where tested

Partially achieved

Achieved Achieved if within 10% of the total design capacity of 67 million litres per day

Achieved if within 10% of the total design capacity of 67 million litres per day

Achieved if within 10% of the total design capacity of 67 million litres per day

Achieved if within 10% of the total design capacity

Adequate provision of water supply for firefighting(factual)

Conduct hydrant testing to meet the Fire-fightingWaterSupplyCodeofPractice SNZ PAS 4509 requirements. *Testingiscarriedoutonafive-yearcysle across the city. Measure hydrant flowlitrespersecond(l/s).

TCC via Fire Department

Not specificallymeasured

90% of the tested hydrants met 25 l/s with 100% of tested hydrants meeting the code of practise of 12.5 l/s

91% of the tested hydrants met 25 l/s with 99% of tested hydrants meeting the code of practise of 12.5 l/s

At least 80% At least 80% meet 25 l/s and 100% meet 12.5l/s

At least 80% meet 25 l/s and 100% meet 12.5l/s



161

WATER SUPPLY

LEVELS OF SERVICE

What this measure tells us Measure

Data Source

2008/09 Results 2009/10 Results

2010/11 Results





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

Provision of a sustainably-managed water supply (factual)

Water loss from the reticulation system as a result of leakage overflows,etcdoesnotexceedeither 15% of total production or 100 litres per connection (household or business) per day (l/c/d).

TCC 17% and 102 l/c/d (2007/08 results)

12.1% and 77 l/c/d

14.9% and 85 l/c/d No more than 15% and no more than 100l/c/d

No more than 15% and no more than 100l/c/d




Provision of a sustainably-managed water supply (factual)

Provision of education programmes: (a) Number of primary schools (3 Waters programme) (b) Number of classes (Stormwater programme) (c) Community contact / presentations (3 Waters) (d)Domesticvisits-efficiencyandrepairs (3 Waters) (e)Development of education and communication programmes - new initiatives or redevelopment of existing (3 Waters)

TCC Not measured Of the 27 schools in the area, 20 schools elected to take up the programme. 89 lessons were provided to primary and intermediate classes reaching 2,670 pupils this year about sustainable use of the City’s Water Supply system. 1306 domestic customers were visited. 6 external public talks (and 4 public events) have occurred since April (not measured prior to this).

The Waterline Schools Programme (including water, stormwater, wastewater & Hydroponics) reached 27 schools and early childhood, and included 102 classes and about 3060 students. Also 5 Kindergartens consisting of about 150 students were reached with the Great Drain Game. In addition 26 Public presentations to community and business groups; 1263 visits to domestic customers; 2 visits to business customers; 18 school audits and 5 Community / public events were undertaken.

School programme - 27 per year. Public talks and visits to domestic customers - increasing







2008/09 Results

2009/10 Results

2010/11 Results





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

Throughput - peak day use (factual)

Peak day use this year (which will always be less than the peak production capacity)

TCC 48.2 million litres per day

50.25 million litres per day

47.53 million litres per day

No targets required

No targets required

No targets required

No targets required

No targets required


ASSET MANAGEMENT


• 17 reservoirs

• Twomicrofiltrationwaterprocessingplants

• 1,263 kms of water pipes

• 52,701backflowpreventiondevices

• 51,732 metered water service connections

This Activity has a comprehensive Asset Management Plan. This is the key tool which ensures that capital funds, along withexistingassets,areusedefficientlyandeffectively.The performance and condition of all Water Supply assets is constantly monitored. This, along with annual updates of the Asset Management Plan, ensures that demand will continue to be met despite the pressure that growth places upon the management of Water Supply and its related assets.


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

WATER SUPPLY

CAPITAL EXPENDITURE

WATER SUPPLY TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Waiari project - Development of Tauranga's third water scheme

$64,219,244 $200,000 $200,000 $0 $0 $1,000,000 $5,986,455 $17,900,000 $29,100,000 $9,832,789 $0

New reticulation for Papamoa East (Wairakei) $7,629,447 $0 $0 $0 $100,000 $100,000 $100,000 $100,000 $280,000 $530,000 $6,419,447

New watermains - Papamoa $15,607,443 $100,000 $0 $0 $2,857,447 $260,000 $600,000 $10,558,006 $1,231,990 $0 $0

New watermains - Tauranga Central $875,130 $0 $0 $0 $0 $0 $0 $0 $0 $0 $875,130

New watermains - Welcome Bay / Ohauiti / Pyes Pa $14,092,196 $100,000 $0 $0 $113,448 $2,227,816 $3,050,932 $0 $150,000 $350,000 $8,100,000

New reticulation for Pyes Pa West $970,301 $0 $0 $0 $0 $54,497 $59,040 $28,290 $20,590 $50,000 $757,884

New reticulation for the Tauriko Business Estate $2,480,685 $0 $0 $0 $575,642 $770,160 $1,134,883 $0 $0 $0 $0

Reservoir construction $11,996,565 $600,000 $0 $1,600,000 $1,700,000 $4,100,000 $3,996,565 $0 $0 $0 $0

Contribution to Western BoP DC under the Sub-Regional Water Resource Agreement

$600,000 $0 $0 $0 $0 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000

Total new or upgraded assets - Growth $118,471,011 $1,000,000 $200,000 $1,600,000 $5,346,537 $8,612,473 $15,027,875 $28,686,296 $30,882,580 $10,862,789 $16,252,461


Total new or upgraded assets - Growth $150,110,986 $1,000,000 $207,760 $1,717,600 $5,935,191 $9,907,789 $17,944,786 $35,634,117 $40,017,647 $14,714,734 $23,031,362


Assets vested to Council by developers $9,470,536 $802,575 $802,575 $802,575 $999,224 $911,839 $947,071 $975,535 $1,024,312 $1,075,527 $1,129,303

Total new or upgraded assets - Vested $9,470,536 $802,575 $802,575 $802,575 $999,224 $911,839 $947,071 $975,535 $1,024,312 $1,075,527 $1,129,303


Total new or upgraded assets - Vested $11,383,327 $802,575 $833,715 $861,564 $1,109,239 $1,048,980 $1,130,897 $1,211,810 $1,327,303 $1,456,909 $1,600,335


Reservoir Remote Isolation Valves $800,000 $0 $0 $0 $0 $0 $160,000 $160,000 $160,000 $160,000 $160,000

Oropi WPP Intake - Silt Management System $600,000 $0 $0 $20,000 $30,000 $550,000 $0 $0 $0 $0 $0

Upgrade water assets central Tauranga $760,000 $0 $0 $0 $0 $0 $760,000 $0 $0 $0 $0

163

WATER SUPPLY

CAPITAL EXPENDITURE

WATER SUPPLY 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)

New Watermains - Bethlehem $130,000 $130,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Sundry other capital works $3,302,000 $300,000 $300,000 $300,000 $300,000 $300,000 $335,000 $300,000 $300,000 $567,000 $300,000

Total new or upgraded assets - Level of Service $5,592,000 $430,000 $300,000 $320,000 $330,000 $850,000 $1,255,000 $460,000 $460,000 $727,000 $460,000


Total new or upgraded assets - Level of Service $6,732,069 $430,000 $311,640 $343,520 $366,333 $977,840 $1,498,596 $571,412 $596,068 $984,794 $651,866

ASSET RENEWALS

Pipe asset renewals $20,400,000 $2,400,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000

Meter asset renewals $6,950,000 $350,000 $350,000 $400,000 $400,000 $550,000 $650,000 $750,000 $1,000,000 $1,200,000 $1,300,000

Replacement of CMF Membrane Modules at water treatment plants

$4,156,656 $0 $215,042 $215,042 $0 $1,863,531 $179,120 $1,253,837 $215,042 $215,042 $0

Reservoir asset renewals $3,350,000 $300,000 $300,000 $300,000 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000 $350,000

Mechanical and electrical asset renewals $1,800,000 $180,000 $180,000 $180,000 $180,000 $180,000 $180,000 $180,000 $180,000 $180,000 $180,000

Replacement and upgrade of equipment used for the management and control of water

$1,000,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000

Sundry other renewals $110,753 $3,075 $43,514 $2,900 $3,000 $3,880 $4,600 $3,208 $7,089 $16,849 $22,638




Total Water $171,300,956 $5,565,650 $4,491,131 $5,920,517 $9,708,761 $15,421,723 $20,693,666 $34,758,876 $36,219,023 $16,727,207 $21,794,402


Total Water $213,469,472 $5,565,650 $4,665,387 $6,355,675 $10,777,696 $17,741,150 $24,710,307 $43,177,476 $46,932,610 $22,658,675 $30,884,847

CAPITAL EXPENDITURE

WATER SUPPLYTen Year

Project CostBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Total Water Supply excl inflation $171,300,956 $5,565,650 $4,491,131 $5,920,517 $9,708,761 $15,421,723 $20,693,666 $34,758,876 $36,219,023 $16,727,207 $21,794,402

Total Water Supply incl inflation $213,469,472 $5,565,650 $4,665,387 $6,355,675 $10,777,696 $17,741,150 $24,710,307 $43,177,476 $46,932,610 $22,658,675 $30,884,847

subtract item included in ‘Support Services’ activity

Property Transactions ($1,213,545) ($1,213,545)

Persummarisedfinancialinformation

Total Water Supply excl inflation $172,514,501 $5,565,650 $4,491,131 $5,920,517 $9,708,761 $15,421,723 $21,907,211 $34,758,876 $36,219,023 $16,727,207 $21,794,402

Total Water Supply incl inflation $214,918,566 $5,565,650 $4,665,387 $6,355,675 $10,777,696 $17,741,150 $26,159,401 $43,177,476 $46,932,610 $22,658,675 $30,884,847


Therefollowsareconciliationbetweenthe"CapitalExpenditure"figuresshowninthesummarisedfinancialinformationforthisactivity,andthedetailedlistofprojectsabove.


STRATEGIC DIRECTION


City Vision





STORMWATER

WHY WE DO IT

To manage stormwater so that property and people are protectedfromflooddamage,andtominimiseadverseeffects on the harbour and waterways from stormwater run-off.

WHAT WE DO

Stormwater systems are those that receive all surface water run-off and then treat/dispose of the same.

The System

• The Council manages approximately 724 km of underground pipe, 84 km of open drains, 122 treatment and attenuation ponds, 210 hectares of drainage reserve and over 1,727 outlets to the harbour, ocean or rivers. (Drainage reserves frequently provide recreational opportunities in addition to their stormwater function i.e. walkways, cycleways, plantings etc.)

• The Council stormwater system involves collection, treatment and disposal. A primary system of pipes and open drains with ponds is intended to cope with at least a 10-year storm event. A system of secondary flowpathsthroughreserves,privatepropertiesandalongroadcorridorsisutilisedformoresignificantstormevents

• Most residential properties in Tauranga City rely on ground soakage for disposal of roof water

• The stormwater system is maintained under a 5-year performance-based maintenance contract by City Care. This contract expires on 30 June 2013.

Quality

• Stormwater quality is addressed by the Resource Management Act (RMA) and managed by Bay of Plenty Regional Council (BoPRC) through the resource consent process

• Councilundertakespubliceducationtoraisetheprofileof water quality and stormwater issues

• A new Pollution Prevention bylaw has been approved which provides Council greater control over stormwater discharges into its network. This bylaw came into effect on 1st November 2010.

Flooding

• The Council’s Infrastructure Development Code requires the overall stormwater system to be designed for a 50-yearstormeventwithbuildingfloorlevelshaving200mm to 500mm of freeboard depending on the type of building

• Providingacceptablelevelsoffloodprotectioninnewareasisrelativelystraightforward,butretrofittingestablishedareasanddealingwithurbanintensificationaresignificantlymorecomplexandexpensivematters

• Thehighestpriorityforfloodmitigationistoprotectresidential buildings followed by commercial and industrial buildings.

Council Outcomes



• Open Space Strategy 2006

• Tauranga Transport Strategy 2012-2042

• Urban Design Strategy 2005

• Vegetation Strategy 2006

• Smart Economy 2004


165

STORMWATER

• Reserve Management Plans

• Stormwater Asset Management Plan


CURRENT DELIVERY

Flood Risk

• While most residential buildings are not at risk from inundationina10-yearfloodeventthenumberatriskfroma50-yearfloodeventisuncertain

• The primary system of pipes and sumps in the newer areas is typically designed to cope with a 5- or 10-year rainfall event without causing undue nuisance. In the older areas many of the primary systems can only cope with a 2-year rainfall event

• Overland(secondary)flow-pathsareintendedtoconveyfloodwatersthatexceedthecapacityoftheprimarysystems. Streets and reserve areas can double as overlandflow-paths.Innewareasoverlandflow-pathsacrossprivatepropertyareusuallyidentifiedandprotected by an easement in favour of Council. In the olderareasthereareveryfewidentifiedorprotectedoverlandflow-paths.Overlandflow-pathswhichdischargeovervulnerableslopeswherenodefinedoreffectiveflow-pathsexistcanresultinslipsanddamageto buildings

• Catchmentstudiesandfloodoccurrencesprovidethe basis of the capital works upgrade programme. $54 million has been budgeted ($5 million per year) in the Ten Year Plan to continue with the capital works programme

- the rainfall design criteria in the Council’s Infrastructure Development Code have been reviewedsubsequenttotheMay2005floodsandalso to take account of the recommendations on climate change from the Ministry for the Environment. The combined effect of updated rainfall data and climate change is a prediction of a greater number of high intensity rainfall events in the future. Systems will need to be designed for 10-30% more capacity to cope with predicted rainfall events in 2055

- comprehensive stormwater consents are being prepared in accordance with the Regional Water and Land Plan and the RMA. The four remaining Comprehensive Consent applications have been lodged and are being processed. This will complete the consenting of all of Tauranga City. Management plans will be prepared as a condition of these consents setting out work required to address identifiedissues.

Quality Issues

• The quality of water discharged to the harbour, particularly from industrial areas and major roads, can be poor. At present, much of the stormwater discharging is largely untreated, is of variable quality and can pollute the receiving water

• Treatmentmethodssuchasponds,filterdevicesandpollutant traps are being required to improve the quality of the stormwater discharging from urban catchments and road run-off to receiving waters. These can be difficultandexpensivetoretrofitinexistingurbanisedcatchments. All new stormwater discharge consents issued by BoPRC include conditions requiring treatment

and quality monitoring. The cost and resourcing for compliancemonitoringisbecomingasignificantissue

• The Pollution Prevention Programme, established in 2001, continues to focus on audits of commercial and industrial properties

• The Waterline customer education programme promotesefficientandsustainableuseofTaurangaCity’s water, wastewater and stormwater services by the community.

Cultural Issues

• Tangata Whenua are consulted on Stormwater projects, including planning, physical works and quality issues during consent consultation, through established committees and on a project-by-project basis


STORMWATER


• Comprehensive Stormwater Consents (CSC): A City-wide consent application has been lodged with the Bay of Plenty Regional Council. Once this consent is granted Catchment Management Plans (CMP) for each individual catchment will be applied for. The aim is to have all these completed and granted in the next three to four years

• FloodHazardMaps:Rolloutofthefirstcompletedcatchment commenced in late 2011. The remainder of the City’s catchments to be completed over the next three years

• Stormwater Guidelines: Implement controls on managingstormwaterimpactsonboth“greenfield”and“brownfield”areasbyofferingalternativesolutionsfocusing on low impact designs.


• Nosignificantdifferencestotheabove.



Wellbeing


Changing weather patterns (weather bombs) may result in extreme events causing damage to valuable assets.

• • • • Ongoing improvements made to assets are based on the recently revised TCC Infrastructure Development Code and/or specialist studies (e.g. Lifelines).

Discharge of polluted stormwater impacting on public health, environmental, cultural and aesthetic values.

• • • • City Waters Pollution Prevention Team proactively works with industry to minimise the risk of stormwater contamination through education, cooperation and enforcement.

Swift response from Council staff and contractors in case of spills or contamination to minimise the impact.

Installation of stormwater protection devices in high risk areas.

Lack or inadequacy of existing assets to cope with large rainfall events causing flooding,whichcouldhavesignificantnegative social and economic impacts.

• • • • Ongoing stormwater catchment modelling programme to identifyareasatrisk,overlandflowpathsandadditionalinfrastructure requirements.

Storm recovery programme: upgrade of under-capacity infrastructurefollowingthe2005floodeventsTaurangaexperienced.

Long term planning of required infrastructure to ensure right timing and capacity.


167

STORMWATERSTATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)

STORMWATER

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 18 18 18 19 20 20 21 21 22 23 23Other Operating Expenditure 3,660 4,092 4,203 4,364 4,528 4,701 4,849 5,037 5,002 5,180 5,382Debt servicing 5,390 5,980 6,602 7,246 8,164 8,775 9,421 10,105 10,782 11,476 12,190Depreciation 4,200 2,881 3,015 3,188 3,444 3,696 3,943 4,282 4,532 4,834 5,127Less Non Funded Depreciation (1,295) 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 11,955 12,953 13,820 14,798 16,136 17,172 18,213 19,424 20,316 21,490 22,699Deficit/(Surplus)toFund 11,937 12,935 13,802 14,779 16,116 17,152 18,192 19,403 20,294 21,467 22,676Total Rates required (excluding other fund sources) 11,937 12,935 13,803 14,779 16,115 17,151 18,192 19,403 20,294 21,467 22,676Capital Expenditure 8,689 15,387 10,638 13,068 21,919 17,268 23,582 17,899 24,652 20,452 28,623

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 18 18 18 18 18 18 18 18 18 18 18Subsidies 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 18 18 18 18 18 18 18 18 18 18 18Operating ExpenditureOther Operating Expenditure 3,660 4,092 4,076 4,107 4,130 4,153 4,166 4,207 4,049 4,058 4,080Debt servicing 5,390 5,980 6,401 6,818 7,446 7,752 8,094 8,440 8,728 8,989 9,242Depreciation 4,200 2,881 2,923 3,000 3,141 3,265 3,387 3,576 3,669 3,787 3,887Less Non Funded Depreciation (1,295) 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 11,955 12,953 13,400 13,925 14,717 15,170 15,647 16,223 16,446 16,834 17,209Deficit/(Surplus)toFund 11,937 12,935 13,382 13,907 14,699 15,152 15,629 16,205 16,428 16,816 17,191FUNDINGRates 11,937 12,935 13,383 13,907 14,699 15,153 15,629 16,205 16,428 16,816 17,191(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 11,937 12,935 13,383 13,907 14,699 15,153 15,629 16,205 16,428 16,816 17,191CAPITALCapital Expenditure 8,689 15,387 10,240 12,173 19,745 15,011 19,748 14,409 19,025 15,098 20,199FUNDINGRenewal Funding 1 5 15 4 4 14 15 19 6 1 26Loan Funding 6,085 8,325 8,438 8,462 6,806 6,748 8,084 7,068 6,555 6,419 6,418Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Development Impact Fees 1,016 200 200 2,120 4,119 4,580 4,114 956 3,198 2,247 11,522InfillFees 0 0 0 0 0 0 0 0 0 0 0Vested Assets 1,587 6,857 1,587 1,587 8,729 3,669 7,535 6,366 9,266 6,431 2,233Other Revenue Funding 0 0 0 0 0 0 0 0 0 0 0Subsidies and Grants 0 0 0 0 87 0 0 0 0 0 0TOTAL FUNDING 8,689 15,387 10,240 12,173 19,745 15,011 19,748 14,409 19,025 15,098 20,199


STORMWATER



2008/09 Results

2009/10 Results

2010/11 Results





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

Level of protection for people and propertyfromflooddamage (factual)

Number of residential buildings* that wereflooded,andthenumberanddegreeoffloodeventsthathappenedduring the year. * Refers to habitable parts of residential buildings only. ** Target is to have no residential buildingsfloodingina‘normal’year.

TCC 0 1 2 0 0 0 0 0

Effectiveness of pollution prevention education programmes (factual)

Number of recorded incidents of pollutants being put into the stormwater system.

TCC - Customer Contact Module system

Not measured 77 194 Less than 80 Less than 80 Less than 80 Less than 80 Less than 80



2008/09 Results

2009/10 Results

2010/11 Results





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

Level of protection for people and propertyfromflooddamage (perception)

Percentage of residents who feel that their homes and business buildings are adequatelyprotectedfromflooding.


Not measured 80% 72% Increasing Increasing Increasing Increasing Increasing

Effectiveness of pollution prevention education programmes (perception)

Percentage of residents that correctly know that stormwater is not treated before it is released into the harbour or ocean.


44% 33% 34% Increasing Increasing Increasing Increasing Increasing

Level of security from flooding(factual)

Overview of how much more security fromfloodinghasbeenprovidedforpeople in Tauranga as a result of this year’sfloodprotectionworkprogramme,including key areas that have been protected.

TCC Not measured 23 additional hectares have been protected from this year's floodprotectionprogramme.

The focus for the year was the lower Pillans catchment (Maxwell's Road), lower Bureta catchment (Vale St) and several smaller catchments. This makes itdifficulttoestimate an actual accurate area

59 additional hectares that have been protected from thisyear'sfloodprotection. Focus for this year is the Fifteenth Avenue catchment

Increasing Increasing Increasing Increasing


169

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of environmentally sustainable services - stormwater discharge (factual)

All stormwater discharged into the harbour, ocean and streams meets ongoing resource consent conditions for water quality (these consent conditions, and any exceptions to them, will be explained further when reporting).

TCC Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved

Provision of education programmes (factual)

Provision of education programmes: (a) Number of primary schools (3 Waters programme) (b) Number of classes (Stormwater programme) (c) Community contact / presentations (3 Waters) (d)Domesticvisits-efficiencyandrepairs (3 Waters) (e)Development of education and communication programmes - new initiatives or redevelopment of existing (3 Waters)

TCC Not measured 86 lessons were provided to primary and intermediate classes this year about sustainable use of the City’s Stormwater system. 20 wastewater and water supply school visits

250 lessons were provided to primary and intermediate classes this year about sustainable use of the City’s Stormwater system. Approx 1500 students heard our message. 1263 Domestic visits were made and 5 community/public events such as the Home Show were attended

27 school visits (a) >17 schools (b) > 40 classes (c) > 30 (d) >1,200 (e) Achieved




STORMWATER

169


LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of accurate information about areasthatarefloodprone (factual)

Recordsofknownfloodproneareasareup to date and are publicly available. Accurateassessmentsforspecificproperties are available for use in LIM and PIM processes on request.

TCC - catchment modelling

Commenced - producing floodhazardmaps from catchments already done.

Partially Achieved - A City wide recordoffloodprone zones is now available on request. More detailed floodhazardmaps are still in progress. Established areas are restricted to on site attenuation in order to limitoutflowto equal pre development flowsorprovide a safeflowpathoff site to an established system in order to mitigate the effect of the development.

Partially Achieved. As with last year a City wide record offloodprone zones continues to be available on request. Development of more detailedfloodhazard maps are still in progress. Established areas are restricted to on site attenuation in order to limitoutflowto equal pre development flowsorprovide a safeflowpathoff site to an established system in order to mitigate the effect of the development.

Achieved Achieved Achieved Achieved Achieved

STORMWATER

171

ASSET MANAGEMENT


• 724 kms stormwater pipes

• 84 kms open drains

• 210 ha drainage reserve

• 1,727 stormwater outlets into the natural environment (harbour, dunes, ocean or streams) and into man made watercourses

• 11,358 stormwater manholes

This Activity has a comprehensive Asset Management Plan. This is the key tool which ensures that capital funds, along withexistingassets,areusedefficientlyandeffectively.The performance and condition of all stormwater assets is constantly monitored. This, along with annual updates of the Asset Management Plan, ensures that demand will continue to be met despite the pressure that growth places upon the management of Stormwater and its related assets.


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

STORMWATER

CAPITAL EXPENDITURE

STORMWATER TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Land purchase and infrastructure for Papamoa East (Wairakei) urban growth area

$11,844,310 $200,000 $200,000 $870,000 $0 $0 ($892,987) $0 $0 $1,000,000 $10,467,297

Land purchase and infrastructure for Papamoa urban growth area

$7,867,721 $0 $0 $1,250,000 $2,003,986 $948,720 $1,459,063 $0 $0 $1,150,912 $1,055,040

Land purchase and infrastructure for Pyes Pa West urban growth area

$3,725,417 $0 $0 $0 $1,136,706 $0 $216,800 $1,255,542 $1,116,369 $0 $0

Infrastructure for Tauriko Business Estate $6,486,477 $0 $0 $0 $1,169,875 $2,009,262 $1,677,649 $0 $1,629,691 $0 $0

Infrastructure for Welcome Bay urban growth area $219,960 $0 $0 $0 $0 $0 $0 $0 $219,960 $0 $0

Infrastructure for Bethlehem urban growth area $909,600 $0 $0 $0 $0 $473,681 $339,669 $0 $0 $96,250 $0

Infrastructure for Bethlehem West urban growth area $2,087,854 $0 $0 $0 $0 $1,447,920 $639,934 $0 $0 $0 $0

Total new or upgraded assets - Growth $33,141,339 $200,000 $200,000 $2,120,000 $4,310,567 $4,879,583 $3,440,128 $1,255,542 $2,966,020 $2,247,162 $11,522,337


Total new or upgraded assets - Growth $41,965,382 $200,000 $207,760 $2,275,820 $4,785,160 $5,613,472 $4,107,857 $1,559,634 $3,843,369 $3,044,006 $16,328,304


Land and infrastructure for Papamoa East (Wairakei) urban growth area

$18,274,903 $0 $0 $0 $4,755,749 $1,764,479 $1,174,194 $4,399,309 $6,181,172 $0 $0

Land and infrastructure for Pyes Pa West urban growth area

$10,218,348 $0 $0 $0 $2,307,398 $155,660 $1,983,616 $37,820 $1,429,294 $4,304,560 $0

Assets vested to Council by developers of Tauriko Business Estate

$7,811,705 $5,270,879 $0 $0 $0 $0 $2,540,826 $0 $0 $0 $0

Other assets vested to Council by developers $18,324,012 $1,586,617 $1,586,617 $1,586,617 $1,665,948 $1,749,245 $1,836,708 $1,928,543 $2,024,970 $2,126,219 $2,232,528





STORMWATER

CAPITAL EXPENDITURE

STORMWATER TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Stormwater recovery programme $54,174,000 $4,420,000 $5,530,000 $5,528,000 $5,528,000 $5,528,000 $5,528,000 $5,528,000 $5,528,000 $5,528,000 $5,528,000

Council has allocated $54m over ten years to address stormwaterissuesidentifiedfollowingthefloodsofMay2005andsubsequentfloodingevents.PriorityinthefirstfiveyearswillbetheMountindustrialarea.Other projects currently planned to be addressed in the TY planning period include:

14th and 16th Avenue

Central Bureta Catchment

Minor upgrades Greerton Catchment

3rd to 14th Avenue

Eversham Road

Campbell Rd soakage disposal

Lee Street soakage disposal

TEL related stormwater upgrades $4,400,000 $400,000 $2,000,000 $2,000,000 $0 $0 $0 $0 $0 $0 $0

Upgrade Wairakei Stream culverts $1,996,722 $0 $17,550 $43,758 $282,555 $13,455 $1,289,574 $349,830 $0 $0 $0

Upgrade systems in the Hairini area $171,600 $0 $0 $0 $0 $15,000 $156,600 $0 $0 $0 $0

Minor projects $4,730,000 $473,000 $473,000 $473,000 $473,000 $473,000 $473,000 $473,000 $473,000 $473,000 $473,000

Consultants' fees and staff salaries related to capital projects

$4,180,000 $418,000 $418,000 $418,000 $418,000 $418,000 $418,000 $418,000 $418,000 $418,000 $418,000

Total new or upgraded assets - Level of Service $69,652,322 $5,711,000 $8,438,550 $8,462,758 $6,701,555 $6,447,455 $7,865,174 $6,768,830 $6,419,000 $6,419,000 $6,419,000


Total new or upgraded assets - Level of Service $82,327,612 $5,711,000 $8,765,966 $9,084,771 $7,439,396 $7,417,152 $9,391,804 $8,408,241 $8,317,740 $8,695,177 $9,096,365

ASSET RENEWALS

Sundry minor renewals $107,141 $4,914 $15,155 $3,947 $3,851 $14,247 $14,809 $18,918 $4,731 $1,275 $25,294

Total Asset Renewals $107,141 $4,914 $15,155 $3,947 $3,851 $14,247 $14,809 $18,918 $4,731 $1,275 $25,294



Total Stormwater $157,529,770 $12,773,410 $10,240,322 $12,173,322 $19,745,068 $15,010,669 $18,855,455 $14,408,962 $19,025,187 $15,098,216 $20,199,159


Total Stormwater $189,809,612 $12,773,410 $10,637,646 $13,068,061 $21,919,000 $17,268,274 $22,515,299 $17,898,813 $24,652,837 $20,452,043 $28,624,228

173

CAPITAL EXPENDITURE

STORMWATERTen Year

Project CostBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Total Stormwater excl inflation $157,529,770 $12,773,410 $10,240,322 $12,173,322 $19,745,068 $15,010,669 $18,855,455 $14,408,962 $19,025,187 $15,098,216 $20,199,159

Total Stormater incl inflation $189,809,612 $12,773,410 $10,637,646 $13,068,061 $21,919,000 $17,268,274 $22,515,299 $17,898,813 $24,652,837 $20,452,043 $28,624,228

subtract item included in ‘Support Services’ activity

Property Transactions ($3,506,185) ($2,613,198) ($892,987)

Persummarisedfinancialinformation

Total Stormwater excl inflation $161,035,955 $15,386,608 $10,240,322 $12,173,322 $19,745,068 $15,010,669 $19,748,442 $14,408,962 $19,025,187 $15,098,216 $20,199,159

Total Stormwater incl inflation $193,489,125 $15,386,608 $10,637,646 $13,068,061 $21,919,000 $17,268,274 $23,581,615 $17,898,813 $24,652,837 $20,452,043 $28,624,228


Therefollowsareconciliationbetweenthe"CapitalExpenditure"figuresshowninthesummarisedfinancialinformationforthisactivity,andthedetailedlistofprojectsabove.

STORMWATER


WHY WE DO IT

To ensure sustainable waste management that protects public health and the environment.

WHAT WE DO

• The activity has three main services which are highly interdependent:

- collection

- disposal

- waste reduction and environmental

• These activities range from waste collection and disposalthroughtolittercollection,closedlandfillsandwaste minimisation. Activities like rubbish collection, composting and the transfer stations have the ability to generate income through user charges or rental of the facilities

• Others like recycling, education, waste minimisation initiatives,closedlandfills,householdhazardouswaste,street cleaning and litter collection must rely on rate revenue or external funding

• The challenge over the next decade is to reduce the waste that has no potential to be used as a resource (residual waste) to an absolute minimum

• ThereareconflictingobjectiveswhichtheSolidWasteactivity has to manage. On one hand the Council policy is driven by the need to pursue waste minimisation. On the other hand they must operate transfer stations and potentiallyalandfillsitethatrequirecertainminimumvolumes of solid waste to meet the cost of ownership and operation

• Relevant Strategic Plans:

- National Waste Strategy (Adopted MfE/LGN 2002)

- Regional Waste Strategy (June 2004)

- Joint TCC/WBoPDC Waste Management and Minimisation Plan (adopted 2010).

Council Outcomes





• Joint Waste Management & Minimisation Plan for Tauranga and Western Bay of Plenty 2010


CURRENT DELIVERY

Collection

• We provide a pay-as-you go user pays bagged rubbish collection service throughout the city. This service encourages waste reduction because a bag is only put out as required, not because an advance payment hasbeenmadetofillabin.ThereisacompetitortoCouncil’s bag collection service

• Council’s service comprises about 15% of the domestic collection market by weight or about 5,000 bags per week. If Council’s service was withdrawn, the private service may be phased out to compel customers to enter into bin service contracts.

Disposal

• Council owns two transfer stations which are operated under a Lease Agreement entered into on 1 June 2004 and which expires in 2017. This change from conventional waste services contracting models was necessary to maximise the use of the facilities and to improveCouncil’sfinancialpositionwiththeseservices.The Agreement has unbundled the services so that the transfer stations operate more as a processing factory for waste companies that want to arrange and pay for theirowntransportandfinaldisposalofwaste.TheAgreement calls for the management of both transfer stations, the transport of the waste and its disposal at a consentedlandfillofthecontractor’schoice

• The lessee provides recycling services at the two

SOLID WASTE

STRATEGIC DIRECTION


City Vision




175

SOLID WASTE

transfer stations free to customers

• A performance measure in the Agreement is an increasingdiversionofresourcesawayfromlandfilldisposal

• The rates contribution to this function is around $250,000 pa which represents the net costs of ownership offset by rental of the facilities

• Western Bay of Plenty District Council (WBoPDC) residents from Katikati to Te Puke use our facilities for both disposal and recycling. WBoPDC has recently opened recycling centres in these towns

• Hazardous wastes are accepted at the two transfer stations using purpose made stores. Household Hazardous Waste is accepted free of charge.

Waste Reduction and Environmental

The Council has a joint adopted Waste Management and Minimisation Plan with WBoPDC which has some common actionsandsomespecifictoeachCouncil.TheWasteManagement and Minimisation Plan has set targets for the reductionofwastetolandfillincludingactionsandprojectsthat will support this.

Some community programmes that Council run include:

• Home vermi-composting workshops targeting a reductioninkitchenwastetolandfill

• Tauranga City Council in-house recycling system

• A programme to assist businesses to minimise waste is supported by Bay of Plenty Regional Council through a subsidy

• Education in primary and intermediate schools

• Support Funky Junk re-use depot

• Community education programmes

• Events recycling and waste minimisation planning.

Recycling

• Resource recovery facilities at the two transfer stations accept a range of materials for reuse as second-hand goods and processing for recycling free of charge to customers. They do not operate second hand goods outlets to the public; however they supply goods to suchbusinessesandnot-for-profitorganisations

• The lessee of the transfer stations also performs secondary recycling from the waste pit after customers have chosen to pay for its disposal as waste

• A Resource Recovery Park is under development around the Te Maunga Transfer Station. Currently it includes concrete crushing to aggregates, solvent distillation, construction and demolition sorting for re-use and a materials’ processing facility for kerbside recycling materials.

Litter Collection, Abandoned Cars and Street Sweeping

• Litter collection from street berms and reserves and the emptying of about 700 litter bins is carried out under contract.Thespecificationsareperformance-basedforbins and a mix of scheduled and on-demand clearing of ground litter

• Abandoned cars are removed from streets and reserves when they create a nuisance

• All streets are swept and street sumps are cleaned on a programmed schedule.

General

• Council has facilitated a number of projects with the private sector in a partnering relationship to ensure anactivityisprovidedinacosteffectiveandefficientmanner

• These have included the composting activity where a private company operates the business on the Council-owned facility by processing and marketing the green waste delivered from the transfer stations. Such initiatives and partnering arrangements are likely to be more common in the future where the Council has the ability to facilitate the activity and control the level of service, but leave the business aspect to the private sector.


The vision is to reduce residual waste being sent to the landfill.Thisreferstothewholewastestream,notjustthe portion controlled by the Council through the transfer stations and to do this we have to gain community support.

The Waste Minimisation Programme Leader will champion the Waste Minimisation actions of the Waste Management and Minimisation Plan adopted in 2010. The Plan promotes a programme for the progressive reduction of waste to landfill.

• Results to date indicate that projects such as home composting and cleaner production work yield good environmentalbenefitsfortheeconomicresourcesapplied

• Funding of about $300,000 pa from the waste levy, will be available to progress actions under the Waste Management and Minimisation Plan.


SOLID WASTE


Nosignificantdifferencestotheabove.



Wellbeing


User pays policy for collection and disposal of waste reduces Council’s control of the waste stream and consequently the ability to structure services to minimise waste.

• • • Implementation of the Solid Waste Bylaw (as reviewed by June 2012) and the Waste Management & Minimisation Plan 2010.

Kerbside Recycling by private contractors reduces Council’s control of this service.

• • • Implementation of the Solid Waste Bylaw (as reviewed by June 2012) and the Waste Management & Minimisation Plan 2010.


TherearenosignificantvariancesbetweenthisTen Year Plan and the Waste Management and Minimisation Plan.

177

SOLID WASTE


SOLID WASTE

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 881 906 934 963 993 1,026 1,055 1,085 1,119 1,157 1,195Other Operating Expenditure 2,232 2,165 2,241 2,333 2,490 2,593 2,688 2,792 2,909 3,031 3,164Debt servicing 521 483 498 514 550 568 584 601 620 641 662Depreciation 173 237 239 169 165 160 169 188 190 192 191Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,926 2,885 2,978 3,016 3,205 3,321 3,441 3,581 3,719 3,864 4,017Deficit/(Surplus)toFund 2,045 1,979 2,044 2,053 2,212 2,295 2,386 2,496 2,600 2,707 2,822Total Rates required (excluding other fund sources) 2,045 1,979 2,044 2,053 2,212 2,295 2,386 2,496 2,600 2,707 2,822Capital Expenditure 50 50 21 54 56 23 60 25 26 27 28

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 583 594 594 594 594 594 594 594 594 594 594Subsidies and Grants 298 312 312 312 312 312 312 312 312 312 312Other Revenue 0 0 0 0 0 0 0 0 0 0 0Total Operating Revenue 881 906 906 906 906 906 906 906 906 906 906Operating ExpenditureOther Operating Expenditure 2,232 2,165 2,173 2,196 2,271 2,291 2,309 2,332 2,355 2,374 2,399Debt servicing 521 483 483 483 502 502 502 502 502 502 502Depreciation 173 237 232 159 150 141 145 157 154 151 145Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,926 2,885 2,888 2,838 2,923 2,934 2,956 2,991 3,011 3,027 3,046Deficit/(Surplus)toFund 2,045 1,979 1,982 1,932 2,017 2,028 2,050 2,085 2,105 2,121 2,140FUNDINGRates 2,045 1,979 1,982 1,931 2,018 2,028 2,050 2,085 2,105 2,121 2,140(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 2,045 1,979 1,982 1,931 2,018 2,028 2,050 2,085 2,105 2,121 2,140CAPITALCapital Expenditure 50 50 20 50 50 20 50 20 20 20 20FUNDINGRenewal Funding 50 50 20 50 50 20 50 20 20 20 20Loan Funding 0 0 0 0 0 0 0 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 50 50 20 50 50 20 50 20 20 20 20


SOLID WASTE

PERFORMANCE MEASURES - ACTIVITY OUTCOMES


2008/09 Results

2009/10 Results

2010/11 Results





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

Indication of the level of sustainable waste management (factual)

Reduction of 20 kg in per capita/annum ofwastetolandfillby2015fromthe2010 baseline of 477 kg/capita/annum (Target 1 of the Waste Management and Minimisation Plan 2010).

TCC 450 kg/capita/annum

465 kg/capita/annum

479 kg/capita/annum

477 kg/capita/annum

467 kg/capita/annum

457 kg/capita/annum

457 kg/capita/annum

457 kg/capita/annum

Indication of the level of sustainable waste management (factual)

40% of resources processed through council-owned or associated facilities is diverted as resources by 2015 (Target 2 of the Waste Management and Minimisation Plan 2010).

TCC 25% 20% 21% 27% 30% 33% 37% 40%

PERFORMANCE MEASURES - SERVICE MEAURES


2008/09 Results

2009/10 Results

2010/11 Results





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

Quality of all residential rubbish collection services, Council and non-Council (perception)

Percentage of residents that are satisfiedwithwhathappensonrubbishcollection day including all collections on that day, and the state of the street afterwards.* * Note that this is not within Council’s direct control, as most rubbish collection services are provided by independent companies.


73% 79% 86% 75% 80% 80% 80% 80%

Quality of litter collection services in public areas (perception)

Percentage of residents that are satisfiedwiththemanagementoflooselitter and litter bins in our parks and streets.


66% 62% 65% 70% 65% 65% 65% 65%

Quality of footpath cleaning services (perception)

Percentage of residents that are satisfiedwiththecleanlinessofthefootpaths in (a) the Tauranga CBD and Mount Maunganui and Greerton neighbourhood centres; and (b) their local neighbourhood centre.


(a) 86% (b) 82%

(a) 82% (b) 81%

(a) 84% (b) 83%

65% for both (a) and (b)

80% 80% 80% 80%

179

SOLID WASTE

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of waste minimisation education (factual)

Education initiatives provided regarding waste minimisation in schools, businesses and homes plus the level of attendance at them (participant hours = no. hours of education sessions x no. attendees).

TCC 25,480 hours provided

31,813 hours provided







Provision of transfer stations - opening hours, accessibility (factual)

The two transfer stations, Maleme Street and Te Maunga, are open seven days per week (except Good Friday, Christmas Day and New Years Day).* *Weekdays 7:30am – 5pm and Sat, Sun and Public Holidays 9am – 5pm.


Provision of residential refuse collection services (factual)

A rubbish bag collection service is provided to all residential properties in urban and rural-residential areas.


Provision of litter bin services - emptying (factual)

Litter bins are not allowed to get to overfilledstage.Frequencyofemptyinglitter bins is driven by demand rather than a set schedule, except that the plastic liners in all litter bins are replaced at least twice a week.


Provision of footpath scrubbing services (factual)

Footpaths are scrubbed once a month in the Tauranga CBD and Mount Maunganui and Greerton Neighbourhood Centres (plus high pressure cleaning of all sections over a three year period). The footpaths on the west side of The Strand are cleaned daily (either wet or dry scrubbing). There is no footpath cleaning carried out inotherareas,otherthanonnotificationof a problem.



SOLID WASTE

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of loose litter collection services (factual)

Loose litter is collected from: - Tauranga CBD and the Mount Maunganui centre - at least once a day, seven days a week. - 24 other suburban shopping centres - once a day, Monday to Saturday. - 62 parks and reserves - between once a day and once a week, depending on the park. - Remaining parks and reserves - on notificationofaproblem. - Road to beach access ways from Mount Main Beach to Papamoa Domain - once a week (2 metres either side of each access way). - 47 km of road berms on mainly arterial roads - each week. - Remaining road berms - on notificationofaproblem.


181

ASSET MANAGEMENT


• Two transfer stations including recycling centres (Maleme Street and Te Maunga)

• OnesiteforalandfillatMathersRoad

• One composting facility

• Resource recovery site

• 760 litter bins

The demand for assets that process waste for disposal to landfillwillbeminimal.Facilitiesthatprocessresourcesasan alternative to disposal will become preferable.

SOLID WASTE

CAPITAL EXPENDITURE

SOLID WASTE 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 litter bins $200,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000

TeMaungaTransferStationpitfloorrenewal $60,000 $30,000 $0 $0 $30,000 $0 $0 $0 $0 $0 $0

MalemeStTransferStationpitfloorrenewal $60,000 $0 $0 $30,000 $0 $0 $30,000 $0 $0 $0 $0




Total Solid Waste $320,000 $50,000 $20,000 $50,000 $50,000 $20,000 $50,000 $20,000 $20,000 $20,000 $20,000


Total Solid Waste $368,863 $50,000 $20,776 $53,675 $55,505 $23,008 $59,705 $24,844 $25,916 $27,092 $28,342


LIBRARIES

WHY WE DO IT

To ensure our citizens have easy access to a wide range of resources for information, education, leisure and cultural enrichment.

WHAT WE DO

Libraries are provided in the Tauranga city centre, Papamoa, Mount Maunganui, and Greerton. A mobile library serves other areas.

Main services provided by our libraries:

• Providing and lending collections - print, online, DVDs, CDs, large print

• Connecting customers with information and resources they have requested

• Providing access to the internet and assisting customers to make best use of online information and information-related software

• Collecting, preserving, and making accessible heritage information resources relating to the Bay of Plenty

• Providing activities which support literacy, independent learning, information skills, and cultural enrichment for both adults and children

• Providing informal community space where people meet, browse, share and learn in a comfortable, clean, safe environment.

Council Outcomes



• Our Community Places Strategy 2008

• Greerton Neighbourhood Plan 2006


CURRENT DELIVERY

• The library remains very popular with the community, with over 1,654,000 issues, 912,000 visits to the libraries, and 160,000 visits to the website in 2010/11

• The library buildings provide approximately 40m2 of space per thousand population, and are in good condition

• Stock is at 2.48 items per head, below the target level of service of 2.6 per head due to reduction in budget in 2011/12. Stock is in good condition

• The library management software system was replaced in 2009/10 and continues to be enhanced with low-cost new features to improve customer experience and increaseefficiency

• Selected fees and charges were increased in the 2010/11 year

• A cost review process has been undertaken and efficiencyandcostsavinginitiativeshavebeenimplemented.


• ExpandtheGreertonLibrary



STRATEGIC DIRECTION


City Vision


Actively Involved People

A Great Place to Grow Up

183

LIBRARIES STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)

LIBRARIES

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 934 811 857 891 953 1,023 1,065 1,109 1,159 1,213 1,347Other Operating Expenditure 5,357 5,572 5,799 5,882 6,139 6,334 6,460 6,667 6,875 6,945 7,232Debt servicing 681 640 684 729 807 859 909 961 1,018 1,079 1,143Depreciation 1,674 1,627 1,900 2,148 2,407 2,695 2,431 2,422 2,611 2,813 2,923Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 7,712 7,839 8,383 8,759 9,353 9,888 9,800 10,050 10,504 10,837 11,298Deficit/(Surplus)toFund 6,778 7,028 7,526 7,868 8,400 8,865 8,735 8,941 9,345 9,624 9,951Total Rates required (excluding other fund sources) 6,778 7,028 7,526 7,868 8,400 8,866 8,735 8,941 9,345 9,624 9,951Capital Expenditure 1,314 2,567 2,082 2,152 2,226 2,324 2,441 2,558 2,688 2,833 2,989

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 920 791 811 819 849 884 895 907 918 930 1,001Subsidies and Grants 0 20 20 20 20 20 20 20 20 20 20Other Revenue 14 0 0 0 0 0 0 0 0 0 0Total Operating Revenue 934 811 831 839 869 904 915 927 938 950 1,021Operating ExpenditureOther Operating Expenditure 5,357 5,572 5,623 5,536 5,600 5,596 5,550 5,568 5,565 5,439 5,483Debt servicing 681 640 663 686 736 759 781 803 824 845 866Depreciation 1,674 1,627 1,843 2,022 2,195 2,381 2,088 2,023 2,114 2,203 2,216Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 7,712 7,839 8,129 8,244 8,531 8,736 8,419 8,394 8,503 8,487 8,565Deficit/(Surplus)toFund 6,778 7,028 7,298 7,405 7,662 7,832 7,504 7,467 7,565 7,537 7,544FUNDINGRates 6,778 7,028 7,298 7,405 7,661 7,832 7,504 7,467 7,565 7,537 7,544(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 6,778 7,028 7,298 7,405 7,661 7,832 7,504 7,467 7,565 7,537 7,544CAPITALCapital Expenditure 1,314 2,567 2,005 2,005 2,006 2,020 2,044 2,059 2,074 2,092 2,109FUNDINGRenewal Funding 1,006 1,211 1,238 1,235 1,229 1,236 1,253 1,261 1,270 1,281 1,291Loan Funding 308 760 767 770 777 784 791 798 804 811 818Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Development Impact Fees 0 596 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 1,314 2,567 2,005 2,005 2,006 2,020 2,044 2,059 2,074 2,092 2,109


LIBRARIES



2008/09 Results

2009/10 Results

2010/11 Results





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

Accessibility of libraries (perception)

Percentage of customers that are satisfiedwithlibraryopeninghours.


87% 84% 87% 90% 85% 85% 85% 85%

Whether there is enough choice in titles and formats (perception)

Percentage of customers that are satisfiedwiththerangeoftitlesandofformats available.


Titles: 83% Formats: 70%



90% for both Titles: 85% Formats: 80%




The value of literacy / education / cultural programmes provided (perception)

Percentage of attendees that found the literacy / education / cultural programme they attended valuable.

TCC - evaluation form for programmes

97% 96% 97% 90% 95% 95% 95% 95%

Uptake of on-line access (factual)

Number of sessions on Libraries website each year.

TCC 129,442 144,006 160,307 130,000 165,000 170,000 175,000 180,000

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Service provision - stock items (factual)

Number of stock items held per resident (including 25% of the Western Bay of Plenty District’s residents). * Results will change as the Library developments are completed.

TCC 2.6 2.6 2.56 2.60 2.6 2.6 2.6 2.6

Service provision - library space (factual)

Area of library space per 1,000 population (including 25% of the Western Bay of Plenty District’s residents). * Results will change as the Library developments are completed.

TCC 39.61m2 40.7m2 40.2m2 39.86m2 40.0 41.2 40.6 39.9 39.2 38.6 38.0 37.4 36.8 36.2

185

LIBRARIES

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Service provision - opening hourse, accessibility (factual)

Hours per week that libraries are open: (a) Tauranga = 52.5 (b) Mount Maunganui = 42.5 (c) Greerton = 41.5 (d) Papamoa = 48

TCC Achieved Achieved Achieved Achieved Unchanged Unchanged Unchanged From 2018 Greerton library 48 hours

Service provision - programmes run (factual)

Key literacy / education / cultural programmes run each year.

TCC 706 events in total

317 Children 359 Adults 168

300 programmes in total

500 500 500 500



2008/09 Results

2009/10 Results

2010/11 Results





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

Throughput - Learning Centre

Number of customers using the Learning Centre each year.

TCC 10,284 12,687 13,331 No targets required

No targets required

No targets required

No targets required

No targets required

Local history items collected and made available online

Number of items added to Tauranga Memories database.

TCC Not measured Not measured 700 No targets required

No targets required

No targets required

No targets required

No targets required


LIBRARIES

ASSET MANAGEMENT


• Four libraries

• One mobile library

• 320,872 items in the library collection

This Activity has asset management plans which are the key

tool to ensuring that capital funding and existing assets are

usedasefficientlyandeffectivelyaspossible.

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 plan for demand.

CAPITAL EXPENDITURE

LIBRARIES TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Greerton library extension $600,000 $600,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total new or upgraded assets - Level of Service $600,000 $600,000 $0 $0 $0 $0 $0 $0 $0 $0 $0


Total new or upgraded assets - Level of Service $600,000 $600,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

ASSET RENEWALS

Library stock purchases $19,142,973 $1,838,240 $1,854,844 $1,871,560 $1,888,389 $1,905,329 $1,922,380 $1,939,542 $1,956,813 $1,974,194 $1,991,682

Sundry renewals $1,236,957 $128,604 $149,742 $133,138 $117,119 $114,627 $121,510 $119,717 $117,500 $117,500 $117,500




Total Library $20,979,930 $2,566,844 $2,004,586 $2,004,698 $2,005,508 $2,019,956 $2,043,890 $2,059,259 $2,074,313 $2,091,694 $2,109,182


Total Library $24,860,169 $2,566,844 $2,082,364 $2,152,043 $2,226,314 $2,323,757 $2,440,609 $2,558,012 $2,687,895 $2,833,409 $2,988,922

187

VENUES & EVENTS

WHY WE DO IT

To facilitate a vibrant community that comes together often to enjoy our arts, culture and leisure activities.

WHAT WE DO

This activity broadly includes the following:

• Proactively manages and operates the Baycourt Community and Arts Centre

• Manages bookings for Council’s active and passive reserves

• Manages bookings for some other Council venues and facilities

• Provides physical and technical events support

• Provides an event facilitation service

• Contributes money to support events in the Tauranga community

• Assists with event delivery of Council events, New Year’s Eve (including Tauranga central city), and Flagship events.

Council Outcomes



• Sport and Active Living Strategy 2005



• Smart Tourism 2007

• Western Bay of Plenty Sub-Regional Events Strategy

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

and Plans.

CURRENT DELIVERY

• The 2009-2014 Events Strategy provides direction for events in the Western Bay of Plenty and Tauranga City. This strategy clearly articulates that Council’s role is as an enabler and advocate for events in the region. It also identifiestheneedtoworkcollaborativelywithotherparties to deliver on the actions of the strategy

• The Baycourt brand is strong, however it relates only to the Baycourt building. The Venues and Events brand will be developed to umbrella the suite of event services that are provided by Council

• The operational systems utilised by Venues and Events have recently been replaced by the Ungerboeck System (Event Business Management Software). The Events Strategyidentifiedhavingonecentralsystemforeventinformation storage as a critical item within Council, and the wider Western Bay of Plenty community. The Ungerboeck system provides the platform for this to occur, and has replaced all of the business systems that were previously unsupported

• Baycourt is recognised as Tauranga’s premier performing arts facility, having a 4-star Qualmark rating, and is receiving high levels of customer satisfaction. A subsidy system is in place to encourage client types, as identifiedintheVenuesandEventsSubsidyProcedure,to hold their theatrical and exhibition events in Baycourt

• A range of equipment and services are available for events,withsubsidisedratesforclienttypesidentifiedin the Venues and Events Subsidy Procedure. A critical part of this service is the relationships that exist with non-Council owned or managed venues and service providers to maintain a collaborative whole-of-the-

STRATEGIC DIRECTION


City Vision


Strong Sustainable Economy




VENUES & EVENTS

community approach.

• Access to event information is via a web portal and in person. This information is currently provided by the Council website and an Events One Stop Shop which provides a face-to-face option for event organisers. Event information includes bookings of Council facilities, guidance on Council processes and systems, management of the funding related to the Community Investment Policy, as well as mentoring of new event managers. These services are well publicised and valued by event organisers and the community

• Venues and Events is the event delivery arm for Council where this is appropriate (e.g. New Year’s Eve, Anzac Day etc). An event delivery option exists for Flagship Events, other Council Partners e.g. Tauranga City VenuesLimited(“TCVL”),andothercommunityevents

• ThereisaFlagshipEventsadministrationofficelocatedontheBaycourtmezzaninefloor

• Venues and Events acknowledges the need for an event volunteer workforce, and facilitates this through promoting the nationally co-ordinated Volunteer Now website (http://www.volunteernet.org.nz/). This database is not well populated, or well known. Council will capitalise on the legacy initiatives from the Rugby World Cup 2011 volunteer programme to build community use, knowledge and linkages throughout the Bay of Plentyregion.ThisisanissueidentifiedintheEventsStrategy

• A review of Event Support Funding, has been completed.


• Promote Venues and Events as the premiere event support solution organisation for the Western Bay

• Enhance the event support services provided to TCVL and their customers to ensure success of events at the TECT Arena

• Undertake a review of how event and venue management services are delivered in/for Tauranga City Council venues (i.e. TCVL, Tauranga Leisure Limited, and Venues & Events)

• Implement Ungerboeck Event Booking System in allTCCvenues(sportsfields,TCVLvenues,sportsfacilities) and any other Tauranga venues that wish to pay for this service. This will facilitate better marketing of events in Tauranga

• Improvecommunityunderstandingof“What’sOn”byimproving the marketing of Tauranga events

• Review funding of events to increase/improve the

quality/quantity/participation of Tauranga events

• Review the Events Strategy (2014)

• Develop systems to enable better utilisation of volunteers to support events.



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


Events managed, facilitated or assisted byCouncilmayhavesignificantnegativeeffects on the environmental wellbeing of non-participants. Such negative effects includeincreasednoise,increasedtrafficcongestion, and restricted access to public facilities.

• • Council works with event managers and affected parties to minimise these negative effects wherever possible. Council hasan“EventPlanningTeam”thatmeetsregularlytoconsiderevent compliance with the City Plan provisions.


189

VENUES & EVENTS


VENUES & EVENTS

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 1,465 1,646 1,697 1,749 1,804 1,863 1,916 1,970 2,033 2,101 2,171Other Operating Expenditure 2,581 2,972 3,056 3,140 3,249 3,345 3,426 3,531 3,637 3,768 3,909Debt servicing 70 70 76 80 87 92 98 102 106 111 117Depreciation 582 441 443 472 481 492 478 490 467 463 533Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 3,233 3,483 3,575 3,692 3,817 3,929 4,002 4,123 4,210 4,342 4,559Deficit/(Surplus)toFund 1,768 1,837 1,878 1,943 2,013 2,066 2,086 2,153 2,177 2,241 2,388Total Rates required (excluding other fund sources) 1,768 1,837 1,877 1,943 2,012 2,066 2,086 2,153 2,177 2,241 2,388Capital Expenditure 211 305 384 192 240 401 327 235 246 339 310

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 1,435 1,616 1,616 1,616 1,616 1,616 1,616 1,616 1,616 1,616 1,616Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 30 30 30 30 30 30 30 30 30 30 30Total Operating Revenue 1,465 1,646 1,646 1,646 1,646 1,646 1,646 1,646 1,646 1,646 1,646Operating ExpenditureOther Operating Expenditure 2,581 2,972 2,963 2,955 2,963 2,955 2,943 2,950 2,944 2,951 2,964Debt servicing 70 70 74 76 80 82 84 85 86 87 88Depreciation 582 441 429 444 438 435 411 409 378 363 404Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 3,233 3,483 3,466 3,475 3,481 3,472 3,438 3,444 3,408 3,401 3,456Deficit/(Surplus)toFund 1,768 1,837 1,820 1,829 1,835 1,826 1,792 1,798 1,762 1,755 1,810FUNDINGRates 1,768 1,837 1,820 1,829 1,835 1,827 1,792 1,798 1,762 1,755 1,810(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 1,768 1,837 1,820 1,829 1,835 1,827 1,792 1,798 1,762 1,755 1,810CAPITALCapital Expenditure 211 305 370 179 216 349 274 189 190 250 219FUNDINGRenewal Funding 150 213 275 122 152 258 198 130 131 179 154Loan Funding 61 92 95 57 64 91 76 59 59 71 65Reserve 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 211 305 370 179 216 349 274 189 190 250 219


VENUES & EVENTS



2008/09 Results

2009/10 Results

2010/11 Results





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

Vibrant community that comes together often to enjoy arts, culture and leisure activities (factual)

Number of events held in the sub-region, asidentifiedintheeventscalendar.

TCC 427 516 494 480 Increasing Increasing Increasing Increasing

Diversity of events - right type, mix and number (perception)

Percentageofresidentsthataresatisfiedwith the number and variety of events in Tauranga.


70%satisfiedwith the number of events. 69%satisfiedwith the variety of events



Increasing Increasing Increasing Increasing Increasing



2008/09 Results

2009/10 Results

2010/11 Results





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

Indication of participation in arts, culture and leisure events provided (factual)

Baycourt occupancy rates* * Historically the EVANZ Occupancy system has been used, however the new Ungerboeck System is becoming the industry standard, and this measures occupancy in a different manner. This is why the occupancy target seems to have been reduced, where in fact the actual occupancy will be similar, but measured differently.

TCC 42.6% 48.1% 46.6% 50% 30 30 31 32%

Indication of the diversity of events provided (factual)

Event mix at Baycourt, split into percentages of: (a) Youth focussed events (b)Local(not-for-profit)events (c) Commercial / professional events

TCC (a) 39.5% (b) 29.7% (c) 30.8%

(a) 27.2% (b) 53.4% (c) 19.3%

(a) 38.2% (b) 26.8% (c) 35.0%

(a) 33.3% (b) 33.3% (c) 33.4%

(a) 33.3% (b) 33.3% (c) 33.4%

(a) 33.3% (b) 33.3% (c) 33.4%

(a) 33.3% (b) 33.3% (c) 33.4%

(a) 33.3% (b) 33.3% (c) 33.4%

Satisfaction with Baycourt as a venue to hire (perception)

Percentage of Baycourt venue hirers that aresatisfiedwiththevenue.

TCC - hirers' survey

Not measured 5.06 average score (Measured on a scale of 2 = 'Did not meet expectations', 4 = 'Met Expectations', and 6 = 'Exceeded Expectations' )

5.1 Increasing Increasing Increasing Increasing Increasing

191

VENUES & EVENTS

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of Baycourt services - quality of venue (factual)

Baycourt achieves a 4-star rating in the national Qualmark Venues Assessment and Grading. * 4-star rating is ‘excellent, constantly achieves high quality levels with a wide range of facilities and services’.

Qualmark Venues Assessment

Not measured Achieved Achieved Achieved Achieved Achieved Achieved Achieved

Provision of event assistance services (factual)

Number of events assisted during the year via the events planning one-stop-shop.

TCC 566 479 589 400 400 410 420 increasing

Provision of technical support services (factual)

Number of events that received technical support during the year (lighting, sound etc), either at Baycourt or at other locations / private events.

TCC Not measured 581 567 770 570 580 590 Increasing



2008/09 Results

2009/10 Results

2010/11 Results





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

Throughput - atendance at Baycourt events (factual)

Average attendance at Baycourt events, split into: (a) Youth focused events. (b)Local(not-for-profit)events. (c) Commercial / professional events.

TCC (a) 333 (b) 269 (c) 420

(a) 259 (b) 287 (c) 452

(a) 470 (b) 235 (c) 370

Targets not required






ASSET MANAGEMENT


• Baycourt

• Wurlitzer Organ

• A wide range of technical and event equipment, including lighting and sound equipment, outdoor seating and barriers.

The development of the Sport and Exhibition Centre and the new Bethlehem Arts Centre is likely to cause a change in demand for technical and event equipment which may be provided by this Activity or by the private sector.

VENUES & EVENTS

CAPITAL EXPENDITURE

VENUES & EVENTS TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


General event infrastructure purchases $208,186 $28,186 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000

Replacement of non-technical equipment at Baycourt $150,577 $24,577 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000 $14,000

Total new or upgraded assets - Level of Service $358,763 $52,763 $34,000 $34,000 $34,000 $34,000 $34,000 $34,000 $34,000 $34,000 $34,000


Total new or upgraded assets - Level of Service $422,567 $52,763 $35,319 $36,499 $37,743 $39,114 $40,599 $42,235 $44,057 $46,056 $48,181

ASSET RENEWALS

Renewal of crowd control barriers $10,000 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Renewal of Portable Seating $50,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000

Replacement of electrical and technical equipment at Baycourt

$1,572,000 $217,000 $146,000 $140,000 $177,000 $250,000 $170,000 $150,000 $71,000 $111,000 $140,000

Maintenance of the Baycourt building $550,000 $20,000 $185,000 $0 $0 $60,000 $65,000 $0 $80,000 $100,000 $40,000

Total Asset Renewals $2,182,000 $252,000 $336,000 $145,000 $182,000 $315,000 $240,000 $155,000 $156,000 $216,000 $185,000


Total Asset Renewals $2,557,135 $252,000 $349,037 $155,658 $202,038 $362,376 $286,584 $192,541 $202,145 $292,594 $262,164

Total Venues and Events $2,540,763 $304,763 $370,000 $179,000 $216,000 $349,000 $274,000 $189,000 $190,000 $250,000 $219,000


Total Venues and Events $2,979,703 $304,763 $384,356 $192,157 $239,782 $401,490 $327,183 $234,776 $246,202 $338,650 $310,345

193

BAYPARK

WHY WE DO IT

To provide and manage the facilitation of recreation at the Baypark site for people to participate, interact and enjoy a diversity of sport, recreation and leisure opportunities.

WHAT WE DO

ThroughTaurangaCityVenuesLimited(“TCVL”),Councilcurrently provides the Baypark Stadium and the TECT Arena on the Baypark site.

STRATEGIC DIRECTION


City Vision




COUNCIL OUTCOMES



CURRENT DELIVERY

The stadium and associated facilities are managed by TCVL and contracts for the operation of speedway, catering and rugbymatchesareinplace.TheTECTArenahasofficiallyopened for business and has been operating successfully for nearly one year. There is an approved Statement of Intent and Business Plan.


To solidly grow the business to provide a wide range of services to the community. To make the most of the whole site by professionally coordinating the sports, speedway and events functions.




For performance measures and service levels please see Tauranga City Venues Limited’s statement of intent for the relevant year. For actual performance against target performance measures and levels of service please see Tauranga City Venues Limited’s annual report for the relevant year.



Wellbeing


Speedway and event noise negatively impacting on the local community

• By ensuring that TCVL maintain noise within the limits imposed by the Resource Consent for the Baypark site. TCVL will carry out regular testing by an independent assessor to monitor noise levels.



BAYPARK


BAYPARK

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 210 934 1,148 1,307 1,425 1,537 1,653 1,778 1,862 1,924 1,988Other Operating Expenditure 0 1,285 1,308 1,391 1,481 1,578 1,675 1,778 1,834 1,896 1,958Debt servicing 210 195 335 414 444 458 471 485 500 517 534Depreciation 0 0 0 0 0 20 41 63 86 151 213Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 210 1,480 1,643 1,805 1,925 2,056 2,187 2,326 2,420 2,564 2,705Deficit/(Surplus)toFund 0 546 495 498 500 519 534 548 558 640 717Total Rates required (excluding other fund sources) 0 546 495 498 500 519 534 548 558 640 717Capital Expenditure 0 0 0 0 155 161 167 174 501 467 198

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 0 739 788 840 895 953 1,015 1,080 1,102 1,102 1,102Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 210 195 325 390 405 405 405 405 405 405 405Total Operating Revenue 210 934 1,113 1,230 1,300 1,358 1,420 1,485 1,507 1,507 1,507Operating ExpenditureOther Operating Expenditure 0 1,285 1,268 1,309 1,351 1,394 1,439 1,485 1,485 1,485 1,485Debt servicing* 210 195 325 390 405 405 405 405 405 405 405Depreciation* 0 0 0 0 0 18 35 53 70 118 162Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 210 1,480 1,593 1,699 1,756 1,817 1,879 1,943 1,960 2,008 2,052Deficit/(Surplus)toFund 0 546 480 469 456 459 459 458 453 501 545FUNDINGRates 0 546 480 469 456 459 459 458 453 501 545(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 0 546 480 469 456 459 459 458 453 501 545CAPITALCapital Expenditure 0 0 0 0 140 140 140 140 387 345 140FUNDINGRenewal Funding 0 0 0 0 140 140 140 140 387 345 140Loan Funding 0 0 0 0 0 0 0 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 0 0 0 0 140 140 140 140 387 345 140

195

BAYPARK

CAPITAL EXPENDITURE

BAYPARK TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22

ASSET RENEWALS

Renewals Baypark and TECT Arena $1,432,000 $0 $0 $0 $140,000 $140,000 $140,000 $140,000 $387,000 $345,000 $140,000

Total Asset Renewals $1,432,000 $0 $0 $0 $140,000 $140,000 $140,000 $140,000 $387,000 $345,000 $140,000


Total Asset Renewals $1,824,758 $0 $0 $0 $155,414 $161,056 $167,174 $173,908 $501,475 $467,337 $198,394

Total Baypark $1,432,000 $0 $0 $0 $140,000 $140,000 $140,000 $140,000 $387,000 $345,000 $140,000


Total Baypark $1,824,758 $0 $0 $0 $155,414 $161,056 $167,174 $173,908 $501,475 $467,337 $198,394

* Depreciation and debt servicing relating to the TECT Arena at Baypark are shown in the Indoor Space & Active Living Activity Area and will be transferred to the Baypark Activity Area once the Arena is transferrred to Tauranga City Venues Ltd.


ARTS & HERITAGE

WHY WE DO IT

To provide dynamic facilities and services that help create a strong sense of community mana, pride and identity, reflectingtheheritageandcultureofourregion.

WHAT WE DO

• Artsandculturalinstitutionsmakeasignificantcontribution to the social and economic development of an area

• It has been recognised in a number of strategic documents (including Tauranga Tomorrow, SmartGrowth and SmartEconomy) that public arts and cultural facilities are an important part of the community infrastructure and that they have a key role in terms of both identity and economic development. The need for arts and culture facilities and support services is clearly definedintheSub-RegionalArtsandCultureStrategyadopted in 2006

• This activity area plan covers three distinct areas which have their own individual goals:

- Tauranga Heritage Collection

- Art Gallery

- Arts and Heritage Facilitation.

Council Outcomes

This activity contibutes to all of the Council Outcomes


• Western Bay of Plenty Sub-Regional Arts and Culture Strategy



• Smart Tourism 2007

• Smart Arts Strategy 2006


CURRENT DELIVERY

• Tauranga is not perceived as having a culturally rich and diverse arts scene. Of eight cities surveyed in 2010 (as part of the Quality of Life survey) Tauranga residents had the lowest perception that the area they live in has a“culturallyrichanddiverseartsscene”(50%agreedorstrongly agreed). Other cities ranged from 53% to 93%

• SmartGrowthandTaurangaTomorrowhaveidentifiedthe need to build a strong cultural and artistic infrastructure as an integral part of creating a high income economy in Tauranga.

Tauranga Heritage Collection

• The Tauranga Heritage Collection, the successor of the Tauranga Historic Village, although not open to the public, holds the only comprehensive collection (approx 30,000items)reflectingTauranga’shistory

• Tauranga is the only city in the country without a functioning public museum.

Heritage Collection Services

• The Council has determined that only very limited heritage collection services will be provided:

- no public exhibitions

- very restricted public access to the collection (e.g. Tangata Whenua access to Taonga, limited research access)

- very limited schools’ education programme.

- no further cataloguing of the collection (unless required for schools’ education programme)

- storage, conservation and protection of collection

STRATEGIC DIRECTION


City Vision




197

ARTS & HERITAGE

- accession of items consistent with Council’s Collections Policy

- repository for items under the New Zealand Protected Objects Act 2006

- continued repatriation discussions (relationships maintained).

• The“HandsOnTauranga”educationprogrammegivesprimary and secondary schools in the Tauranga area the opportunity to access real heritage collection objects which can be used for educational purposes. As practicable, and given the resources available, further items are added to the Hands On Tauranga collection

• The Tauranga Heritage Collection is currently unable to meet the community’s expectation that a public museum will provide access to its collections. There is on-line access to a limited number of items in the collection through the Tauranga Heritage Collection ImageGallery(accessibleviathe“HandsOnTauranga”website)

• Work on cataloguing the collection, using volunteer support, occurs as practicable

• Where practicable, staff contribute to one external exhibition per annum.

Museum Project Planning

• The project to construct a public museum facility was removed from the 2006-2016 Ten Year Plan. There is now no capital expenditure, capital funding or operational expenditure in the Council budgets for a museum facility

• In May 2010 Council approved the establishment of a stand-alone community trust to progress the museum development project

• An independent trust, the Tauranga Moana Museum Trust, has subsequently been established to foster community support for a museum, to plan for, fund and build a museum facility, and to then operate that museum facility on an ongoing basis.

Art Gallery

• The Tauranga Art Gallery Trust was initially an independent organisation and had successfully raised the majority of funds required for the capital construction of the art gallery. In order to protect the ratepayer interest in the operational contribution, Council required the Tauranga Art Gallery Trust to become a Council Controlled Organisation

• The Gallery was opened in October 2007. Through the Statement of intent, Council has agreed to fund the net operational costs to $847,400 for the 2012/13 year and hasindicatedthatthisfigurewillremainunchangedin2013/14. This is the same as for 2009/10, 2010/11 and 2011/12i.e.noincreaseshavebeenmadetoreflectannualinflation

• The Gallery adopted a new strategic plan in 2010 with a focus on four areas: exhibitions, visitor experiences, relationships and collections

• The Tauranga Art Gallery Trust is required to secure at least 20% of revenue from non-ratepayer sources and is doing this through a variety of sources including sponsorship, applications to charitable trusts, other central and local government funding, and user charges.

Arts & Heritage Facilitation

Council has entered into an agreement with Creative Tauranga for the delivery of services to support and build community capacity in the area of arts and culture.

These services include:

• Provision of an information hub on arts and culture

• Supporting arts and cultural development support services within the Tauranga community

• Input to Council on strategies, policies, plans and projects impacting on the arts and culture sector

• Management and monitoring of the implementation of the Smart Arts Strategy.

Council staff also undertake strategic planning and evaluation work for various arts and culture initiatives, where appropriate, including contributing to the future planning of The Elms.


• Tauranga Heritage Collection

Heritage Collection Services

- no change.

• Museum Project Planning

- work with the independent Tauranga Moana Museum Trust as and when they develop ideas and plans for a new museum facility for the city.

• Art Gallery

- no change.

• Arts & Heritage Facilitation

- work with the Artsville Trust on long-term plans for the Artsville site on Elizabeth Street.


ARTS & HERITAGE


No different to the above (unless the Tauranga Moana Museum Trust becomes further advanced with proposals for a museum facility).




Wellbeing


The community are unable to learn about and experience the stories of the western Bay of Plenty due to the lack of museum services and facilities.

• • New project established that will facilitate a community led Museum proposal.

Very limited schools education programme provided.

Clearly communicate through Council planning documents the fact that public access to the collection is very limited and restricted.

Ratepayer contribution to Art Gallery continues to increase in real terms.

• Council has capped the contribution at a constant amount for the next three years. Clear direction provided to the Gallery Trust that at least 20% of revenue must come from sources other that ratepayers.


199

ARTS & HERITAGE


ARTS & HERITAGE

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 60 70 72 74 77 79 81 84 86 89 92Other Operating Expenditure 1,612 1,696 1,748 1,800 1,967 1,918 1,970 2,028 2,091 2,162 2,236Debt servicing 33 29 29 29 30 29 29 29 28 28 28Depreciation 36 24 7 3 0 1 1 1 1 1 1Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 1,681 1,749 1,784 1,832 1,997 1,948 2,000 2,058 2,120 2,191 2,265Deficit/(Surplus)toFund 1,621 1,679 1,712 1,758 1,920 1,869 1,919 1,974 2,034 2,102 2,173Total Rates required (excluding other fund sources) 1,621 1,679 1,712 1,758 1,921 1,869 1,920 1,974 2,034 2,102 2,173Capital Expenditure 0 0 0 0 0 0 0 0 0 0 0

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 60 70 70 70 70 70 70 70 70 70 70Other Revenue 0 0 0 0 0 0 0 0 0 0 0Total Operating Revenue 60 70 70 70 70 70 70 70 70 70 70Operating ExpenditureOther Operating Expenditure 1,612 1,696 1,695 1,694 1,794 1,694 1,693 1,694 1,693 1,694 1,695Debt servicing 33 29 28 27 27 26 25 24 23 22 21Depreciation 36 24 7 2 0 0 0 0 0 0 0Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 1,681 1,749 1,730 1,723 1,821 1,720 1,718 1,718 1,716 1,716 1,716Deficit/(Surplus)toFund 1,621 1,679 1,660 1,653 1,751 1,650 1,648 1,648 1,646 1,646 1,646FUNDINGRates 1,621 1,679 1,660 1,653 1,751 1,650 1,648 1,648 1,646 1,646 1,646(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 1,621 1,679 1,660 1,653 1,751 1,650 1,648 1,648 1,646 1,646 1,646CAPITALCapital Expenditure 0 0 0 0 0 0 0 0 0 0 0FUNDINGRenewal Funding 0 0 0 0 0 0 0 0 0 0 0Loan Funding 0 0 0 0 0 0 0 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 0 0 0 0 0 0 0 0 0 0 0


ARTS & HERITAGE



2008/09 Results

2009/10 Results

2010/11 Results





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

Level of cultural richness and diversity (perception)

Percentage of residents that agreed that there is a culturally rich and diverse arts scene in Tauranga city.


51% Not measured this year

50% 45% Retain at 50%. (Increase not expected due to Council policy direction and investment decisions.)

Retain at 50%

Retain at 50%

Retain at 50%

PERFORMANCE MEASURES - SERVICE PERFORMANCE


2008/09 Results

2009/10 Results

2010/11 Results





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

Level of satisfaction with service provided (perception)

Percentageofusersthataresatisfiedwith the operation of, and information available at, the information hub (CreativeTaurangaofficeandweblinks).

Creative Tauranga - annual customers' survey

99% 99% Service - 99% rated very good or excellent. Availability - 99 % rated mostly or always

99% each for service and availability





Accessibility of Museum Collection (factual)

Number of sessions on the Museum website each year.

TCC Not measured 3,288 visitors. A total of 4,690 users (recorded web-hits)

3,676 visits, 2,435 unique visitors. Total number of hits recorded since site created: 13,234

Increasing over time





201

ARTS & HERITAGE

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Accessibility of museum collection (factual)

Percentage of the Museum collection available to view on the website.

TCC Not measured 2.90% 4.00% Increasing Increasing over time




Accessibility of museum collection (factual)

Number of schools visited to provide education programmes each year, and the number of items loaned to those schools.

TCC Not measured 12 schools are registered

16 schools 368 items loaned

12 16 schools Steadily increasing loans

16 schools Steadily increasing loans



Provision of exhibitions (factual)

Range of special exhibitions held at the Art Gallery each year.

Art Gallery Trust

19 24 28 16 Narrative report

Narrative report

Narrative report

Narrative report

Funding sources (factual)

Level of operational funding generated from sources other than rates.

Art Gallery Trust

24% 19.75% 27% 20% At least 20% At least 20% At least 20% At least 20%

Accessibility of information hub (factual)

Opening hours of information hub (CreativeTaurangaofficeaspect).

Creative Tauranga

Open 6 days per week (excluding public holidays) when the Creative Taurangaofficeis open


Open 6 days per week (excluding public holidays) when the Creative Tauranga officeisopen








2008/09 Results

2009/10 Results

2010/11 Results





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

Throughput - visitors (factual)

Number of visitors to the Art Gallery each year.

Art Gallery Trust

49,032 47,537 55,383 No targets required

No targets required

No targets required

No targets required

No targets required


ARTS & HERITAGE

CAPITAL EXPENDITURE

ARTS & HERITAGE TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22

There are no capital projects in this group of activities

ASSET MANAGEMENT


• No assets other than staff computers and furniture.

The growth in the city will cause minimal change in demand for assets in this Activity.

8.2. groups of activites 7-14 draft

Documents

council wastewater

wastewater activity

collection of wastewater

treated wastewater

wastewater assets

new wastewater pipeline

council outcomes

reliable wastewater