8.3. groups of activities 15-21 draft

203

CITY CENTRE & NEIGHBOURHOOD CENTRE REVITALISATION

WHY WE DO IT

To ensure that the Tauranga city centre and neighbourhood centres are strong and vibrant commercial, cultural and community hubs that provide for the needs of people living, working and visiting them.

WHAT WE DO

This activity involves the planning, design and implementation of revitalisation programmes for the Tauranga city centre and the main neighbourhood centres within the city.

City Centre - The Whole Picture

• Tauranga city centre has undergone rapid change over the last 20 to 30 years taking it from a large rural town centre to a nationally recognised city centre. Throughout this rapid change there have been and continue to be various projects, strategies and operational processes that impact on the city centre every day

• Emphasis has been given through SmartGrowth to the importance of the city centre both as the strategic centre of the western Bay of Plenty and the cultural and business heart of Tauranga City

• The Tauranga City Centre Strategy, adopted in 2007, provides a vision for the city centre and a series of over 200 actions to implement this vision

• Tauranga City Council is one of many organisations involved in the ongoing implementation of the City Centre Strategy

• The City Centre Action Group has operated since 2009 to ensure the delivery of the Strategy. This is a cross-sector group represented by a range of organisations

with a commitment to the future of the city centre.

Neighbourhood Centres and Neighbourhood Plans

Tauranga City Council has taken two main approaches to improving Neighbourhood areas. These are Neighbourhood Planning and Neighbourhood Centre revitalisation projects.

Neighbourhood Planning

• The Neighbourhood Planning process was initiated as a tool for responding to a range of community concerns and change in particular geographic areas. Neighbourhood Planning results in the development of a community planning document and implementation plan that details how a community would like their neighbourhood to look and feel within a 5-10 year time period

• Over 2002-2007 Council facilitated the development of neighbourhood plans with the community for the Mount Maunganui North, Merivale and Greerton areas

Neighbourhood Centre Revitalisation

This has focussed on the built form, structures, places, spaces and networks within a neighbourhood centre. This has involved:

• Consulting with the key stakeholders in the centre to determine their aspirations for the centre

• Structuring a design process to deliver a design that meets the needs of the centre’s community, follows good practice in urban design and is consistent with Council’s economic, social, cultural and environmental objectives for the centre

• Undertaking procurement processes to select an

appropriate contractor to complete the works

• Working with the contractor and the community to minimise the negative effects of the construction process

• Ensuring that the end result meets the objectives set for the redevelopment.

Council Outcomes

This activity contibutes to all of the Council Outcomes.

STRATEGIC DIRECTION

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

City Vision

Easy and Safe to Move Around

Built to Fit our Hills, Harbour & Coast

Vibrant, Healthy & Diverse Communities

Strong Sustainable Economy

Tauranga City Council Draft Ten Year Plan 2012-2022204

Key Strategies and Plans

• City Centre Strategy 2007

• SmartGrowth 2007

• Smart Economy 2004

• Open Space Strategy 2006

• Tauranga Transport Strategy 2012-2042 (2012)

• Urban Design Strategy 2005

• Vegetation Strategy 2006

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

CURRENT DELIVERY

City Centre - The Whole Picture

• The City Centre Action Group is now actively managing the delivery of the vision and actions of the City Centre Strategy. The activities of all the groups involved in the City Centre Action Group will ensure the future success of the city centre

• The Strategy covers the area from Mission Street to Seventh Avenue and highlights the importance of place management approaches to the city centre to ensure the best outcomes

• Keyprojectshavebeenidentifiedandarebeingimplemented by the organisations responsible. These include the waterfront project, the repositioning of the marketing of the city centre, and working with private landowners to identify opportunities for redevelopment and to attract new business into the city centre

• Working with tertiary organisations to secure a city

centre based tertiary campus.

Neighbourhood Planning

• In 2011 Council provided direction on the future of these plans due to changes in the community and completion of the majority of actions

• The Merivale Neighbourhood Plan is now superseded by Merivale’s “Positive and Proud” community development document, the Mount North Neighbourhood Plan is discontinued, and the Greerton Neighbourhood Plan remains in place and will be monitored every three years

• Council’s role in future neighbourhood/community plans initiated by the community will be dealt with on a case by case basis

• At present the intention is to focus on SmartGrowth implementationofurbanintensification.Asthisprogramme is implemented a more planned approach to neighbourhood planning will need to take place to manage the impact of change within neighbourhoods. Neighbourhood centres will need to play an increasingly important role for communities if the principle of live, work, play is to be delivered.

Neighbourhood Centre Revitalisation

• Council has completed a number of Neighbourhood Centre upgrades over the past few years, including Central Parade and Cherrywood.

ADDITIONAL DELIVERY IN THE NEXT THREE YEARS

City Centre

• Further stages of major physical works on the Tauranga Waterfront Project.

Neighbourhood

• There are no Neighbourhood Planning processes or Neighbourhood Centre upgrades planned in the next three years.

ADDITIONAL DELIVERY IN YEARS FOUR TO TEN

City Centre

• Reviewing and reprioritising catalyst actions as actions are delivered or opportunities present themselves.


SIGNIFICANT NEGATIVE EFFECTS

Significant negative effects or risks

Wellbeing

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

Disconnect between Council policy direction and project and service delivery and the needs of the centres.

• • Continue to work in partnership with the private sector and community.

Continue to prioritise project and service delivery in response to changing circumstances.

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

205


STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)


2011/12 Budget ($000’s)

2012/13 Forecast($000’s)

2013/14 Forecast($000’s)

2014/15 Forecast($000’s)

2015/16 Forecast($000’s)

2016/17 Forecast($000’s)

2017/18 Forecast($000’s)

2018/19 Forecast($000’s)

2019/20 Forecast($000’s)

2020/21 Forecast($000’s)

2021/22 Forecast($000’s)

Total Operating Revenue 0 0 0 0 0 0 0 0 0 0 0Other Operating Expenditure 102 59 60 62 64 66 68 70 72 75 77Debt servicing 180 185 210 239 278 310 341 372 406 441 477Depreciation 69 170 180 185 191 197 203 209 215 223 230Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 351 414 450 486 533 573 612 651 693 739 784Deficit/(Surplus)toFund 351 414 450 486 533 573 612 651 693 739 784Total Rates required (excluding other fund sources) 351 414 451 486 533 573 612 651 693 739 784Capital Expenditure 420 400 519 537 555 575 597 621 648 677 709

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 0 0 0 0 0 0 0 0 0 0 0Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 0 0 0 0 0 0 0 0 0 0 0Total Operating Revenue 0 0 0 0 0 0 0 0 0 0 0Operating ExpenditureOther Operating Expenditure 102 59 59 58 59 58 58 58 58 58 59Debt servicing 180 185 204 225 254 274 293 311 329 346 362Depreciation 69 170 174 174 174 174 174 174 174 174 174Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 351 414 437 457 487 506 525 543 561 578 595Deficit/(Surplus)toFund 351 414 437 457 487 506 525 543 561 578 595FUNDINGRates 351 414 436 457 487 507 525 543 561 578 595(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 351 414 436 457 487 507 525 543 561 578 595CAPITALCapital Expenditure 420 400 500 500 500 500 500 500 500 500 500FUNDINGRenewal Funding 85 40 50 50 50 50 50 50 50 50 50Loan Funding 335 360 450 450 450 450 450 450 450 450 450Reserve 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 420 400 500 500 500 500 500 500 500 500 500


TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE

PERFORMANCE MEASURES - ACTIVITY OUTCOMES

What this measure tells us Measure Data Source

2008/09 Results

2009/10 Results

2010/11 Results

2011/12 Target (per Annual Plan)

Year 1 - 2012/13 target



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

Degree to which the city centre is the commercial and cultural heart of the sub-region (perception)

Percentage of residents that agree that the Tauranga city centre is the commercial and cultural heart of the western Bay of Plenty area.

BoPRC community outcomes survey (three-yearly)

Not measured (was 77% in 2006/07)

78% Not measured Increase Increase Not Measured Not Measured Increase

Degree to which the city centre is the commercial and cultural heart of the sub-region and whether there are more people, more often, staying longer in the city centre (factual)

Sizeoftheresidential,retailandoffice-based industries in the city centre (with comment on major developments)

Statistics New Zealand

Not measured Statistics NZfiguresshow 1,920 businesses in the wider city centre (Eleventh Avenue to Marsh Street) employing 10,750 employees. This is down from the 2009 figuresof1,965businesses and 11,090 employees

Not measured Increase Increase Increase Increase Increase

Whether we're getting more people, more often, staying longer in the city centre (factual)

Pedestrian counts at a number of locations around the Tauranga city centre.

Property Institute of New Zealand report (annual)

Not measured (was 12,090 in 2007/08)

13,748 12,398 Increase Increase Increase Increase Increase


207

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

That the City Centre Strategy in being implemented (factual)

Council-led actions in the City Centre Strategy are being implemented (with an explanation of the key things actioned, and reasons for not doing things that were planned for this year)

TCC Continue to implement

Continue to implement







That the existing neighbourhood plans are being implemented and monitored (factual)

Implementation of the Greerton Neighbourhood Plan is monitored and reported every three years. * This includes both TCC-led actions and actions led by other agencies. **No further neighbourhood plans have been identifiedfordevelopmentatthistime.

TCC Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved



2008/09 Results

2009/10 Results

2010/11 Results





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

Economicbenefitfrom events (factual)

Rangeandnumberofsignificantevents or activities provided in the city centre, and estimated participation in / attendance at them.

TCC Not measured (2007/08 results recorded New Year’s Eve 2007/08, Jazz Festival, Easter 2008, Hydro Plane Boats late 2008)

New Year’s Eve 2009 - 2010, Jazz Festival 2010, Hydro Plane Boats 2009, Arts Festival 2009

15significantevents or activities this year in the city centre (including Wharepai Domain)

Increase Increase Increase Increase Increase

Whether we're getting more people, more often, staying longer in the city centre (perception)

Percentage of residents that feel safe during the day and after dark in the city centre.

TCC - annual residents survey

Not measured this year. 2006/07 Quality of Life survey showed 96% feel safe during the day and 49% feel safe after dark

Not measured this year

49% feel very safe or fairly safe in the City Centre after dark. 96% feel very safe or fairly safe during the day

Increase Increase Increase Increase Increase



ASSET MANAGEMENT

Oncethespecificassetsareconstructedandtherevitalisation project complete, the asset then transfers to the appropriate Activity (e.g. a footpath would transfer to the Roading activity). These assets would then be included into that Activity’s comprehensive asset management plan.


CAPITAL EXPENDITURECITY CENTRE & NEIGHBOURHOOD CENTRE REVITALISATION Total

Budget 2012/13

Budget 2013/14

Budget 2014/15

Budget 2015/16

Budget 2016/17

Budget 2017/18

Budget 2018/19

Budget 2019/20

Budget 2020/21

Budget 2021/22

NEW OR UPGRADED ASSETS - LEVEL OF SERVICE

Waterfront redevelopment from Harbour Bridge to Matapihi Rail Bridge

$4,900,000 $400,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000

Total new or upgraded assets - Level of Service $4,900,000 $400,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000

IMPACT OF INFLATION ON CAPITAL EXPENDITURE

Total new or upgraded assets - Level of Service $5,838,300 $400,000 $519,400 $536,750 $555,050 $575,200 $597,050 $621,100 $647,900 $677,300 $708,550

Total CBD & Neighbourhood Centre Revitalisation $4,900,000 $400,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $500,000


Total CBD & Neighbourhood Centre Revitalisation $5,838,300 $400,000 $519,400 $536,750 $555,050 $575,200 $597,050 $621,100 $647,900 $677,300 $708,550

209

WHY WE DO IT

To broaden Tauranga’s economic and employment base and to promote Tauranga as a quality destination for business and visitors.

WHAT WE DO

Economic Development

• Western Bay of Plenty has been one of the fastest growing regions in New Zealand in terms of economic activity,whichhasincludedasignificantemphasisonland development and residential construction, growth in the retirement sector such as retirement villages, revival of the horticulture and agriculture sectors and major growth and expansion of the Port of Tauranga

• A SmartEconomy Strategy and implementation plan has been adopted which seeks to address issues of human and physical infrastructure. In particular the strategy focuses on increasing wage and skill levels, and providing additional business land.

Tourism

• Tourist numbers visiting New Zealand are forecast tocontinuetogrowoverthenextfiveyearswithasubstantial increase in tourism expenditure. The Bay of Plenty is considered to be one of the top leisure destinations in the country and the western Bay of Plentyhasasignificantdomestictourismrole

• A Tourism Strategy has been adopted which seeks to market the Bay of Plenty as a diverse interactive tourism destination in New Zealand. The strategy supports the development of new tourism products (attractions and activities) that are linked to marine, beach and natural environments, technology, education, aeronautics,

health and wellbeing

• The two primary markets are the free and independent travellers, and the domestic North Island market.

Council Outcomes




• Smart Tourism 2007


The following pages outline how this activity contributes to

delivering the City Vision, Council Outcomes and Strategies and Plans.

CURRENT DELIVERY


• Tauranga City Council’s economic development capability is sourced via contracts with Priority One and Tourism Bay of Plenty. These are joint contracts with Western Bay of Plenty District Council and are focused on identifying and securing economic development opportunities

• A full review on the SmartEconomy Strategy (vision, principles, actions, etc) was undertaken in 2011/12. The new Strategy is now being implemented

• Particular areas within the Strategy have been reviewed to include further detail and actions. These areas include Energy, CBD Revitalisation and Transport

• The action areas within the Strategy support the Strong Sustainable Economy City Vision. There are also strong linkages with the SmartGrowth Strategy

• The Council contributes to economic development in a number of ways including transportation planning and provision, parking management, district planning, support for facilities development and provision of infrastructure. In addition to this, Council also directly supportsspecificinitiativessuchasCBD,townand neighbourhood centre renewal projects, event development and promotion, and generic economic and tourism promotion

• The previous shortage of commercial zoned land or unoccupied land has been addressed through SmartGrowth and a number of District Plan changes

ECONOMIC DEVELOPMENT

STRATEGIC DIRECTION

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

City Vision




A Great Place to Grow Up



both within the Tauranga City and Western Bay of Plenty areas. In addition a Business Land Review study has been undertaken to identify the location for an additional 300 hectares of business land beyond 2021

• Existing businesses tend to focus around low wage, lowskillactivitiesandthereisalsoanidentifiedskillshortage in the current workforce.

Tourism

• The sub-regional Smart Tourism strategy was adopted in 2006

• Tourism related activities are undertaken by Tourism Bay of Plenty in accordance with the statement of intent. The statement of intent seeks to achieve four main outcomes:

- destination marketing which involves the promotion of the existing destination product and encourages more visitors to stay longer and spend more.

- destination management and development addresses the whole community response to improving the quality of the region as a destination product and experience for visitors.

- good industry and community relations and communications

- strategic direction and leadership.

• Tourism Bay of Plenty also provides visitor information services to Council under a service delivery contract

• Tourism Bay of Plenty is the trading name of the Western Bay of Plenty Visitor and Tourism Trust which is a council-controlled organisation.



• Through Priority One, develop and implement a highly effective and targeted marketing campaign positioning the sub-region as a desirable place to do business

• Facilitating the development of the Harbour Central marine precinct at Sulphur Point

• Through Priority One, work at a regional level to:

- facilitate the development of a cross-region ICT strategy to encourage growth in the sector

- identify potential energy sources and ensure security and capacity of electricity supply

- support the Chair in Coastal Science at Bay of Plenty Polytechnic.

Tourism

Nosignificantdifferencestotheabove.



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


Average incomes decline or remain static.

• • • • Investment in economic development initiatives particularly through contract with Priority One to deliver on SmartEconomy actions.

Residential growth not matched by high value and broader economic growth.

• • • • Specificinitiativestoincreaseskills,wagelevelsandhighvalue business opportunities including:

Development of a world class marine precinct.

Development of an internationally recognised marine research institute.

Facilitation of food and ICT clusters.

Delivery of enhanced tertiary provision.

Difficultforfixedincomeresidentialproperty owners to afford to contribute to economic development initiatives whichprovideadirecteconomicbenefitto others.

• Economic development funded by a targeted rate on commercial properties.


211




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 90 90 93 96 99 102 105 108 111 115 119Other Operating Expenditure 1,961 2,001 2,063 2,121 2,193 2,263 2,321 2,392 2,464 2,551 2,641Debt servicing 0 0 0 0 0 0 0 0 0 0 0Depreciation 0 0 0 0 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 1,961 2,001 2,063 2,121 2,193 2,263 2,321 2,392 2,464 2,551 2,641Deficit/(Surplus)toFund 1,871 1,911 1,970 2,025 2,094 2,161 2,216 2,284 2,353 2,436 2,522Total Rates required (excluding other fund sources) 1,871 1,911 1,969 2,024 2,094 2,161 2,216 2,284 2,353 2,436 2,522Capital 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 90 90 90 90 90 90 90 90 90 90 90Subsidies 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 90 90 90 90 90 90 90 90 90 90 90Operating ExpenditureOther Operating Expenditure 1,961 2,001 2,000 1,996 2,000 1,999 1,994 1,998 1,995 1,998 2,002Debt servicing 0 0 0 0 0 0 0 0 0 0 0Depreciation 0 0 0 0 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 1,961 2,001 2,000 1,996 2,000 1,999 1,994 1,998 1,995 1,998 2,002Deficit/(Surplus)toFund 1,871 1,911 1,910 1,906 1,910 1,909 1,904 1,908 1,905 1,908 1,912FUNDINGRates 1,871 1,911 1,910 1,906 1,910 1,909 1,904 1,908 1,905 1,908 1,912(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 1,871 1,911 1,910 1,906 1,910 1,909 1,904 1,908 1,905 1,908 1,912CAPITALCapital 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






2008/09 Results

2009/10 Results

2010/11 Results





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

Enabling business growth (factual)

Total and available (vacant) industrial land, and increase each year.

TCC - Industrial Land Survey

Total = 1,026.8 hectares. Available = 355.33 hectares

Total = 1028.08, increase of 1.28 hectares

Total = 1,118.71 hectares, an increase of 90.63 hectares. Land currently available is 452.6 ha

Nosignificantincrease

No significantincrease



No significantincrease

Level of increase in wage levels (factual)

Average weekly household income levels in western Bay of Plenty sub-region as a percentage of the New Zealand average (this is a proxy for skill levels)

Priority One 89.01% 100.59% 95.42% 94% Increasing Increasing Increasing Increasing

Level of growth of the city’s economic base (factual)

Annual growth in gross domestic product (GDP)* per Tauranga resident. * Gross domestic product can be described as the total amount of wealth generated by all businesses in the city.

Priority One 3.40% -4.30% -0.1% 3.0% Increasing Increasing Increasing Increasing

Indication that the city’s economic base is broadening (factual)

Exports as a percentage of total economic output.

Priority One 32% 22.80% 21.6% 52% Increasing Increasing Increasing Increasing

Indication that the city’s economic and employment base is broadening (factual)

Percentage increase in the total number of businesses in Tauranga.

Priority One 5.00% -1.00% -0.031% 4% Increasing Increasing Increasing Increasing

213




2008/09 Results

2009/10 Results

2010/11 Results





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

Effectiveness of support for development of new tourism products (factual)

New visitor experiences (tourism product) available to the market.

Tourism Bay of Plenty

5 2 6 3 3 3 3 3

Effectiveness of promoting Tauranga as a quality destination for visitors (factual)

Increase in domestic visitor nights* *Targets will be reviewed annually in line with Tourism Research Council forecasts.


1.1% 2.2% 5.2% 0.8% 1.40% 1.40% 1.40% Forecast not available beyond 2016

Effectiveness of promoting Tauranga as a quality destination for visitors (factual)

Increase in international visitor nights* * Targets will be reviewed annually in line with Tourism Research Council forecasts.


3.6% 14.2% 3.5% 3.4% 3.70% 3.70% 3.70% Forecast not available beyond 2016

Whether Tauranga is seen as a ‘quality destination for visitors’ (perception)

Percentage of residents see Tauranga as a quality destination for visitors and businesses.

TCC - annual residents' survey

Not measured 83% for visitors 70% for business


Increasing Increasing Increasing Increasing Increasing




2008/09 Results

2009/10 Results

2010/11 Results





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

Promotion of the city is focussed as per the Tourism Strategy (factual)

Level of targeted marketing to domestic and free and independent travellers.

Tourism Bay of Plenty (TBoP)

TBoP has worked closely with Te Matatini and Jazz Festival

The Tauranga Arts Festival, Jazz Festival, The Tauranga Moana Seafood Festival, Kiwi Festival and the Tauranga City Air Show have all received advertising support from TBoP with links to the destination and tourism operators

The Tauranga Garden and Art Festival, Jazz Festival and The Tauranga Moana Seafood Festival all received marketing support from TBoP with link to the destination and tourism operators. The number of FIT travellers using Tourism Radio units, who visited the region, increased by 126% from 924 (1st April to 30th June 2010) to 2085 (1st April to 30th June 2011)

Narrative Narrative Narrative Narrative Narrative


215


LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Visitor Information Centre - quality standards (factual)

Tauranga visitor information centre maintainsISitequalificationbymeetingVisitor Information Network minimum standards (for things such as staff qualificationsandopeninghours).


Achieved Achieved Achieved No targets required

Achieved Achieved Achieved Achieved

OTHER INTERESTING STATISTICS


2008/09 Results

2009/10 Results

2010/11 Results





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

Cruise ships - quantity (factual)

Number of cruise ships visiting the Port of Tauranga each year.


54 82 No targets required

No targets required

No targets required

No targets required

No targets required



ASSET MANAGEMENT

Key Assets as at 30 June 2011

• No assets other than staff computers and furniture.

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

CAPITAL EXPENDITURE

ECONOMIC DEVELOPMENT 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

217

WHY WE DO IT

To guide and enhance the quality of Tauranga’s natural and physical environment as the City grows and develops.

WHAT WE DO

• Environmental Policy focuses primarily on the delivery of the outcome described in Tauranga Tomorrow as “built tofitourharboursandcoast”

• Asignificantportionoftheactivityisalsorequiredtomanage and deliver on the SmartGrowth 50 year growth management strategy

• Environmental Policy researches, evaluates, communicates, reports and monitors environmental issues and options, and prepares strategy, policy, plans and information which guide the Council’s decision-making affecting the city’s environment

• In this case ‘environment’ covers anything that is natural as well as built. This includes the quality of the environment.

Environmental Policy has two sections which work together in an integrated manner.

District Environmental Planning and Urban Design

• Preparation, review and monitoring of the District Plan under the Resource Management Act 1991

• Growth management research and planning assessment and related projects

• Monitoring and reporting the City’s environment and development (land use and subdivision) trends

• Liaison with central, regional and district level agencies on policy, plans and legislative change

• Urban Design guidance and advice, urban design concepts and project design, landscape assessment and project advice.

Utilities Planning

• Infrastructure services planning and liaison

• Urban growth area structure plans, their costing and fundingthroughdevelopment/financialcontributions

• Working with Western Bay of Plenty District Council (WBoPDC) and Bay of Plenty Regional Council (BoPRC) on sub-regional service issues and sustainable infrastructure planning.

Council Outcomes


STRATEGIC DIRECTION


City Vision



A Clean, Green, Valued Environment




ENVIRONMENTAL POLICY





• Open Space Strategy 2006

• Sport and Active Living Strategy 2005

• Integrated Transport Strategy for Tauranga 2006


• Aquatics Strategy 2001

• Wairoa River Stategy 2005

• Vegetation Strategy 2006

• Greerton Neighbourhood Plan 2006


CURRENT DELIVERY

Managing city growth and development

• There are priority urban growth directions arising from SmartGrowth:

- urbanintensificationareas(withinexistingurbanareas)

- Greenfieldareas(Papamoa,PyesPa,Tauriko,Tauranga South, West Bethlehem)

- adequate business land

• There is a challenge to balance growth pressures with achieving good environmental outcomes. The natural environment (coast, harbour, river and stream systems, ecological sites) and Maori heritage and values are particularly vulnerable to continual city growth

• The Operative District Plan is comparatively

permissive. This is causing tension between new types of development and existing amenity values and characteristics, particularly those in established parts of the city. It also places pressures on landscape and ecological values as the city grows

• The issues facing the city, its infrastructure and its environment, and changes to national resource management policy since the mid 1990’s needed to be reflectedintheCityPlan.TheOperativeDistrictplanwas in need of review

• Effectsofresidentialdevelopment,particularlyinfilldevelopment on communities are not always actively addressed.ACityPlanpolicyamendmenttoreflectsuburban and urban environments within the city with appropriate planning provisions has been made as part of the City Plan review project

• The City Plan review project was initiated and has reached the point where decisions on submissions have been released and appeals are in negotiation.

Measuring and Reporting Environmental Change

• Procedures for systematically monitoring the state of the environment (as required by the RMA) are documented and actioned annually. A State of the Environment (SOE) assessment and research is now undertaken as part of the “state of the city” monitoring programme. Central, regional and local policy initiatives are monitored and responded to appropriately

• Building and subdivision activity data is collected and analysed for use by customers, planners and Statistics NZ. Development trends are reported at least annually in conjunction with WBoPDC and BoPRC including monitoring growth in relation to SmartGrowth

requirements.

Guiding the Provision and Funding of Infrastructure

• Utilities planning aims to match the timing, sequence and scale of growth related infrastructure with the ability to fund. This closely links to the District Plan, the Council’s Development Contributions Policy, the Ten Year Plan and asset management plans. There are close linkages with other council activities in planning and implementing services strategies, particularly Parks and Leisure, asset managers in City Services and City Transportation, and Consents and Finance staff

• The potential of sustainable infrastructure approaches, particularly for new growth areas, is being incorporated in urban growth structure planning where practicable (particularly for stormwater)

• SmartGrowth is requiring a more sub-regional approach to service provision. This is likely to provide economic efficienciesfortheCouncilandintegratedwaterandwastewater services for future residents

• The Open Space Strategy and Community Facilities Strategy and implementation plans guide the provision and funding of open space and community infrastructure. This covers levels of service and reserve development priorities.


• Complete the City Plan Review project by settling appeals or Court Hearings, and make the Plan operative

• Research, consult and process matters arising from City Plan implementation requiring Plan variations/ changes.

219


• Develop and implement a City Plan effectiveness monitoring system, in accordance with RMA requirements

• Technical planning assistance and support for the SmartGrowth review project

• Report on and implement policy changes, and maintain the legal compliance of the Development Contributions Policy

• Ongoing technical planning / design input into strategic policy, resource consents and Council projects as requested.





Wellbeing


The cumulative effects of subdivision, land use and development can generate environmental impacts on the city’s natural, cultural and physical resources and on the wellbeing of people and communities.

• • • • Working with strategic partners in implementing SmartGrowth and other subregional strategic programmes related to urban growth and development.

Preparing a new City Plan and make operative through the RMA process. Include appropriate objectives, policies and rules to promote sustainable management of natural and physical resources.

Monitoring growth trends and resource management issues regularly and responding to those issues as appropriate.

Monitoring national, regional and local environmental policy initiatives and responding as appropriate.

The costs of city growth fall inequitably on the existing ratepayers.

• • Monitoring the growth of the city, developing infrastructure plans to address provision and costs of growth and applying this information to the Development Contributions Policy undertheLGA2002,and(insomespecificcircumstances)applyingfinancialcontributionsundertheRMAthroughtheoperative and new City Plan.






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 16 14 14 14 15 15 16 16 17 17 18Other Operating Expenditure 2,359 2,828 2,318 2,416 2,501 2,576 2,638 2,724 2,746 2,840 2,962Debt servicing 1 0 0 0 0 0 0 0 0 0 0Depreciation 56 57 59 60 61 63 64 66 17 18 18Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,416 2,885 2,377 2,476 2,562 2,639 2,702 2,790 2,763 2,858 2,980Deficit/(Surplus)toFund 2,400 2,871 2,363 2,462 2,547 2,624 2,686 2,774 2,746 2,841 2,962Total Rates required (excluding other fund sources) 2,400 2,871 2,363 2,461 2,547 2,623 2,686 2,774 2,746 2,841 2,962Capital Expenditure 0 0 0 0 0 0 0 0 0 0 0


221





2008/09 Results

2009/10 Results

2010/11 Results





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

Sustainability of growth - how much compared to forecast (factual)

The growth in new dwellings compared to what was expected according to the most recent SmartGrowth growth projections.

TCC (included in Development Trends Report)

Not measured 40% below forecast

2% below the SmartGrowth forecast

Within 10% of forecast





Sustainability of growth - whether it’s going into the places anticipated (factual)

Percentage and number of building consents approved for new dwellings that will be located in the zone(s) where permitted* * The District Plan zones signal where different types of activity is envisaged to go.


Not measured (2007/08 shows 93% being 756 of 811)

99.8%, 473 of 474

99.3%, 430 of 433

Increasing At least 95% located in zones where a permitted activity

At least 95% located in zones where a permitted activity



Sustainability of growth - whether it’s going into the places anticipated (factual)

Percentage and number of building consents approved for new private commercial/industrial buildings that will be located in the commercial/industrial zones* * The District Plan zones signal where different types of activity is envisaged to go.


Not measured 74%, 17 of 23 (decreasing)

100%, 21 of 21

Increasing At least 95% located in zones where a permitted activity








2008/09 Results

2009/10 Results

2010/11 Results





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

Level of sustainable management of the city’s natural environmental (factual)

Areaofecologicallysignificantlandinthe city that is formally protected.

TCC - Baseline measure is number of hectares protected under operative City Plan provisions, as measured by TCC GIS information

16 hectare increase since 2003 report (which showed 876 hectares)

Baseline data from Wildlands Report is recorded, and protected trees reviewed and part of City Plan submissions, hearing process. Once policy and rules established in City Plan, monitoring approach will be determined for future

Through the Proposed City Plan a total of 874.2ha (being 552.7ha above MHWS) has beenidentifiedas Special Ecological Areas. Of that 490.9ha (317.1 ha above MHWS) isidentifiedas Category 1 SEA, and 383.3ha (235.6 above MHWS) as Category 2 SEA. Two identifiedSEA areas are under appeal and are subject to change inidentifiedboundaries

Increasing Hectares protected maintained within 10% of baseline hectare measure

Hectares protected maintained within 10% of baseline hectare measure



223

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Sustainable growth management (factual)

Each stage of the District Plan Review project is delivered when planned.

TCC Not applicable Plan Notificationon 17 October 2009. Submissions period closed 15 December 2009. Hearings scheduled May to October 2010

Hearings held between May and November 2010. Decisions released in March 2011

Achieved Achieved Project completed -NA

NA NA


Development Contributions policy reviewed annually.



Development Trends Report produced annually. * This report is produced jointly by Tauranga City Council and Western Bay of Plenty District Council to monitor, assess and report on actual vs. projected growth, population distribution, development approved and undertaken, and residential/business land availability for the western Bay of Plenty sub-region.



High level indicators and methodology to monitor the effectiveness of the new District Plan to be established by August 2009, and monitored thereafter as programmed. *This monitoring will also meet Council's requirements to monitor the state of natural and built environment in the city.

TCC Not applicable Achieved Achieved Achieved Monitor indicators and revised reporting programme reviewed and reported to Council by 30 June 2013

Monitor programme requirements implemented asspecified





ASSET MANAGEMENT



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


CAPITAL EXPENDITURE

ENVIRONMENTAL POLICY TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


225

WHY WE DO IT

To ensure the resource consent process promotes the sustainable management of natural and physical resources now and into the future through the appropriate mitigation of adverse effects on the environment.

WHAT WE DO

The Environmental Planning team achieves its goal by carrying out the following functions:

• Processing resource consent and designation applicationsinatimelyandcostefficientmanner

• Assessing effects on the environment of resource consent and designation applications to determine:

- whethertheapplicationmustbepubliclynotified,non-notifiedornoticeserved;andthen

- wheretheapplicationisnon-notified,makingadecision to grant or refuse

- wheretheapplicationispubliclynotifiedornoticeserved, making a recommendation to a Hearings Panel or Independent Commissioner to grant or refuse the application

• Facilitating community involvement in decisions on resource consent and designation applications that may have the potential to adversely affect them by publicly notifying or serving notice of resource consent applications where appropriate

• Ensuring appropriate consultation with Tangata Whenua has occurred where a resource consent or designation application has the potential to adversely affect the relationship of Maori and their culture and traditions with their ancestral lands, water, sites, waahi tapu and other taonga

• Providing information and advice to applicants and other interested members of the community on the Resource Management Act 1991, the resource consent process (including the submission, hearing and appeal process), statutory and non-statutory documents (including the District/City Plan) covering both local and regional matters

• Achieving a co-ordinated and planned response to growth pressures by engaging with land developers in the pre-application phases of development projects. This function requires advice to land developers on the regulatory context in which any application may be assessed and the negotiation of quality environmental outcomes consistent with local and sub-regional strategies

• Taking a lead role in ensuring a timely and multi-disciplined organisational response to applicants in relation to development proposals both in pre-application and assessment phases

• Actively participating in the development and implementation of key organisational strategies to ensure an appropriate response to growth within the Citytoachievetheenvironmentaloutcomesidentifiedby Council and the community

• Monitoring resource consent conditions and undertaking District Plan monitoring to ensure ongoing compliance

• Being proactive in educating and informing the community and consent holders of District Plan requirements and consent condition responsibilities

• Taking appropriate enforcement action where alternative forms of dispute resolution have been exhausted

• Managing the appeal and mediation process and giving

expert evidence in the Environment, District or High Court where required

• Assessing resource consent applications against the requirements of the Development Contributions Policy and ensure the accurate collection of impact fees.

Council Outcomes






The following pages outline how this activity contributes to

ENVIRONMENTAL PLANNING

STRATEGIC DIRECTION


City Vision






delivering the City Vision, Council Outcomes and Strategies and Plans.

CURRENT DELIVERY

• The use of consultant planners to process application workload is being managed except where required due toaconflictofinterestthatprecludesaCouncilplannerfrom processing it and/or due to the Environmental Planning team’s workload involvement in legislative and strategic projects

• Ongoing input into business process improvement, together with career development initiatives, has contributed markedly to the Environmental Planning team delivering quality environmental outcomes in a timely manner that supports the sustainable management purpose of the Resource Management Act

• The development trend towards comprehensive or out of zone resource consent applications and designations is continuing. These types of consents are often sought by developers as a preferred alternative to a plan change. This leads to ongoing variations to these developments and raises public awareness and concern that implementation planners are responding to daily

• Anaturalconsequenceofgrowth,intensificationandthe development of marginal land is that it leads to a rise in the number of appeals to the Environment Court. The appeal and mediation process is managed by the EnvironmentalPlanningteamandrequiresasignificanttime commitment

• We continue to:

- identifyefficiencygainsforthecustomerthroughtheongoing review of our core business processes and templates

- circulate our bi-monthly e-newsletter as a means for improving regular communication with key stakeholders in the resource consent process

- offer pre-application and support services to local planning and surveying consultants as an initiative to foster good professional relationships and deliver on our Customer Commitment and the People First Strategy

- keep abreast with new legislation and case law as well as supporting individual staff to meet their Continued Professional Development (CPD) requirements of their professional institutes.


Investigate improvements to internal and external systems to enable customers and staff to track the resource consent processes.





Wellbeing


Resource Consent decisions and delivery of information on District Plan and development matters can have a significanteffectonthesocial,cultural,economic and environmental wellbeing of the community.

• • • • Council addresses this by ensuring that staff have adequate access to all relevant information and are appropriately trained /qualifiedtomakerobustdecisionstoensurethateffectsarekept to a minimum.


227




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 1,482 1,440 1,488 1,536 1,589 1,645 1,696 1,750 1,810 1,876 1,943Other Operating Expenditure 2,127 2,091 2,145 2,219 2,297 2,363 2,413 2,487 2,623 2,698 2,800Debt servicing 5 5 5 5 5 5 5 5 5 5 5Depreciation 4 7 7 6 6 6 4 4 3 0 0Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,136 2,103 2,157 2,230 2,308 2,374 2,422 2,496 2,631 2,703 2,805Deficit/(Surplus)toFund 654 663 669 694 719 729 726 746 821 827 862Total Rates required (excluding other fund sources) 654 663 669 693 719 729 726 746 821 827 862Capital Expenditure 28 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 1,482 1,440 1,442 1,446 1,450 1,453 1,457 1,461 1,465 1,469 1,473Subsidies 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 1,482 1,440 1,442 1,446 1,450 1,453 1,457 1,461 1,465 1,469 1,473Operating ExpenditureOther Operating Expenditure 2,127 2,091 2,080 2,088 2,095 2,087 2,073 2,077 2,123 2,113 2,122Debt servicing 5 5 5 5 5 5 5 4 4 4 4Depreciation 4 7 7 6 5 5 3 3 3 0 0Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,136 2,103 2,092 2,099 2,105 2,097 2,081 2,084 2,130 2,117 2,126Deficit/(Surplus)toFund 654 663 650 653 655 644 624 623 665 648 653FUNDINGRates 654 663 650 652 655 645 624 623 665 648 653(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 654 663 650 652 655 645 624 623 665 648 653CAPITALCapital Expenditure 28 0 0 0 0 0 0 0 0 0 0FUNDINGRenewal Funding 2 0 0 0 0 0 0 0 0 0 0Loan Funding 26 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 28 0 0 0 0 0 0 0 0 0 0






2008/09 Results

2009/10 Results

2010/11 Results





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

That our land use consent processes minimise adverse effects of development (factual)

Total number of land use consent applications received/processed and the number that are declined or approved, with an explanation of the types of conditions that have been imposed on approved consents. Note: All approved consents have at least one condition imposed. The purpose of conditions on consents is to minimise any adverse effects on the environment from that development.

TCC 555 consents were received 541 consents were processed (540 were approved, 1 was declined)

577 consents were received 546 consents were processed (543 were approved, 3 were declined)

526 applications were received. 514 applications were processed of which 384 were land use and subdivision consents. 3 of these were declined.

All approved land use consents have at least one condition. Anticipate around 350 consents will be processed

All approved land use consents have at least one condition




The degree to which developments ‘on the ground’ minimise adverse effects (factual)

Of those that are checked (as outlined in the level of service below), the percentage of development that comply with all of their land use consent conditions.

TCC 54% (293 compliant of 545 checked)

60% (358 compliant of 601 checked)

63% (558 compliant of 887 checked)

66% 68% 70% 70% 70%

Level of satisfaction with the service provided (perception)

Percentage of resource consent applicantsthatweresatisfiedwiththeoverall service received from Council during the process.

TCC - applicants' survey

87% 60% 84% 75% 80% 80% 80% 80%

229




2008/09 Results

2009/10 Results

2010/11 Results





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

Council’s response toidentifiednon-compliance with the District Plan and land use consent conditions (factual)

Council resolution of non-compliance with District Plan and land use consent conditions through monitoring, education and formal enforcement (with formal enforcement being used only when education and monitoring have not resulted in compliance). Of all incidents investigated, targets are that 9% or less require formal enforcement action and that 1% or less result in prosecutions.

TCC Resolution of non-compliance with land use consent conditions has been mainly achieved by direct negotiation / agreement with the consent holder. One prosecution for breaching District Plan and consent conditions

No proven court action was taken 4% proven negotiated settlement 4% proven abatement and/or infringement notice issued 38% proven voluntarily complied 54% not proven withinsufficientevidence

No proven court action was taken. 2% proven negotiated settlement. 2% proven abatement and/or infringement notices were issued. 36% proven had voluntary compliance

Of all incidents investigated, targets are that 9% or less require formal enforcement action and that 1% or less result in prosecution

Of all incidents investigated, targets are that 9% or less require formal enforcement action and that 1% or less result in prosection






LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Processing times for resource consent applications (factual)

Resource consent processing applies good practice, with increasing levels of statutory timeframe compliance being achieved over time.

TCC 87% 95% 98% 92% of resource consents processed within statutory timeframes

95% of resource consents processed within statutory timeframes




Compliance checks on new land use consents (factual)

75% of the land use consents issued after 1 July 2006 (referred to as ‘new’ land use consents) are checked for compliance each year. Note: 1 July 2006 was the start date for charging inspection fees.

TCC 75% 85% 84% 75% 75% 75% 75% 75%

Response times for notifiedincidentsorcomplaints (factual)

All District Plan and land use consent related incidents are responded to within 24 hours, to advise what action will be taken and in what timeframe.

TCC Achieved. 203 incidents investigated

Achieved. 257 incidents investigated

Achieved. 247 incidents investigated

Achieved Achieved Achieved Achieved Achieved

Provision of service to identify trends and manage impacts of non-complying activities across the city (factual)

Two proactive monitoring projects are undertaken each year. * These projects tend to incorporate compliance checks of developments with historic consents (i.e.. those issued prior to 1 July 2006).

TCC Not measured Achieved Achieved Achieved Achieved Achieved Achived Achived

231

ASSET MANAGEMENT





CAPITAL EXPENDITURE

ENVIRONMENTAL PLANNING TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22



WHY WE DO IT

To ensure the safety of people living and working in buildings.

WHAT WE DO

There are two functions within Building Services, both of which have responsibility for implementing the Building Act 2004. They are:

• Building Services

• Building Compliance and Inspections

Building Services

The Building Services activity area provides the following key services:

• Issuing project information memoranda (PIM), which identify and disclose any information about a property that may affect the design of a proposed building, particularly regarding compliance with the District Plan, and identifying site hazards and limitations. PIM applications are most often received prior to, or as part of, a building consent application

• Issuing and monitoring building consents, which ensure new structures meet the NZ Building Code

• IssuingCodeComplianceCertificates(CCC)forallbuilding works that have been completed in accordance with the building consent conditions

• Issuing Compliance Schedules and Compliance Schedulestatements.Thesestatementsconfirmthatthe building’s life safety systems are compliant with thefiredesignforthebuildingatthetimetheCodeComplianceCertificateisissued

• Monitoring buildings to ensure they have a building

warrantoffitness(BWOF)withongoingmonitoringofthose systems for the life of the building

• Issuing Land Information Memoranda (LIM) - which identify and disclose information about the property or surrounding properties, including what consents have been issued against the property

• Monitoring for compliance with bulk and location (size and position) aspects of the District Plan, which has two parts:

- at building consent application, checking that the building plans meet the bulk and location aspects of theDistrictPlan;andverifyingcompliancewiththeCouncil’s Infrastructure Development Code

- during construction of the building, checking that the building itself complies with the consented plans

• Responding to building-related complaints, e.g. complaints about dangerous or insanitary buildings, or instances where building projects do not meet the NZ Building Code

• Implementing Council’s policy on Earthquake-Prone Buildings and any remedial work required to upgrade those buildings

Building Compliance and Inspections

The Building Compliance and Inspection activity area provides the following key services:

• Verifying compliance with the NZ Building Code. This includes:

- processing building consent applications

- inspecting building work for which building consents have been issued

- processingBuildingCertificatesofAcceptance,andinspectingbuildingworkforwhichaCertificateofAcceptance has been applied

- auditing building consent job reports and associated documents on completion of building work and, where the work is deemed to be satisfactory, recommending that Building Services issue a Code ComplianceCertificate

- ensurethatcompletedworksthatcontainspecifiedsystems requiring a Compliance Schedule are properlyidentifiedandsufficientinformationisobtained to allow Building Services to issue a Compliance Schedule.

• Where non-compliant building work is encountered, either during the inspection process or on completion andthisworkcannotberectifiedortheownerisunwilling to rectify the work, recommending that Building Services issue a Notice to Fix

• Assisting with the evaluation of buildings that have been affected by a Civil Defence Emergency.

BUILDING SERVICES

STRATEGIC DIRECTION


City Vision


233

BUILDING SERVICES

Council Outcomes






CURRENT DELIVERY

Building Services

Since the introduction of the Building Act 2004, processing times have increased due to the increase in documentation tobecertified.Buildingservicesiscurrentlyreviewingitsprocessestoprovideamoreefficientserviceandmaintainstatutory timeframes.

• The Building Act 2004 requires that territorial authorities and regional authorities be registered as building consent authorities and gain the necessary accreditation before they can undertake building consent processing, inspection and approval functions after 30 April 2009

• Building Services has completed stage one and two of the Building Consent Authority Accreditation and has a scheduled audit by IANZ in January 2012

• Land Information Memoranda (LIM):

- 100% of 5 day LIMs are processed within statutory timeframes

- 99% of 10 day LIMs are processed within statutory timeframes

• Advancing the Earthquake Prone Building project.

Building Compliance and Inspections

• On 1 September 2010, Council completed the purchase of the assets and systems of CGAF Limited trading as Bay Inspections. This private company had been the private Building Consent Authority contracted by Council to complete the functions of plan processing and bulding inspections. That company had completed stages one and two of the Building Consent Authority accreditation process and this status has now been transferred to Council. These functions are now undertaken by the Building Compliance and Inspections team

• As part of the process of achieving accreditation, an electronic reporting system, MBS Goget had been adopted by CGAF Limited. This enabled inspectors on site to satisfy the requirements of Regulation 6 of the Building (Accreditation of Building Consent Authorities) Regulations2006inanefficientandtimelymanner.Thissystem has been retained and extended to the consent processingandfinalpreCodeComplianceCertificatejob report audit

• A report generated by this system currently shows that 54% of all applications processed required requests for information to be generated. The percentage for consents for new buildings is generally higher than this. While such a request formally “stops the clock” and extends the allowable time frame, the complexities involved in evaluating responses, often months after therequesthasbeengenerated,addsignificantlytothetime required to complete the process to the standard required

• Inspection appointments are available with two clear working days of a booking enquiry being made

• Statements of Compliance which verify compliance of completed building work with the building consent are issued within ten working days of all satisfactory documentation being received and any issues resulting from an audit of the inspection report having been resolved

• Building inspections have been completed in a timely manner and responses to requests for inspections can still be managed within the allowed time frames by using administration staff with a technical background during busy times or times of staff shortages.


• Investigate new uptake of technology to provide better service to our customers.




BUILDING SERVICES



Wellbeing


Building and Resource consent decisions and delivery of information on Building Act, City Plan and development matterscanhaveasignificanteffecton the social, cultural, economic and environmental wellbeing of the community.

• • • • Council addresses this by ensuring that staff have adequate access to all relevant information and are appropriately trained/qualifiedtomakerobustdecisionstoensurethateffects are kept to a minimum.


235

BUILDING SERVICESSTATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)

BUILDING SERVICES

2011/12 Budget ($000’s)

2012/13 Forecast ($000’s)

2013/14 Forecast ($000’s)

2014/15 Forecast ($000’s)

2015/16 Forecast ($000’s)

2016/17 Forecast ($000’s)

2017/18 Forecast ($000’s)

2018/19 Forecast ($000’s)

2019/20 Forecast ($000’s)

2020/21 Forecast ($000’s)

2021/22 Forecast ($000’s)

Total Operating Revenue 4,496 4,600 4,951 5,102 5,264 5,436 5,590 5,750 5,934 6,133 6,337Other Operating Expenditure 4,686 4,248 4,331 3,681 3,808 3,907 3,976 4,097 4,228 4,360 4,526Debt servicing 2 29 29 29 29 29 29 28 28 28 28Depreciation 5 45 45 19 7 7 2 1 0 0 0Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 4,693 4,322 4,405 3,729 3,844 3,943 4,007 4,126 4,256 4,388 4,554Deficit/(Surplus)toFund 197 (278) (546) (1,373) (1,420) (1,493) (1,583) (1,624) (1,678) (1,745) (1,783)Total Rates required (excluding other fund sources) 35 20 21 21 22 23 23 24 25 26 26Capital 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 4,447 4,558 4,758 4,758 4,759 4,759 4,760 4,760 4,761 4,761 4,762Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 49 42 42 42 42 42 42 42 42 42 42Total Operating Revenue 4,496 4,600 4,800 4,800 4,801 4,801 4,802 4,802 4,803 4,803 4,804Operating Expenditure*Other Operating Expenditure 4,686 4,248 4,200 3,464 3,473 3,452 3,416 3,421 3,422 3,415 3,431Debt servicing 2 29 28 27 27 26 25 24 23 22 21Depreciation 5 45 44 18 6 6 2 0 0 0 0Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 4,693 4,322 4,272 3,509 3,506 3,484 3,443 3,445 3,445 3,437 3,452Deficit/(Surplus)toFund 197 (278) (528) (1,291) (1,295) (1,317) (1,359) (1,357) (1,358) (1,366) (1,352)FUNDINGRates 35 20 20 20 20 20 20 20 20 20 20(Increase)/Decrease in Cash Reserves 162 (298) (549) (1,310) (1,315) (1,337) (1,379) (1,377) (1,378) (1,386) (1,372)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 197 (278) (529) (1,290) (1,295) (1,317) (1,359) (1,357) (1,358) (1,366) (1,352)CAPITALCapital 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* Expenditure includes cost of scanning property files by Scanning and Transformation of Active Records (STAR) project. Costs shown in Customer Service activity area.


BUILDING SERVICES

PERFORMANCE MEASURES - SERVICE MEASURES


2008/09 Results

2009/10 Results

2010/11 Results





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


Percentage of LIM applicants that aresatisfiedwiththeaccuracyoftheinformation they receive in their LIM.


96% 84% 82% 80% 85% 85% 85% 85%


Percentage of (a) LIM and (b) building consentapplicantsthataresatisfiedwith the overall service received from Council during the process.


a) 98% b) 80%

a) 89% b) 83%

73% 82% 80% 80% 80% 80%


LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

That new buildings are safe (factual)

All new buildings in Tauranga for which building consent has been issued comply with the NZ Building Code* (includes approval of building plans, as wellasconfirmationthattheresultingbuilding matches the approved plans).* The steps to NZ Building Code compliance are: (a) Issue of a project information memorandum (PIM) (b) Issue of a building consent (c) Site inspection for Code compliance (d) Issue of a Code Compliance Certificate


237

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

That new buildings are safe (factual)

20% of all new residential buildings are audited each year to ensure they comply with the consented building plans (particularly the bulk and location aspects of the District Plan, or relevant conditions of a resource consent where applicable).

TCC 63% 336 of 533 audited

38% 197 of 518 audited

26% 118 of 461 audited

20% 20% 20% 20% 20%

Responsiveness of service (factual)

Building-related complaints are responded to within 24 hours, to advise the complainant what action will be taken and in what timeframe, and all justifiedcomplaintsareinvestigatedwithin those advised timeframes (normally 5 working days).


Timeliness of services (factual)

All LIMS, PIMS, building consents and codecompliancecertificatesareissuedwithin the statutory timeframes, taken from receipt of the application. These are: (a) 5 day LIM = 5 working days (b) 10 day LIM = 10 working days (c) PIM = 20 working days (d) Building consent = 20 working days (e)Codecompliancecertificate=20working days

TCC (a) 100% (b) 99% (c) 100% (d) 99% (e) 100%

LIMs - 100% PIM and Building Consents - 99.49% Code Compliance Certificates-100%

LIM's - 99.8% PIM & Building Consent - 83.2% Code Compliance Certificates-100%

100% for all categories

100% 100% 100% 100%

BUILDING SERVICES


BUILDING SERVICES

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Throughput - LIMs (factual)

Number of LIMs issued each year TCC 952 1,086 1,209 No targets required

No targets required

No targets required

No targets required

No targets required

Throughput - building consents / PIMs (factual)

Number and type* of building consents issued each year (includes PIM's), as well as the number and proportion that also required resource consents for District Plan bulk and location requirements. *Type refers to type of development, i.e. residential or commercial/industrial.

TCC 1,966 2,117 1,897 No targets required

No targets required

No targets required

No targets required

No targets required

Throughput - code compliance certificates(factual)

Numberofcodecompliancecertificatesissued each year.

TCC 2,433 1,993 1,845 No targets required

No targets required

No targets required

No targets required

No targets required

239

BUILDING SERVICES

ASSET MANAGEMENT




CAPITAL EXPENDITURE

BUILDING SERVICES TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22



WHY WE DO IT

To contribute to the health, safety and wellbeing of our communities.

WHAT WE DO

Liquor Licensing

• Overall our statutory aim is to work collectively with a number of key stakeholders to reduce the adverse effects of alcohol abuse. We do this by processing a large number of applications for liquor licences and manager’scertificates.TogetherwithPoliceandpublichealth staff, we proactively monitor and work alongside the licensees in order to enhance the overall aim of a safer Tauranga. We deliver education packages to the ‘industry’ in a variety of forms.

Public/Environmental Health

• Under the provisions of the Health Act and Food Hygiene Regulations, each premises selling food to the public is required to register with a local authority. Council inspects all registered premises each year, two inspections for at-risk premises, and carry out annual audits for those premises which have food control plans. We also investigate any complaints about these premises. In addition, hairdressers, mortuaries, camping sites and offensive trades (i.e. septic tank transportation and disposal) are required to register with local authorities and are subject to the same inspection regime. We monitor, inspect and investigate those wider events that are likely to impact on public health generally

• Under the provisions of the Resource Management Act 1991, the Environmental Compliance team is responsible for monitoring the noise levels around

the city, both at commercial/industrial and residential premises. As part of this portfolio we operate an after-hours noise service, via a contract with a local security company.

Bylaws and Public Safety

• Bylaws and policies are continually reviewed allowing Council to facilitate the safe use of public places by all users. This results in expanded responsibilities and duties for this activity.

Parking Enforcement

• The Parking Services team provides an enforcement, education and wider City Ambassador role. The Roading activity area plan presents further information.

Tauranga Safe City / Crime Prevention

• Work in partnership with the Ministry of Justice, Police and local communities to provide a leadership and ownership role in the provision of local crime prevention initiatives, via the Crime Prevention and Safe City Forum

• Assist in the management of an annual New Year’s Eve event at Mount Maunganui

• Work closely with our funding partners under the umbrella of Tauranga: Safe City, an injury and crime prevention initiative which creates a network of agencies and community groups aimed at creating a city that is safe to live, work and play in

• Manage the removal, prevention and eradication of graffitifrommostpartsofthecity

• Monitor the operation of the crime prevention camera network.

Council Outcomes





• City Centre Strategy 2007


ENVIRONMENTAL COMPLIANCE

STRATEGIC DIRECTION


City Vision





241


CURRENT DELIVERY

Liquor licensing

• Taurangacontinuestoseesignificantincreasesinactivity around the numbers of applications and licences/certificatesissuedbyourDistrictLicensingAgency from the growing food and beverage industry

• Continue to ‘grow’ strong inter-agency linkages to jointly tackle the issue of alcohol abuse and its effects on the wider community

• The Tauranga CBD area requires a greater level of monitoring to control and reduce late night street disorder.

Public/Environmental Health

• All registered food premises are inspected at least once a year, high-risk premises twice a year. The majority of food premises fall into the high-risk category because of the food preparation aspect. Premises which have applied for an exemption from the Food Hygiene Regulations and operate under a food control plan are audited annually

• New legislation (The Food Bill) is currently before Parliament. The outcome of this will impact on this activity

• Public swimming pools, commercial spas, and geothermal pool operators are required to test and maintain water quality. Monitoring of these pools is solely complaint driven

• Overthelastfewyearstherehasbeenasignificantincrease (over 30%) in the number of noise complaints received by Council (mainly residential)

• Currently all other environmental health issues are solely complaint driven.

Bylaws and Public Safety

• A comprehensive levels of service review was undertaken in August 2008

• Generally a more permissive trend has been adopted by Council in reviewing bylaws by allowing more activities in public places i.e. Beaches Bylaw, Street Use Bylaw, Mobile Shops policy. The operational impact of these changes continues to be monitored.

Parking Enforcement

• Provide agreed level of service to the Roading activity area.

Tauranga Safe City / Crime Prevention

• These two projects have been amalgamated, although the full detail of gaining long term sustainability is still being worked through

• For the last few years we have been part of very successful New Year’s Eve events that have passed without incident.

General

• Customer enquiries and complaints across most portionsofourbusiness,includingnoise,graffitiandreports of public disorder are steady. This highly reactive approach to customer enquires and complaints is time consuming and places limits on the amount of education or proactive monitoring that can be undertaken.


Liquor Licensing

• Responding to legislative changes, alcohol reform, health, dog control and bylaws

• Development and implementation of a Night Time Management Plan for the Central Business District.







Wellbeing


Graffiti–Thehealthofacommunitycan be judged based on the level of graffiti.Theperceptionofcrimeisalsoassociated.

• • Graffitiisremovedasquicklyaspossible.AGraffitiPreventionOfficerhasbeenappointedandthereisafocuson:

• Contract Management

• Intel gathering (database)

• Key partnerships

• Surveillance work

TheCentralBusinessDistricts–Thereare adverse effects of excessive alcohol consumption (in particular youths) at night in the CBDs and associated licensed premises. There is a real risk of personal injury, property theft and damage

• • Implementation of a strategic mix of monitoring, education and enforcement.

Regular inspections

Manage the balance between alfresco dinning and outdoor liquor consumption through the licenses-to-occupy the footpath and the Sale of Liquor Act.

Establish effective liquor liaison groups.

Noise–GiventhegrowthoftheCityandbuildingintensification,noisecomplaintsare increasing.

• • We have comprehensive procedures to address:

• Contract Management

• Rising complaint numbers

• Follow through with offenders

• Cost recovery and disincentives to offending


243




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 750 847 879 905 940 970 1,001 1,034 1,070 1,110 1,150Other Operating Expenditure 2,084 2,327 2,387 2,484 2,579 2,634 2,689 2,780 2,896 2,996 3,120Debt servicing 24 23 23 23 24 26 27 27 27 29 30Depreciation 63 92 46 47 51 45 41 32 41 42 44Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,171 2,442 2,456 2,554 2,654 2,705 2,757 2,839 2,964 3,067 3,194Deficit/(Surplus)toFund 1,421 1,595 1,577 1,649 1,714 1,735 1,756 1,805 1,894 1,957 2,044Total Rates required (excluding other fund sources) 1,421 1,595 1,577 1,649 1,714 1,736 1,756 1,805 1,894 1,957 2,044Capital Expenditure 10 14 44 13 19 45 14 52 22 53 17




PERFORMANCE MEASURES - ACTIVITY OUTCOME


2008/09 Results

2009/10 Results

2010/11 Results





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

Degree of safety from crime (perception)

Percentage of residents that feel a sense of freedom from crime after dark: (a)intheirlocalneighbourhood; and (b) in the Tauranga city centre.

TCC annual residents' survey

(a) 53.7% (b) 39.1%


(a) 64% (b) 49%

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 feeling of safety in local area (perception)

Percentage of residents who stated that graffitiandtagginghadbeenanissueinTauranga over the past 12 months.


80% Not measured this year

77% Decreasing Decreasing Decreasing Decreasing Decreasing

Level of impact by noise pollution (perception)

Percentage of residents who stated that noise pollution had been a problem in Tauranga over the past 12 months.


29% Not measured this year

26% Decreasing Decreasing Decreasing Decreasing Decreasing

245


LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Provisionofgraffitiremoval services (factual)

Percentageofgraffitiremovedwithin48hoursofnotification,andgraffitideemedto be offensive is responded to within twohoursofnotificationandremovedwithin 12 hours.

TCC 95% 98% 98% 99% 99% 99% 99% 99%

Responsiveness to noise complaints (factual)

Percentage of noise complaints that are responded to within one hour of receipt of a second complaint.

TCC 100% 99% Total 98% 75% within 30 minutes, and a further 23% within one hour

99% 99% 99% 99% 99%

Food premises inspection service provision (factual)

All food premises, except those under the new Food Control Plan regime* are inspected annually (twice a year for at risk premises). * Premises can voluntarily opt into the new regime, before the legislation is enacted. These premises require annual audit.

TCC Achieved Achieved Achieved Achieved 100% 100% 100% 100%

Licensed premises inspection services provision (factual)

All liquor licensed premises are inspected annually (twice a year for at risk premises).


Provision of CCTV cameras (factual)

The public surveillance cameras are actively monitored* on average 8 hours per day. * active monitoring is where someone is viewing the footage.

TCC Achieved Achieved Achieved Achieved Achieve Achieve Achieve Achieve

Responsiveness to pools / commercial spa water quality complaints (factual)

All complaints about water quality at public swimming pools, commercial spas and geothermal pools are responded to within 4 working hours of notification.

TCC Achieved Achieved Achieved Achieved Achieve Achieve Achieve Achieve

Processing times for licences and permits (factual)

All licence and permit applications are processedwithinspecifiedtimeframes: Liquor licences = within 20 days. Food hygiene licences = within 20 days Bylaw permits = within 10 days.




LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Throughput - licence and permit applications received (factual)

Number of licences and permits each year: (a) Liquor licence applications received (b) Health and food hygiene licences issued (c) Bylaw permit applications approved

TCC a) Liquor - 1,040 b) Health - 749 c) Bylaws - 964

a) Liquor - 1,132 b) Health - 816 c) Bylaws - 848

a) Liquor - 1167 b) Health - 816 c) Bylaws - 751

No targets required

No targets required

No targets required

No targets required

No targets required

247


ASSET MANAGEMENT


• 42 closed circuit television cameras.

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

CAPITAL EXPENDITURE

ENVIRONMENTAL COMPLIANCE TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


StorageforCCTVcrimepreventionfilmfootage $54,000 $0 $0 $0 $0 $27,000 $0 $0 $0 $27,000 $0

Minor capital expenditure $2,000 $2,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total new or upgraded assets - Level of Service $56,000 $2,000 $0 $0 $0 $27,000 $0 $0 $0 $27,000 $0


Total new or upgraded assets - Level of Service $69,635 $2,000 $0 $0 $0 $31,061 $0 $0 $0 $36,574 $0

ASSET RENEWALS

Replacement and Upgrading of Monitoring Equipment $190,000 $12,000 $42,000 $12,000 $17,000 $12,000 $12,000 $42,000 $17,000 $12,000 $12,000

Total Asset Renewals $190,000 $12,000 $42,000 $12,000 $17,000 $12,000 $12,000 $42,000 $17,000 $12,000 $12,000


Total Asset Renewals $222,979 $12,000 $43,630 $12,882 $18,872 $13,805 $14,329 $52,172 $22,029 $16,255 $17,005

Total Environmental Compliance $246,000 $14,000 $42,000 $12,000 $17,000 $39,000 $12,000 $42,000 $17,000 $39,000 $12,000


Total Environmental Compliance $292,614 $14,000 $43,630 $12,882 $18,872 $44,866 $14,329 $52,172 $22,029 $52,829 $17,005


ANIMAL SERVICES

WHY WE DO IT

To ensure we have a healthy and safe environment in which animal owners and the wider community live compatibly.

WHAT WE DO

The primary focus of Animal Services is to provide a cost effective and professional service through regulatory enforcement and education. This involves:

• Investigating complaints received in relation to animal behaviour

• Maintaining a register of dogs within the city and the identificationandprocessingofunregistereddogs

• Providing a service and facilities for the impounding and care of stray and seized animals

• Providing public education on dog control, ownership and safety.

The activity is delivered using legislation, policy and education.

The Dog Control Act requires Council to:

• Classify certain breeds of dog as menacing

• Actively identify and process these dog breeds

• Maintain a dog register

• Microchip certain classes of dog

• Review the Dog Control Policy and Bylaws

• Prepare, submit and publish annual reports.

The Impounding Act 1995 requires Council to ensure the control of stock by owners.

Council also administers the ‘Keeping of Animals’ bylaw

Council Outcomes



CURRENT DELIVERY

• Our service is of a high standard. Statistics indicate more self-compliance with less use of enforcement. Dog numbers are increasing ahead of the human population increase.

• Thecurrentandfutureimpactsofurbanintensificationremain a concern for the following reasons:

- nuisanceissuescontinuetoincrease–dogbehaviourproblemscanarisefromconfinement

- dog owners continue to seek the use of more wide open spaces for dog exercise (parks, reserves and the beach are premium use areas for much of the population and yet dog owners only make up about

7% of the population)

- asthecityintensifiesthenumberofbarkingdogcomplaints and abatement notices and objections to the requirements in barking abatement notices may increase

- attempts to use Animal Services to leverage neighbourhood disputes

• The Control of Dogs Policy was updated in 2008

• Current education programmes include:

- school talks on dog bite prevention, animal control and welfare

- polytechnic, animal care and veterinary nursing work experience and animal behaviour presentations

- any other interest groups, including TCC employees

- providing educational material.

• Dog registration compliance target is 98 percent

• The strategies used to achieve responsible dog ownership compliance include:

- resolvingpotentialconflictswithfree,soundadvice.

- encouraging complainants to report incidences accurately and to the required legal threshold

- provision of relevant education material

- microchip scanners are now used to assist identificationineveryphysicalencounterwithadog

- compliance deterrent (legal actions).

STRATEGIC DIRECTION


City Vision



249

ANIMAL SERVICES


• There are plans to refurbish the old wing of the dog pound and increase the size of the pound to manage growth in demand for these facilities

• Advance online dog registration.


Continue current level of service.



Wellbeing


Barking and roaming dogs can cause significantnegativeeffects.

• Through the use of owner-education initiatives and, if necessary, enforcement of regulations.

Dogs attacking people and other animals.

• Robust Dog Control policy focusing on minimising danger, distress, or nuisance by dogs to the public.

Dog owner education and enforcement of regulations

Dog bite prevention training and education



ANIMAL SERVICES


ANIMAL SERVICES

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 734 767 798 831 869 909 947 987 1,031 1,079 1,129Other Operating Expenditure 637 637 642 692 723 735 735 760 782 806 843Debt servicing 2 12 23 30 38 38 38 37 37 37 36Depreciation 42 42 48 50 53 54 54 56 57 60 62Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 681 691 713 772 814 827 827 853 876 903 941Deficit/(Surplus)toFund (53) (76) (85) (59) (55) (82) (120) (134) (155) (176) (188)Total Rates required (excluding other fund sources) 144 147 151 163 172 174 175 180 185 191 199Capital Expenditure 7 352 10 215 0 0 0 0 0 0 0

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 691 748 754 762 773 784 794 805 815 826 836Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 43 19 19 19 19 19 19 19 19 19 19Total Operating Revenue 734 767 773 781 792 803 813 824 834 845 855Operating ExpenditureOther Operating Expenditure 636 637 623 651 659 649 632 635 633 631 639Debt servicing 2 12 23 28 35 34 32 31 30 29 28Depreciation 42 42 47 47 48 48 47 47 46 47 47Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 680 691 693 726 742 731 711 713 709 707 714Deficit/(Surplus)toFund (54) (76) (80) (55) (50) (72) (102) (111) (125) (138) (141)FUNDINGRates 144 147 148 153 158 155 151 151 151 150 152(Increase)/Decrease in Cash Reserves (198) (223) (228) (209) (206) (227) (253) (262) (276) (288) (293)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 (54) (76) (80) (56) (48) (72) (102) (111) (125) (138) (141)CAPITALCapital Expenditure 7 352 10 200 0 0 0 0 0 0 0FUNDINGRenewal Funding 0 2 0 0 0 0 0 0 0 0 0Loan Funding 7 350 10 200 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 7 352 10 200 0 0 0 0 0 0 0

251

ANIMAL SERVICES




2008/09 Results

2009/10 Results

2010/11 Results





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

Degree of safety from dog aggression (factual)

Complaints about dog aggression, as percentage of registered dogs.

TCC 1.88% 1.7% 2.05% 2.10% 2.10% 2.05% 2.00% 1.95%



2008/09 Results

2009/10 Results

2010/11 Results





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

Indication of the level of understanding of dog ownership requirements (factual)

Percentage of known dogs that are registered as at 30 June each year.

TCC 94% 97.2% 97.0% 99% 99% 99% 99% 99%

Effectiveness of the city pound (factual)

Percentage of impounded dogs that are claimed each year.

TCC 81% 80.8% 79.4% 80% 80% 80% 80% 80%

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Response times (factual)

All urgent complaints are responded to within 10 minutes where there is an immediate threat.


Provision of facilities (factual)

A city pound with adequate capacity to house dogs in safe and humane conditions.

TCC Achieved Achieved Achieved - capacity of 40 dogs

Achieved Achieved Achieved Achieved Achieved

OTHER INTERESTING STATISTICS


2008/09 Results

2009/10 Results

2010/11 Results





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

Throughput - registrations (factual)

Number of registered dogs. TCC 7,969 8,538 9,155 No targets required

No targets required

No targets required

No targets required

No targets required

Throughput - impoundings (factual)

Number of dogs impounded each year. TCC 695 724 952 No targets required

No targets required

No targets required

No targets required

No targets required


ANIMAL SERVICES

ASSET MANAGEMENT


• One city pound with capacity to house 40 dogs.


CAPITAL EXPENDITURE

ANIMAL SERVICES TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Dog Pound extension & refurbishment $560,000 $350,000 $10,000 $200,000 $0 $0 $0 $0 $0 $0 $0

Total new or upgraded assets - Level of Service $560,000 $350,000 $10,000 $200,000 $0 $0 $0 $0 $0 $0 $0


Total new or upgraded assets - Level of Service $575,088 $350,000 $10,388 $214,700 $0 $0 $0 $0 $0 $0 $0

ASSET RENEWALS

Replacement freezer for dog pound $2,000 $2,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Asset Renewals $2,000 $2,000 $0 $0 $0 $0 $0 $0 $0 $0 $0


Total Asset Renewals $2,000 $2,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Animal Services $562,000 $352,000 $10,000 $200,000 $0 $0 $0 $0 $0 $0 $0


Total Animal Services $577,088 $352,000 $10,388 $214,700 $0 $0 $0 $0 $0 $0 $0

8.3. groups of activities 15-21 draft

Documents

recognised city centre

tauranga city centre

strategic centre

picture tauranga city

city centre action group

vision tauranga city

neighbourhood areas

neighbourhood planning