8.4. groups of activities 22-27 draft

253

CIVIL DEFENCE & EMERGENCY MANAGEMENT (CDEM)

WHY WE DO IT

As defined in the Civil Defence Emergency Management Act 2002, Council has a responsibility to effectively manage the reduction of, readiness for, response to and recovery from emergency situations whether natural or otherwise that may cause loss of life, injury or illness.

WHAT WE DO

The responsibilities of a local authority are outlined in section 64 of the Civil Defence Emergency Management Act 2002 (the Act). Essentially Civil Defence & Emergency Management (CDEM) has four aspects: reduction, readiness, response and recovery.

With regards to reduction:

Council identifies potential hazards and then develops planning guidelines to minimise the risks associated with those hazards. These controls are implemented through the Tauranga City Plan, Building Regulations, and other Acts and Regulations. There are a large number of hazards controlled by these means which include determining minimum floor levels to prevent flooding and ensuring buildings are to the desired earthquake standard. Council’s utility operations have Asset Management Plans and Contingency Plans to reduce potential risks or failures associated with their service delivery.

With regards to readiness:

Council has an Emergency Management Officer to maintain an Emergency Operations Centre which will be activated in times of an emergency. The Emergency Management Officer also engages with the community to assist with community preparedness. Council had 32 trained staff including two alternate controllers, three public information officers and one recovery manager available to staff the

Emergency Operations Centre.

With regards to response:

Council’s target is to have the capacity to activate the Emergency Operations Centre within one hour of notice being received.

With respect to recovery:

The recovery aspect of CDEM, if not managed effectively, has the potential for long-term adverse effects on the community. Financial and resource constraints will often determine the effectiveness of a recovery operation. Council has an appointed Recovery Manager who co-ordinates with the Group Recovery manager of the region.

Council Outcomes

This activity contibutes to all of the Council Outcomes.

Key Strategies and Plans

• SmartGrowth 2007

• Smart Economy 2004

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

CURRENT DELIVERY

• To ensure processes are in place for readiness to respond to an emergency. For emergency response Council works in partnership with the region, sub-region and city wide emergency management. This includes the Western Bay of Plenty District Council and the Bay of Plenty Civil Defence and Emergency Management Group (CDEMG). CDEMG Membership includes:

- Bay of Plenty Regional Council

- Rotorua District Council

- Whakatane District Council

- Opotiki District Council

- Kawerau District Council

- Western Bay of Plenty District Council

- Tauranga City Council

• The Bay of Plenty CDEM Group Plan was adopted in May 2005. The first review of that Plan was completed in April 2008, with a second review being undertaken in late 2011

• All training of Council staff is coordinated by the Group Training Coordinator.

STRATEGIC DIRECTION

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

City Vision

Vibrant, Healthy & Diverse Communities

Actively Involved People

Strong Sustainable Economy

254 Tauranga City Council Draft Ten Year Plan 2012-2022

Lifelines

The Bay of Plenty Lifelines Advisory Group (BOPLAG) was established in 2006. Lifelines are a group comprising the utility providers within the Bay of Plenty. Utilities represented include roading, rail, water services, electricity, telecommunications, fuel and gas. Lifelines role is to determine the risks and interdependencies associated with the utilities with the objective of making the utilities less vulnerable in the event of an emergency or disaster.

Business continuity

A Pandemic Plan has been developed within Council and was reviewed in 2010. This has promoted the development of business continuity plans in those activity areas which provide and maintain essential services including but not limited to:

• Water, wastewater and stormwater systems

• Power, gas and telecommunications networks

• Transportation networks.

ADDITIONAL DELIVERY IN THE NEXT THREE YEARS

• The implementation of the community engagement tool such as ReadyNet. ReadyNet is an internet based program which allows groups and organisations to register their contact details with CDEM. This then provides CDEM with a means to quickly contact those groups or organisations at risk relative to any particular emergency event

• Improving the warning systems for tsunami related risks for the coastal strip. This work will involve the phased installation of warning sirens and improved foot egress

• Strengthening of the processes and systems that are

associated with Civil Defence. This includes improving the level of community engagement and improving the level of information provided to the community

• Training community volunteers to implement evacuation plans

• Implement outcomes of the review conducted in 2011/12.

ADDITIONAL DELIVERY IN YEARS FOUR TO TEN

No significant differences to the above.


SIGNIFICANT NEGATIVE EFFECTS

Significant negative effects or risks

Wellbeing

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

The risk of an inappropriate response to an emergency event.

• • • • Maintain our capability and preparedness.

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

255


STATEMENT OF PROSPECTIVE FINANCIAL PERFORMANCE (INCLUDING INFLATION)

CIVIL DEFENCE & EMERGENCY MANAGEMENT

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 464 510 471 496 511 528 543 558 576 595 615Debt servicing 13 37 63 75 77 77 76 75 74 74 73Depreciation 0 0 24 65 67 69 71 73 75 78 80Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 477 547 558 636 655 674 690 706 725 747 768Deficit/ (Surplus) to Fund 477 547 558 636 655 674 690 706 725 747 768Total Rates required (excluding other fund sources) 477 547 558 636 655 673 690 706 725 747 768Capital Expenditure 378 423 390 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 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 464 510 456 467 466 466 466 466 466 466 466Debt servicing 13 37 61 71 70 68 65 62 60 58 55Depreciation 0 0 23 61 61 61 61 61 61 61 61Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 477 547 540 599 597 595 592 589 587 585 582Deficit/(Surplus) to Fund 477 547 540 599 597 595 592 589 587 585 582FUNDINGRates 477 547 540 599 597 596 592 589 587 585 582(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 477 547 540 599 597 596 592 589 587 585 582CAPITALCapital Expenditure 378 423 375 0 0 0 0 0 0 0 0FUNDINGRenewal Funding 0 0 0 0 0 0 0 0 0 0 0Loan Funding 378 423 375 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 0Infill Fees 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 378 423 375 0 0 0 0 0 0 0 0


TEN YEAR PLAN MEASURES AND LEVELS OF SERVICE

PERFORMANCE MEASURES - SERVICE 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

Community readiness to respond to a major emergency (perception)

Percentage of residents that correctly know that they need to be very or fairly self-reliant in the event of a major emergency.

TCC - annual residents' survey

84% Not measured this year

Not measured this year

86-90% 86-90% 86-90% 86-90% 86-90%

Community readiness to respond to a major emergency (perception)

Percentage of residents that have an emergency kit prepared in case of a major emergency.


Not measured 41% Yes 2% Do not know 57% No

45% Yes 1% Do not know 55% No

Increasing 45%-50% 45%-55% 45%-55% 45%-55%

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Council's contribution to reduction of risks associated with hazards (factual)

Council identifies and reduces risks relating to hazards that are identified in the Group CDEM Plan, e.g. earthquakes and coastal flooding, by addressing them in the Tauranga District Plan (and the Code of Practice for Development), Council policies and building regulations. * Note that regional and national legislation and policy statements are reflected in local policies, plans and responses.

TCC Achieved Achieved Achieved - At risk earthquake buildings identified and registered. Lifelines vulnerability plan completed

Achieved Achieved Achieved Achieved Achieved


257

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Council readiness to respond to a major emergency (factual)

Sufficient TCC staff are trained for effective response and to assist the staffing of the Emerency Mangement Office during a civil defence emergency. That being in any 24 hour period of a declared emergency, three separate shifts are be maintained of which Western Bay of Plenty District Council will staff the equivalent of one of those shifts.

TCC Achieved Achieved - currently there are two controllers and 36 staff in two EOC shift teams

Achieved - Currently there are two alternate controllers and 32 staff in two Emergency Operating Centre (EOC) shift teams. Of the 3 shifts, 2 are contributed by TCC to the EOC operation

A minimum of 30 TCC staff trained to assist during a civil defence emergency, including one alternate controller, one public information officer, and one recovery manager

Achieved Achieved Achieved Achieved

Council's ability to respond at short notice to an emergency (factual)

The local emergency operations centre can be effectively activated within one hour of notification of a civil defence emergency, and maintained for as long as the emergency declaration remains in place.

TCC Achieved Achieved Achieved Achieved Achieved Achieved Achieved Achieved

Council's ability to manage recovery operations following a major emergency (factual)

In the event of a major emergency occurring in the city, Council will provide sufficient resource to manage the longer term recovery operation.

TCC Not required Not required Not required Achieved (if required)

Achieved (if required)




Council's ability to continue to provide essential services following a major emergency (factual)

In the event of a major emergency occurring in the city, Council will maintain business continuity for essential service as identified in the Tauranga City Council Pandemic Plan (these include water, wastewater and key transportation networks, and airport, solid waste and communications services).

TCC Not required Not required Not required Achieved (if 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 EXPENDITURECIVIL DEFENCE & EMERGENCY MANAGEMENT (CDEM) 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

Installation of Tsunami Sirens $797,500 $422,500 $375,000 $0 $0 $0 $0 $0 $0 $0 $0

Total new or upgraded assets - Level of Service $797,500 $422,500 $375,000 $0 $0 $0 $0 $0 $0 $0 $0

IMPACT OF INFLATION ON CAPITAL EXPENDITURE

Total new or upgraded assets - Level of Service $812,050 $422,500 $389,550 $0 $0 $0 $0 $0 $0 $0 $0

Total Civil Defence and Emergency Management $797,500 $422,500 $375,000 $0 $0 $0 $0 $0 $0 $0 $0


Total Civil Defence and Emergency Management $812,050 $422,500 $389,550 $0 $0 $0 $0 $0 $0 $0 $0

259

CUSTOMER SERVICE CENTRE

WHY WE DO IT

A one-stop shop that provides easy access to Council knowledge and services.

WHAT WE DO

• Council answers enquiries and provides information and payment services to both internal and external customers. Several frontline interfaces are provided to do this including:

- reception area

- call centre services (telephone and email enquiries)

- land information, building/property enquiry and building consent vetting service

- general enquiries counter and cashiers service (face-to-face help and assistance)

- web based information (accessed via personal internet connections or via public access terminals).

• The Customer Service Centre brings together an information and enquiry service on behalf of all Council divisions, such as:

- various bylaw queries

- building and property information

- general planning enquiries

- animal control enquiries

- rates information

• Manages the STAR (Scanning Transformation of Active Records) project – scanning Council’s paper property files into an electronic image.

Council Outcomes



CURRENT DELIVERY

• The Service Centre in Willow Street has, on average, five hundred enquiries per day (foot traffic) and one thousand calls received per day managed by Call Centre staff

• The Call Centre resolves on average 90% of enquiries at the first point of contact without referral. The Service Centre responds to 98% of enquiries without referral

• The Customer Service Centre (CSC) has introduced electronic property file availability

• STAR is working to complete the scanning of all remaining TCC paper files

• A number of organisation wide customer service improvements have been achieved including a customer

service promise detailing Council’s commitment to its customers in respect of enquiry response times and contact details.


• Review the impact of online services on the business delivery of the Customer Service Centre

• Reducing the service delivery time for customers ordering property files

• Introduction of wider communication channels for customers to improve accessibility and offer greater choice in terms of contact with council

• To scan the remainder of TCC paper files, including subdivision and street files.



STRATEGIC DIRECTION


City Vision

Built to Fit our Hills, Harbour & Coast



CUSTOMER SERVICE CENTRESTATEMENT 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 2,053 2,845 2,867 2,472 2,546 2,584 2,526 2,596 2,682 2,761 2,846Other Operating Expenditure 3,369 3,853 3,966 2,066 2,140 2,218 2,271 2,346 2,433 2,514 2,598Debt servicing 204 195 210 208 214 212 210 207 205 205 204Depreciation 40 170 165 198 192 154 44 43 44 42 44Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 3,613 4,218 4,341 2,472 2,546 2,584 2,525 2,596 2,682 2,761 2,846Deficit/ (Surplus) to Fund 1,560 1,373 1,474 0 0 0 (1) 0 0 0 0Total Rates required (excluding other fund sources) 0 0 0 0 0 0 0 0 0 0 0Capital Expenditure 67 0 0 30 8 0 0 0 0 24 0

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 1,775 1,021 1,021 221 221 221 221 221 222 221 221Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 1,838 1,824 1,760 2,105 2,102 2,061 1,949 1,947 1,950 1,942 1,937Total Operating Revenue 3,613 2,845 2,781 2,326 2,323 2,282 2,170 2,168 2,172 2,163 2,158Operating ExpenditureOther Operating Expenditure 3,369 3,853 3,846 1,944 1,953 1,958 1,952 1,959 1,970 1,970 1,969Debt servicing 204 195 203 196 195 188 180 173 166 160 155Depreciation 40 170 160 186 175 136 38 36 36 33 34Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 3,613 4,218 4,209 2,326 2,323 2,282 2,170 2,168 2,172 2,163 2,158Deficit/(Surplus) to Fund 0 1,373 1,428 0 0 0 0 0 0 0 0FUNDINGRates 0 0 0 0 0 0 0 0 0 0 0(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 1,373 1,428 0 0 0 0 0 0 0 0Total Funding 0 1,373 1,428 0 0 0 0 0 0 0 0CAPITALCapital Expenditure 67 0 0 28 7 0 0 0 0 18 0FUNDINGRenewal Funding 19 0 0 6 3 0 0 0 0 0 0Loan Funding 48 0 0 22 4 0 0 0 0 18 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 0Infill Fees 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 67 0 0 28 7 0 0 0 0 18 0* Other Funding includes cost of scanning property files by Scanning and Transformation of Active Records (STAR) project funded from Building activity area.

261



PERFORMANCE MEASURES - SERVICE MEASURE


2008/09 Results

2009/10 Results

2010/11 Results





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

Indication of quality of customer service (perception)

Of people who came into one of Council’s service centres, the percentage that felt that the length of time they had to wait for service was acceptable.

TCC - customers' survey

95% 97% 95% 93% 95% 95% 95% 95%

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Maximum waiting times for phone customers (factual)

Percentage of calls to Council’s main telephone number, 577 7000, that are picked up within 20 seconds.

TCC 84% 85% 86% 82% 85% 85% 85% 85%

Provision of call centre and service centre services (factual)

Council’s call centre is open Monday to Friday, 8am to 5pm and a restricted after hours phone-in service is available at other times. Council’s service centres are open Monday to Friday, 8am to 5pm, with the exception that the Willow Street service centre opens at 9am on Wednesdays.


Callers talk to a person when phoning Council (factual)

There is always a person on the end of the phone*, rather than an answer phone service, at Council’s main telephone number (577 7000). * If the lines are all busy, the caller can leave a message and someone will call back as soon as a line is free.




ASSET MANAGEMENT




CAPITAL EXPENDITURE

CUSTOMER SERVICE CENTRE TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Sundry software developments $37,690 $0 $0 $19,690 $0 $0 $0 $0 $0 $18,000 $0

Minor equipment purchases $4,100 $0 $0 $0 $4,100 $0 $0 $0 $0 $0 $0

Total new or upgraded assets - Level of Service $41,790 $0 $0 $19,690 $4,100 $0 $0 $0 $0 $18,000 $0


Total new or upgraded assets - Level of Service $50,071 $0 $0 $21,137 $4,551 $0 $0 $0 $0 $24,383 $0

ASSET RENEWALS

Minor asset renewals $11,140 $0 $0 $7,950 $3,190 $0 $0 $0 $0 $0 $0

Total Asset Renewals $11,140 $0 $0 $7,950 $3,190 $0 $0 $0 $0 $0 $0


Total Asset Renewals $12,076 $0 $0 $8,534 $3,541 $0 $0 $0 $0 $0 $0

Total Customer Service Centre $52,930 $0 $0 $27,640 $7,290 $0 $0 $0 $0 $18,000 $0


Total Customer Service Centre $62,147 $0 $0 $29,672 $8,093 $0 $0 $0 $0 $24,383 $0

263

CITY DEVELOPMENT

WHY WE DO IT

When land or building development occurs in the City it is done so with safe landforms and quality infrastructure. The associated technical information is managed appropriately and is easily available for our community.

WHAT WE DO

City Development provides professional services to the community via five business areas:

• Development Engineering

• Development Monitoring

• Asset and Technical Information

• Hazardous Substances and Historic Land Use, and

• Fleet Management Services.

The key result areas for the activity are:

• Development of safe landforms and quality infrastructure via building and land development processes and accurate information management

• Natural and man-made risks to land and building development are identified and taken into account when development occurs

• The City’s key infrastructure development standards, called the Infrastructure Development Code, are reviewed, maintained, developed and enhanced

• Collaborative relationships with customers are developed and maintained

• Construction monitoring services are provided to the City Waters and Transportation teams

• Monitoring and condition rating of existing infrastructure for asset managers

• Customer response to asset based service requests

• Management of vehicle fleet

• Provision of asset information management expertise to the City’s “green” assets through the ACCELA asset management system

• Management of technical information relating to natural and man-made hazards, historic land uses and contaminated sites and contract, development and as-built data. Ensure these records are available electronically

• Monitoring of hazardous substances activities in the western Bay of Plenty sub-region

• Professional advice/support provided to:

- resource and building consent processes

- customer service and call centres

- Environmental Policy

- City Parks, Waters and Transportation

- development community

- Department of Labour

- Western Bay of Plenty District Council

• Technical and asset information systems are integrated with corporate systems and external contractors.

Council Outcomes



CURRENT DELIVERY

• The team has ensured that all key activities undertaken have been process-mapped and effective work processes/practices adopted and regularly reviewed. These work practices are supported by corporate systems

• A strong team culture has been developed that ensures excellent customer service is provided, key customer relationships are maintained and that a quality, “right first time” work ethic is practiced.

STRATEGIC DIRECTION


City Vision




CITY DEVELOPMENT


• Development of quality infrastructure and safe landforms

• Continue to review business practices to ensure efficient, consistent practice and quality customer service

• Develop and enhance the Infrastructure Development Code to support capital and development works delivery

• Support capital works teams in delivery of quality infrastructure and health and safety requirements for these projects

• Support City Transportation and asset managers in the delivery of road zone occupancy and asset management needs

• Asset and technical information continues to be developed and audited to strengthen the delivery in several key areas of infrastructure services

• The City’s vehicle fleet is efficient, matched to corporate need and affordably delivered

• Investigate delivery of some core activities across region e.g. hazard management, Infrastructure Development Code.





Wellbeing


Quality of Vested Infrastructure

Poorly constructed infrastructure vested in Council require:

• Early renewal

• Increased maintenance

• Sometimes affect the downstream plant i.e. pump stations, treatment plant

Also ground and/or stormwater entering a system or wastewater exiting a system has an impact both on the environment and infrastructure running costs.

• • • Ensure infrastructure performance standards in District Plan.

Ensure standards for infrastructure design, review and construction meet Asset Manager needs.

Maintain a core team of Development Engineer’s and Development Monitoring Officer’s to co-ordinate, review and observe asset construction on behalf of City Services and Transportation.

Frequent training of core team on key areas of infrastructure construction.

Safe Landforms

Landforms in their existing or modified states can have adverse effects on the community if not appropriately identified and managed.

• • • Ensure landform information is up to date, audited and easily available to the community.

Ensure good business practice is employed when assessing land and building development.

Ongoing training of staff and auditing of applications undertaken.

HSNO

• Changes to hazardous substances management in NZ may mean loss of monitoring contract

• Risk to the City maybe significant if when proactive monitoring of the manufacturing, use, storage or transportation of hazardous substances ceases.

• • • Frequent contact with Environmental Protection Agency and Department of Labour to ensure we are aware of any possible changes ahead of time.

Review if any possible alternatives available under Local Government Act 2002 or Hazardous Substances New Organisms Act 1996.


265

CITY DEVELOPMENT


CITY DEVELOPMENT

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 1,734 1,555 1,598 1,647 1,701 1,753 1,800 1,853 1,918 2,019 2,091Other Operating Expenditure 2,641 2,589 2,655 2,737 2,836 2,913 2,979 3,072 3,201 3,404 3,538Debt servicing 8 (4) (4) (4) (4) (4) (4) (4) (4) (4) (4)Depreciation 26 29 16 13 12 12 13 13 13 13 14Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,675 2,614 2,667 2,746 2,844 2,921 2,988 3,081 3,210 3,413 3,548Deficit/ (Surplus) to Fund 941 1,059 1,069 1,099 1,143 1,168 1,188 1,228 1,292 1,394 1,457Total Rates required (excluding other fund sources) 941 1,059 1,069 1,101 1,143 1,169 1,189 1,228 1,293 1,395 1,458Capital Expenditure 100 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 733 581 581 581 581 581 581 581 581 581 581Subsidies and Grants 0 0 0 0 0 0 0 0 0 0 0Other Revenue 1,001 974 968 968 970 968 965 966 971 1,000 1,004Total Operating Revenue 1,734 1,555 1,549 1,549 1,551 1,549 1,546 1,547 1,552 1,581 1,585Operating ExpenditureOther Operating Expenditure 2,641 2,589 2,574 2,576 2,587 2,574 2,560 2,566 2,591 2,666 2,682Debt servicing 8 (4) (4) (3) (3) (3) (3) (3) (3) (3) (3)Depreciation 26 29 16 12 11 11 11 11 11 11 11Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,675 2,614 2,586 2,585 2,595 2,582 2,568 2,574 2,599 2,674 2,690Deficit/(Surplus) to Fund 941 1,059 1,037 1,036 1,044 1,033 1,022 1,027 1,047 1,093 1,105FUNDINGRates 941 1,059 1,038 1,034 1,043 1,032 1,021 1,026 1,047 1,094 1,106(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 941 1,059 1,038 1,034 1,043 1,032 1,021 1,026 1,047 1,094 1,106CAPITALCapital Expenditure 100 0 0 0 0 0 0 0 0 0 0FUNDINGRenewal Funding 0 0 0 0 0 0 0 0 0 0 0Loan Funding 100 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 0Infill Fees 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 100 0 0 0 0 0 0 0 0 0 0


CITY DEVELOPMENT




2008/09 Results

2009/10 Results

2010/11 Results





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

Subdivision Application processes

All subdivision applications are assessed for the provision of services, the impact of natural and man made hazards and off site effects affecting the development and adjoining environment. Consent conditions applied to manage adverse effects as required.

TCC 100% 100% 100% 100% 100% 100% 100% 100%

Natural, man made and vested assets as-built information.

Information managed by City Development relating to natural and man made hazards and vested assets as-built drawings are audited every six months to check the integrity of information.

TCC New measure 100% 100% 100% 100%

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Vested assets - to ensure large scale assets vested in Council meet required construction standards. (factual)

All large scale assets vested in Council via a subdivision process have been: - constructed to an approved development plan; - randomly inspected at least once per week to monitor construction progress - formally inspected by staff at development milestones (and Council ensures testing of assets at development milestones is undertaken by others).


Provision of natural, man made and vested assets as-built information to the community.

Information managed by City Development relating to natural and man made hazards and vested assets as-built drawings is publically displayed in Council's map system.


267

CITY DEVELOPMENT

LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Asset Protection Bonds

Building developments that trigger the requirement for an asset protection bond are inspected to ensure that damage does not occur to existing road zone assets. Where damage occurs that damage is repaired by bond holder.


Asset Protection Bonds

Asset protection bonds refunded within 10 working days of receipt of application for refund for compliant applications.

TCC New measure 90% 92% 95% 95% and increasing

Earthworks Monitoring

Building developments that trigger the requirement for earthwork monitoring in relation to the City Plan rules are inspected for installation of sediment control measures and compliance with the Plan.


OTHER INTERESTING STATISTICS


2008/09 Results

2009/10 Results

2010/11 Results





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

Protection of public health and environment (factual)

Information relating to Identified contaminated sites is available to the community.

TCC Not measured

Not measured 587 contaminated sites are known. Of these 100 are considered clear of any issues

No targets required

No targets required

No targets required

No targets required

No targets required


CITY DEVELOPMENT

CAPITAL EXPENDITURE

CITY 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

ASSET MANAGEMENT




269

DEMOCRACY & CIVIC SERVICES

WHY WE DO IT

Effective Support:

• To manage Council committee decision-making and governance processes and provide high quality governance advice and support to elected members and staff.

Sister Cities:

• To enrich our community and business sector through economic, cultural, educational and social benefits associated with sister city relationships.

WHAT WE DO

• The Democracy activity comprises:

- support and advice to elected members in governance processes

- management, support and advice to the organisation for all democratic processes

- support to the Mayor and Chief Executive in managing the interface between the elected members and the organisation

- compliance with all governance legislative requirements

- management of the local triennial elections and representation review

- Sister Cities liaison and facilitation.

• The Local Government Act 2002, the Local Government Official Information & Meetings Act 1987 (LGOIMA) and the Local Electoral Act 2001 essentially determine the minimum levels of service that are to be provided by the Democracy Services activity. Input from elected members provides further definition

• Tauranga formally signed Sister City agreements with Yantai, China in 1986 and Hitachi, Japan in 1988 to provide exchange programmes that would promote goodwill and mutual understanding between the citizens of each nation

• The Council has actively participated in the Sister Cities programme over the past 25 years. This participation involves facilitating Sister City relationships and monitoring the Sister Cities’ contracts with key delivery partners.

Council Outcomes


Key Strategies and Plans

• SmartGrowth 2007

• Smart Economy 2004


CURRENT DELIVERY

• Ensure reports prepared for Council and its committees follow the report writing standards, show clear intent and comply with the relevant statutory requirements

• Support effective Council committee meeting processes and ensure compliance with the statutory legislation and requirements

• Provide governance advice, assistance and information to elected members, staff and others to ensure they are effective in their roles

• Assist with the local authority triennial or by-election process and representation review

• Manage the establishment of a new Council after the triennial elections

• Provide administrative and hosting support for the Mayor and Chief Executive

• Manage any large formal submission processes for Council

• Maintain established relationships with Sister Cities and those contracted to deliver Sister City outcomes on behalf of Council.

STRATEGIC DIRECTION


City Vision




A Great Place to Grow Up




• Local authority elections in 2013

• Mayoral delegations from Sister Cities: Hitachi and Yantai.





Wellbeing


Delivery of incorrect information on any aspect of Council business.

• • • • Council addresses this by ensuring that staff have adequate access to all relevant information and are appropriately trained. This will ensure that effects are kept to a minimum.


271

DEMOCRACY & CIVIC SERVICESSTATEMENT 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 29 29 205 30 31 225 33 34 245 37 38Other Operating Expenditure 2,497 2,382 2,703 2,510 2,792 3,235 2,958 3,215 3,784 3,367 3,650Debt servicing 6 1 3 5 5 4 4 4 4 4 4Depreciation 21 22 25 35 26 27 27 9 9 10 10Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,524 2,405 2,731 2,550 2,823 3,266 2,989 3,228 3,797 3,381 3,664Deficit/ (Surplus) to Fund 2,495 2,376 2,526 2,520 2,792 3,041 2,956 3,194 3,552 3,344 3,626Total Rates required (excluding other fund sources) 2,495 2,376 2,526 2,520 2,791 3,041 2,956 3,194 3,552 3,344 3,626Capital Expenditure 8 6 69 6 7 7 7 7 8 8 9

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 29 29 199 29 29 199 29 29 199 29 29Subsidies 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 29 29 199 29 29 199 29 29 199 29 29Operating ExpenditureOther Operating Expenditure 2,497 2,382 2,621 2,362 2,547 2,858 2,541 2,685 3,063 2,638 2,767Debt servicing 6 1 3 5 4 4 4 3 3 3 3Depreciation 21 22 25 33 24 24 23 8 8 8 8Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 2,524 2,405 2,649 2,400 2,575 2,886 2,568 2,696 3,074 2,649 2,778Deficit/(Surplus) to Fund 2,495 2,376 2,450 2,371 2,546 2,687 2,539 2,667 2,875 2,620 2,749FUNDINGRates 2,495 2,376 2,450 2,371 2,545 2,687 2,539 2,667 2,875 2,620 2,749(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 2,495 2,376 2,450 2,371 2,545 2,687 2,539 2,667 2,875 2,620 2,749CAPITALCapital Expenditure 8 6 66 6 6 6 6 6 6 6 6FUNDINGRenewal Funding 0 0 0 0 0 0 0 0 0 0 0Loan Funding 8 6 66 6 6 6 6 6 6 6 6Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Development Impact Fees 0 0 0 0 0 0 0 0 0 0 0Infill Fees 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 8 6 66 6 6 6 6 6 6 6 6




PERFORMANCE MEASURES - ACTIVITY OUTCOME


2008/09 Results

2009/10 Results

2010/11 Results





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

Level of involvement in decision making processes (factual)

Number of people who wish to speak in support of their submission in a formal submission process, and the number of people who address Council through the Public Forum section of Committee Meetings.

TCC Total of 283 submitters consisting of 256 verbal submissions and 27 Public Forum speakers

Total of 170 submitters consisting of 147 verbal submissions and 23 Public Forum speakers

Total of 126 submitters consisting of 113 verbal submissions and 13 Public Forum speakers

Increasing Increasing Increasing Increasing Increasing



2008/09 Results

2009/10 Results

2010/11 Results





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

Level of involvement in decision making processes (factual)

Number of formal submission processes run by Council each year, with a breakdown of what they were and the number of submissions received and the number spoken to for each.

TCC 14 completed 7 completed 6 completed (excluding the City Plan Review)

3-4 per year 3-6 per year 3-6 per year 3-6 per year 3-6 per year

Degree to which the economic benefits of sister city relationships are realised (factual)

Key annual targets, arising from the Memorandums of Understanding with Hitachi City Hall and Yantai Municipal Government are met.

Export New Zealand (Bay of Plenty

Achieved, all key targets met

Achieved, 18 key actions completed

Achieved, the 6 key objectives for 2010/11 were met

Narrative report to include key annual targets from each year's management contract





273


LEVELS OF SERVICE


2008/09 Results

2009/10 Results

2010/11 Results





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

Provision of democracy services - timeliness (factual)

Agendas and associated reports for all scheduled meetings are available to interested parties in accordance with statutory timeframes.


Provision of democracy services - timeliness (factual)

All Elected Member and Committee meetings are publicly notified in accordance with statutory timeframes.* * Two days in advance for Local Government Official Information & Meetings Act 1987 (LGOIMA), and ten days in advance for the RMA.


Provision of local council election services (factual)

The local triennial election is managed to meet all statutory requirements. *Will only be included in election years.

TCC n/a - not an election year

n/a - not an election year

Achieved - for the October 2010 election



Achieved n/a - not an election year

Every 3 years

Provision of sister cities services - update agreements (factual)

The two formal sister city agreements (signed with Yantai, China, in 1986 and Hitachi, Japan, in 1988) are reviewed and updated following each Mayoral delegation visit (approximately three yearly).

TCC Achieved Not applicable Achieved - Tauranga/Yantai sister city agreement reviewed and updated July 2010

Achieved Tauranga/Hitachi Sister City Agreement reviewed and updated

Tauranga/Yantai sister city agreement reviewed and updated

Not applicable

Every 3 years

OTHER INTERESTING STATISTICS


2008/09 Results

2009/10 Results

2010/11 Results





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

Throughput - numbers voting (factual)

Number of people who voted in the local triennial election. *Will only be included in election year.

TCC n/a - not an election year


35,158 total voters - 44%

No targets required

Increase from previous elections

No targets required

No targets required

No targets required

Throughput - meetings during the year (factual)

Number of Council Committee meetings held per year (excluding Hearing Commissioner meetings).

TCC 117 87 73 No targets required

No targets required

No targets required

No targets required

No targets required



ASSET MANAGEMENT




CAPITAL EXPENDITURE

DEMOCRACY & CIVIC SERVICES TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Enhancements to submission database $60,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000

Electronic Minuting Programme $60,000 $0 $60,000 $0 $0 $0 $0 $0 $0 $0 $0

Total new or upgraded assets - Level of Service $120,000 $6,000 $66,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000


Total new or upgraded assets - Level of Service $133,588 $6,000 $68,561 $6,441 $6,661 $6,902 $7,165 $7,453 $7,775 $8,128 $8,503

ASSETS RENEWALS

Renew projector in Chambers $20,000 $10,000 $0 $0 $0 $0 $0 $10,000 $0 $0 $0

Total Asset Renewals $20,000 $10,000 $0 $0 $0 $0 $0 $10,000 $0 $0 $0


Total Asset Renewals $22,422 $10,000 $0 $0 $0 $0 $0 $12,422 $0 $0 $0

Total Democracy and Civic Services $140,000 $16,000 $66,000 $6,000 $6,000 $6,000 $6,000 $16,000 $6,000 $6,000 $6,000


Total Democracy and Civic Services $156,010 $16,000 $68,561 $6,441 $6,661 $6,902 $7,165 $19,875 $7,775 $8,128 $8,503

CAPITAL EXPENDITURE

DEMOCRACY & CIVIC SERVICESTen 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 Democracy and Civic Services excl inflation $140,000 $16,000 $66,000 $6,000 $6,000 $6,000 $6,000 $16,000 $6,000 $6,000 $6,000

Total Democracy and Civic Services incl inflation $156,010 $16,000 $68,561 $6,441 $6,661 $6,902 $7,165 $19,875 $7,775 $8,128 $8,503

subtract items included in ‘Support Services’ activity


Per summarised financial information

Total Democracy and Civic Services excl inflation $120,000 $6,000 $66,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000 $6,000

Total Democracy and Civic Services incl inflation $133,588 $6,000 $68,561 $6,441 $6,661 $6,902 $7,165 $7,453 $7,775 $8,128 $8,503

For ease of understanding for the reader, some capital projects have been disclosed under a different activity area than is recorded in Council's financial systems.

There follows a reconciliation between the "Capital Expenditure" figures shown in the summarised financial information for this activity, and the detailed list of projects above.

275

WHY WE DO IT

To support the organisation to deliver Council services and to provide good quality information to the public.

WHAT WE DO

Internal support activities within Tauranga City Council which assist in the effective and efficient delivery of all Council services.

Council Outcomes

These activities contibute to all of the Council Outcomes.

The following pages outline how these activities contribute to delivering the City Vision, Council Outcomes and Strategies and Plans.

Business Information

• Maintains corporate and community information needs by managing all information such as customer correspondence, property records and archives

• Provides a centralised copy centre service to the organisation

• Develops and supports Council’s transition from hardcopy to electronic documentation.

Business Solutions

• Provides for the development, implementation and continuous improvements of business information systems and advice, and provision of and support for highly effective information and communication technology

• Provides effective and efficient geospatial services to meet Council’s ongoing business needs.

Communications

• Enables citizens to better understand what the Council does and to be comfortable engaging with us

• The City Investment Programme seeks to develop relationships with individuals and organisations both locally and nationally to co-fund the establishment of new facilities.

Finance, Legal and Risk Management

• Plays a key role in supporting and encouraging the

SUPPORT SERVICES

STRATEGIC DIRECTION


City Vision

Easy and Safe to Move Around


A Clean, Green, Valued Environment





A Great Place to Grow Up


organisation to think and act smarter about financial management. The team helps support the organisation to be financially responsible and accountable about how we spend, save, generate and manage our funds

• Provides legal advice and support to the Council

• Assesses and collects land and water rates revenue

• Provides transactional services for Council, such as accounts payable and sundry invoicing services.

Human Resources

• Leads and facilitates a strong and positive organisation culture, focusing on change, relationship building and developing the wellbeing and capacity of staff.

Property Management

• Provides property acquisition, management and divestment services for the Council.

Strategic Planning and Relationships

• Provides strategic planning, policy and bylaw development and corporate planning advice and support to assist the Council in responding intelligently, consistently and responsibly to the needs of our community

• Supports the organisation in its understanding of Maori issues and plays an integral part in fostering an effective and meaningful relationship between Council, Tangata Whenua and the wider Maori community.

SUPPORT SERVICES

If you would like to view the full activity area plan for these activities please go to www.tauranga.govt.nz or contact Council on (07) 577 7000.

277

SUPPORT SERVICES


SUPPORT 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 19,693 20,379 20,849 20,971 21,763 22,409 22,891 23,800 24,693 25,576 27,097Other Operating Expenditure 18,170 19,274 19,822 20,222 20,656 21,310 21,886 22,752 23,682 24,590 25,333Debt servicing 3,553 2,871 2,577 2,170 1,957 2,036 2,089 2,188 2,367 2,574 2,840Depreciation 2,378 2,648 2,587 2,418 2,650 2,651 2,652 2,587 2,395 2,221 2,511Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 24,101 24,793 24,986 24,810 25,263 25,997 26,627 27,527 28,444 29,385 30,684Deficit/ (Surplus) to Fund 4,409 4,414 4,137 3,839 3,500 3,588 3,736 3,727 3,751 3,809 3,587Total Rates required (excluding other fund sources) 3,845 3,519 3,616 3,831 3,845 3,966 4,195 4,201 4,405 4,660 4,711Capital Expenditure (685) (5,696) (6,057) (7,262) 63 1,687 (1,564) 4,530 5,274 5,343 6,647

SUPPLEMENTARY INFORMATION - EXPENDITURE AND FUNDING STATEMENT IN 2012/13 DOLLARS (EXCLUDING INFLATION)OPERATIONALOperating RevenueUser Fees and Charges 4,930 4,880 4,873 4,701 4,628 4,664 4,739 4,827 5,058 5,319 5,611Subsidies and Grants 3 3 3 3 3 3 3 3 3 3 3Other Revenue 14,760 15,496 15,341 15,032 15,219 15,130 14,923 15,049 14,928 14,710 14,931Total Operating Revenue 19,693 20,379 20,217 19,736 19,850 19,797 19,665 19,879 19,989 20,032 20,545Operating ExpenditureOther Operating Expenditure 18,170 19,274 19,221 19,031 18,841 18,825 18,802 19,002 19,169 19,259 19,206Debt servicing 3,553 2,872 2,499 2,042 1,784 1,798 1,795 1,829 1,916 2,017 2,153Depreciation 2,378 2,648 2,509 2,275 2,417 2,342 2,278 2,160 1,939 1,740 1,904Less Non Funded Depreciation 0 0 0 0 0 0 0 0 0 0 0Operating Expenditure to be Funded 24,101 24,794 24,229 23,348 23,042 22,965 22,875 22,991 23,024 23,016 23,263Deficit/(Surplus) to Fund 4,409 4,415 4,012 3,612 3,192 3,168 3,210 3,112 3,035 2,984 2,718FUNDINGRates 3,844 3,519 3,508 3,604 3,509 3,502 3,605 3,510 3,564 3,651 3,570(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 (1,020) (910) (945) (987) (1,038) (1,100) (1,173) (1,260) (1,492) (1,752) (2,043)Loan Funding 1,585 1,804 1,448 994 723 767 778 863 964 1,086 1,191Total Funding 4,409 4,413 4,011 3,611 3,194 3,169 3,210 3,113 3,036 2,985 2,718CAPITALCapital Expenditure (685) (5,696) (5,831) (6,765) 57 1,467 (1,310) 3,647 4,070 3,944 4,691FUNDINGRenewal Funding 1,251 921 849 917 950 1,174 619 674 1,053 878 1,451Loan Funding (1,936) (6,617) (6,680) (7,682) (893) 293 (1,929) 2,973 3,017 3,066 3,240Reserve Funding 0 0 0 0 0 0 0 0 0 0 0Development Impact Fees 0 0 0 0 0 0 0 0 0 0 0Infill Fees 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 (685) (5,696) (5,831) (6,765) 57 1,467 (1,310) 3,647 4,070 3,944 4,691


SUPPORT SERVICES

ASSET MANAGEMENT




CAPITAL EXPENDITURE

SUPPORT SERVICES TotalBudget

2012/13Budget

2013/14Budget

2014/15Budget

2015/16Budget

2016/17Budget

2017/18Budget

2018/19Budget

2019/20Budget

2020/21Budget

2021/22


Public access terminals $10,050 $0 $0 $5,025 $0 $0 $0 $5,025 $0 $0 $0

Sundry network communications projects $1,350,000 $135,000 $135,000 $135,000 $135,000 $135,000 $135,000 $135,000 $135,000 $135,000 $135,000

GIS Software Development $540,000 $46,000 $46,000 $46,000 $86,000 $46,000 $46,000 $46,000 $86,000 $46,000 $46,000

Sundry software developments $83,479 $37,678 $5,000 $5,000 $5,801 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000

Building upgrades $1,112,669 $129,784 $88,371 $101,445 $71,392 $126,708 $161,271 $130,523 $33,580 $80,503 $189,092

Land sales (net of purchases) ($5,871,924) ($4,256,657) ($7,197,233) ($2,410,233) ($1,341,133) ($333,333) ($333,335) $2,500,000 $2,500,000 $2,500,000 $2,500,000

Total new or upgraded assets - Level of Service ($2,775,726) ($3,908,195) ($6,922,862) ($2,117,763) ($1,042,940) ($20,625) $13,936 $2,821,548 $2,759,580 $2,766,503 $2,875,092


Total new or upgraded assets - Level of Service $364,652 ($3,908,195) ($7,191,469) ($2,273,419) ($1,157,768) ($23,727) $16,641 $3,504,927 $3,575,864 $3,747,505 $4,074,293

ASSET RENEWALS

Various software and hardware replacements $5,955,000 $905,000 $690,000 $620,000 $520,000 $570,000 $520,000 $520,000 $570,000 $520,000 $520,000

Building renewals $3,635,580 $199,191 $321,170 $198,300 $64,100 $602,875 $189,293 $79,250 $442,516 $643,710 $895,175

Sundry Furniture and Fittings Replacement $123,316 $14,616 $11,150 $12,950 $12,200 $12,950 $11,150 $14,000 $10,150 $14,000 $10,150

Vehicle fleet replacements $2,104,750 $0 $70,000 $287,000 $503,750 $301,500 $62,000 $202,000 $288,000 $0 $390,500

Total Asset Renewals $11,818,646 $1,118,807 $1,092,320 $1,118,250 $1,100,050 $1,487,325 $782,443 $815,250 $1,310,666 $1,177,710 $1,815,825


Total Asset Renewals $14,200,046 $1,118,807 $1,134,702 $1,200,441 $1,221,166 $1,711,019 $934,315 $1,012,704 $1,698,361 $1,595,326 $2,573,206

Total Support Services $9,042,920 -$2,789,388 -$5,830,542 -$999,513 $57,110 $1,466,700 $796,379 $3,636,798 $4,070,246 $3,944,213 $4,690,917


Total Support Services $14,564,698 -$2,789,388 -$6,056,767 -$1,072,977 $63,398 $1,687,292 $950,956 $4,517,630 $5,274,225 $5,342,831 $6,647,498

279

CAPITAL EXPENDITURE

SUPPORT SERVICESTen 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 Support Services excl inflation $9,042,920 ($2,789,388) ($5,830,542) ($999,513) $57,110 $1,466,700 $796,379 $3,636,798 $4,070,246 $3,944,213 $4,690,917

Total Support Services incl inflation $14,564,698 ($2,789,388) ($6,056,767) ($1,072,977) $63,398 $1,687,292 $950,956 $4,517,630 $5,274,225 $5,342,831 $6,647,498

add items included in ‘support’ activity in other project lists in document


Property Transactions Roading ($3,615,000) ($3,615,000)

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

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

subtract items items included in Open Space activity

Internal land transfers Open Space $2,453,576 $303,576 $2,150,000

Per summarised financial information

Total Support Services excl inflation ($1,725,386) ($5,696,162) ($5,830,542) ($6,764,513) $57,110 $1,466,700 ($1,310,153) $3,646,798 $4,070,246 $3,944,213 $4,690,917

Total Support Services incl inflation $2,966,209 ($5,696,162) ($6,056,767) ($7,261,705) $63,398 $1,687,292 ($1,564,454) $4,530,052 $5,274,225 $5,342,831 $6,647,498

For ease of understanding for the reader, some capital projects have been disclosed under a different activity area than is recorded in Council's financial systems.

There follows a reconciliation between the ‘Capital Expenditure’ figures shown in the summarised financial information for this activity, and the detailed list of projects above.

SUPPORT SERVICES


ORGANISATION-WIDE


PERFORMANCE MEASURES - ACTIVITY OUTCOMES


2008/09 Results

2009/10 Results

2010/11 Results





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

Level of awareness of decision-making processes (perception)

Percentage of residents that feel they understand Council's decision-making processes.


44.6% Not measured this yeat

43% Increasing Increasing Increasing Increasing Increasing

Level of involvement in decision-making processes (perception)

Percentage of residents that would like to have more say in what Council does.



49% Decreasing Decreasing Decreasing Decreasing Decreasing

Level of involvement in decision-making processes (perception)

Percentage of residents that feel they have at least some influence on the decisions that Council makes.



60% Increasing Increasing Increasing Increasing Increasing

Level of satisfaction with decisions (perception)

Percentage of residents that have confidence that Council makes decisions that are in the best interests of Tauranga.


40% Not measured 50% Increasing Increasing Increasing Increasing Increasing



2008/09 Results

2009/10 Results

2010/11 Results





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

Effectiveness of our customer service strategy, People First (perception)

Percentage of residents that felt they are able to contact Council when and how they want to.


Not measured 71% 67% Increasing Increasing Increasing Increasing Increasing

Visibility of Council information in the community (perception)

Percentage of residents that feel informed about what Council is doing, and planning to do in the future.


60% 56% Not measured 70% Increasing Increasing Increasing Increasing

8.4. groups of activities 22-27 draft

Documents

emergency response council

council outcomes

emergency management

emergency situations

training of council

emergency operations

city wide emergency

bay of plenty civil