draft annual plan 20142015 volume 1

7/21/2019 Draft Annual Plan 20142015 Volume 1

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OUR PLAN

FOR 2014/20151 V O L U M E

2014/2015



THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

HE MIHI



PART I: HE MIHI




This is Auckland Council’s draft plan for deliveringservices and building infrastructure during the2014/2015 nancial year, the third year of thecouncil’s Long-term Plan (LTP) 2012-2022.

It was adopted by the council’s governing body on19 December 2013 for public consultation from23 January to 24 February 2014.

An annual plan is produced for each year in betweenlong-term plans, which are prepared every three

years. It provides an opportunity to refresh theinformation for the coming year and consult withthe community on any changes that are proposed.The council will begin work on its next long-termplan in 2014 for adoption in June 2015.

HOW THIS PLAN IS ARRANGED

This plan has two separate volumes. To ndinformation on a particular area of council’s workor services, you will need to look in the appropriatevolume. This is volume 1.

UPDATE AT END

OUR PLAN

FOR 2014/2015 1 V

O

L U

M

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2014/2015

VOLUME 1: OUR PLAN FOR 2014/2015

This volume is divided into seven parts:

Part I provides context and background to the planincluding a message from the Mayor of Auckland.It outlines what we propose to do for the year towork towards the goals of the Auckland Plan. It alsocontains information on how to have your say on

key consultation topics.

Part II covers the activities and services ofAuckland Council.

Part III contains detailed nancial informationfor 2014/2015.

Part IV contains information on our council-controlled organisations (CCOs).

Part V contains our rates related policies.Part VI sets out the changes the council proposes tothe health protection licensing fees and any changesto our regulatory fees and charges.

Part VII is the appendices and presents the structureand contact information for council, a glossary of

terms, key word index and a submission form.

UPDATE AT END

LOCAL BO ARD INFORMA TION

AND DRAFT A GREEMENTS 2

2014/2015

V

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L U

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VOLUME 2: LOCAL BOARD INFORMATION AND DRAFT AGREEMENTS

This volume is divided into two parts:

Part I provides information on the decision-makingresponsibilities of local boards, the development oflocal board plans and agreements and a summary of

planned local board expenditure for 2014/2015. Italso contains information on how to have your sayon the key consultation areas for each local board.

Part II contains specic information for each ofthe 21 local boards, including a draft local boardagreement that contains detailed information about

local activities and the corresponding budgets for2014/2015, along with an introductory section that

provides context for the draft agreement.

ABOUT THIS PLAN

To request a hard copy, Microsoft Word or large print version of this document,email [email protected] or call 09 301 0101.



CONTENTS




MESSAGE FROM THE MAYOR



OUR PLAN FOR2014/2015

PART I: OUR PLAN FOR 2014/2015

AUCKLAND NOW AND IN THE FUTURE

Our vision is to make Auckland the world’s most

liveable city and deliver Aucklanders great valuefor money.

Auckland’s population is projected to reach twomillion people by 2031 which will signicantlyincrease demand for housing and transport. Tomeet these challenges, Auckland needs to invest.

The Auckland Plan sets out our strategic planto address these challenges and deliver ourvision. Our LTP 2012-2022 sets out our 10-year

investment plan and how we will continue todeliver existing services.

INVESTING IN TRANSFORMING AUCKLAND

Since Auckland Council was createdin November 2010, a diverse range ofimprovement projects have been completed thathave begun to change the face of Auckland.

These include:

opening the new environmentally sustainableWellsford Library and beginning work on sixnew libraries

upgrading Massey stadium and pool

rolling out an integrated public transportfare system

reopening the refurbished ASB Theatre

opening North Wharf and Silo Park atWynyard Quarter

delivering the first electric trains, which willstart carrying passengers in 2014

improving water supply in Pukekohe

adding six new dedicated cycle routes

creating four new artificial pitches thathave increased playing capacity by 234 hours each year

Auckland Manukau Eastern TransportInitiative (AMETI) – $177m invested overlast three years

opening the Merchant Quarter andMcCrae Way shared space in New Lynn

refurbishing Tepid Baths.




CAPITAL EXPENDITUREPROGRAMME FOR 2014/2015

KEY PROJECTS FOR 2014/2015

In 2014/2015 we plan to maintain our momentum by investing $1.25 billion in new and improved assets.Combined with $550 million to restore and replace existing assets, our total proposed capital expenditureprogramme for 2014/2015 is $1.8 billion.

$146m to purchase further electric trains

$193m to progress the City Rail Link

$68m of further investment in AMETI

$22m to progress the Albany Highway upgrade

$11m f or the Ōtāhuhu bus interchange

$59m for the Hunua No 4 Water Supply Scheme

$43m to expand the treated water network

$63m to expand and improve the wastewater collection system

$24m to expand wastewater treatment

$106m to acquire new parks

$85m to invest in local and sports parks

$9.6m for the Ōtāhuhu swimming pool

$7.5m for the Albany swimming pool$11m to replace the Aotea Centre roof

$887M

$264M

$345M

INVESTMENT INTRANSPORT

INVESTMENT IN LIFESTYLE AND CULTURE

INVESTMENT IN WATERSUPPLY AND SEWERAGE




Note: The sum of the capital investment projects included in this plan is about $167 million more than the total capital expenditure projectedin our nancial statements. This is because we anticipate that a proportion of our planned projects will be delayed and the money will be spent in subsequent years. Auckland Council staff are working hard to address this and better align our list of planned projects with our overallnancial projections.

$25m to progress the development of new libraries at MasseyNorth, Te Atatu Peninsula, Devonport, Flatbush, Takanini and Ōtāhuhu

$13m to purchase library books and other collection items

$37m to redevelop Wilshire Village

$15m to upgrade public spaces in the CBD, including Fort Street,Federal Street and Freyberg Square

$17m to develop public spaces at the Wynyard Quarter

$16m to re-develop Westhaven Marina

$19m to upgrade town centres, including New Lynn, Westgate,Devonport, Mt Albert and Pukekohe

$15m for environmental and heritage protection

$19m investment in refuse and recycling infrastructure

$20m capital investment by Ports of Auckland

$75m to invest in the stormwater managementprogramme, including new infrastructure to supportSpecial Housing Areas

$16m to invest in the flood alleviation programme

$101M

$175M

$91M

$95M

INVESTMENT IN DEVELOPINGLOCAL COMMUNITIES

INVESTMENT TO PROTECT AND SUPPORT THE REGION

INVESTMENT IN DRAINAGE

AND FLOOD PROTECTION

INVESTMENT IN DEVELOPING

THE AUCKLAND ECONOMY




PAYING FOR THIS INVESTMENTThe $550 million it will cost during 2014/2015to restore and replace existing assets (such astransport, water, wastewater and stormwater

assets) is primarily paid for by rates.

The $1.25 billion investment in new assets isprimarily paid for by borrowing, so that we can

spread this cost over time. We consider this to bethe fairest and most appropriate approach becausethese assets will provide benets for people over

a long period of time. Without the ability to use

debt in this way, the council would have to choosebetween signicantly higher rates or a signicantreduction in new assets and services.

To ensure that we are using debt wisely, we monitor

our borrowing levels relative to our income andthe value of our assets. By June 2015 the value ofcouncil assets will grow to $40.4 billion and debtwill increase to $7.4 billion.

Further information on the council’s approach to nancial management is included in the nancial overviewin Part III.

Asset movement 2014/2015 $billion

Opening assets 38.5

Investment in new assets 1.2

Revaluation and othermovements

0.7

Closing assets 40.4

Ensuring that higher interestbills in the future areaffordable for ratepayers

We prepare audited ten-year financial plans that demonstrate that our debtlevels can be managed without the need for unsustainable increases in rates oruser charges.We have also set prudential debt limits and we ensure that debt levels remainwithin those limits over a ten-year period.

Protecting ourselves fromrising interest rates

In a similar way to how you might fix your mortgage, we protect the councilfrom rises in interest rates by using fixed interest rates and interest rate hedginginstruments. To a large extent, this locks in council’s future borrowing cost.

Ensuring that we are nottoo dependent on nancialmarkets

We ensure that we always have sufficient cash, liquid investments and committedlines of credit available to allow us to pay our bills for at least six months.We make sure that we borrow from a range of domestic and international lenders sothat a problem with any one source of borrowings does not have too large an impact.

Debt movement 2014/2015 $billion

Opening net debt 6.5

New borrowing requirement 0.9

Closing net debt 7.4

Some of the key things we do to ensure that our use of debt remains prudent and sustainable include:




OPERATING BUDGETS FORDELIVERING SERVICES IN 2014/2015Auckland Council continues to deliver the diverse range of services provided by the former councils,with a focus on providing these more efciently and tailored to address Auckland’s future growth.

Our road network covers

7200km – laid outend-to-end, would stretchfrom Auckland to Invercargilland back three times

Our 2800 local parks,

240 sports elds and

40 regional parks cover

100,000 hectares – 10 timesthe area of Waiheke Island

Every day, we pick up

more than 500 tonnesof general waste and

350 tonnes of recyclables




Some key initiatives to enhance our service delivery

in 2014/2015 include:

public engagement and hearings to agree a singleplanning rulebook for Auckland (the AucklandUnitary Plan)

identifying, assessing and managing heritageproperties and sites of special significanceto Māori

implementing the alcohol licensing reform,including establishing District LicensingCommittees to grant alcohol licenses under theSale and Supply of Alcohol Act 2012

implementing a single set of region-wide bylawsto replace the 158 former council bylaws

supporting the establishment of Special HousingAreas to enable a substantial acceleration in thepace of construction of new homes

continuing to work with Tāmaki RedevelopmentCompany, a partnership with the crown, toachieve improved community housing solutions

supporting marae development and Māori housing initiatives

implementing the first stages of the council’sWaste Minimisation Plan, including a $500,000grants scheme to seed fund community, business

waste minimisation initiatives and implementingthe Low Carbon Auckland Action Plan

progressing the council’s Economic DevelopmentStrategy, including setting up an innovation

i h f

The operating cost to deliver these services in2014/2015 is projected to be $3.3 billion.

TABLE 1: 2014/2015 GROSS OPERATING EXPENDITURE

FOR GROUP BY THEME

Theme $000

Transport 1,013,935

Lifestyle and culture 534,505

Water supply and sewerage 504,972

Built and natural environment 253,706

Commercial and investment 196,003

Community 194,433

Economic development 160,120

Solid waste 112,136

Corporate support 104,354

Stormwater and ood protection 99,891

Planning 54,792

Governance 54,697

Total operating expenditure 3,283,543

Read Civil Defence booklet‘Get Ready, Get Thru’

Call noise control toreport noisy party

Waitākere RangesRegional Park

Use free internetat local library

Report street lightsnot working

Call council’s 24/7 call centreregarding dumped rubbish

Call dogpatrol

Apply for a liquorlicence for a function

Swimming pool fenceinspector visits

Take kids to AucklandZoo and MOTATReport a burst

water main

Drive past the North Westdevelopment projects

SOME OF THE COUNCIL SERVICES YOUR RATES PAY FOR ON ANY GIVEN DAY

rolling out electric trains, new bus timetablesand integrated ticketing.




TABLE 2: 2014/2015 RATES EXPENDITURE BY THEME

Theme $000

Transport 449,695


Water supply and sewerage1 0


Commercial and investment2 -86,580

Community 160,106


Solid waste 83,929


Stormwater and ood protection 78,296

Planning 52,279

Governance 54,328

Total rates revenue 1,449,613

PAYING FOR THESE SERVICES

Rates provide approximately 43 per cent of thecouncil’s operating revenue with the rest comingfrom grants, subsidies, development and nancial

contributions, user charges and fees.We set rates at the level required to balance ourbudgets after:

1. maximising efciency savings

2. ensuring we recover a fair and appropriateamount of our costs through user charges.

YOUR RATES

The council’s large investment programmemeans that asset related costs such as interest,

maintenance and depreciation are rising fasterthan the rate of ination. We are also incurringnew costs due to new alcohol control legislation,bylaw consolidation and the need to acceleratethe pace of construction of new homes. However,we have been able to nd enough efciencysavings within council to cope with these risingcosts with only a 2.4 per cent average ratesincrease for 2014/2015.

Notes:1 Water supply and sewerage activities are funded through water charges rather than rates.2 The commercial and investment activities generate commercial revenue and return on investments that offset the overall rates requirement. The rates revenue for this

Check food gradeat local café

Visit TepidBaths

Watch freeevent in the city

Repairing walkwaysand planting trees

Road and footpathimprovements

Enjoy a warm, insulated house as a resultof the ‘Retro-t Your Home’ scheme

Arrive by train orbus at Britomart

Collection of businesswaste and rubbish

Cycle with kidsalong a cycle way

Ferries come andgo from terminal

Street cleaning

‘Walking school bus’passes front gate

Walk aroundthe waterfront




RENTAL CHARGES FOR SOCIAL HOUSING

Rental charges and the level of services forsocial housing for older people vary across theregion due to the different policies of the formercouncils. For the 2014/2015 year, rental chargesare proposed to increase by a uniform ve percent. This increase is more than the councilrate of ination, due to the fact that rents have

not been adjusted for at least three years, andin some cases, six years. For most tenants, theincrease (after government assistance is factoredin) would be no more than $4 a week. Differenceswith service levels will be addressed as part of theLTP 2015-2025, in consultation with tenants andAuckland Council’s Seniors Panel.




HAVE YOUR SAY



PART I: HAVE YOUR SAY

AN ANNUAL AUCKLAND ARTS FESTIVAL




AUCKLAND’S STADIUM STRATEGY




HOW TO HAVE YOUR SAY

This is your opportunity to ensure AucklandCouncil hears your views about the draft AnnualPlan 2014/2015, draft local board agreements andproposed changes and amendments to the LTP 2012-2022. The consultation and submission process is part

of the special consultative procedure outlined withinthe Local Government Act 2002.

Submissions are accepted between Thursday 23

January and 4pm on Monday 24 February 2014.




HEARINGS

Auckland Council provides opportunities forresidents to have their say on the council plans

that affect them, consistent with legislativerequirements. Making an oral submissionprovides you with the opportunity to reinforcewhat you have said in your written submission.It also gives elected representatives (such as themayor, councillors and local board members) theopportunity to clarify any points you have raised

in your submission.

When you complete your submission form you’llneed to indicate whether you wish to speak in

support of your submission. If you indicate that you do wish to attend a hearing, you will becontacted regarding a time and place for you tospeak in support of your submission. Noticationmay be at short notice and hearings are generallyopen to the public and the news media.

In order to help coordinate the hearings schedule,we need you to provide as much information aspossible on your submission form, including:

an indication of the most important topic

from your submission

your local board area

an indication of which submitter group and/ororganisation you are submitting on behalf of

clearly legible contact details.

To obtain further information onthe draft Annual Plan 2014/2015, go towww.annualplan.aucklandcouncil.govt.nz

To request an additional copy of thisdocument, a Microsoft Word or large

print version, or for any other queries, email

[email protected] or call

09 301 0101.

HOW TO HAVE YOUR SAY:

ONLINE

Go to www.annualplan.aucklandcouncil.govt.nzThis year we have a dedicated online hub to make

it quicker and easier to make a submission.

If you don’t have internet access at home, you can use the internet free of charge at anyAuckland Council library.

EMAIL

You can send us your submission form via email.Simply complete the submission form, scan it andsend it to [email protected]

The submission form is available to download from our

website, in the February 2014 edition of OurAuckland or you can request a copy at any Auckland Councillibrary, service centre or local board ofce.

BY POST

Post your completed submission using the freepostdetails on the back of your submission form to:

Draft Annual Plan 2014/2015Auckland Council, Freepost Authority 182382 Private Bag 92 300

Auckland 1142

Please note: you can attach additional pages to yourhardcopy submission if you run out of space for

your answers.

IN PERSON

You can deliver your submission form in person to your nearest local library, council service centre orlocal board ofce. A list of our service centres andcontact information can be found in Part VII of thisdocument, or is available on the council’s website or

by calling us on 09 301 0101.

The closing date for submissions is 4pm on Monday

24 February 2014. Please ensure we have your

submission before this time, as we will not accept

late submissions.

Please note that all submissions will be public

documents. However, your contact details

will remain private.




OUR STRATEGICFRAMEWORKThis draft annual plan has been shaped by Auckland Council’s vision for the futureoutlined in our key strategic planning documents – the Auckland Plan (adopted inMarch 2012) and the LTP 2012-2022.

These plans set the goals and outcomes that the community wants us to achieve, andtogether these provide the overarching strategic direction for our decisions, projectsand priorities. These also reect our commitment to our Māori identity and advancingthe position of Māori in our community.



PART I: OUR STRATEGIC FRAMEWORK

IMPLEMENTING THE AUCKLAND PLAN

The Auckland Plan is the council’s strategy tomake Auckland an even better place than it isnow, and create the world’s most liveable city.It describes the kind of place Aucklanders havetold us they want, and outlines what is needed

to achieve this. We are implementing this vision year-by-year by providing services and facilities

that will enable us to reach our desired outcomes.

These activities have shaped the development of

this draft annual plan and have been reected inthe themes, activities and budgets of the council’sprojects. Work is continuing to ensure strongeralignments in future annual and long-term plans.

Seven community outcomes have been identiedthat represent what we want Auckland to be in2040, and they have guided our decision-making

for this draft annual plan. They are:1. a fair, safe and healthy Auckland

2. a green Auckland

3. an Auckland of prosperity and opportunity

4. a well-connected and accessible Auckland

5. a beautiful Auckland that is loved by its people

6. a culturally rich and creative Auckland

7. Te Hau o Te Whenua, Te Hau o Te Tangata – a Māori identity that is Auckland’s point ofdifference in the world.

For further information on these outcomes, seePart II of this volume.

TRANSFORMING AUCKLAND COUNCIL

To deliver on our vision to make ‘Auckland

the world’s most liveable city’, the councilrecognises that it must improve its performanceacross a number of areas. To achieve this, the

council has a transformation programme inplace. This programme focuses on creatingbetter customer service experiences, improvingoperational efciency to control costs andbuilding a staff culture of continuousimprovement and performance.

Notable achievements in recent months include:

the delivery of new digital customer servicesincluding the first mobile apps

continued merger and shutdown of formercouncils’ technologies

better processes and technologies in our

customer service centres and back-officefunctions

leadership development programmes for

our people.

To deliver on its commitments to Auckland, thetransformation programme will continue for the

next three to ve years to ensure Auckland Councilcontinues to improve performance.



Part II: Our activities

Introduction to themes and groups of activities



The information in this chapter will provide you with a good understanding of Auckland Council’s anticipatedactivities over the 2014/2015 year. The many services the council provides and the things it does are groupedinto themes, groups of activities and activities.

We have identified the following seven key community outcomes, which are the key goals of the Auckland Plan.They are what we want Auckland to be in 2040, and they have guided our decision-making for this draft annualplan.

Each group of activities contributes to one or more of those outcomes.

Symbols guide

A fair , safe and heal thy Auck land

Auckland is a strong and equitable societywhere social and economic disadvantage

is reduced, particularly for children and

young people. It has strong families and

cohesive communities. People value the

excellent services available to them and

participation in civic activities is

significantly higher than at present.

Aucklanders are healthier, more active

and live in higher quality housing than in

2013.

An Au ckl and of pr os peri ty and

opportunity Auckland is a global city with a strong and

vibrant economy providing ample

business growth and job opportunities. We

are technological innovators with strong

high tech business clusters that work with

our excellent tertiary institutes and making

use of innovation and ideas from their

research. The region is home to many

flourishing small and medium-sized

businesses. The city centre and waterfront

are vibrant, attractive and well developed.

We have many business areas in villagesand hubs across the city that provide local

employment. Auckland has strong

connections internationally.

A g reen Au ckl and

Our waterways and coastlines are

cleaner, healthier and full of life. We

protect the natural environment and are

recognised for our clean air, quality water

supplies and low greenhouse gas

emissions, Our urban development is

world-leading. Many Aucklanders prefer touse public transport or telecommute, our

energy supply is resilient (and sustainably

sourced) and our households are energy

efficient. Our richly bio diverse city is well

endowed with tree-lined streets, networks

of parks and protected areas of native

bush and wetlands. We leverage existing

expertise and our clean and green

reputation to develop important industries

in leading edge clean tech and green

technology.

A w el l co nnected and accessi bl e

Auckland

Auckland’s infrastructure is well-planned,

built to last, has kept up with growth and

meets the needs of its communities and

the economy. There is an effective,

efficient and integrated transport system,

offering choices, including a completedroad network and public transport that is

preferred by the majority of commuters

The movement of people and freight

around greater Auckland is considerably

easier than it is today. Our sea and

airports continue to play a crucial role in

New Zealand’s export economy and we

have a world class telecommunications

network including high speed broadband.





A beauti fu l Au ck land that is loved by

its people

Auckland remains one of the most

beautiful cities in the world, offering

superb lifestyle opportunities in a quality

environment, It has vibrant urban and

neighbourhood areas full of character,stunning coastal areas with clean and

attractive beaches, many recreational

opportunities, and rural areas that are

easy to access and enjoy. Communities

take great pride in their surroundings and

work together with council to maintain and

improve those areas. Aucklanders love

exploring their diverse city in town and

country and visitors are drawn to explore

those attractions.

A c ult ur al ly r ich and creat iv e

Auckland

Arts and culture are alive and well and

part of everyday life. We have a year-

round arts and cultural programme that is

world class and offers something for

everyone. Our major arts and culturalinstitutions are known internationally for

their excellence and innovation and are

major tourist draw cards. The many local

arts and cultural events are popular and

well attended and contribute to the export

earnings of our creative industries.

Te Hau o Te Whenua, Te Hau o TeTangata - A Māori identity that is

Au ckland 's po in t of di ff erence in th e

world

Mana whenua, who are the original

inhabitants of Tāmaki Makaurau, andother Māori originating from across

Aotearoa/New Zealand living in Auckland

have the opportunity to contribute to the

social, cultural, economic and

environmental success of Auckland. In

doing so, the Treaty of Waitangi is

appropriately recognised and provided for

through the statutory obligations of the

Auckland Council. The celebration of

Māori culture and identity highlights Auckland’s point of difference with the rest

of the world and opportunities that benefit

all.

Group of activities financial statements

The prospective group of activities statements have been prepared on a full group basis. They include theactivities and services provided by the Auckland Council, being the parent entity, and, where appropriate, the

activities and services provided by those entities that comprise the Auckland Council group entity (including allsubsidiaries, associates and joint venture arrangements). An outline of the Auckland Council group and thebasis for consolidation is set out in the notes to the prospective financial statements in Part III of this volume.





Expenditure and income by group of activity Auckland Counci l group

Financial year ending 30 June 2015$000

Operating expenditure(including depreciation)

Capitalexpenditure

Theme Group of activity Expenditure Income Netexpenditure

Total

Governance Governance and democracyservices

23,249 0 23,249 0

Local governance 31,448 244 31,204 2,425

Planning Planning and strategy 54,792 2,116 52,676 0

Commercial and investment Commercial 56,399 70,292 (13,893) 12,380

Investment 145,771 239,880 (94,109) 19,901

Economic development Regional economic strategy andinitiatives

26,978 325 26,653 34,828

Local economic development 34,049 248 33,801 18,103

Tourism, major events and industrydevelopment

53,221 6,701 46,520 0

Waterfront development 48,720 28,855 19,865 42,563Built and natural environment Environment and heritage protection 49,244 2,537 46,707 12,812

Local built and natural environment 3,243 0 3,243 1,143

Regulation 201,242 130,267 70,975 858

Solid waste Waste and recycling services 112,136 27,648 84,488 19,227

Stormwater and flood protection Stormwater management 114,264 0 114,264 75,317

Flood protection and control 5,587 0 5,587 16,002

Water supply and wastewater Water supply 186,944 176,578 10,366 175,861

Wastewater treatment 319,845 316,721 3,124 169,481

Transport Public transport and travel demandmanagement

525,606 245,973 279,633 411,686

Roads and footpaths 427,378 56,698 370,680 458,635

Parking and enforcement 65,402 91,147 (25,745) 7,054

Community Cemeteries and crematoria 6,655 7,554 (899) 2,115

Emergency management 7,118 187 6,931 1,091

Regional library services 52,551 2,986 49,565 17,461

Local libraries 57,999 842 57,157 29,444

Regional community services 38,424 8,270 30,154 38,178

Local community services 32,934 2,568 30,366 12,447

Lifestyle and culture Regional arts, culture and eventsservices

20,193 1,148 19,045 3,076

Local arts, culture and events

services

21,131 1,336 19,795 3,795

Regional event facilities 63,298 31,909 31,389 18,908

Regional parks services 49,239 2,643 46,596 117,022

Local parks services 191,745 1,196 190,549 80,892

Regional recreation services 24,818 437 24,381 0

Local recreation services 62,925 30,739 32,186 36,202

Regional collections and amenities 104,349 15,732 88,617 4,391

Corporate support Organisational support 111,752 31,611 80,139 106,318

Capital expenditure deferrals (167,786)

Adjustments Less internal rates elimination (47,105) (47,105)

Add rates, developmentcontributions and capital subsidiesincluded in operating revenue

1,855,987 (1,855,987)

Total 3,283,543 3,391,375 (107,832) 1,781,827




Governance theme

Governance themeThrough its governance activities the council enables decision-making and action to meet the current and futureneeds of Auckland’s communities.

The Auckland Council represents a unique model of local government in New Zealand comprising the governingbody (made up of the mayor and 20 ward councillors) and 21 local boards, the council-controlled organisations(CCOs), the Independent Māori Statutory Board (IMSB) and a number of advisory panels and boards such asthe Pacific Peoples and Ethnic Peoples Advisory Panels.

The council is committed to enabling and supporting mana whenua and mataawaka aspirations and providingopportunities for Māori to contribute to the future well-being of Auckland. Achieving this requires ensuring Māoriare fully engaged in decisions concerning matters of significance to them. These matters include decisions ofthe governing body, local boards and CCOs.

Contribution to the Auckland Plan

The seven community outcomes are the key goals of the Auckland Plan. The groups of activities within this

theme are listed below showing how they contribute to delivering these outcomes.

Community

outcome

Group of

activities

Governance

and

democracy√ √ √ √ √ √ √

Local

governance

√ √ √ √ √ √ √

Governance activities support the council’s contribution to a strong, inclusive and equitable society that providesopportunity for all Aucklanders by ensuring that:

• the council's decision-making is well informed and robust

• we are meeting our Treaty of Waitangi obligations and objectives in relation to Māori

• decision-making processes consider the views of Auckland's diverse communities and meet all applicablestatutory obligations

• council is ready as an organisation to help generate the transformational shifts identified in the Aucklandplan.

Key projects that contribute to Māori outcomes

Key projects planned for 2014/2015 that contribute to achieving Māori outcomes include:

• The Māori Responsiveness Portfolio is focussed on transforming council’s responsiveness to Māori including co-ordinating a cross-organisational response to Treaty of Waitangi settlements, communicationand engagement with Māori, contributions to Māori well-being and Treaty of Waitangi Audit ResponseProgramme.

• The Māori Land Programme contributes to lifting social and economic wellbeing for Māori throughrecognition of customary rights.

• The Treaty Settlement Programme effective Māori participation in council’s governance processes.

• Te Waka Angamua, Council’s Māori Strategy and Relations Department, continues to drive and championMāori responsiveness to ensure specific objectives are integrated into the council’s decision-making

process, policy thinking, capability building and service delivery.




Governance theme

Group of activities: Governance and democracy

Group of activities: Governance and democracyThe activities within this group lie at the heart of ensuring our governance is both effective and representativethrough providing strong and efficient regional leadership.

The following activities are delivered:

• Elections - conducting triennial elections and by-elections for the Mayor, councillors and local boardmembers.

• Mayoral office - providing policy advice, strategic and logistical support to meet the statutoryresponsibilities of the Mayor of Auckland.

• Monitoring of council-controlled organisations (CCOs) - monitoring CCOs to ensure their activitiescontribute to and align with the council’s strategic direction.

• Independent Māori Statutory Board (IMSB) support - providing support to the IMSB to fulfil itsresponsibilities including identifying issues significant to Mana Whenua and Mataawaka and ensuring thecouncil responds appropriately to its Te Tiriti o Waitangi/The Treaty of Waitangi (Treaty) responsibilities.

• Regional governance and democracy - supporting the decision-making process of the governing body

and its committees, administering remuneration and expenses of councillors, running hearings andsupporting advisory panels and boards, such as the Pacific Peoples and Ethnic Peoples Advisory Panelsand other panels established by the mayor.

Key priorities for 2014/2015

Over the next year, council has identified the following key priorities:

• Establishing and running the new District Licensing Committees hearings to grant alcohol licences followingthe enactment of the Sale and Supply of Alcohol Act 2012.

• Reviewing the governance and operational model of our substantive CCOs.

• Supporting the preparation of the Long-term Plan 2015-2025.

How we measure performance

Level of service statement Performance measure Actual2012/2013

Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Manage council elections and by-elections through fair and transparentprocesses

Percentage of eligible residents whovoted in the local elections

No electionsheld

40% 40%

The number of candidates peravailable seat (excludes local boardelections)

No electionsheld

2.5 2.5

The number of candidates peravailable seat for local boardelections

No electionsheld 3 3

Number of complaints regardingelectoral processes upheld

No electionsheld

0 0




Governance theme

Group of activities: Governance and democracy


Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Ensure the community canparticipate and contribute togoverning body decision-making

Percentage of residents who feelthey can participate in governingbody decision-making

26% 50% 50%

Percentage of Māori residents who

feel they can participate in governingbody decision-making

30% Maintain or

improve

50%

Percentage of formalised relationshiparrangements between council andmana whenua

53% 100% 100%

Percentage compliance withstatutory requirements for publishingagendas and minutes

99% 100% 100%

Number of complaints regardingcouncil democratic processes upheldby the Auditor General orOmbudsman

0 0 0

Ensure Auckland Council is able to

govern its CCOs effectively and holdthem to account

Percentage of CCO related LTP

measures that met targets

81% 90% 90%

Percentage of CCO relatedmonitoring and accountabilityrequirements that met targets

100% 90% 90%

Note to table:

Further explanation, where applicable, for the above measure and targets is included in the Long-term Plan 2012-2022.

Financial information

$000 Operating expenditure

(including depreciation)

Capital

expenditureFinancial year endi ng 30 June 2015

Expenditure Income Net expenditure Total

Elections 450 0 450 0

Independent Māori Statutory Board support 2,957 0 2,957 0

Mayoral office 5,144 0 5,144 0

Monitoring of council-controlled organisations 1,288 0 1,288 0

Regional governance and democracy 13,410 0 13,410 0

Total 23,249 0 23,249 0




Governance theme

Group of activities: Local governance

Group of activities: Local governanceThis group of activities involves the provision of advice and support to local boards so they can:

• engage with their communities and ensure they have a voice in council decision making

• make decisions on local matters

• prepare a local board plan every three years

• negotiate and monitor annual agreements with the governing body

• provide input into Auckland-wide and CCOs strategies, policies, plans and bylaws

• advocate for regional projects or programmes

• perform local civic duties.


Over the next year, council has identified the following key projects:

• Engagement with the community on the proposed Unitary Plan.

• Engagement with the community on the local board plans 2014-2017.



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Ensure the community canparticipate and contribute to localboard decision-making

Percentage of residents who feelthey can participate in local boarddecision-making

25% Maintain orimprove

50%

Percentage of Māori residents whofeel they can participate in localboard decision-making


50%

Percentage compliance with statutoryrequirements for publishing agendasand minutes for local board meetings

100% 100% 100%

Note to table:

Further explanation, where applicable, for the above measure and targets is included in the Long-term Plan 2012-2022.


$000 Operating expenditure(including depreciation) Capitalexpenditure

Financial year endin g 30 Jun e 2015Expendi ture Income Net expenditure Total

Local planning, policy and governance 31,448 244 31,204 2,425

Total 31,448 244 31,204 2,425




Planning theme

Planning themeThrough its planning activities, the council plays a key role in achieving the vision of creating the world’s mostliveable city. The planning, strategy development and resource management functions are particularly importantin Auckland due to the scale and complexity of our area resulting from the recent amalgamation of former

councils into the Auckland Council.

This group is also involved in protecting and enhancing Auckland’s character, history and environment, as wellas public health and safety, while ensuring Auckland remains an attractive and desirable city that is managingthe pressures of growth.


The seven community outcomes are the key goals of the Auckland Plan. The groups of activities within thistheme are listed below showing how they contribute to delivering these outcomes.

Communityoutcome

Group ofactivities

Planning andstrategy √ √ √ √ √ √ √

Through the planning activities, the council led the development of the Auckland Plan and is responsible forensuring its implementation across council through the long-term and annual plans. This group monitors thedelivery of key projects and coordinates the council's strategy and policy forward work programme, whichprioritises the development of key strategies required to deliver the Auckland Plan.



• The Southern Initiative (TSI) is one of the place based projects from the Auckland Plan. A number of ourinitiatives involve Māori and will directly benefit Māori, including:

o Implementing the cadetship programme (using a phased approach) between council and MIT, othertertiary providers, CCOs and major employers in the TSI area.

o Ensuring that the specific needs of south Auckland young people are represented and catered for,working with central government agencies and NGO's to deliver on improvements in literacy andnumeracy to raise productivity in particular for Māori, Pacific and youth.

o Supporting social and affordable housing projects of the Tāmaki Makaurau Collective at Weymouth, thePukaki Marae and Ōtara Papakainga developments.

o Smokefree Policy implementation within the TSI area.

• The Children and Young People’s Strategic Action Plan (C&YSAP) supports Māori outcomes. The seventhgoal: Kia ora rawa atu e ngā rangatahi katoa (all young people will thrive) and in doing so we acknowledgeTe Ao Māori. By 2014/2015, we expect to be implementing the plan. We are committed to achieving thisthrough working with rangatahi, mataawaka groups and iwi.

o Action one: Create a Rangatahi Leadership Forum in accordance with the Māori Plan and the wishes ofyoung Māori who we worked with in the development of the action plan, a foundation leadership forumwill be developed by February 2014.

o Action two: the development of a cross-council virtual team to help promote rangatahi voice acrosscouncil and to support the development of actions that will help to achieve the seventh goal.




Planning theme

o Action th ree: The plan recognises that young Māori need to have ownership over actions that arecreated and in doing so we are working with Rangatahi to create and implement those actions. While theseventh goal has a specific focus on young Māori this goal also influence the actions created across therest of the plan.

• Arts and Culture Strategic Action Plan - Ngā Toi Māori aims to promote Māori culture and heritage as Auckland’s point of difference in the world – the plan will be adopted in June 2014. The Arts and Culture

Strategic Action Plan (ACSAP) will take an integrated partnership approach consistent with the TreatyPrinciples and Council’s Māori Responsiveness Framework. After a draft of the ACSAP has been releasedin February/March 2014, there will be widespread public consultation conducted with Māori and mataawakain the March – June 2014. It is envisaged that this happens through Hui and Social Media/moving image.

• Housing Action Plan prioritises papakainga and housing for Māori. Key packages of work are beingdeveloped as part of Priority Area 9: Papakainga and housing for Māori with a focus on supporting Māori housing providers through opportunities for development partnerships on Māori-owned and other land viathe Māori land programme.

• Community development Strategic Action Plan - Actions in “Thriving Communities” of particular relevance toMāori include: Māori wellbeing outcomes through procurement, including marae in council’s CommunityFacilities Network Plan, and the whānau ora community development approach.

The proposed unitary plan which was notified on 30 September 2013 contains a significant number of regulatorytools that will advance the delivery of Māori outcomes, including:

• provisions for overlays for Māori Land, Māori purposes zones and Māori housing (papakaianga)

• inclusion of sites of significance and places of value to Mana Whenua

• air and water quality and coastal provisions.

Through the development of plans, policies and bylaws we intend to ensure statutory obligations are met ineffectively communicating and consulting with Māori to ensure that significant matters affecting Māori are takeninto account.




Planning theme

Group of activities: Planning and strategy

Group of activities: Planning and strategyThe activities in this group help translate strategy into action for Auckland. We have a unique planningframework supporting the mayor's vision, and are focused on tracking progress to ensure our plans remainrelevant, are focused on delivering the Auckland Plan and adapt to changing circumstances and communitypreferences.


• Spatial and infrastructure strategy - implementing the Auckland Plan and working closely with infrastructureproviders and developers to ensure growth is supported by appropriate infrastructure. Working with centralgovernment and key stakeholders on strategic issues and challenges.

• Long-term and annual planning – delivery of the long-term plan (10-year) and annual plans to ensureaccountability, prudent financial management and that council’s activities align with the Auckland Plan.

• Unitary Plan and local area planning - progressing the Unitary Plan after its notification on 30 September2013.

• Research and monitoring - developing and implementing council’s research strategy, maintaining anevidence base and ensuring council’s strategies and plans are empirically robust and stand up to criticalevaluation. Monitoring the state of the environment, the impact of development and change, theperformance of planning controls and modelling the effect of council strategy and policy.

• Transport strategy - providing strategic transport advice to support the Unitary Plan, transport plans and thedevelopment of Auckland's transport services and networks.


A key priority is the progression of the notified Unitary Plan, which will replace all of the district plans andregional plans of the Auckland region. The Unitary Plan is one of the key tools for implementing the AucklandPlan and sets out the rules for what people can do on their land.

Other activities include:• Leading the review of all 158 existing local bylaws in the Auckland region.

• Implementing the Auckland Plan Development Strategy to ensure that, alongside the Unitary Plan, the rightinfrastructure is delivered in the right places at the right time to support the quality compact growth Aucklandwants.

• Implementing the Auckland Plan including the development of supporting strategies and action plans suchas the Children and Young People’s, Community Development, Environment, Housing and Arts and CultureStrategic Action Plans.

• Progressing the area plans programme for each local board area, with Devonport /Takapuna andŌtara/Papatoetoe to be completed in 2014.

• Continue to implement actions and initiatives as part of our multi-sector action plan with respect to theSouthern Initiative.

• Progressing the priorities for housing in the Auckland Plan through the new Housing Project Office, which isresponsible for overseeing the delivery of housing supply as required by the Housing Accords and SpecialHousing Areas Act 2013.

• Continuing to work with Tāmaki Redevelopment Company, a partnership with the crown, to achieveimproved community housing solutions.

• Finalise the capacity for growth study under the provisions of the Unitary Plan.




Planning theme

Group of activities: Planning and strategy



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Produce all plans and agreements inaccordance with legislativerequirements

Percentage compliance withlegislative planning requirements

100% 100% 100%

Percentage of unitary and area planchanges and Notices of Requirementprocessed within statutorytimeframes

100% 100% 100%

Percentage of adopted corestrategies, policies and plans thatwere developed with Māoriparticipation


85%

Percentage of adopted corestrategies, policies and plans thatinclude Māori outcomes and/orindicators


85%

Implement area spatial planninginitiatives for town centres, ruralcentres, precincts, corridors, andnew growth areas

Percentage of area spatial plans andinitiatives that met agreed milestones

80% 90% 90%

Monitor and report on social,economic, environmental, andcultural well-being accurately and ontime

Availability of Headline Indicatorsreport

100% 100% 100%

Percentage compliance with annualquality rating for ISO9001:2008accreditation

100% 100% 100%

Note to table:

Further explanation, where applicable, for the above measures and targets is included in the Long-term Plan 2012-2022.




Capital

expenditure

Financial year ending 30 June 2015Expendi ture Income Net expendi ture Total

Long-term and annual planning 8,327 0 8,327 0

Research and monitoring 7,034 0 7,034 0

Spatial, strategic and infrastructure planning 7,675 0 7,675 0

Transport strategy1,742 2,116 (374) 0

Unitary and area planning 30,014 0 30,014 0

Total 54,792 2,116 52,676 0




Commercial and investment theme

Commercial and investment themeThrough its commercial and investment activities, the council achieves the best financial returns from itscommercial interests and investments while supporting broader goals that help Auckland to become the world’smost liveable city.

Primarily, we use CCOs – Auckland Council Investments Limited (ACIL) and Auckland Council Property Limited(ACPL) – to deliver these activities.



Community

outcome

Group of

activities

Commercial √ √ √ √

Investment √ √

Through the commercial and investment activities, substantial funding is provided to support implementation ofthe Auckland Plan. This includes:

• Delivery of our commercial property activities by ACPL, who work with stakeholders to develop affordablehousing and upgrade town centres. These contribute to Auckland Plan strategic directions of ‘create astunning city centre, with well-connected quality towns, villages and neighbourhoods’, and ‘house all

Aucklanders in secure, healthy homes they can afford’. ACPL is also contributing to the Southern Initiative,which will tackle high social need and develop the human and economic potential of south Auckland.

• Management of our investment activities by ACIL which helps drive the productivity of the Aucklandeconomy, contributing to the outcomes of an Auckland of prosperity and opportunity, and a well-connectedand accessible Auckland.


Key activities/projects planned for 2014/2015 that contribute to achieving Māori outcomes include:

• ACPL will be implementing a Māori Responsiveness Plan and monitoring its effectiveness. The MāoriResponsiveness Plan details how ACPL will give effect to Auckland Council’s commitments to Māori as outlined in the Māori Responsiveness Framework.

• A key area of engagement will be increased input for Māori into ACPL development projects. Engagementincludes site visits and workshops with mana Whenua groups relevant to each area. Feedback areasinclude incorporating Māori wellbeing outcomes into urban design, art and cultural expression, andconsideration of environmental concerns and potential uses for each development site.

• ACPL will continue to progress discussions with Māori on potential commercial and housing opportunities.Examples of development opportunities include a joint venture housing development where iwi hold landadjacent to council owned land and a mixed tenure/ mixed use development opportunity in the centralsuburbs.

• ACIL will work with iwi where this involves or affects Māori, on a partnership basis, acting in accordancewith statutory provisions referring to the Treaty and Treaty settlement in Auckland.

These initiatives will contribute to the council’s Māori Responsiveness Framework goals of capacity building andenabling Māori participation in council decision making and outcomes related to the protection of Waahitapu andfulfilment of Mana Whenua Kaitiaki roles.





Group of activities: Commercial

Group of activities: CommercialThe activities within this group assist council deliver the best financial returns from its commercial interests whilesupporting broader goals that help Auckland to become the world’s most liveable city.


• Commercial property - through ACPL, Auckland Council non-service properties are managed andmaintained to be fit for purpose and achieves optimum net returns. This activity acquires and disposesproperties in a commercially robust manner, and facilitates affordable housing and place shapingdevelopments, often in partnership with other sector partners.

• Parks Management Services - providing parks, open space and street environment development services.Key service areas cover horticulture, sports fields, maintenance, landscaping, cleaning in the CBD, Auckland International Airport grounds, sanitation and waste management services, and event clean-upservices.

• Vehicle testing stations - providing warrant of fitness inspections, emissions testing, driver licensing androad safety services.

• Holiday parks - managing three holiday parks on reserve land including Martins Bay Holiday Park,Whangateau Holiday Park and Ōrewa Beach Top 10 Holiday Park.

Key projects for 2014/2015


• Delivering housing developments with both the private sector and the ‘not for profit’ sector to give effect to Auckland Council’s Housing Action Plan. ACPL’s focus will be housing developments in the more affordablespectrum of the market.

• Developing 20 hectares at Hobsonville, 10 hectares as a world class marine industry precinct to boost jobcreation and economic growth in the region and a further 10 hectares for residential housing. In the event of

presales not being achieved for the marine precinct, the whole 20 hectares will be a residentialdevelopment.

• Overseeing the site bordering Ormiston Road which is being transformed into the 20 hectare OrmistonTown Centre for this high-growth area. The first residential component will involve the construction ofapproximately 80 housing units that will be developed in stages.

• Ongoing revitalisation of the Papatoetoe Town Centre. The planned refurbishment of the existing mall willimprove public safety, parking layout and pedestrian access to the stadium reserve. The project will alsoprovide for a residential component in three stages and a revamp of the retail component of the site, withtwo of the residential stages involving 60-100 housing units.





Group of activities: Commercial



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Manage commercial property to

optimise returns

Return on investment (ROI) on

commercial properties on a like for likebasis

3.94% Maintain or

Improve

Greater than or

equal to 4%

Net surplus from property portfolio on alike for like basis

$21.1m Maintain orImprove

Greater than orequal to $21.1m

Manage quality and financiallyprudent City Parks Services

Percentage of service requestscompleted on time

99% 90% 90%

Net surplus from city park services 11.1% 8% 8%

Note to table:



$000 Operating expenditure(including depreciation)

Capitalexpenditure

Financial year ending 30 June 2015Expenditure Income

Netexpenditure

Total

Commercial property 29,119 42,130 (13,011) 9,062

Holiday parks 1,502 3,198 (1,696) 19

Parks management services 24,386 23,927 459 3,299

Vehicle testing stations 1,392 1,037 355 0

Total 56,399 70,292 (13,893) 12,380





Group of activities: Investment

Group of activities: InvestmentThe activities in this group contribute to fulfilling the council’s responsibility to be a good owner and manager ofits major shareholdings. Through ACIL, these activities deliver an efficient structure for managing majorinvestments including Ports of Auckland Limited (POAL), Auckland International Airport Limited (AIAL) and Auckland Film Studios Limited (AFSL).

While these shareholdings are legally held by ACIL, these investments are ultimately owned by the public of Auckland.

ACIL also manages the council's Diversified Financial Assets Portfolio.


Over the next year, ACIL has identified the following key projects:

• Capital investment ($19.9 million) designed to maintain and improve POAL’s current revenue earningcapacity and provide higher returns.



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Manage council investments tooptimise returns

Return on equity (ROE) for ACILgroup

11.2% 6.7% 13.1%

Rolling 10 year return on equity(ROE) for diversified financial assetsportfolio

18.4% Equal orexceed ROE on

referenceportfolio

Equal orexceed ROE on

referenceportfolio

Note to table:





Capital

expenditure

Financial year endin g 30 Jun e 2015Expenditure Income Net expenditure Total

Major shareholdings and investments 145,771 239,880 (94,109) 19,901

Total 145,771 239,880 (94,109) 19,901




Economic development theme

Economic development themeThe council is committed to driving economic growth and development for Auckland, not only for the city but forNew Zealand’s future prosperity. We have developed an Economic Development Strategy (EDS) to identify how Auckland can improve its economic performance.

The council, through regional and local economic strategies and initiatives, works with Auckland Tourism Eventsand Economic Development (ATEED) and Waterfront Auckland to provide an integrated approach to promotingindustry, tourism, major events and the waterfront.



Community

outcome

Group of

activities

Regionaleconomicstrategy andinitiatives

√ √ √ √ √

Localeconomicdevelopment

√ √ √ √ √

Tourism,major eventsand industry

development

√ √ √ √

Waterfrontdevelopment √ √ √ √ √ √ √

Economic development activities contribute to achieving the goals of the Auckland Plan and the EDS by workingwith our other CCOs, the business community and government to transform and grow our economy to deliveropportunity and prosperity, jobs and growth.



• The development of an Auckland Māori Economic Development Framework to align and inform theimplementation of the Auckland Plan, Economic Development Strategy and various CCO work plans, and toidentify priority investment opportunities for Māori.

• Implementation of the Waterfront Auckland Māori Action Plan (2013) which identifies ways in whichWaterfront Auckland will contribute to Māori wellbeing, foster positive and productive relationships anddevelop organisational ability to respond more effectively to Māori.

• Incorporation of Māori design principles in development of private and public spaces in Wynyard Central.

• Develop place-making initiatives to attract a diversity of visitors to the waterfront including Māori and Pacificpeoples.

• Continuing to work with Auckland Council on the development of a signature Māori event for Auckland.





Waterfront Auckland invites iwi representatives to meet regularly to provide input to current and future projects.The waterfront promenade and cycleway will include a cultural heritage component and will incorporate theTāmaki Makaurau - Many Lovers of Auckland story-telling concept which will identify opportunities to tell culturaland other stories.

ATEED will continue to support and promote Māori tourism ventures through assistance in trade marketing andsupporting the marketing and promotion of specific Māori tourism products, such as the Rangitoto and Motutapu

Haerenga multi-day walk experience. ATEED will also continue to promote Auckland’s Māori identity, throughmajor events, such as the ITM500 (V8 Supercars), and by marketing the city as an exciting and culturally richdestination for visitors, with Māori at the heart of its identity.





Group of activities: Regional economic strategy and initiatives

Group of activities: Regional economic strategyand initiativesOur goal is to develop Auckland as a vibrant, business-friendly world class city through enhancing both ourdomestic and international connectedness, and becoming an innovation hub of the Asia–Pacific Rim. Theactivities in this group aim to support new transport, broadband and telecommunications infrastructure; delivertransformational projects such as tertiary clustering; and foster and encourage entrepreneurship and innovation.

We seek to invest in people to grow skills and qualification levels of local workforces, through the SouthernInitiative and in conjunction with COMET Auckland.


• City transformation projects - developing partnerships and networks between central government and theprivate sector; planning and delivering major, place-based transformation projects across the region;strategic input and guidance into the Unitary Plan.

• Economic strategy and initiatives - providing economic analysis and advice to council, local boards andCCOs, and economic development services for the community and businesses.



• Continuing with the transformation of New Lynn into a vibrant and cosmopolitan metropolitan centre.

• Continuing with the development of a new town centre at Westgate, working in agreement with thedeveloper. Such development to include infrastructure, retail, community facilities, Public open space(POS), employment and large format retail.

• Continuing to support Hobsonville Land Company with the redevelopment of Hobsonville Point for housing,employment, retail, community facilities, POS and infrastructure.

• Improvements to O’Connell Street ($0.9 million) and Federal Street ($4.8 million) to make these areas apeople-friendly street, where people can shop, sit, relax, linger, dine and spend time.

• FreyBerg square upgrade ($2.1 million), and redevelopment of Bledisloe Lane including new canopy ($2.1million).

• Continuing with the development of Flatbush for housing, POS, community facilities and retail, in agreementwith developers.

• Development of the Māngere Gateway Visitors Centre at Otuatua.

• Developing an integrated business precinct plan for the Industrial South.

• Partnering with Auckland business to build capability, and to deliver initiatives to better match skills supplyand demand.





Group of activities: Regional economic strategy and initiatives



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Support economic development ofthe region and contribute to thenational economy

Auckland's OECD economicperformance rating

69 69 69

Percentage of Auckland EconomicDevelopment Strategy KPIs that aremet or improving


78%

Number of business opportunitiesfacilitated through internationalrelationships

50 60 60

Number of economic initiatives withMāori

16 Maintain orimprove

16

Implement strategies for enhancingthe city centre and coordinate largescale transformation projects

Percentage of transformation and citycentre masterplan projects deliveredon time and within budget

88% 85% 90%

Percentage of city transformationprojects contributing to Māorioutcomes

100% Maintain orimprove 100%

Note to table:





Capital

expenditure


City transformation projects 19,531 325 19,206 34,678

Economic strategy and initiatives 7,447 0 7,447 150

Total 26,978 325 26,653 34,828





Group of activities: Local economic development

Group of activities: Local economic developmentThrough its local economic development activities, we are building economic resilience, supporting employmentopportunities and creating a sense of local community through our Business Improvement District (BID)partnership programmes and by creating attractive, well-maintained streets and town centres that are safe andvibrant.


• Local business area planning and development - encouraging local economic development anddelivering Business Improvement District (BID) partnership programmes; initiatives include localimprovement projects, business precinct plans and business development and capacity building.

• Local street environment and town centres - upgrading and maintaining the street environment and towncentres including street cleaning, litter collection, public conveniences and greenery to encourage andenable more intensive use of town centres and to enhance the quality of open space.

Key priorities for 2014/2015Over the next year, council has identified the following key projects:

• Supporting prospective business areas to work towards establishing a BID programme and/or expanding

existing BIDs.• Progressing expansion of the Devonport Wharf boardwalk connecting the wharf to the new Devonport

marine square ($3.9 million).

• Renewing and upgrading our local town centres. Some examples are Mt Albert town centre ($3.4 million),Highbury Mainstreet upgrade ($1.6 million) and Pukekohe town centre ($1.3 million).

For projects and priorities in your local area, please see Volume 2 of this document.

How we measure performanceLevel of service statement Performance measure Actual

2012/2013 Annual Plan

target2013/2014

Annual Plantarget

2014/2015

Develop local business precincts andtown centres as great places to dobusiness

Percentage of Business Associationsmeeting their Business ImprovementDistrict (BID) Partnership Programmeobligations

100% 75% 85%

Develop and maintain safe, cleanand vibrant commercial town centresand street environments

Percentage of residents satisfied withthe cleanliness of their local towncentre

59% 65% 65%

Percentage of residents satisfied withthe quality and maintenance of thestreet environment

43% 65% 60%

Percentage of agreed streetenvironment upgrade programmesand initiatives completed on time and

within budget

100% 80% 90%

Note to table:


Financial information$000 Operating expenditure


Capital

expenditure

Financial year endi ng 30 June 2015 Expenditure Income Net expenditure Total

Local business area planning and development 18,713 0 18,713 0

Local street environment and town centres 15,336 248 15,088 18,103

Total 34,049 248 33,801 18,103





Group of activities: Tourism, major events and industry development

Group of activities: Tourism, major events andindustry developmentThe activities in this group help to promote and attract businesses and visitors to Auckland to help lift theeconomic wellbeing, and support and enhance the ability of the region to compete internationally.


• Business attraction and development - investment attraction and retention, promotion of relationshipsand business support, film facilitation, skills programmes to foster entrepreneurship and innovation,supporting linkages between research institutions, universities and businesses.

• Major events - we attract, deliver and promote major events and advocate for Auckland as a major eventscity, and leverage off those events to contribute economic growth.

• Tourism and visitor centres - promoting Auckland as a destination through tourism management,marketing and operation of visitor centres.


• Supporting the delivery of major events such as the ITM 400 Auckland V8 Supercars, Ironman 70.3 Auckland-Asia Pacific Championship, UCI BMX World Championships Auckland and the Pasifika Festival.

• Continuing to grow the visitor economy, including launching a major new walk experience in the HaurakiGulf, initiating a new major international marketing joint venture and continuation of the Auckland domesticcampaign.

• Accelerating the establishment of the Wynyard Quarter Innovation Precinct, focusing on developingtechnologies in the ICT and creative sectors.

• Funding the New Zealand Health Innovation Hub, alongside central government and the district healthboards, to help grow New Zealand's health technology industry and support the commercial success andwidespread adoption of leading innovations developed within the public health sector.

• Relocation of the Devonport and Princes Wharf i-SITE centres to provide an improved standard of visitorinformation services in the CBD area including Queens Wharf to better capture the growing cruise market.



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Attract, facilitate and fund delivery of

major events

Percentage of attendees satisfied

with major events overall

87% 85% 85%

Number of major international eventsattracted or facilitated

9 5 5

Estimated number of attendees atmajor events (million)

1.05 1.45 1.52

Return on Regional Investment(RORI) from major events invested in($million)

39.1 40 47





Group of activities: Tourism, major events and industry development


Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Promote and develop Auckland as anational and international touristdestination

Percentage of customers satisfiedwith visitor information centres andservices

94% 90% 90%

Number of visitors to Auckland

(million)

13.7 13.3 13.7

Number of visitor nights in Auckland(million)

26.7 25.2 26.6

Spend by visitors in Auckland($million)

3,447 3,628 3,898

Deliver information, advice andprogrammes to attract and developbusinesses and a skilled workforce

Percentage of stakeholders satisfiedwith provision of business advice,start-up, training and mentoringprogrammes

95% 85% 85%

GDP Global investment promotionagency (IPA) benchmarking (4)

Biannualmeasure 55%(2011/2012)

65% 65%

Total GDP in targeted sectors(marine, transport and logistics, IT,Food-beverage, film, bioscience,creative/digital, export education)compared with total Auckland GDP

30.7% Improve Improve

Note to table:





Capital

expenditure

Financial year endi ng 30 June 2015 Expendi ture Income Net expenditure Total

Business attraction and development 15,287 2,455 12,832 0

Major events 22,056 1,073 20,983 0

Tourism and visitor centres 15,878 3,173 12,705 0

Total 53,221 6,701 46,520 0





Group of activities: Waterfront development

Group of activities: Waterfront developmentThrough the waterfront development activities, we will continue to deliver the waterfront key projects andupgrades in accordance with the vision and goals of the Waterfront Plan.


Waterfront commercial initiatives - securing investment and facilitating private sector development ofWaterfront Auckland land, buildings and water space assets for commercial return. Coordinating private sectorwith public projects, managing property and assets, including wharves and car parks.

Waterfront marina operations - managing marina facilities and upgrades, and providing moorings for a widevariety of vessels at Westhaven, Viaduct Harbour, Hobson West, and Okahu Bay. Provide fishing industryberths, and a public boat ramp at Westhaven.

Waterfront public initiatives - developing waterfront public infrastructure, including key projects: waterfront-wide promenade and cycleway, Daldy and Halsey Street upgrades. Place management, includingtransformation of Wynyard Quarter. Managing clean-up of contaminated land under streets.


• Attracting $1 billion of private sector investment and expertise for the residential and commercialdevelopments in the Wynyard Central Precinct.

• Revitalisation of Daldy and Halsey streets in the Wynyard Quarter into pedestrian priority, slower-speedstreets with a high degree of connectivity through wider footpaths, street-side green spaces and streetfurniture. These two public spaces border the central precinct and are key to the success of this project.

• Expanding infrastructure and commercial opportunities, and increasing water depth to accommodate largervessels at Westhaven Marina.



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Deliver initiatives to make thewaterfront dynamic, well-connectedand safe

Number of annual visitors to thewaterfront

792,000 Maintain orimprove

874,000

Hectares of public open space on thewaterfront

17.2 18.0 18.0

Percentage of annual waterfrontpublic works programmes achievedon time and within budget

93% 100% 100%

Manage assets and services in away that attracts investment andoptimises financial returns

Number of employees working inWynyard Quarter area

4,660 5,020 6,120

Return on investment (ROI) oncommercial waterfront activities andmarinas

3.58% 8% 8%

Note to table:






Group of activities: Waterfront development



Capitalexpenditure

Financial year ending 30 June 2015Expenditure Income Net expenditure Total

Waterfront commercial initiatives 18,077 11,492 6,585 903Waterfront marina operations 14,238 16,277 (2,039) 16,607

Waterfront public initiatives 16,405 1,086 15,319 25,053

Total 48,720 28,855 19,865 42,563




Built and natural environment theme

Built and natural environment themeThrough its built and natural environment activities, the council aims to protect and enhance Auckland’s naturalenvironment through monitoring our air, land and water quality, promoting urban design, conserving our historicplaces and regulating a number of associated activities.



Community

outcome

Group of

activities

Environmentand heritageprotection

√ √ √ √ √

Local built andnaturalenvironment

√ √ √ √ √ √ √

Regulation √ √ √ √ √ √

The council is committed to minimising adverse effects of development on the environment in delivering a greenand beautiful Auckland that is loved by its people. To deliver on these outcomes, the council is:

• Identifying and protecting further historic heritage places and enabling communities to be better placed toappreciate Auckland’s heritage

• Working with the community in educating responsible dog ownership and safety around animals, safe foodhandling for food premise operators, strong visibility and monitoring around the sale and supply of alcoholand ensuring Auckland's new buildings are safe and fit for purpose

• Developing a Natural Hazards Risk Management Strategy for managing any natural hazards and resultingimpact on our communities.



• The Auckland Design Manual (ADM) - work with mana whenua to further develop the ADM as a guide to

achieving quality design outcomes in all development. The first release includes draft Te Aranga Māoridesign principles, which provide a clear process for positively engaging with mana whenua and shaping abuilt environment that fully acknowledges the city’s cultural identity. Further modules will be added to the ADM over 2014/2015.

• Sea Change - the Hauraki Gulf Marine Spatial Plan project which has been initiated to help secure healthy,productive and sustainable use of resources. The project is led by a partnership between mana whenua andgovernment agencies and the plan will be developed through a collaborative stakeholder process.Protecting and enhancing Auckland’s water bodies is the key driver behind implementing the Government’spolicy on freshwater.

• Implementation of the Māori engagement framework for pollution response on foreshores supporting Māorioutcomes through Te Tiriti o Waitangi (Treaty).

• Identifying and protecting waahi tapu places and sites of cultural significance, in collaboration with manawhenua, ensures the council is well placed to support Māori outcomes.





Group of activities: Environment and heritage protection

Group of activities: Environment and heritageprotectionThe activities in this group contribute to ensuring our unique natural and built environments are protected andpreserved for generations to come. Retaining character and protecting the natural environment are central bothto the region and to the identity of individual communities and contribute to our sense of belonging and well-being. Effective management and maintenance of these assets contribute to Auckland’s economic prosperitythrough activities such as tourism, and ensuring it is a great place to live and work.

We plan, guide, regulate and support the protection of our environment and heritage; and using urban designprinciples, we help manage urban growth and ensure we have continuous improvements in Auckland’s overallliveability.


• Air, l and and water mon itor ing and management - reducing emissions from home heating, transport andindustry. Rehabilitating landfills and managing pervasive sediment problems. Providing strategic direction toWatercare, covering water services, and development of a regional water strategy.

• Urban design - promoting urban design to help achieve high-quality, well-planned and sustainableenvironments. By providing specialist advice to transformational public and private developments, educationand advocacy to promote the value of high-quality urban design, and opportunities for engagement.

• Cultural and built heritage protection - managing, protecting and conserving Auckland's historic heritagethrough research, providing expert advice, supporting heritage policies and projects, incentivising bestpractice, community involvement, and on-going conservation programmes at regional parks.

• Natural heritage protection and biosecurity - minimising harm to indigenous biodiversity, water quality,soil resources, recreation, human health, trade, primary production and Māori cultural values and protectionof geological unique features such as volcanic cones, and preservation of unique Gulf Islands ecosystem.

• Environmental strategy, policies and programmes - protecting, restoring and enhancing Auckland'sphysical and natural environment through use of non-regulatory tools, such as community partnerships,resources, funding, advice and leadership.



• Pursuing the development of a marine spatial plan for the Hauraki Gulf Marine Park to find ways to addressexisting problems to safeguard the Gulf’s health and to sustainably manage activities.

• Implementing the Auckland Biodiversity Strategy that was adopted in July 2012. This includes:

o Managing threatened ecosystems, working with iwi to restore and enhance ecosystems and on-going monitoring, reporting and reviewing of the Biodiversity Strategy.

o Review of the Regional Pest Management Plan under the reformed provisions of the Biosecurity Actto provide a strategic and statutory basis for pest management in Auckland through to 2024. Thereview involves consultation with affected parties including iwi.

• The Low Carbon Auckland Action Plan is planned to be adopted by the end of June 2014. In the 2014/2015year the focus will be on implementation of the plan.

• The Environmental Strategic Action Plan will provide a well governed, coordinated and strategicallyprioritised set of actions to deliver improved environmental outcomes for the Auckland region. It will provide“a road map” for work to be completed over the next five years, to deliver on one of the key transformationalshifts in the Auckland Plan which is “a strong commitment to environmental action and green growth”.

• The Built Heritage Protection Fund will provide $8.7 million this year to buy properties that have significantheritage value or features. The council will also be developing a policy to incentivise the protection andrestoration of natural and historic heritage.

• Closed landfill remediation on priority sites ($1.4 million) and reactive closed landfill remediation ($0.7million) to manage contaminated land.








Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Monitor and report on the quality andhealth of the region’s air

Number of sites exceeding regionalair quality targets for NO2

0 0 0

Number of sites exceeding regionalair quality targets for PM2.5 (particlesless than 2.5 microns in size)

3 0 0

Manage land use and developmentto safeguard the region'senvironment, productivity andeconomic value of soil

Percentage of landfill aftercareresource consents achievingcategory 1 or 2 compliance

100% 96% 97%

Monitor and protect freshwaterecosystems to maintain water qualityand biodiversity

Proportion of stream samples thatexceed red alert level for stockwatering

17% Less than12.5%

Less than12.5%

Protect the natural character of thecoast from inappropriatedevelopment

(4)

Perception of good balance betweenbuilt areas and natural environmenton the coastline

73% 70% 70%

Percentage of environmentallysignificant catchments withcatchment management plans(CMPs)

6% 10% 15%

Provide safe access to beaches andcoastal areas for recreation

Proportion of time bathing beachesare suitable for contact recreation

93% 92% 92%

Provide funding, support, andenvironmental education to schoolsand communities

Number of students participating inthe Learning Through Experienceprogramme

23,927 22,000 22,000

Number of schools registered forEnviroschools programme

176 160 160

Reduction in emission of air pollutantPM10 (Kg)

1610 1400 2100

Protect and enhance indigenousbiodiversity and natural heritageresources

Number of hectares of new habitatestablished on regional parks

9 8 8

Percentage of indigenousecosystems under activemanagement

Not reported Maintain orimprove

5%

Percentage of threatened speciesunder active management

17.7% Maintain orimprove

29%

Reduce the impact of pest animals,plants, and pathogens on the naturalenvironment

Number of hectares undercommunity pest control

73,300 60,000 62,000

Proportion of the region where

possum populations are maintainedunder five per cent (residual trapcatch index)

47% Maintain or

improve

50%

Percentage of Kauri dieback spreadon closed tracks in the WaitākereRanges

0% Less than 10%increase

Less than 10%increase

Percentage of Kauri dieback spreadon open tracks in the WaitākereRanges

25% Establish target Reduce







Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide support to protect andconserve the region's historicheritage

Number of historic heritageresources formally protected incouncil regional and district plansand/or the unitary plan

2239 2,240 2600

Number of sites of Māori significanceincluding waahi tapu formallyprotected or scheduled in councilregional and district plans or theunitary plan


61

Number of sites and places of valueto mana whenua formally protectedand scheduled in council regionaland district plans or the unitary plan

New measure New measure 3600

Note to table:




Capital

expenditure


Air, land and water monitoring and management 13,683 1,974 11,709 4,085

Cultural and built heritage protection 8,269 5 8,264 8,727

Environmental strategy and policy 1,330 0 1,330 0

Natural heritage protection and biosecurity 21,512 537 20,975 0

Urban design management 4,450 21 4,429 0

Total 49,244 2,537 46,707 12,812





Group of activities: Local built and natural environment

Group of activities: Local built and naturalenvironmentThe activities in this group contribute to ensuring our local natural and built environments are protected andpreserved for generations to come. This is achieved through wetland and habitat restoration, speciesmanagement, native planting, support for the appropriate use and re-use of heritage sites and items, funding tohelp maintain a scheduled heritage site and providing free public information on heritage and related issues.

Local boards support a range of initiatives to restore significant environments and waterways throughparticipating in environmental programmes and partnering with trusts and volunteers; making decisions on localstormwater quality projects and negotiating variations to region-wide service levels for services such as refuseand recycling.



• Continue working with communities to improve the health of five streams in Waitākere through Project TwinStreams. This year $900,000 will be used to fund riparian restoration (using eco-sourced native plants),creative arts projects, weed control and project co-ordination by community organisations. Plans for futuremaintenance and enhancement will also be developed.

• Continuing to work closely with Iwi and a range of agencies to improve the water quality and sustainablemanagement of the Manukau Harbour.

• On-going ecological restoration projects.

• Working closely with heritage groups to document, celebrate and preserve Auckland’s cultural heritage.

• Enhancing biosecurity and pest management programmes on Great Barrier Island.




Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide leadership and support toprotect and conserve the region'snatural environment and culturalheritage

Number of environmentalprogrammes led or supported


69

Number of environmentalprogrammes with Māori participation


21




Capital

expenditure

Financial year endin g 30 Jun e 2015Expendi ture Income Net expenditure Total

Local environment and heritage protection 3,243 0 3,243 1,143

Total 3,243 0 3,243 1,143





Group of activities: Regulation

Group of activities: RegulationThe activities in this group have a large impact on everyday life in communities across Auckland by providingstrong public health and safety guidelines for activities ranging from land use and subdivision consents toenvironmental health, animal management and bylaw enforcement.


• Building consents - processing building consent applications, compliance inspections and codecompliance certificates (CCCs), domestic swimming pool fence monitoring and implementation of theearthquake-prone building policy.

• Land and property information - providing Land Information Memorandum (LIM) reports and otherproperty-related information to ensure community access to high-quality land and property information toenable people to make informed decisions about the land and property they purchase.

• Resource consents - processing resource consents and engineering approvals, providing planninginformation to the community, and monitoring and enforcing resource consents.

• Environmental health and licensing - monitoring and enforcement of bylaws throughout the region.Ensuring health, food and liquor standards are maintained by licensing for businesses in industries wheretheir activity has an impact on public health. Managing noise levels in the urban environment.

• Animal management - informing, educating, monitoring and ensuring compliance to encourage responsibledog ownership, which is essential for public safety and animal welfare.

• Marine safety - patrolling harbours, responding to marine oil spills and developing regulations and bylaws,for mooring.

• Weathertightness - managing issues and claims relating to building weather tightness.



• Continuing with the Integrated Bylaws Review and Implementation Programme that will rationalise thenumber of bylaws, reduce duplication and provide greater consistency across the region. This programme issupported by process and system changes to implement new standardised bylaws across the region.

• Standardising the delivery of animal management (including dog control) services across the region throughdirect council management and implementation of consistent dog policies and operational practices.

• Operational delivery of the new alcohol licensing regime introduced with the passing of the Sale and Supplyof Alcohol Act 2012.

• Meeting the consenting demands arising from the Special Housing Area applications and increase ingeneral housing development.








Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Deliver a customer focused buildingconsents and compliance monitoringservice that meets statutoryrequirements

Percentage of customers satisfiedwith the overall quality of buildingcontrol service delivery

64% 60% 60%

Percentage of building consentapplications processed within 20working days

96% 100% 100%

Achieve and maintain BCAaccreditation by meeting standardsunder the Building Act 2004

Maintain Maintain Maintain

Percentage operating cost recoveryfrom user charges for buildingconsents activity

101% 90% 90%

Process and monitor resourceconsents and engineering approvals

across the region on time and withinstatutory requirements

Percentage of customers satisfiedwith the overall quality of resource

consents service delivery

48% 55% 50%

Percentage of non-notified resourceconsent applications processedwithin 20 days

95.5% 100% 100%

Percentage of notified resourceconsent applications processedwithin 70 days

78% 100% 100%

Percentage of air, land, coastal andwater consents with category 1 (fullcompliance) or 2 (minor non-compliance)

94% 90% 90%

Percentage of operating cost

recovery from user charges forresource consents activity

61% 60% 60%

Percentage of requests by iwi forapplications identified in the consentsreceived report that are relevant andwithin their area of interest and areresponded to within three days

New measure 100% 100%

Provide effective response servicesfor environmental pollution incidents

Percentage of environmentalpollution incidents responded towithin 24 hours

100% 100% 100%

Respond effectively and fairly toexcessive noise related incidents andcomplaints

Percentage of noise complaintsresponded to within 30 minutes offirst report

84% 80% 80%

Protect public health in the areas offood premises and sale of liquorlicensing

Percentage of customers satisfiedwith the food and liquor licensingservice

77% 83% 85%

Percentage of liquor licensedpremises inspected at least onceannually

97% 80% 90%

Percentage of registered foodpremises that are grading inspectedat least once annually

123% 97% 98%

Percentage of all identified non-complying (D or E Grade) foodpremises re-inspected within onemonth.

90% 80% 85%

Percentage operating cost recoveryfrom user charges for environmentalhealth and licensing activity

37% 45% 45%







Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide high quality dog and stockcontrol services to the people of theregion

Percentage of customers satisfiedwith animal management service

60% 70% Greater than78%

Percentage of urgent animal

management complaints respondedto within one hour (dog attacks etc.)

99% 80% 80%

Percentage operating cost recoveryfrom user charges for animalmanagement activity

61% 60% 60%

Maintain navigational safety, respondto marine oil spills, and managemoorings

Percentage of harbour users andstakeholders satisfied with harbourmanagement

47% 70% 70%

Percentage of significant risksassessed and successfully mitigated(no incidents)

100% 100% 100%

Ensure weathertightness claims aresettled fairly, cost-effectively and are

legally compliant

Percentage of settledweathertightness claims that met

financial delegations and informationand legal requirements

100% 100% 100%

Note to table:





Capital

expenditure


Animal management 15,167 9,405 5,762 92Building consents 60,359 55,702 4,657 0

Environmental health and licensing 29,586 9,589 19,996 457

Land and property information 8,258 8,258 0 0

Marine safety 1,836 1,072 764 309

Resource consents 73,469 46,241 27,228 0

Weathertightness 12,567 0 12,567 0

Total 201,242 130,267 70,975 858




Solid waste theme

Solid waste themeThe council is on the first steps of a transformational journey towards a Zero Waste Auckland 2040. With thesupport of the community, iwi/Maori and business the concept of ‘waste’ will eventually become obsolete andresource recovery and resource efficiency will be our key focus.



Communityoutcome

Group ofactivities

Waste andrecyclingservices

√ √ √ √

Solid waste activities contribute to the Auckland Plan by:

• Starting the development of model resource recovery facilities to engage and encourage communities torecover more material and grow jobs.

• Helping households to reduce their waste by new services, such as the new organic service, largerrecycling bins, and education in preparation for ‘disposer pays’ for refuse.

• Using creative means to engage communities in rethinking their waste practices.

• Strengthening the connections between communities by starting to develop community recycling hubsaround reducing recycling and recovery.

• Enabling Auckland to be more resilient and prosperous by wiser use of resources and reducing carbonemissions from wasted material.

• Advocating for manufacturers to take full responsibility for disposing of or recycling products at the end oftheir lifecycle, and for industry to have the same obligation to minimise waste as local authorities.

• Contributing to a quality environment and tackling climate change by improving resource efficiency andreducing illegal dumping and litter.



• The Waste Minimisation and Innovation Fund (WMIF) – this fund is open to mana whenua and Iwi/Māoriorganisations and supports projects that reduce and minimise the amount of waste going to landfill.

• Planned initiatives in 2014/2015 to implement the Waste Management and Minimisation Plan are consistentwith Māori views - minimising environmental impact, providing low-impact solutions, promoting sustainablemanagement of natural resources and providing services that meet community needs.

• We recognise mana whenua responsibilities as kaitiaki and aim to ensure concerns are addressed wherepossible in the management of solid waste.




Solid waste theme

Group of activities: Waste and recycling services

Group of activities: Waste and recycling servicesThe activities in this group aim to help communities start reducing their waste and prepare for the long-term journey towards Zero Waste. This will be achieved by making it easier for households and businesses to reuseand recycle through changes to services, education programmes and innovations before the introduction of‘disposer pays’ across the region for their residual waste.


• Recycling - providing kerbside recyclables collection services, drop-off points for recyclables in rural andother areas, and some public place recycling bins. Promoting waste minimisation and recycling throughcommunity engagement, composting advice and education to communities and schools.

• Waste collection and disposal - providing refuse collection and disposal services, including inorganicwaste collection and hazardous waste drop-off and disposal services. Managing illegal dumping andenforcement service. Operating a small number of transfer stations, a small landfill, processing abandonedvehicles, and servicing of public place litter and recycling bins.



• Operating grants scheme to seed fund community and business waste minimisation initiatives to reducewaste and encourage effective waste management ($500,000).

• Continuation of pilots and trials for new services which will be rolled out from 2015 onwards. These include‘disposer pays’ charging for refuse and the introduction of kerbside organics collections.

• Initiate the procurement process for delivery of the new services.

• Community engagement to raise awareness of the upcoming changes.




Solid Waste theme

Group of activities: Waste and recycling services



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide reliable household wastecollection and disposal services

Percentage of waste collectionscompleted on time

99.9% 99.5% 99.5%

Provide reliable waste recyclingservices

Percentage of waste recyclingcollections completed on time

99.9% 99.0% 99.0%

Percentage of material (refuse andrecycling) collected in domestickerbside collections that is recycled

40% 40% 40%

Domestic kerbside refuse per capita(kg)

149.9 Less than orequal to 160

Less than orequal to 150

Note to table:




Capitalexpenditure

Financial year ending 30 June 2015 Expenditure Income Net expenditure Total

Recycling 25,016 0 25,016 14,642

Waste collection and disposal 87,120 27,648 59,472 4,585

Total 112,136 27,648 84,488 19,227



Part II: Our activities and financial information

Stormwater and flood protection theme

Stormwater and flood protection themeThrough its stormwater and flood protection activities the council manages and operates stormwaterinfrastructure (including treatment facilities) to minimise the impact of stormwater going into our streams,beaches, harbours and surrounding habitats. As Auckland grows, we want to protect, restore and enhance our

natural environment, including improving our biodiversity, air quality, land, waters and seas.



Community

outcome

Group of

activitiesStormwater

management√ √ √ √ √

Flood

protection and

control√ √ √ √ √

The key outcomes that these activities contribute to are a fair, safe and healthy Auckland, a green and beautiful Auckland that is loved by its people, and a prosperous Auckland.

Improving Auckland’s stormwater network is a part of our commitment to quality infrastructure needed to reachthe outcome of a green Auckland with waterways and coastline that are healthier and full of life. This is done by

ensuring that stormwater flows are managed cost-effectively, reducing any adverse impacts on public healthand safety, the environment, public and private property, and the economy and by minimising the potential fordamage to both our natural and built environments and disruption in basic services should flood events happen.



• The Portland Road Daylighting/Wetland project and the Te Auaunga (Oakley Creek) restoration project.These projects support Māori outcomes by incorporating Māori knowledge and ensuring that feedbackraised by iwi are addressed where possible in public storm water system management.

• Working with mana whenua to deliver iwi based projects in priority catchments to improve water quality,

stormwater and stream restoration via the Sustainable Catchments Programme.

As kaitiaki, water holds special value and obligations for Māori. We recognise these responsibilities and want toensure concerns are addressed where possible in the management of the public stormwater system.

We will endeavour to use sustainable design principles and treat stormwater prior to discharge and managefloodwaters so that what returns into the ecosystem is in a clean state does not damage Māori relationshipswith, and use of, that resource.





Group of activities: Stormwater management

Group of activities: Stormwater managementThe activities in this group contribute to the management of stormwater throughout Auckland to minimise andmitigate the adverse effects of heavy rainfall. This requires infrastructure including pipes, manholes and catchpits, open channels, quality devices, inlets and outlets.


• Stormwater operations and maintenance - operating and maintaining the public stormwater network toprovide a rapid response to stormwater problems, Civil Defence and Emergency Management stormwaterincident response, and manage public health and safety associated with the network.

• Stormwater catchment - renewing and acquiring network discharge consents, providing guidelines andstandards for treatment devices, including removal of sediments and litter, together with the provision ofRegional Catchment Management Plans.

• Network planning - managing the network from planning through to construction under the Stormwater Asset Management Plan and ensures new developments have their stormwater impacts adequatelymanaged.



• To mitigate the erosion of streams and foreshore areas and to improve the stormwater quality we are:

o Undertaking Stage 2 of the Wattle Farm project in Manurewa

o Commencing the Madills Farm project (Orākei), the Stanmore Road to Fife Street project(Waitematā) and the Karaka/Dominion project (Devonport-Takapuna)

• To support growth throughout the region council is further investing in:

o Sheehan Avenue and Kelvin Road pipe works in Papakura, and Ranfurly Road project in Ōtara

(stages 5 – 6)o Assisting the Housing Project Office to investigate and design stormwater infrastructure projects

within the Special Housing Areas. To achieve this, a Special Housing Design Group has been setup that will focus on this key priority.





Group of activities: Stormwater management



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Mitigate the risks of flooding byconstructing and maintaining reliable,effective, sustainable and future proofedstormwater systems and networks andmanage the detrimental effects ofstormwater on the environment

Percentage of customerssatisfied with stormwatermanagement

55% Greater than50%

Greater than50%

Percentage of mana whenuasatisfied with stormwatermanagement


10%

Number of blockages in thestormwater network per 100km

6.96 Less than 20 Less than 20

Percentage of urgentstormwater requests respondedto within two hours

93% Greater than85%

Greater than90%

Percentage of non-urgent

stormwater service requestsresponded to within three days

99% Greater than

80%

Greater than

85%

Percentage of manhole poppingrequests attended to and madesafe within two hours

93% 100% 100%

Percentage stormwater consentconditions with no justifiedabatement notices orenforcement proceedings

100% 100% 100%

Note to table:





Capital

expenditure

Financial year endi ng 30 June 2015Expenditure Income Net expenditure Total

Network planning 8,249 0 8,249 35,542

Stormwater catchment 8,771 0 8,771 17,445

Stormwater operations and maintenance 97,244 0 97,244 22,330

Total 114,264 0 114,264 75,317





Group of activities: Flood protection and control

Group of activities: Flood protection and controlThrough this group of activities the council services and minimises flooding across the region by protectingflood-prone buildings and environments, responding to flooding incidents, and improving the design ofstormwater infrastructure.



• Addressing and managing flooding in areas of Auckland through the Flood Alleviation Programme including:

o Continuing with the Mead Street project (Whau)

o Installing the Fred Thomas Overland Flowpath and commencing the Takapuna Beach Outfallsproject (Devonport-Takapuna).



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Plan and develop stormwaterinfrastructure and improve design tohelp alleviate flooding

Reduction of habitable floors that arebelow the 100 year flood plain

53 30 30

Percentage of catchments withaccurate flood hazard mappingcompleted

22% 25% 30%




Capital

expenditure


Flood protection and control services 5,587 0 5,587 16,002

Total 5,587 0 5,587 16,002




Water supply and wastewater theme

Water supply and wastewater themeThrough its water supply and wastewater activities, the council’s CCO, Watercare, provides Aucklanders withhigh-quality drinking water and provides a network to collect and treat wastewater before being discharged intothe receiving environment.



Community

outcome

Group of

activities

Water supply √ √ √ √ Wastewater √ √ √

Access to safe and reliable drinking water and the collection, treatment and disposal of wastewater is anessential part of a healthy, green and connected Auckland. Strict procedures are in place to check that thehighest-quality drinking water is maintained at every stage of its journey to the customer’s taps.

Effective treatment of wastewater is very important to safeguard human health and to protect our harbours andwaterways. Watercare maintains its infrastructure to improve wastewater collection, reduce overflows, andensure wastewater is treated to a standard that protects public health, and the local environment.

Key projects for Māori outcomes Key projects planned for 2014/2015 that contribute to achieving Māori outcomes include:

• Mana Whenua Kaitiaki Forum: Watercare has a statutory obligation to recognise and provide for therelationship of Māori and their culture and traditions with their ancestral lands, water, sites Waahitapu andother Taonga when building and maintaining its infrastructure.

To facilitate these obligations Watercare has engaged with Mana Whenua to establish the Mana WhenuaForum. Through the Forum – which comprises representatives from 13 of the 19 Mana Whenua fromthroughout Tāmaki Makaurau – Watercare is able to seek iwi support and advice about important areas ofits business. The Forum meets quarterly and is currently chaired by Tame TeRangi.





Group of activities: Water supply

Group of activities: Water supplyThese activities supply Auckland with around 330 million litres of safe drinking water from 29 sources through adistribution network of over 8900 kilometres of pipes.


• Progressing the installation of the Hunua 4 bulk water main to increase the security of Auckland’s watersupply ($58.6 million).

• Water treatment plant improvement ($23.2 million) through

o Upgrading the Huia water treatment plant

o Planning and consenting for the North Harbour 2 watermain to support growth and security of supplyfor the North Shore

o Expansion of the Waikato Water Treatment Plant to 150 million litres per day to increase the security

of Auckland’s water supply.


Level of servicestatement

Performance measure Actual2012/2013

Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide uninterruptedaccess to safe, clean anddrinkable water

Percentage of customers surveyed satisfiedwith Watercare’s delivery of water andwastewater services

81.4% Greater than orequal to 80%

80%

Percentage compliance with MoH drinkingwater standards for graded plants (excluding

minor or technical non-compliance)

100% 100% 100%

Number of unplanned water interruptions per1,000 connected properties


Percentage of metropolitan water treatmentplants achieving Grade A

100% 100% 100%

Percentage of metropolitan water supplyreticulation achieving Grade a

100% 100% 100%

Percentage of non-metropolitan watertreatment plants achieving Grade A

100% 45% 50%

Percentage of non-metropolitan water supplyreticulation achieving Grade a

83% 25% 50%

Percentage of unplanned water shut downsrestored within five hours

96.7% Greater than orequal to 95%

Greater than orequal to 95%

Number of water quality complaints (taste,odour, appearance) per 1,000 water supplyconnections


Percentage of complaints being “resolved andclosed” within 10 working days

97.2% 95% 95%

Percentage of annual potable water networklosses measured as total network volume

14.8% 14% 13%

Note to table:






Group of activities: Water supply




Capital

expenditure

Financial year endi ng 30 June 2015Expendi ture Income Net expenditure Total

Water supply services 186,944 176,578 10,366 175,861

Total 186,944 176,578 10,366 175,861





Group of activities: Wastewater

Group of activities: WastewaterThese activities provide collection, treatment and disposal of wastewater for Auckland’s homes and businessesin a way that is safe, economical, sustainable and responsive to customer needs.


• Detailed design of the Central Interceptor to cater for growth and reduce wastewater overflows to theWaitematā Harbour.

• Protecting the Manukau Harbour by upgrading the biological nutrient removal at Māngere WastewaterTreatment Plant.

• Upgrading the Army Bay outfall.

• Planning and consenting for the Northern Interceptor, a project which will allow wastewater flows to bediverted from the Northern Strategic Growth Area (NORSGA) and the Kumeu, Huapai and Riverhead areas

to the Rosedale Wastewater Treatment Plant.



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide reliable wastewater servicesand manage discharges to maintainor improve the health of theenvironment

Number of sewer bursts and chokesper 1,000 properties


Number of dry weather seweroverflows per 100 km of wastewater

pipe length per year

2.7 Less than orequal to 5

Less than orequal to 5

Percentage of wastewaterdischarged that is compliant withconsent discharge requirements(excluding minor or technical non-compliance) for metropolitan areas

100% 100% 100%

Percentage of wastewaterdischarged that is compliant withconsent discharge requirements(excluding minor or technical non-compliance) for non-metropolitanareas

60% 35% 35%



Capital

expenditure


Wastewater treatment and disposal 319,845 316,721 3,124 169,481

Total 319,845 316,721 3,124 169,481




Transport theme

Transport themeThrough its transport activities the council, through its CCO, Auckland Transport, aims to provide an effective,efficient and safe transport network by connecting people and places with easy, affordable access to safe andsustainable transport choices.

Auckland Transport works closely with the New Zealand Transport Agency (NZTA), Kiwi Rail, Ports of Aucklandand Auckland Airport to provide an integrated transport system.



Community

outcome

Group of

activities

Public

transport and

travel demand

management

√ √ √ √ √ √

Roads and

footpaths√ √ √ √ √ √

Parking and

enforcement√ √

The Auckland Plan identifies the transport system as crucial to achieving the vision of Auckland as the world’smost liveable city. It recognises the need for significant improvements to the transport system so that it workswell for business, residents and visitors, supports Auckland’s development, and contributes to the health andsafety of its people and character of its places.

The transport activities respond to these challenges by adopting a “One System” approach, which provides foran integrated programme of infrastructure and operations. This approach will contribute to the Auckland Planthrough the following:

• better use of transport resources to maximise return on existing assets.

• moving people and goods efficiently across Auckland’s transport network.

• increased access to a wider range of transport choices.

• improved safety of Auckland’s transport system.• reduced adverse environmental effects from Auckland’s transport system.

• Auckland’s transport network effectively connecting communities and provides for Auckland’s compacturban form.




Transport theme

Key projects for Māori outcomes

Engagement with Mana Whenua (iwi) authorities and Mataawaka organisations in planning improvements in thepublic transport system is expected to improve connectivity to services, culture, and wider places significant toMāori.

Auckland Transport’s Māori Engagement Framework enables project level engagement and consultation fromthe inception of projects, plans and programmes, through to completion. In developing its partnership with Māorithrough engagement, Auckland Transport recognises and provides for Māori cultural values and aspirations.

Protocols for engagement with Māori will be captured in Auckland Transport’s project management practices,including:

• The establishment of direct relationships with the 19 iwi authorities with Mana Whenua status across the Auckland region.

• Maintaining a relationship with the Independent Māori Statutory Board.

• Approaching engagement with Māori as a partnership, with an emphasis on building relationships beyond aspecific project or programme.

• Contributing to Māori-focused outcomes identified in the Long-term Plan 2012-2022.




Transport theme

Group of activities: Public transport and travel demand management

Group of activities: Public transport and traveldemand managementThe activities in this group contribute to providing a simpler, more frequent and more connected public transportsystem of bus, rail and ferry services. This is being achieved through the introduction of integrated ticketing andfares, new trains and buses, a redesign of the public transport route network, and the introduction of higherfrequency and more reliable services.

This group of activities also includes travel demand management to focus on travel choice and reducecongestion by:

• giving priority to walking, cycling and public transport

• projects that make more efficient use of existing and future roading infrastructure projects that will increasepublic transport use, therefore increasing return on investments

• working with communities to deliver road safety education, travel planning, walking and cycling.


• Rail - providing rail passenger services and supporting infrastructure that provide access to key centres.

• Ferry - providing ferry passenger services and supporting infrastructure to provide access to harbour andgulf island communities.

• Bus - providing bus services and supporting infrastructure to provide accessibility.

• Multi-modal (transport hub) - providing multi-modal (transport hub) services to support the public transportnetwork.

• Travel demand management - working with communities to deliver road safety education, travel planning,walking and cycling.



• Rolling out of new electric trains. The council, through Auckland Transport, is funding the new trains ($146million) and the upgrade of rail stations ($31 million) where necessary.

• Progressing the City Rail Link project including protection of the route through designation and propertypurchase. This will enable a doubling of passenger rail services by making Britomart a through station ratherthan a terminating station ($193 million).

• Implementing the first stage of implementation of the public transport network upgrade, providing for asimpler, connected network with more frequent services throughout the day. The first stage involves

implementation of new bus services in south Auckland, and new bus-rail interchanges at Ōtāhuhu andManukau.

• Completing investigations to justify route protection for a future rapid transit link to the airport, as part of theSouth-western Multi-modal Airport Rapid Transit (SMART) project.

• Completion of the integrated fares system project, providing a new fare structure in Auckland, using the new AT HOP smartcard.

• New and improved school, community and business travel plans to provide greater transport choices tomore people.




Transport theme

Group of activities: Public transport and travel demand management



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Auckland’s public transportservices respond to demand andresult in increased patronage

Total passenger transport patronage(000's)(1)

69,075 79,090 78,155

Rapid Transit Network rail boardingsper annum (000's)

10,039 14,423 13,041

Rapid Transit Network buswayboardings per annum (000's)

2,279 2,618 2,588

Quality Transit Network and LocalConnector Network bus boardings perannum (000's)

51,251 56,305 56,627

Ferry boardings per annum (000's) 5,506 5,744 5,899

Public transport subsidy perpassenger kilometre

$0.27 $0.27 $0.26

Public and customer safety and

security incidents across publictransport network per 100,000passenger boardings

0.054 0.0925 0.090

Customers are satisfied withpublic transport services

Percentage of public transportpassengers satisfied with their PTservice

85% 87% 87%

Effective infrastructure andservices for walking, cycling andride-sharing that help reduce thenumber of single-occupancy cartrips

Morning peak (7-9 am) car tripsavoided through travel planninginitiatives

14,781 12,800 13,400

Number of walking trips into the CBDin the morning peak

4,633 5,511 5,500

Number of cycling trips throughout theregion(2)

122,201 (AMpeak)

835,446 (allday)

97,200 142,200 (AMpeak) 958,000

(all day)

Notes:

1. The targets have been reduced primarily in rail due to short term service disruptions from the rail electrification project.

2. Measure and target changed to take account of new measurement approach. Total of morning peak cycle trips is recorded by

automatic counters at multiple locations in the region.



Capitalexpenditure


Bus 159,665 101,535 58,130 21,489

Ferry 22,021 12,703 9,318 8,387

Management of travel demand 16,850 4,891 11,959 0

Multi-modal 69,209 19,699 49,510 4,677

Rail 257,861 107,145 150,716 377,133

Total 525,606 245,973 279,633 411,686




Transport theme

Group of activities: Roads and footpaths

Group of activities: Roads and footpathsThe activities in this group contribute to our social and economic well-being by providing a properly connectedand well-maintained road and footpath network to ensure people and goods can move efficiently around Auckland.

The following activities are delivered:Roads - providing well maintained, safe and efficient roads and roading infrastructure including lighting androad marking.

Footpaths - providing well maintained footpaths that encourage walking as an alternative transport choice andenabling pedestrians to engage with, and experience, their environment.



• Completing Phase 1 of AMETI (Auckland Manukau Eastern Transport Initiative), a major, multi-year project

for the Eastern Suburbs, which aims to give residents greater transport choices by improving publictransport, walking and cycling facilities, and reducing traffic congestion ($68 million).

• Upgrade and widening of Albany Highway, with $22 million of investment planned during 2014/2015. Thisincludes the replacement and widening of Day’s Bridge, new peak hour transit lanes to reduce congestion,off road cycle and pedestrian paths to promote walking and cycling, undergrounding power andtelecommunication lines, improvements to existing underground services, and landscaping, urban designand stormwater treatments to enhance the road environment.

• Upgrades to Dominion Road to improve bus speeds and reliability on this key transport network route.

• Continuation of the major upgrade of Tiverton Road and Wolverton Streets. This will provide an improvedand safer experience for all users of this busy 2.2km stretch of arterial road between New Windsor and NewLynn, while strengthening connectivity of the area and providing capacity for future transport demands.

• Investigating an East-West link to enhance connectivity between SH1 and SH20 corridors in Manukau.

• Subject to completion of land acquisition, commence widening of Te Atatu Road between Edmonton Roadand SH16.

• Commence upgrade of the Quay St seawall to meet seismic design standards. The seawall is a criticalasset which supports Quay St and key underground services for the lower city centre.




Transport theme

Group of activities: Roads and footpaths



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Auckland’s arterial road movespeople and goods effectively andefficiently

Arterial road network productivity(1)

(Percentage of road corridorproductivity maintained or improvingon key arterial routes)

55.40% 51% of theideal achieved

52% of theideal achieved

Travel times along strategic freightroutes during the inter-peak (9am-4pm)

Not achievedon all routes

Maintain traveltimes for 85th

percentile on allnominated

freight routes

Maintain traveltimes for 85th

percentile on allnominated

freight routes

Percentage reduction in total fataland serious injuries on local roadnetwork

(2)

7.30% 2.0% reduction 2.0% reduction

Customers are satisfied with thequality of Auckland’s roads

Percentage of residents satisfied withthe quality of roads in the Aucklandregion

46% No less than75%

No less than75%

Customers are satisfied with thequality of Auckland’s footpaths

Percentage of residents satisfied withthe quality of footpaths in their localarea

43% No less than75%

No less than75%

Percentage of residents satisfied withthe quality of footpaths in the

Auckland region

41% No less than75%

No less than75%

Notes:

1. Road Corridor Productivity is measured by # of vehicles X their average speed X average vehicle occupancy by lane. Based on

considerable research, Austroads (association of Australian and New Zealand road transport and traffic authorities) has issued

recommendations for measuring this, based on ideal arterial road conditions. Taking these recommendations into account, an AT

corridor productivity ideal has been set at: 38,000 person km, per hour, per lane (900 vehicles travelling at an average speed of 35kph

in one lane, with an average of 1.2 occupants).

2. The figures for fatal and serious injuries on the local road network for each year are reported on a calendar year basis. The result is for

the previous calendar year.





Capital

expenditure


Footpaths 26,317 32 26,285 45,922

Roads 401,061 56,666 344,394 412,713

Total 427,378 56,698 370,680 458,635




Transport theme

Group of activities: Parking and enforcement

Group of activities: Parking and enforcementThe activities in this group contribute to the management of on-street parking and council-owned off-streetparking.


On-street parking and enforcement - balancing demand with the needs of road users, residents andbusinesses using unrestricted, restricted and paid parking options.

Off-street parking business - providing and managing off-street parking facilities (including parking buildings).Managing Park and Ride facilities which encourage the use of public transport.



• Replacing current pay and display machines with on-street paid parking machines, parking sensor andmobile applications.

• Implementing demand responsive pricing.



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Off-street car-parking meets

customer demand

Off-street parking occupancy rates(1)

66%

(all day)

78.1% (averagefor July toDecember

2012)(4 hour peak)

57%

(all day)

New measure

57%

(all day)

Within 80-90%range

(4 hour peak)

On-street parking facilities meet

customer demand

On street parking occupancy rates(1)

59%

(all day)

75.8% (averagefor August and

November2012)

(4 hour peak)

60%

(all day)

New measure

60%

(all day)

Within 80-90%range

(4 hour peak)

Note:

1. 4-hour peak period is defined as the top 4 busiest hours of the day. These hours are not often coincidental and can vary depending on

contributing factors.




Capital

expenditure

Financial year endi ng 30 June 2015Expendi ture Income Net expenditure Total

Off-street parking business 25,993 28,672 (2,679) 3,071

On-street parking and enforcement 39,409 62,475 (23,066) 3,983

Total 65,402 91,147 (25,745) 7,054




Community theme

Community themeThrough its community activities the council leads and works in partnership with agencies and the community tocontribute to safe, healthy and inclusive communities by providing essential facilities and services such aslibraries, community services, cemeteries and emergency management. This assists people to get involved in

recreation, leisure, arts and cultural activities, heritage and supporting community volunteers and groups.



Communityoutcome

Group of

activitiesCemeteriesand crematoria √ √ √ √ √

Emergencymanagement √ √ √

Regionallibrary services √ √ √ √

Local libraryservices √ √ √ √ √

Regionalcommunityservices

√ √ √ √ √ √

Localcommunityservices

√ √ √ √ √ √

Community activities help to create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders. We contribute to quality of life by:

• preserving our rich cultural heritage and ensuring that library information is easily accessible to all

• partnering with community and ethnic groups to develop facilities, activities and events, and supportprogrammes to improve literacy and numeracy to help raise the region’s skill levels and productivity andprioritise children and young people

• providing funding and grants to empower communities by building leadership, skills, capacity and resources

and provide opportunities for life-long learning

• supporting community safety through our drug and alcohol harm, injury prevention and family violenceprogrammes, which is fundamental to a strong and inclusive Auckland

• contributing to the Southern Initiative to help bring about transformational social, economic and physicalchange that improves the quality of life and well-being of residents.




Community theme



• Rangatahi Roopu - establish a rangatahi roopu who represents the voices of youth for iwi and mataawakaas a way to foster whānau development.

• National Marae - scoping is underway to build a national marae near Colin Dale Park in Manukau. Thismarae will be fully accessible with an emphasis on meeting the needs of the disabled and vision-impairedcommunity.

• Preserve and provide access to taonga and matauranga Māori (knowledge), including more digitisedcontent of interest for mana whenua and library programmes that support te reo Māori.

• Formalise relationship and actively support Te Herenga Waka o Orewa Marae.

• Support mana whenua and mataawaka aspirations to contribute to Auckland’s future development throughinitiatives including papakainga development for kaumatua (older people) and marae development.

• Support iwi and other Māori social enterprise and social entrepreneurs through Haere Whakamua which willfocus on developing governance, financial control systems and business planning within a Māori and maraebased context. Haere Whakamua will support participant groups to unlock potential business opportunitiesin both the public and private sector.

• Develop and pilot a partnership approach to emergency management readiness and response with maraein Auckland.

• As kaitiaki (guardians) of taonga, libraries hold relationships with iwi, hapū and whānau to support thepreservation and use of mātauranga Māori (knowledge), whakapapa (family history) and Māori research.We work with a small number of kohanga reo and have Māori programmes that includes whakapapaactivities, wānanga(learning and specialist talks) and events to mark Matariki. Local libraries will look toincrease engagement with mana whenua and mataawaka.




Community theme

Group of activities: Cemeteries and crematoria

Group of activities: Cemeteries and crematoriaThe activity of cemeteries and crematoria provides essential social and community services to maintain publichealth and allow commemoration, cremation and burial of loved ones.


• Upgrading and expanding regional cemeteries to provide burial facilities that meet Aucklanders’ needs

• Waikumete cemetery new burial areas ($333,000).



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Maintain cemeteries, memorialgardens and records for families,friends and visitors to remember theirloved ones

Percentage of customers satisfiedwith the cemeteries and memorialgardens overall

79% 85% 90%

Percentage of visitor servicestandards achieved

92% 85% 85%

Capacity of cemeteries andcrematoria to meet current andprojected demand (years)

Not measured 5 5



Capitalexpenditure


Cemeteries and crematoria management 6,655 7,554 (899) 2,115

Total 6,655 7,554 (899) 2,115




Community theme

Group of activities: Emergency management

Group of activities: Emergency managementThe activities in this group contribute to delivering emergency management of unanticipated natural and man-made events through our emergency management service. We have responsibility for civil defence emergencymanagement and rural fire readiness and response, ensuring the safety of our residents, the preservation ofproperty and the natural environment.


• Emergency management and preparedness - ensuring effective response to, and recovery from, civildefence emergencies through sound relationships, planning and exercising with the community andstakeholders.

• Rural fire services - operating and managing rural fire services, including all islands of the Gulf.Resourcing and training volunteer fire fighters to reduce the likelihood and consequence of a bush fire.



• Undertaking initiatives to ensure Aucklanders are well-prepared to respond to an emergency, and toenhance rural fire readiness, are a key focus for Emergency Management.

• Refurbishing fire tankers.

• Continuing the refurbishment of rural fire stations.

• Relocating and recalibrating remote automatic weather stations.

• Updating public alerting systems ($188,000).



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Ensure readiness to respondeffectively to emergency civil defencesituations and hazards

Overall score achieved using theCDEM capability assessment tool

70% 80% 80%

Provide education, support, andtraining to develop a resilientcommunity

Percentage of community fullyprepared for an emergency

12% 15% 18%

Percentage of community preparedat home for an emergency

21% 24% 27%

Number of local communityemergency management projects

completed

57 14 14

Provide emergency managementand rural fire capability to managefire and emergencies quickly andeffectively

Percentage of incidents requestingattendance by New Zealand FireServices responded to within 10minutes

87% 85% 85%

Percentage of rural fire fighters whomeet national training standards

85% 92% 90%

Note to table:





Community theme

Group of activities: Emergency management




Capital

expenditure


Emergency management and preparedness 5,085 159 4,926 274

Rural fire services 2,033 28 2,005 817

Total 7,118 187 6,931 1,091




Community theme

Group of activities: Regional library services

Group of activities: Regional library servicesThe activities in this group provide for a range of needs in our community ranging from access to books andother material, delivery of digital services and library systems, access to research and leisure resources; andliteracy and learning programmes.


• Regional and corporate library management - developing strategies and policies, including the need forand location of new libraries, collection and library digital service policy and practice, service standards, andlibrary exhibitions, programmes and events.

• Library collection management - ensuring access to learning, information and leisure resources.Development and management of the heritage collection to help build on Auckland's cultural heritage.

Our local library activities are contained in the following section.



• Planning for new libraries and managing upgrades to existing libraries.

• Completing the upgrading of the library management system. This includes improvements in LibrariesTechnology ($1.3 million), and implementation of the Millennium Library Management System ($1.1 million).

• Renewing the library collection material ($13.1 million).



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide access to a wide range of

information relevant to communitylearning needs

Percentage of customers satisfied

with content and condition ofcollections

87% 85% 85%

The number of lending and referencecollection items available per capita

2.3 2.7 2.8

Percentage of customers satisfiedwith the services available on librarycomputers, including databases andcatalogues

74% 75% 80%

Number of collection items borrowed/issued per capita

10.9 12 12

Number of new collection itemspurchased annually per capita

0.33 0.30 0.30

Number of people in reading and

information skill programmes percapita

0.30 0.29 0.30

Note to table:





Capital

expenditure


Library collection management 35,656 2,645 33,011 16,797

Regional and corporate library management 16,895 341 16,554 664

Total 52,551 2,986 49,565 17,461




Community theme

Group of activities: Local library services

Group of activities: Local library servicesThe activity of local library facilities and services contributes to the management and operation of local libraries,including the development of approved new libraries and major library upgrades, as well as programmes andevents within local libraries.



• Completing the construction of the following libraries:

o Devonport library ($4.5 million)

o Ōtāhuhu Library ($2.8 million)

o Waiheke library ($0.4 million)

o Te Atatu library ($4.6 million).

• Completing planning and/or commencing the construction of the following libraries:

o Massey Westgate ($8.1 million)

o Ormiston ($2.6 million)

o Takanini ($2.4 million).




Annual Plantarget

2013/2014

Annual Plantarget

2014/2015Provide safe, welcoming, andaccessible library facilities forcustomers to access library services

Percentage of customers satisfiedwith overall services provided bylibraries

90% 90% 90%

Average number of library visits percapita

8.8 10 10

Total library building floor space per1,000 residents (m2)

41.5 35.2 40.3

Note to table:




Capital

expenditure


Local library facilities and services 57,999 842 57,157 29,444

Total 57,999 842 57,157 29,444




Community theme

Group of activities: Regional community services

Group of activities: Regional community servicesThe activities in this group contribute to community development and safety, influencing people's sense ofsecurity and quality of life by providing safe public places, events and accessible facilities to enable Aucklandersto gather, learn, share and connect.

Our 1500 housing units enable eligible older persons to live independently within their communities in qualityaccommodation.


• Community development policy - developing policy related to community safety and wellbeing, includingalcohol control, the commercial sex industry, gambling venues, community safety, community funding andassistance, leases, partnerships and facilities.

• Regional community development initiatives - providing initiatives that support the development of astrong, inclusive and equitable society and ensuring opportunity for all Aucklanders. This includes Auckland-wide community funding and grants, and providing projects and regional initiatives of benefit to localcommunities.

• Regional community safety programmes - tailoring graffiti reduction, crime prevention and communitysafety programmes. This includes safety patrolling, environmental design and car crime reduction, drug andalcohol harm reduction, injury prevention and family violence prevention programmes.

• Regional social housing - providing housing for eligible older persons, supporting them to be active,healthy, safe and independent while staying close to friends and family. Management of services andsupport for tenants, maintenance and monitoring of properties.

Our local community services activities are contained in the following section.



• Completing of a programme of social housing refurbishment and renewal works to support low-income olderpeople to be active and independent within their communities ($1.4 million).

• Design and development of Wilsher village.

• Continued implementation and development of the multi sector “I am Auckland Children and YoungPersons” Strategic action plan.

• Providing community funding programmes including the Youth Connections Programme. The YouthConnections Programme is a joint initiative between Auckland Council, the Tindall Foundation, the HughGreen Foundation and Auckland Airport Community Trust to link school leavers with further education,training and employment.

• Delivering programmes that strengthen and connect communities, with a focus on youth, migrants and

those most in need; and to prevent and reduce violence, crime and injury, in delivering safer environments.We will do this through the implementation of Thriving Communities action areas.

• Implementing the regional Graffiti Vandalism Prevention Plan.

• Development of the Local Alcohol Policy.




Community theme

Group of activities: Regional community services



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide equitable and sustainablecommunity development policies,resources and programmes thatsupport community wellbeing

Percentage of customers satisfiedwith community developmentprogrammes

43% 75% 60%

Percentage of Māori customerssatisfied with communitydevelopment programmes


60%

Number of community developmentprogrammes provided

25 26 26

Percentage of residents satisfied withCitizens Advice Bureau services

86% 76% 80%

Number of community developmentprogrammes that specifically relate toMāori


1

Improve community safety throughdelivery of programmes andinitiatives with partner organisationsand the community

Number of volunteers activelyinvolved in community patrolling 989 500 500

Percentage of all assets that aregraffiti free across the city

90% 85% 85%

Percentage of graffiti removalrequests completed within 24 hoursof reporting

99.7% 90% 90%

Provide accessible and affordablehousing to eligible people within thecommunity

Percentage of tenants satisfied withprovision and management ofhousing facilities for the elderly

76% 85% 80%

Percentage occupancy rate ofhousing facilities for the elderly

94.3% 90% 95%



Capitalexpenditure


Netexpenditure

Total

Community development policy 9,332 0 9,332 0

Regional community development initiatives 12,978 308 12,670 0

Regional community safety initiatives 11,952 1,484 10,468 0

Regional social housing 4,162 6,478 (2,316) 38,178

Total 38,424 8,270 30,154 38,178




Community theme

Group of activities: Local community services

Group of activities: Local community servicesThe activities in this group help to strengthen communities and contribute to residents’ well-being by providinglocal programmes and facilities, enabling people to connect, learn, interact and participate in their community.


• Local community development initiatives - supporting a wide range of community place-based projectsand goals through community funding and grants, specific programmes, advice and information services,and initiatives.

• Local community facilities – ensuring everyone can access safe and affordable spaces to pursue theirinterests locally. Community facilities include community centres and houses, venues for hire and leasedspace.

• Local community safety initiatives – providing community safety programmes, including Auckland-widegraffiti eradication, graffiti vandalism enforcement and provision of CCTV systems.



• Streamline online application process for community funding and grants.

• Deliver a Local Board summit /Thriving Neighbourhoods event.

• Nurture community gardening and local food initiatives.

• Planning of a multi-use community facility in Flatbush ($2.1 million).

• Town hall upgrade in Warkworth ($1.4 million).

• Redevelop the Pioneer Women’s and Ellen Melville Hall ($1.7 million).

For local community services projects and priorities in your area, please see Volume 2 of this document.



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide local communitydevelopment resources, funds andprogrammes that build communitywellbeing

Percentage of community fundingapplicants satisfied with information,assistance and advice provided

58% 75% 75%

Percentage of communityfunding/grant recipients meetinggrant obligations

80% 95% 90%

Provide community halls, centresand houses that meet therecreational and social needs of thelocal community

Percentage of users satisfied withcommunity centres and communityhouses

89% 75% 80%

Percentage of available timecommunity centres and halls areused (actual hours used compared tohours available)

43% 50% 45%

Improve community safety throughdelivery of programmes andinitiatives with partner organisationsand the community

Percentage of respondents whoperceive that their neighbourhood isreasonably safe in the day time

85% 85% 85%

Percentage of respondents who

perceive that their neighbourhood isreasonably safe at night time

42% 55% 55%




Community theme

Group of activities: Local community services



Capital

expenditure


Local community development initiatives 10,493 0 10,493 0Local community facilities 21,171 2,568 18,603 11,840

Local community safety initiatives 1,270 0 1,270 607

Total 32,934 2,568 30,366 12,447




Lifestyle and culture theme

Lifestyle and culture themeThrough its lifestyle and culture activities the council provides a wide variety of services and facilities that give Aucklanders and visitors the opportunity to enjoy high quality arts, culture and recreation. This ranges from theprovision of arts programmes and events and parks across the region to art galleries, museums and local

community facilities, in venues large and small.

We also invest in facilities to attract world-class events here, and partner with organisations on arts andrecreation opportunities for cultural expression and enjoyment.

How the activities in this theme contribute to the Auckland Plan


Communityoutcome

Group ofactivities

Regional arts,culture andeventsservices

√ √ √ √ √

Local arts,culture andeventsservices

√ √ √ √

Regionalevents

facilities√ √ √ √ √

Regional parksservices √ √ √ √ √

Local parksservices √ √ √ √ √ √

Regionalrecreationservices

√ √ √ √ √ √

Localrecreationservices

√ √ √ √ √ √ √

Regionalcollections andamenities

√

√

√

√

Lifestyle and culture activities contribute to the outcomes of the Auckland Plan by:

• valuing and fostering Auckland’s cultural diversity, supporting our artists, creative sectors and culturalinstitutions, and building healthy communities through offering more sporting and lifestyle opportunities foreveryone

• developing skills and knowledge, supporting key sectors, generating tourism, creating employment andinnovation as well as enhancing cultural well-being

• recognising and promoting the contribution of our natural heritage to urban character, quality, amenity andsense of place. Protecting, enhancing and increasing Auckland’s parks and reserves helps tackle climate

change and increases energy resilience.







• Auckland Zoo has established an iwi reference group meeting four times a year to provide advice withregard to planning and the delivery of civic ceremonies. The zoo is continuing to enhance the Māoricomponent of Te Wao Nui, a major New Zealand natural environment exhibition, enhancing the culturalexperience of domestic and international visitors.

• On-going work with the Auckland Art Gallery Māori advisory group assists with the implementation of thoseaspects of the gallery’s strategic plan, and advises and supports the gallery’s management team. Itadvocates strongly for increased Māori programming and representation within exhibitions and collections.

• Negotiations are underway between the Crown and Auckland iwi collective entities to settle outstandingTreaty of Waitangi claims on the Auckland isthmus. Mt Smart is included in these negotiations with theTāmaki Collective.

• The EDGE engages with the Matariki Festival annually through public programmes, and has an on-goingrelationship with Ngāti Whātua o Or ākei with regard to ceremonial activities. Programmes for Māorifocussed public performance across the region are under development.

• Auckland Conventions is working with Ngāti Whātua and Auckland Museum to develop Māoriwelcome/pōwhiri experiences as added value to conventions and event packages.

• All RFA business will introduce bi-lingual signage and Māori design elements as part of scheduledrenewals.





Group of activities: Regional arts, culture and events services

Group of activities: Regional arts, culture andevents servicesThe activities in this group promote arts, culture and events, by supporting this sector through a range ofregional programmes that include public art and regional events, and regional facilities. These include initiativesfor the preservation and expression of Māori, Pasifika and ethnic cultures.


• Arts, cul tu re and events pol icy - providing policies that guide the delivery of arts, culture and events.

• Regional arts and cultu re initiatives - facilitating and running regional arts and culture programmes,public art projects, arts funding and grants, marketing and promotion of arts and cultural services andprojects.

• Regional events - delivering, supporting and sponsoring a regional events programme that is exciting,successful and caters to the breadth of Auckland’s communities.

Our local arts, culture and events services activities are contained in the following section.



• Delivering on Council’s’ contribution to the Arts and Culture Strategic action Plan (adopted June 2014);including a diverse and high quality programme of regional arts and culture activities at an estimated cost of$800,000.

• Delivering an enhanced programme of regional events, such as Polyfest, Auckland Festival of photography, Atamira Māori in the city, and Music in Parks.





Group of activities: Regional arts, culture and events services



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Deliver, facilitate and fund diverseand high quality arts and culturalprogrammes and activities

Percentage of participants satisfiedwith regional arts activities

87% 80% 85%

Number of regional arts and culturalactivities delivered or funded bycouncil

(1)

1,822 5,000 1,000

Number of participants in arts andcultural activities provided by councilper 1,000 residents

143 51 100

Number of public art partnerships 19 10 12

Deliver and facilitate regional eventstargeted to attract regional, nationaland international attendees

Percentage of attendees satisfiedwith council delivered regional eventsoverall

90% 85% 85%

Number of attendees at council

delivered regional events per 1,000residents(2)

36 73 36

Number of events permitted in Auckland

2100 776 2100

Percentage of Māori participating incouncil delivered regional events


11%

Notes:

1. Previous target of 5000 included activities delivered, locally and regionally, and current year target is based on regional only.

2. This measure was previously reported as the total number of attendees. The 2012/2013 results was 55,120 and the target was110,000.

Further explanation for the above measures and targets, where applicable, is included in the Long-term Plan 2012-2022.



Capitalexpenditure

Financial year ending 30 June 2015Expendi ture Income Net expendi ture Total

Arts, culture and events policy 350 0 350 0

Regional arts and culture initiatives 16,293 1,025 15,268 2,992

Regional events 3,550 123 3,427 84

Total 20,193 1,148 19,045 3,076





Group of activities: Local arts, culture and events services

Group of activities: Local arts, culture and eventsservicesThe activities in this group facilitate and deliver a wide range of local arts and cultural activities, and communityevents, working with local communities and customising them to support diversity, reflect local needs and fosterlocal talents and skills.


• Local arts and culture facilities - managing and supporting local art centres, galleries and theatres andworking with local communities on initiatives that enrich the cultural life and vibrancy of local areas.

• Local arts and culture initiatives - providing programmes and grants to integrate art and culture intoeveryday lives and creating opportunities for local people to participate in the arts, and develop creativeskills and knowledge.

• Local events - facilitating, delivering and sponsoring local events.



• The construction of the Glen Innes Music and Arts Centre for youth is scheduled to be completed in 2014.Once completed, the Centre will provide tailored programmes and experiences for young people in GlenInnes.

• Completing the $2.5 million redevelopment of the Uxbridge Arts Centre and providing the Howickcommunity with an excellent purpose built facility for arts and leisure activities while preserving thecharacter and history of Uxbridge for the future.

• Commencing the construction of the Uxbridge Creative Arts Centre in Ormiston.




Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide opportunities and facilitiesfor the community to experience andenjoy the arts

Percentage of visitors satisfied withcouncil delivered or funded artsfacilities

89% 85% 85%

Number of visits to local arts facilitiesper 1,000 residents

939 420 811

Number of participants in local artsactivities per 1,000 residents

131 104 104

Percentage of participants satisfiedwith local arts activities

87% 80% 85%

Deliver, facilitate and fund diverseand high quality arts and culturalprogrammes

Number of local arts and cultureactivities that contribute to Māorioutcomes

(1)


107

Deliver and facilitate events thatmeet local community needs

Percentage of attendees satisfiedwith council provided local eventsoverall

81% 80% 85%

Estimated number of attendees atcouncil delivered and funded localevents per 1,000 residents

347 171 347

Note:

1. This measure has changed since 2012/2013 to refer to activities delivered at a local level.





Group of activities: Local arts, culture and events services




Capital

expenditureFinancial year ending 30 June 2015

Expendi ture Income Net expenditure Total

Local arts and culture facilities 9,513 1,336 8,177 3,521

Local arts and culture initiatives 4,382 0 4,382 274

Local events 7,236 0 7,236 0

Total 21,131 1,336 19,795 3,795





Group of activities: Regional events facilities

Group of activities: Regional events facilitiesThe activities in this group are delivered through our CCO, Regional Facilities Auckland and contribute toproviding high-quality performing arts, cultural, heritage, leisure, entertainment, sporting and conferencefacilities that reinforce Auckland’s national and international reputation as an exciting events destination. Theseactivities add vibrancy by giving Aucklanders and visitors the opportunity to attend events at world class venues.


• Regional event facility and stadium support - supporting existing facilities and planning new ordeveloped facilities including North Harbour Stadium, North Shore Events Centre, Vodafone Events Centre(formerly named the TelstraClear Pacific Events Centre), Bruce Mason Centre and The Trusts Stadium.

• Stadium management - managing and developing Mt Smart and Western Springs stadiums.

• The Edge event f acilities management - managing and developing The Civic Theatre, Auckland TownHall, Aotea Square and Aotea Centre.

• Viaduct Events Centre management - managing and developing the Viaduct Events Centre.

Key priorities for 2014/2015Over the next year, council has identified the following key priorities:

• Planning the upgrade and improvement of the acoustics of the Town Hall precinct to enable sound isolationbetween Aotea Square, the Great Hall and the Concert Chamber so the Town Hall can host multiple eventsat the same time without noise spilling into other rooms ($2 million).

• Upgrading the Owens Foyer and the audio-visual system in the Aotea Centre in order to maintain levels ofservice, as this building is now over 23 years old.

• Renewals to The Civic Theatre parapet ($2.1 million) to maintain the structural integrity of the building.

• Arena 2 renewal and capability enhancement and targeted health and safety works in Arena 1 ($2.8 million)

at Mt Smart Stadium.• Completing the process of the sale of the land adjacent to the Vodafone Event Centre, with the funds from

the sale being granted to the Counties Manukau Trust for the establishment of Wero at the Vodafone EventCentre. Wero will be a world class tourism destination centred on a white water kayak and rafting facility.



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide fit for purpose regional eventfacilities

Total number of attendances atregional event facilities (North

Harbour Stadium, North ShoreEvents Centre, Vodafone EventsCentre, Bruce Mason Centre, TheTrusts Stadium)

1,972,035 1,500,000 1,600,000

Total number of event days (ordays open) held at regional eventfacilities (North Harbour Stadium,North Shore Events Centre,Vodafone Events Centre, BruceMason Centre, The TrustsStadium)

1,575 1,390 1,400

Provide fit for purpose regional eventfacilities

Total number of attendances atregional event facilities at RFAfacilities (includes The Civic,

Auckland Town Hall, AoteaSquare, Aotea Centre, ViaductEvents Centre, Mt Smart, WesternSprings)

1,369,236 1,075,000 1,125,000





Group of activities: Regional events facilities


Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Total number of event days heldat RFA Facilities (includes TheCivic, Auckland Town Hall, AoteaSquare, Aotea Centre, Viaduct

Events Centre, Mt Smart, WesternSprings)

2,650 1,500 2,055




Capital

expenditure


Regional event facility and stadium support 13,611 859 12,752 15,700

Stadium management 8,205 3,747 4,458 3,056

The EDGE event facilities management 41,087 27,303 13,785 0

Viaduct Events Centre management 395 0 395 152

Total 63,298 31,909 31,389 18,908





Group of activities: Regional parks services

Group of activities: Regional parks servicesThe activities in this group contribute to high quality local and regional parks, gardens and our volcanic cones,which safeguard our natural environment while meeting our recreation and lifestyle needs and those of ourvisitors.


• Botanic Gardens - maintaining the Auckland Botanic Gardens, including creating opportunities for outdoorrecreation, accommodation and events.

• Parks po licy and acquisition - providing policy assistance around parks, street environments and relatedmaintenance services, and advising on acquisition of new local and regional parks.

• Regional parks - managing and maintaining regional parks including ensuring natural environments areprotected and enhanced.

• Farms - contributing to heritage, conservation and education, and promotion of environmentally sustainablefarming practices.

• Volcanic cones - maintaining Auckland’s volcanic cones, which incorporate the co-governance of sites of

particular significance and maunga with Mana Whenua.

As part of the Ngā Mana Whenua o Tāmaki Makaurau (Tāmaki Collective) settlement, 12 maunga (volcaniccones) will be governed by the Tūpuna Maunga o Tāmaki Makaurau Authority (Maunga Authority).

The Maunga Authority will be made up of representatives from both the Tāmaki Collective and Auckland Counciland is expected to take effect in March 2014.

Maunga Authority draft Interim Operational Plan

An Interim Operational Plan for 2014/2015 will be established between the Maunga Authority and AucklandCouncil and included in the final Annual Plan 2014/2015. This plan will set out the framework in which councilwill carry out its functions in regards to the routine management of the maunga and administered lands.

The interim Operational Plan will outline funding requirements, capital and operational projects, maintenance

works, service level commitments and other cultural and educational activities and programmes planned for theyear.

In 2014/2015, we expect the key areas of focus to be:

• Visitor experience – Recreation use, development and events

• Maintenance and infrastructure

• Conservation and heritage

• Community engagement and education

• Policy and planning.

Key priorities for 2014/2015Over the next year, council has identified the following key priorities:

• Acquiring open spaces across the region to provide our residents with quality open spaces for our growingcity. This includes continuing to acquire large scale regional open space to deliver on the ecological,landscape protection and recreation goals of the Auckland Plan ($9.2 million).

• Working to protect and enhance Auckland’s natural environment and ecology through parks, and preservingand protecting our volcanic landscape and the Hauraki Gulf islands.

• Providing a number of improvements and enhancements to visitor facilities and services across regionalparks and Auckland Botanic Gardens ($1.3 million); and volcanic cones ($1.0 million).





Group of activities: Regional parks services



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Develop a consistent and robustapproach to planning, managing anddeveloping Auckland's open spacenetwork

Percentage of residents satisfied withthe provision (location anddistribution) of regional parks

83% 75% 75%

Number of hectares of regional parkper 1,000 residents

26.5 30 30

Number of arrangements with Māorithat provide for kaitiaki managementof ancestral lands (1)


2

Protect and conserve the values andfeatures of Auckland’s volcanicheritage

Percentage of public satisfied withthe quality of care of the volcanicfeatures

64% 70% 75%

Percentage of mana whenuasatisfied with the quality of care ofthe volcanic features


75%

Percentage of volcanic landscapemaintenance standards achievedbased on contract requirements

97% Greater than98% Greater than98%

Manage the Auckland BotanicGardens as a place for recreationand to sustain the botanical heritageof Auckland

Percentage of visitors satisfied withthe overall quality of their visit to theBotanic Gardens

95% 95% 95%

Number of participants in BotanicGardens education programmes

8,188 Greater than7,842

8,000

Number of New Zealand nativeplants grown for revegetationprogrammes in the Botanic Gardens

53,793 60,000 60,000

Percentage of visitor servicestandards achieved

92% 95% 95%

Maintain the natural and culturalsettings and representative range ofregional parks for the use andenjoyment of the community

Percentage of park visitors satisfiedwith the overall quality of their visit

98% 90% 90%

Percentage of public who have useda regional park in the last 12 months


80%

Number of volunteer hours worked inregional parks each year

88,347 88,000 92,000

Notes:

1. For the purpose of this measure Māori are defined as mana whenua organisations and Kaitiaki is the exercise of guardianship.

Arrangements are defined as all organisational arrangements from co-management arrangements through to service contracts.




Capital

expenditure

Financial year ending 30 June 2015Expendi ture Income Net expenditure Total

Botanic gardens 4,549 70 4,479 0

Farms 1,046 1,103 (57) 0

Parks policy and acquisition 13,157 0 13,157 102,350

Regional parks 28,492 1,470 27,022 14,241

Volcanic cones 1,995 0 1,995 431

Total49,239 2,643 46,596 117,022





Group of activities: Local parks services

Group of activities: Local parks servicesThese activities includes provision and maintenance of local parks, reserves, sports parks and beachesincluding sports fields, walkways and cycle ways, toilets, changing rooms, beaches, watercourses and wetlands. Additionally, we manage programmes including volunteers, environmental education, conservation, and guidedwalks.



• Progressing with the upgrade of the Onehunga Bay foreshore, bringing back a natural coastal edge andcreating recreational opportunities for the Onehunga and wider community. The park development willprovide high-quality open space, beaches, a boat ramp and picnic areas. A new bridge will connect the newparkland to the Onehunga lagoon ($3.4 million).

• Improving walkways in several areas, for example, Westmere Park to Lemington reserve, Victoria Wharf atDevonport ($2.3 million).

• A number of improvement to playgrounds, parks and community facilities, for example, Barry Curtis Park inHowick and Warkworth showgrounds ($0.8 million).

• Begin construction of Colin Dale Park in Papatoetoe which will be Auckland’s first dedicated motor sportspark.




Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Develop and maintain local parknetwork to cater for communityneeds

Percentage of residents satisfied withthe provision (location anddistribution) of local parks andreserves

72% 75% 75%

Percentage of residents satisfied withthe quality of parks, reserves, sportsfields and beaches

71% 85% 75%

Percentage of residents who visiteda local park or reserve in last 12months

92% 80% 85%

The playing capacity of sports fields(playing hours per week)

10,149 10,200 10,656

Percentage of local parks and

reserves maintenance standardsachieved as per contractualrequirements

94.9% 98% 98%



Capital

expenditure


Local parks 191,745 1,196 190,549 80,892

Total 191,745 1,196 190,549 80,892





Group of activities: Regional recreation services

Group of activities: Regional recreation servicesThe activities in this group provide funding and develop partnerships to ensure there is a network of facilitiesand programmes to encourage people to participate in informal recreation through to promoting sportingexcellence. We support recreational and sporting programmes and events, facility development, jobs and thesports innovation, science and health industries.


• Recreation polic y – preparing strategies to provide a range of recreation opportunities and facilities, whichdeliver the actions in Chapter 5 of the Auckland Plan as well as support key focus areas such as childrenand young people and Māori. Planning for local facilities, grants and funding relationships.

• Regional recreation faciliti es – providing regional facilities that enhance opportunities for sport andrecreation to ensure access to world class facilities that raise the profile of sport and recreation in Auckland,and promote health and well-being.

• Regional recreation ini tiatives - supporting a range of Auckland-wide groups and regional initiatives toincrease opportunities for sport and recreation through partnerships, funding, services and advisory support.

Our local recreation services activities are contained in the following section.


Over the next year, council has identified the following key priority:

• Delivering the Facility Partnerships Funding Programme, which enables the council to partner withcommunity groups and organisations to upgrade, or develop new recreation facilities ($3.24 million).

• Implementation of the Sport and Recreation Strategic Action Plan priority actions, for example the Pools andRecreation Centre provision planning, and scoping and delivering the Top 10 projects from the Youth SpeakSport – Young Peoples Summit.

How we measure performanceLevel of service statement Performance measure Actual

2012/2013 Annual Plan

target2013/2014

Annual Plantarget

2014/2015

Provide the community and otheragencies with advice and resourcesto assist in the development of sportand recreation initiatives and events

Percentage of residents participatingat least once per week in sport andrecreation

(1)


80%

Note:

1. Data collection for this measure is from the Annual Residents Survey and only includes participants over 16 years of age.



Capital

expenditure


Netexpenditure

Total

Recreation policy 443 0 443 0

Regional recreation facilities 14,152 37 14,115 0

Regional recreation initiatives 10,223 400 9,823 0

Total 24,818 437 24,381 0





Group of activities: Regional collections and amenities

Group of activities: Local recreation servicesThe activities in this group promote local public participation in recreational and sporting events andprogrammes and the use of local recreation facilities, enhancing opportunities for sport and recreation topromote health and well-being.



• Progressing the development of the Ōtāhuhu swimming pool as part of the development of the ŌtāhuhuRecreation Precinct, which also involves a new library and open-space works. A new swimming pool inŌtāhuhu will fill a gap in the regional aquatic network and contribute to the development of the precinct as ahub of community activity and a focal point for Ōtāhuhu ($9.7 million).

• Construction of the northern recreation facility in Albany ($7.5 million), expected to be completed by 2015. Itwill provide a community hub at North Harbour Stadium with aquatic and fitness facilities for the UpperHarbour and Bays local board areas.




Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide safe and accessible facilitiesand programmes that supportrecreation and leisure activities at alocal level

Percentage of customers satisfiedwith swimming pool facilities andprogrammes overall

84% 85% 85%

Percentage of customers satisfied

with recreation centre facilities andprogrammes overall (excludingswimming pools)

85% 85% 85%

Average number of visits toswimming pools per capita

6.97 3.15 7

Average number of visits torecreation facilities per capita(excluding swimming pools)

2.9 1.52 3




Capital

expenditureFinancial year ending 30 June 2015

Expenditure Income Net expenditure Total

Local recreation initiatives and facilities 62,925 30,739 32,186 36,202

Total 62,925 30,739 32,186 36,202






Group of activities: Regional collections andamenitiesThe activities in this group manage our city’s leading cultural and collection institutions which make a vitalcontribution to advancing Auckland’s social, cultural and economic well-being.


• Auck land Zoo - managing the zoo and its collection of animals as an asset to be enjoyed by the public.Running local and international breeding, conservation and education programmes to build understanding ofwildlife and conservation; supporting services for donor and volunteer programmes; managing retail andother commercial services to raise revenue.

• Regional amenities and museums – under respective legislation, council allocates funding via rate leviesto Auckland Regional Amenities Funding Board (ARAFB), Auckland War Memorial Museum and Museum ofTransport and Technology (MOTAT). Auckland Regional Amenities Funding Board (ARAFB) subsequentlydistributes funding to Stardome, Voyager Maritime Museum, Auckland Festival, Auckland Philharmonia, NZOpera, Auckland Theatre Company, Surf Lifesaving Northern Region, Coastguard Northern Region,

Watersafe Auckland, and Auckland Regional Rescue Helicopter.• The Auckland Art Gallery - managing the gallery and its art collections, including curating and

conservation, and its public exhibition programme; promoting public access, education and outreachprogrammes and supporting services for donor and volunteer programmes; managing retail and othercommercial services to raise revenue.



• Progressing with the art gallery community outreach project, a partnership programme involving communitystakeholders and schools to form sustainable and relevant partnerships.

• Deliver an exemplary hand held technology information interface to enhance audience development at the Auckland Art Gallery.

• Upgrading infrastructure at the zoo, including planning for replacement exhibits for key south-east Asianspecies: Orangutans and Sumatran tigers; launch new schools and visitor programmes for the RotoroaIsland restoration project in the Hauraki Gulf; and develop a new rescue and rehabilitation programme forNew Zealand species.



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015Provide an opportunity to learn andexperience heritage and culturethrough museums

Percentage of visitors satisfied withtheir overall visit to museums

95% 90% 90%

Number of visitors to museums 1,308,700 1,400,000 1,340,000

Provide the opportunity to access,learn and experience visual arts

Percentage of visitors satisfied withtheir visit overall to the Auckland ArtGallery Toi o Tāmaki

92% 88% 88%

Number of visitors to the Auckland Art Gallery Toi o Tāmaki

440,942 455,000 465,000

Number of participants in educationand public programmes at Auckland Art Gallery Toi o Tāmaki

24,823 40,000 40,000







Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide memorable, inspirational,leisure and learning experiences withwildlife

Percentage of visitors satisfied withtheir overall visit to Auckland Zoo

95% 88% 88%

Number of visitors to Auckland Zoo 716,327 680,000 680,000

Support wildlife conservation in the Auckland region and in the wild

Number of species at Auckland Zooin conservation programmes

49 49 50

Deliver educational and interpretiveprogrammes to increaseunderstanding and encourage wildlifeconservation

Percentage of participants satisfiedtheir learning outcomes wereachieved at the Auckland Zoo

95% 90% 90%

Number of participants in educationprogrammes at the Auckland Zoo

53,686 50,000 50,000




Capital

expenditure


Auckland Zoo 20,928 11,661 9,267 2,534

Regional amenities and museums 64,518 0 64,518 0

The Auckland Art Gallery 18,903 4,071 14,832 1,857

Total 104,349 15,732 88,617 4,391




Corporate support theme

Corporate support themeThrough its corporate support activities, the staff located in 17 local service centres across the city carries outthe duties and functions required to provide the services at the level expected. It is critical that we have anefficient and effective corporate support service as this helps deliver best quality services to the community.



Community

outcome

Group of

activities

Organisationalsupport √ √ √ √ √ √ √

Corporate support activities provide the policy and monitoring frameworks that ensure the organisation followsthe strategic direction set by the governing body, local boards and the Auckland Plan.

They also ensure the council is accessible and responsive to ratepayers, residents and stakeholders andprovide a variety of options for contact and interaction, including providing Aucklanders with appropriateinformation and opportunities for consultation and engagement on our plans and policies.


Key projects planned for 2014/2015 that contribute to achieving Māori outcomes include: • Treaty of Waitangi Audit Response Programme – this will facilitate embedding Māori responsiveness as a

core element of the organisation’s culture, operations and service delivery. This includes delivery of NgāKete Akoranga, a learning and development programme to up skill staff in their use of te reo Māori andknowledge of the Treaty and related legislation.

• Treaty settlements programme – aims to co-ordinate a cross-organisational response to Treaty of WaitangiSettlements in Auckland.

• Māori outcomes programmes – aims to drive Council’s contribution to Māori well-being. This includesstrengthening the council’s relationships with Māori through relationship agreements, coordinating council’scontribution to papakāinga and marae development and Māori economic development and enabling manawhenua in their role as kaitiaki (guardians) in a range of activities including resource management, heritage

and parks management.• The service delivery model for the Future Service Centre programme will incorporate elements that enable

improved Māori outcomes by engaging with our Māori customers to gain insights and access to communitysupport. The centre’s physical spaces will display signage in both Te Reo Māori and English. Spatial designwill integrate Māori arts and culture and provide education and information on Māori culture and history.

• To lead and support positive outcomes relevant to Māori by ensuring there are initiatives within theCustomer Services training and development programme which support active participation with Ngā Kete Akoranga and related learning opportunities designed to deepen understanding and commitment.

• To investigate the opportunity of the introduction of a web content management system allows for bilingualtranslation.

• To work with the Manukau Institute of Technology, as part of the Southern Initiative, to investigatedeveloping cadetships within Customer Services.





Group of activities: Organisational support

Group of activities: Organisational supportThe activities in this group assist with the operational functioning of our day-to-day activities and operationsincluding administrative and back office support for both the governing body and local boards.


• Communications and public affairs - managing council communication with Aucklanders includingthrough consultation, engagement and public information. Managing internal communication.

• Māori strategy and relations - providing advice and support in managing effective relationships with Māori.

• Customer service - managing customer contact centres, online services, service centre hubs andcommunity service centres.

• Financial services - ensuring sound financial management and an efficient transaction managementstructure for the council (including the governing body and local boards) and selected CCOs.

• Human resources - managing the organisation’s human resources functions, including health and safetyadvice and initiatives.

• Information technology services - providing IT and communications services to support businessprocesses, and manages and stores information.

• Executive leadership - providing executive leadership and administrative support to the CEO and seniormanagement team.

• Management of council property - managing properties that accommodate council services so that theyare run efficiently, effectively and on a sustainable basis including the council's core property portfolio.

• Management of legal issues - providing legal advice to help the council comply with relevant laws andeffectively manage legal risk.

• Organisational improvement initiatives - leading continued improvements in project management skillsamongst management and staff to develop organisational capabilities.

• Procurement - managing of purchasing to achieve best value in council expenditure.

• Rating services - managing the council’s rates and valuation function including efficient transactionmanagement systems.

• Risk and assurance services - reviewing and auditing council activities to help manage risk, improvedecision-making and safeguard assets and reputation.

• Funds management - managing of the council’s trusts and reserves.

• Shared services - providing a range of shared services to CCOs and other organisations, to reduce costsand avoid duplication.



• Progressing work programmes deriving from the Māori Responsiveness Framework for 2013/2014 includingTreaty Settlement Māori Capacity, Māori Land, Kaitiakitanga, Waahi Tapu and Māori Economic

Development.

• Progressing delivery of the Newcore Programme, a programme designed to deliver consolidated,standardized, and simplified systems and processes to enable delivery of world class service and value formoney ($18 million).

• Auckland Council Workplace Strategy. This includes the CBD consolidation project, which involves reducingour CBD properties from seven down to three, maximizing workplace interactions and synergies.

• The way we work is a programme that focusses on continuous improvement to build a culture of high trust,high performance and high engagement within the organisation.






• Senior and People Leadership programmes, designed to for leaders develop, hone and improve theirleadership skills.

• Customer experience programme is building a customer centric organisation. This focuses on taking an“outside in” view when we design and re-design customer experiences and processes. Customerexperience will assist to deliver both improvements in reputation and deliver value for money. Digital serviceis adding new functionality and content to deliver rich digital experiences for customers who prefer thesechannels.

• Progressing the Business Support Review, a transformational project focused on finding efficiencies inbusiness support activities across Council.



Annual Plantarget

2013/2014

Annual Plantarget

2014/2015

Provide communication relatedsupport and improve brandawareness of Auckland Council

Percentage of residents whoassociate Auckland Council with the

Auckland Council logo (prompted)

78% 64% 79%

Percentage of residents whoassociate Auckland Council with the

Auckland Council logo (unprompted)

40% 28% 45%

Develop and maintain relationshipswith iwi and Māori communities andensure their effective contribution tothe decision-making processes of thecouncil

Percentage of Māori organisationswho consider they have anappropriate working relationship withcouncil

23% 75% 75%

Provide efficient, effective andconvenient ways for customers andstakeholders to contact and conductbusiness with the Council

Percentage of calls that areanswered within 20 seconds

74% 80% 80%

Percentage of emails actioned andresponded to within 72 hours

70% 80% 80%

Ensure sound financial governanceand maintain an effective financial

transaction management centre foraccount payables and receivables

Percentage net debt to total revenue 147.5% 187.2% 199.4%

Percentage net interest to totalrevenue 9.2% 10.5% 11.5%

Percentage of receipts processedwithin 24 hours from receipt

100% 97% 98%

Maximum number of days to processreceipt

1 2 1

Provide human resources and healthand safety advice and initiatives tosupport Auckland Council and CCOs

Percentage employee engagement 66% 70% 75%

Annual employee turnover 11% 10% 10%

Lost time injury frequency rate 4.88 5.00 5.00

Provide organisational leadershipand political support required forcouncil to function efficiently andeffectively

Percentage of LTP performancemeasure targets met or exceeded

73% 90% 90%

Develop and maintain councilfacilities and manage its coreproperty portfolio and tenants

Percentage of projects deliveredaccording to plan (time and cost)

67% 70% 70%

Create and maintain an efficienttransaction management centre tomanage the council rates andvaluation function

Percentage of rates revenuecollected

97.7% 97% 97%

Percentage of rates notices lodgedwithin legislative timetable for the firstinstalment due date

99.4% 99% 99%









Capital

expenditure

Financial year endi ng 30 June 2015Expendi ture Income Net expendi ture Total

Organisational support 111,752 31,611 80,141 106,318

Capital expenditure deferrals (1) 0 0 0 (167,786)

Total 111,752 31,611 80,141 (61,468)

Note:

1. This represents the proportion of capital expenditure planned for 2014/2015 that is anticipated to remain unspent by the end of the

financial year and carried forward into future years.



Part III: Financial information

Financial overview


Financial overview

Our financial strategyThe Long-term Plan (LTP) 2012-2022 set the first budget for delivery of the aspirations of the Auckland Plan. Italso set the council’s first financial strategy that enables the significant investment required to deliver on the Auckland Plan, while maintaining affordability for current and future ratepayers.

In 2014/2015 we plan to maintain this momentum by investing $1.25 billion in new and improved assets.Combined with $550 million to restore and replace existing assets, our total proposed capital expenditureprogramme for 2014/2015 is $1.8 billion.

Our financial strategy sets limits on the council’s borrowing to maintain debt at a sustainable level and provideflexibility to deal with unforeseen events. While net debt

1 for the group is projected to increase from $6.5 billion

to $7.4 billion in 2014/2015, it will still be well within prudential limits. Council considers that borrowing to fundthe investment in new assets is the fairest and most appropriate approach, as these assets will provide benefitsover a long period of time.

To provide a degree of certainty to ratepayers, our financial strategy also sets a limit on the average generalrate increases of 4.9 per cent for the financial years 2013/2014 to 2021/2022. The 2.4 per cent average ratesincrease for 2014/2015 is well below that limit. Together with other revenue sources such as user charges,grants and subsidies, general rates will help fund the $550 million of asset renewals and the $3.3 billionoperational cost of delivering council services in 2014/2015.

The following tables show how the key financial parameters for the annual plan compares to the LTP and thelimits set in the financial strategy.

Key financial parameters for 2014/2015Parameter ($ Millions) Annual Plan Long-term Plan

Total capital expenditure 1,782 1,678

Total assets 40,394 41,708

Net borrowing 7,433 7,472

Total equity 30,267 31,705

Total operating expenditure 3,284 3,398

Rates revenue 1,450 1,527

1 Net debt represents total borrowing for the council group, less cash and cash equivalents




Financial overview

Capital expenditure and debt levels

Capital expenditure

Capital expenditure (capex) is for purchasing, building, replacing or developing the city’s assets (for example

roads, libraries, parks and sportsfields).

The following table provides an overview of capital expenditure by activity theme for 2014/2015. The majority ofcapital expenditure is forecast to be spent on transport, followed by water supply and wastewater, and lifestyleand culture themes.

2014/2015 gross capital expenditu re for g roup by theme

Theme $000 Percentage of total capex

Transport 884,444 50%

Water supply and wastewater 345,342 19%

Lifestyle and culture 264,285 15%

Community 100,735 6%

Corporate support 99,248 6%

Economic development 95,494 5%

Stormwater and flood protection 91,319 5%

Commercial and investment 32,281 2%

Solid waste 19,227 1%

Built and natural environment 14,813 1%

Governance 2,425 0%

Carried forward capital expenditure(1)

(167,786) -9%

Total capital expenditure 1,781,827 100%

Note:

1. This represents the proportion of capital expenditure planned for 2014/2015 that is anticipated to remain unspent by the end of the

financial year and carried forward into future years.

The capital programme is driven by:

• service level improvements - $842 million (47 per cent) including $590 million for roading and publictransport

• renewal of existing assets - $550 million (31 per cent) including $295 million to maintain existing servicelevels associated with network infrastructure (transport, water, wastewater, and stormwater)

• growth - $385 million (22 per cent) to cater for additional demand arising from changes in population andland use.




Financial overview

Capital funding

The following table shows how we plan to fund our capital expenditure and other capital outflows in 2014/2015.

Capital expenditure Funding sources

2014/2015 $ mil lion 2014/2015 $ mil lion

Growth 385 Subsidies 287

Service level improvement 842 Development contributions 158

Renewals 555 Asset sales 39

Weathertightness / community loans 60 Operating surplus 440

Borrowings 918

Total 1,842 Total 1,842

The $550 million cost of restoring and replacing existing assets is primarily paid for by the depreciation chargeincluded in your rates, along with New Zealand Transport Agency subsidies for transport renewals.

The $1.25 billion investment in new assets is primarily paid for by borrowing to spread this cost over time. Weconsider this the fairest and most appropriate approach because these assets will provide benefits over a long

period of time. As the above table shows, grants and subsidies, development contributions and the sale ofsurplus assets are also important sources of capital funding.

Prudent financial management

To ensure that we are using debt wisely, we monitor our borrowing levels relative to our income and the value ofour assets. By June 2015 the value of council assets will grow to $40.4 billion and debt will increase to $7.4billion.

Asset movement Debt movement

2014/2015 $ bill ion 2014/2015 $ bil lion

Opening assets 38.5 Opening net debt 6.5

Investment in new assets 1.2 New borrowing requirement 0.9

Revaluation and other movements 0.7

Closing assets 40.4 Closing net debt 7.4

At $7.4 billion, our net debt at the end of the 2014/2015 year will remain at a prudent level relative to ourincome. This is reflected in council’s very high credit rating (an independent evaluation of our ability to repaydebt and the likelihood of us defaulting on our obligations).

Entity S&P credit rating

New Zealand Government AA+

Auck land Counci l AA

Bank of New Zealand (BNZ) AA-

Fonterra A+

Telecom A-

The council is required to prepare audited 10-year financial plans that demonstrate that our debt levels can beaccommodated over the medium to long term without the need for unsustainable increases in rates and usercharges.

To ensure that debt levels continue to remain prudent and sustainable, the council has set the followingprudential debt limits in our long-term plan:

Measure Annual Plan Long-term Plan Limi t

Net debt as percentage of total revenue 203.90% 199.40% < 275%

Net interest as percentage of total revenue 11.60% 11.50% <15%

Net interest as percentage of rates revenue 19.80% 19.50% < 25%




Financial overview

These limits are indicators of the ability of council to cover its borrowing costs from its different revenue sources.We ensure that debt levels will remain within those limits over a 10-year horizon.

For 2014/2015 we forecast that net interest expense will be $421 million or approximately $1 million per day.During this year the council is planning on spending $1.2 billion, or about $3 million per day, on new or improvedassets. We will borrow about $840 million to pay for a proportion of these new assets and will receive totaloperating revenue of over $3 billion, or more than $8 million a day.

The council uses a combination of operating income sources to pay for interest including, rates, fees andcharges such as water and wastewater tariffs, and investment income such as commercial rental revenue andports revenue. One dollar in every eight dollars of revenue funds interest.

In a similar way to how you might fix your mortgage, we protect the council from rises in interest rates throughthe use of fixed interest rates and the use of interest rate hedging instruments. To a large extend, this locks incouncil’s future borrowing cost and protects us from rising interest rates.

To ensure that we do not become too dependent on the state of global financial markets, we ensure that wealways have sufficient cash, liquid investments and committed lines of credit available to allow us to pay our billsfor at least the next six months. We also make sure that we borrow from a range of domestic and internationallenders so that a problem with any one source of borrowings does not have too large an impact.

Financial sustainability

The council is using borrowing to fund investment in assets to accommodate a growing city and seeks to ensurethat the value created from this investment exceeds the whole-of-life cost of the investment. Without the abilityto use debt in this way, the council would have to choose between significantly higher rates or a significantreduction in planned assets and services. The council’s situation is different to a typical household in that thecity is expected to continue grow for a very long time and not transition into a retirement phase.

If Auckland was not growing and needing to lift the standard of the city’s infrastructure, existing budgets wouldbe sufficient to support paying down debt. Over the next eight years to 2022, the council’s operating budgets willgenerate surplus cash of close to $6 billion. With approximately 70 per cent of these funds earmarked forrenewing and replacing existing assets, about $1.6 billion would be available to repay debt.

However, because the city is growing strongly and community expectations continue to rise, the council isplanning to invest $12.3 billion in new and upgraded public infrastructure over this period. This investment willsupport growth and the demand for better quality public assets and related services. Rather than applying the$1.6 billion to repaying debt, it is more efficient to use this to offset our borrowing requirements in relation to theinvestment in these assets. In other words, we currently plan to use our surplus cash to invest in the city ratherthan paying down debt.




Financial overview

Operating expenditure and rates funding

Operating expenditure

Operating expenditure (opex) covers the council’s day-to-day operations and services, from collecting rubbish to

maintaining parks and issuing building consents. It includes costs related to the capital expenditure programmesuch as interest, maintenance and depreciation.

The following table provides an overview of capital expenditure by activity theme for 2014/2015. Transport is thelargest area of operating expenditure (31 per cent).

2014/2015 gross operating expenditure for group by theme

Theme $000 Percentage of totalopex

Transport 1,013,935 31%

Lifestyle and culture 534,505 16%

Water supply and sewerage 504,972 15%

Built and natural environment 253,706 8%Commercial and investment 196,003 6%

Community 194,433 6%

Economic development 160,120 5%

Solid waste 112,136 3%

Corporate support 104,353 3%

Stormwater and flood protection 99,891 3%

Planning 54,792 2%

Governance 54,697 2%

Total operating expendi ture 3,283,543 100%

The council’s large investment programme means that asset related costs such as interest, maintenance anddepreciation are rising faster than the rate of inflation. For example interest expense rises by $55 million, or 15per cent from 2013/2014 to 2014/2015.

We are also incurring new costs due to new alcohol control legislation, bylaw consolidation and the need toaccelerate the pace of construction of new homes.

We have, however, been able to find enough efficiency savings to cope with these rising costs with only a 2.4per cent average rates increase for 2014/2015. These savings generally represent reduced costs relative to thelegacy councils, while delivering the same or greater service levels. These have been achieved throughimproved procurement practices, process automation, system rationalisation, better budgeting, resourceoptimisation, and enhanced commercial management.




Financial overview

Operational funding

Rates provide approximately 43 per cent of the council’s operating revenue with the rest coming from grants,subsidies, development and financial contributions, user charges and fees.

Operating revenue source $000 Percentage of total

Rates 1,449,613 43%

Fees and user charges 1,006,926 30%

Subsidies and grants 510,450 15%

Development and financial contributions 157,957 5%

Other 262,060 7%

Total operating revenue 3,387,006 100%

We set rates at the level required to balance our budgets after:

1. maximising efficiency savings, and

2. ensuring we recover a fair and appropriate amount of our costs through user charges.

The following table shows how rates revenue is applied to activity theme for 2014/2015:

2014/2015 rates revenue by theme $000

Transport 449,695


Water supply and sewerage(1)

0


Commercial and investment(2) (86,580)

Community 160,106


Solid waste 83,929


Stormwater and flood protection 78,296

Planning 52,279

Governance 54,328

Total rates revenue 1,449,613

Notes:

1. Water supply and sewerage activities are funded through water charges rather than rates.

2. The commercial and investment activities generate commercial revenue and return on investments that offset the overall rates

requirement. The rates revenue for this theme is therefore shown as a negative number.

User charges are the primary means of funding the water and wastewater services provided by Watercare.Water and wastewater charges are maintained at minimum levels consistent with the effective conduct ofWatercare’s total business and the maintenance of the long-term integrity of its assets. For 2014/2015, waterand wastewater prices are projected to increase by around 3.5 per cent and 3.75 per cent as per the Long-termPlan 2012-2022. This is under review with the intention to reduce the overall increase for 2014/2015. The totalrevenue for water and wastewater in 2014/2015 is forecast to be $0.5 billion.




Financial overview

Accounting surplus / deficitUnder local government legislation, New Zealand councils are required to follow prevailing accountingstandards and practices. These standards require us to prepare financial reports that are structured differentlyto the way in which we assess our rates requirement. Some key differences are:

Depreciation - this is a non-cash operating expenditure item that must be expensed in full in our accountingstatements, although for the purpose of setting rates our current policy is to only partially fund this item (basedon the proportion of depreciation funded by the legacy councils). The council considers it fair and prudent foreach generation of ratepayers to pay for the assets they “consume” and therefore we are gradually movingtowards fully funding depreciation by 2025.

Grants, subsidies and contribution revenue – to the extent that these items fund capital expenditure, we ignorethese items when determining the rates required to balancing our operating budgets. However, accountingstandards require that we recognise the full amount of these items as revenue in our accounting statements.

Investment income – when we set rates we take into account our share of income from Auckland Airport.However, the accounting rules place some restrictions on us presenting this as revenue in our financialstatements.

The Auckland Council group is projecting a net operating surplus of $108 million in 2014/2015 (refer tablebelow). This improves to a $148 million operating surplus before tax once the council’s share of income from

Auckland Airport and the projected returns on our portfolio of financial investments are taken into account.

2014/2015 group operating surplus / deficit $000

Total revenue 3,387,006

Total expenses 2,858,587

Net finance costs 420,587

Net operating surp lus 107,832

Other gains 40,631

Surplus / (deficit ) before income tax 148,463




Prospective financial statements and notes

Prospective financial statements andnotes

Prospective statement of comprehensive income Auck land Counci l g roup consol idated

$000 Budget 2014 Long-termPlan 2015

Draft AnnualPlan 2015

Variance Notes

Financial year ending 30 June

Revenue

Rates 1,394,418 1,527,240 1,449,613 (77,627) 1

Fees and user charges 949,768 1,053,511 1,006,926 (46,585) 2

Subsidies and grants 428,096 490,926 510,450 19,524 3

Development and financial contributions 80,000 157,957 157,957 0

Vested assets (non-Crown) 0 0 0 0

Other revenue 252,907 269,833 262,060 (7,773)

Total revenue 3,105,189 3,499,467 3,387,006 (112,461)

Expenditure

Employee benefits 677,010 642,294 679,272 36,978 4

Depreciation and amortisation 695,690 744,042 733,477 (10,565)

Grants, contributions and sponsorship 107,785 98,730 111,695 12,965

Other operating expenses 1,298,354 1,434,788 1,334,143 (100,645) 5

Total expens es 2,778,839 2,919,854 2,858,587 (61,267)

Finance income 3,648 2,724 4,369 1,645

Finance expense 370,416 448,282 424,956 (23,326) 6

Net finance cos ts 366,768 445,558 420,587 (24,971)

Operating surplus/ (defic it) (40,418) 134,055 107,832 (26,223)

Assets vested by the Crown 0 0 0 0

Net other gains/ (losses) 0 0 0 0

Share of surplus/(deficit) in associates and jointlycontrolled entities

36,806 37,351 40,631 3,280

Surp lus/(defi ci t) before income tax (3,612) 171,406 148,463 (22,943)

Income tax expense 12,415 18,351 12,579 (5,772)

Surp lus/(defici t) after income tax (16,027) 153,055 135,884 (17,171)

Surplus/(deficit) after income tax is attributableto:

Auckland Council (16,027) 153,055 135,884 (17,171)

Non-controlling interest 0 0 0 0

(16,027) 153,055 135,884 (17,171)







Variance Notes


Other comprehensive income

Net gain on revaluation of property, plant andequipment

620,038 1,172,916 698,750 (474,166) 7

Income tax on revaluation of property, plant andequipment

0 0 0 0

Revaluation of cash flow hedges 0 0 0 0

Share of associates' and jointly controlled entities'reserves

0 0 0 0

Gain on revaluation of financial assets classified asheld for sale

0 0 0 0

Total other comprehensive inc ome 620,038 1,172,916 698,750 (474,166)

Total comprehensive inc ome 604,011 1,325,971 834,634 (491,337)

Total comprehensive income is attributable to:

Auckland Council 604,011 1,325,971 834,634 (491,337)


604,011 1,325,971 834,634 (491,337)

Notes:

1. Prospective rates for 2014/2015 are lower than originally forecast in the long-term plan. This is due to a range of specific savings

initiatives and lower inflation projections, resulting in a lower rates requirement. For the purposes of this statement, rates includes rates

penalties income and are shown net of rates charged on property owned by the council group. Refer to the sources of income note for

further detail.

2. The decrease in 2014/2015 fees and user charges revenue compared to the long-term plan forecast is mainly as a result of lower

activity revenue in water supply and wastewater activities.

3. The increase in subsidies and grants is due to capital grants received for projects to be delivered in 2014/2015 that were deferred from

prior years.4. The variance in personnel costs from the long-term plan is due mainly to a reallocation of consultant and external contract budgets

included within other operating expenditure, to personnel costs, as the council moves to improve utilisation of its internal staff resource.

5. The decrease in other operating expenditure is due to the combination of a range of specific savings initiatives, lower average rate of

inflation than forecast in the long-term plan and the transfer of budgets to personnel (see note 4 above).

6. The decrease in interest expense for 2014/2015 is due to a lower average interest rate being budgeted on council borrowing compared

to that forecast in the long-term plan. This is partly offset by an amendment to the non-cash rediscounting of interest related to the

council's weathertightness provision.

7. The decrease in net gain on revaluation of property, plant and equipment is due to a change in the forecast timing of revaluation of

council assets and a decrease in the rate of inflation applied.





Prospective statement of changes in equity Auck land Counci l g roup consol idated



Variance2015

Notes

Equity at 1 July 28,827,788 30,378,947 29,431,799 (947,148) 1

Total comprehensive income 604,011 1,325,971 834,634 (491,337) 2

Movements in non-controlling interest 0 0 0 0

Equity at 30 June 29,431,799 31,704,918 30,266,433 (1,438,485)


Auckland Council 604,011 1,325,971 834,634 (491,337)


604,011 1,325,971 834,634 (491,337)

Notes:

1. The reduction in opening equity for 2014/2015 reflects a lower closing equity position in the 2012/2013 annual accounts than was

anticipated when the long-term plan was prepared. This was due mainly to the reduced impact of asset revaluations, lower service and

other income and higher expenses to operate and maintain council assets as detailed in the 2012/2013 annual report.

2. The variance between the 2014/2015 annual plan and long-term plan total comprehensive income is the result of a decrease in

revaluation of some fixed assets due to timing differences, and lower activity revenue on certain activities, partially offset by a decrease

in other operating expenditure due to the combination of a range of specific savings initiatives and a lower average rate of inflation than

forecast in the long-term plan.





Prospective statement of financial position Auckland Counci l group consol idated

$000

As at 30 June

Budget 2014 Long-termPlan 2015


Variance Notes

ASSETS

Current assets

Cash and cash equivalents 233,147 16,860 231,742 214,882 1

Receivables and prepayments 286,239 440,853 305,528 (135,325) 2

Other financial assets 331,391 283,000 331,391 48,391 3

Derivative financial instruments 3,645 1,000 3,645 2,645

Inventories 18,131 20,000 18,131 (1,869)

Non-current assets held for sale 38,581 39,931 64,931 25,000 4

Total current assets 911,134 801,644 955,368 153,724

Non-current assets

Receivables and prepayments 101,333 31,400 108,161 76,761 2Other financial assets 95,602 96,600 101,452 4,852


Property, plant and equipment 35,721,733 39,461,403 37,550,030 (1,911,373) 5

Intangible assets 414,429 331,670 426,643 94,973 6

Biological assets 1,722 5,000 1,722 (3,278)

Investment property 420,600 268,000 420,600 152,600 7

Investments in associates and joint ventures 753,648 679,382 755,220 75,838 8

Investments in subsidiaries 0 0 0 0

Deferred tax asset 0 0 0 0

Total non -cur rent assets 37,583,769 40,906,455 39,438,530 (1,467,925)

TOTAL ASSETS 38,494,903 41,708,099 40,393,898 (1,314,201)

LIABILITIES

Current liabilities

Employee entitlements 69,359 73,550 69,590 (3,960)

Payables and accruals 594,360 633,084 612,348 (20,735) 2

Borrowings 1,164,071 1,479,682 1,217,341 (262,341) 9


Tax payable 10,499 1,000 10,499 9,499

Provisions 76,526 67,859 66,667 (1,192)

Other current liabilities 186 264 264 0Total current liabil it ies 1,927,988 2,266,439 1,989,695 (276,743)

Non-current liabilities


Payables and accruals 11,780 10,912 12,446 1,534 2

Borrowings 5,579,434 6,009,041 6,447,648 438,607 9

Derivative financial instruments 213,698 162,365 213,698 51,333 10

Provisions 337,599 278,235 310,096 31,861 11

Other non-current liabilities 15,298 22,072 22,072 0

Deferred tax liabilities 971,889 1,246,316 1,126,374 (119,942) 12

Total non -cur rent liab il iti es 7,135,116 7,736,742 8,137,770 401,028TOTAL LIABILITIES 9,063,104 10,003,181 10,127,465 124,285

NET ASSETS 29,431,799 31,704,918 30,266,433 (1,438,486)





$000

As at 30 June

Budget 2014 Long-termPlan 2015


Variance Notes

Equity

Contributed equity 26,733,340 26,354,000 26,733,340 379,340

Accumulated funds (77,803) 129,458 52,686 (76,772)

Reserves 2,775,262 5,220,460 3,479,407 (1,741,053)

Total ratepayers equi ty 29,430,799 31,703,918 30,265,433 (1,438,485)

Non-controlling interest 1,000 1,000 1,000 0

TOTAL EQUITY 29,431,799 31,704,918 30,266,433 (1,438,485)

Notes:

1. The increase in cash and cash equivalents is due mainly to a planned increase in cash holdings for liquidity purposes.

2. Current and term receivables and payables have been updated to reflect balances in the audited 2012/2013 annual accounts.

3. The variance in other financial assets is due to an increase in the value in the 2012/2013 annual accounts.

4. The increase in non-current assets held for sale reflects council's decision to sell the land adjacent to the Vodafone Events Centre, with

proceeds to be distributed by Regional Facilities Auckland for the purposes of the Stage 2 development of this facility.

5. The variance in property plant and equipment is due to lower closing balances in the 2012/2013 annual accounts and the 2013/2014

budget than forecast when preparing the long-term plan. This results from deferred capital expenditure and decreased asset

revaluation impact.

6. The variance in intangible assets is due to increased capitalisation of computer software in the 2012/2013 annual accounts.

7. The variance in investment property value is due a higher closing balance in the 2012/2013 annual accounts than originally forecast,

primarily as a result of investment property revaluation in prior years.

8. The variance in investment in associates relates to the increase in the fair value of the council's shareholding in Auckland International

Airport Limited, as recorded in the 2012/2013 annual accounts.

9. The borrowings opening balance was higher than forecast in the long-term plan due to a range of factors, including increased cash

holdings and lower development contribution revenue, offset by capital expenditure deferrals. Further increases in the 2014/2015 year

are due to additional capital spending on parks acquisitions and solid waste infrastructure.

10. The variance in derivative financial instruments is due to an increase in the value of interest rate swap liability recorded in the

2012/2013 annual accounts.

11. The variance in provisions is due to the increased provisions recorded in the 2012/2013 annual accounts.

12. The decrease in deferred tax liability is related to an increase in revaluation of Watercare Services Limited property, plant and

equipment, a portion of which increases deferred tax liability.





Prospective statement of cash flow Auckland Counci l group consol idated

$000 Budget2014

Long-termPlan 2015

Draft Annual Plan

2015

Variance Notes

Financial year ending 30 JuneCash flows from operating activities

Receipts from rates revenue 1,429,985 1,541,086 1,485,270 (55,816) 1

Receipts from customers and other services 1,679,799 1,926,700 1,896,269 (30,431) 2

Interest received 3,648 2,724 4,369 1,645 4

Dividends received 35,158 32,696 39,059 6,363

Payments to suppliers and employees (2,161,703) (2,238,408) (2,198,713) 39,695 3

Interest paid (352,263) (448,017) (410,063) 37,954 4

Income tax refund/(paid) (16,383) (18,351) (16,436) 1,915

Goods and services tax paid (net) 0 0 0 0

Other 0 7,038 7,038 0

Net cash from operating activi ties 618,241 805,468 806,793 1,325

Cash flows fr om investing activities

Proceeds from medium term investments 22,516 24,523 19,417 (5,106)

Repayments of loans from subsidiaries 0 0 0 0

Proceeds from sale of property, plant and equipment 57,684 38,581 38,581 0

Proceeds from loan repayments 0 0 0 0

Proceeds from community loan repayments 1,148 2,017 1,748 (269)

Purchase of property, plant and equipment (1,631,322) (1,663,070) (1,761,068) (97,998) 5

Investment in subsidiaries 0 0 0 0

Purchase of intangible assets (19,231) (15,424) (20,760) (5,336)

Purchase of shares in subsidiary 0 0 0 0

Purchase of other investments (5,020) (1,598) (1,598) 0

Community loans (6,000) (6,000) (6,000) 0

Net cash from invest ing activit ies (1,580,225) (1,620,971) (1,729,680) (108,709)

Cash flows fr om financing activities

Proceeds from borrowings 1,263,295 2,166,960 1,127,750 (1,039,210) 6

Repayment of borrowings (404,626) (1,370,496) (206,268) 1,164,228 6

Payments of finance leases 0 0 0 0

Net cash from financ ing activi ties 858,669 796,464 921,482 125,018

Net increase/(decrease) in cash and cash equivalents andbank overdraft

(103,315) (19,039) (1,405) 17,634

Cash and cash equivalents and bank overdraft at beginning ofthe year

336,462 35,899 233,147 197,248

Cash and cash equivalents and bank overdrafts at end ofthe year

233,147 16,860 231,742 214,882 7





Notes to previous t able:

1. Receipts from rates revenue are shown net of rates charged on property owned by the council group and working capital movements.

The decrease in prospective rates for 2014/2015 is due to a range of specific savings initiatives and lower inflation projections,

resulting in a lower rates requirement than previously forecast.

2. The decrease in receipts from customers and services for 2014/2015 compared to the long-term plan forecast is mainly due to lower

activity user charge revenue for a range of services.

3. The decrease in payments to suppliers and employees is due to a range of specific savings initiatives and a lower average rate ofinflation than forecast in the long-term plan.

4. The increase in interest income is due to higher cash holdings. The decrease in interest paid for 2014/2015 is due to a lower average

interest rate being budgeted on council borrowing compared to that forecast in the long-term plan.

5. The increase in purchase of property plant and equipment reflects additional capital expenditure planned for parks acquisitions and

solid waste infrastructure.

6. For the purposes of this statement it is assumed that current borrowings in one year are repaid the following year and refinanced. The

movements in proceeds from and repayments of borrowing for 2014/2015 are indicative of the lower proportion of short-term (current)

borrowing in the 2012/2013 annual accounts. This impact has been carried through to subsequent years.

7. The variance from the long-term plan in 2013/2014 cash and cash equivalents is due to a planned increase in the level of cash being

held for liquidity purposes.





Notes to the financial statements

Note 1: General information

Auckland Council (the council) is a local authority domiciled in New Zealand and governed by the Local

Government Act 2002 (LGA 2002) and the Local Government (Auckland) Act 2009 (LGAA 2009).

The Auckland Council group (‘the group’) consists of the ultimate parent, the council and its subsidiaries,associates and jointly controlled entities including council-controlled organisations (CCOs). All subsidiaries andassociates are domiciled in New Zealand. The council considers that full group information enhances thetransparency of information about the cost of services provided to Auckland ratepayers and enables ratepayersto make more informed decisions about the impact of delivering on the Auckland Plan.

This draft annual plan is based on the Auckland Council’s Long-term Plan 2012-2022 (LTP), updated for newinformation arising since the LTP was adopted.

The council is responsible for the prospective financial statements included in the Draft Annual Plan 2014/2015,including the appropriateness of the significant financial assumptions these are based on, and the otherdisclosures in the document.

The prospective financial information has been prepared for the purposes of meeting council’s requirementsunder the LGA 2002, the LGAA 2009, and the Local Government (Auckland Transitional Provisions) Act 2010.This information may not be suitable for use in any other context.

Since these prospective financial statements are for the period 1 July 2014 to 30 June 2015, actual results arenot reflected. The actual results achieved for the period covered by this plan are likely to vary from theinformation presented in this document, and these variances may be material. The council does not intend toupdate the prospective financial statements after publication.

The primary objective of the group is to provide services to the Auckland community for social benefit ratherthan making a financial return. Accordingly, the council has designated itself and the group as public benefitentities for the purposes of the New Zealand equivalents to International Financial Reporting Standards (‘NZIFRS’).

Basis of pr eparat ion

Statement of compliance

These prospective financial statements are prepared in accordance with New Zealand Generally Accepted Accounting Practice (NZ GAAP), the LGA 2002 and the LGAA 2009. They comply with NZ IFRS and otherapplicable financial reporting standards, as appropriate for public benefit entities. In particular, these prospectivestatements have been prepared in accordance with FRS-42: Prospective Financial Statements.

Basis of measurement

The prospective financial statements have been prepared on a historical cost basis, with the exception of certainitems identified in specific accounting policies. They are presented in New Zealand dollars (NZD) which is thegroup’s functional currency and are rounded to the nearest thousand ($000), unless otherwise stated.

Comparative information

Comparator information in this draft annual plan includes 2013/2014 budget information and 2014/2015 Long-term Plan information,

The 2013/2014 budget information is based on the published Annual Plan 2013/2014 but has been updated toreflect any new information arising since its adoption including opening balances and capital expendituredeferrals.

The Long-term Plan comparator information has not been updated but has, in some cases, been reclassified toachieve disclosure consistency.





Cost allocation

Cost of service for each significant activity is calculated as follows:

• Direct costs are those costs directly attributable to a significant activity

• Indirect costs are those costs that cannot be identified in an economically feasible manner with a specificsignificant activity. Indirect costs are charged to significant activities using appropriate costs drivers.

Note 2: Summary of significant accounting policies

Bas is o f conso l ida t ion

The group financial statements include the council and its subsidiaries, together with the results of itsassociates, accounted for using the equity method.

Transactions and balances between the council and its subsidiaries are eliminated on consolidation. Non-controlling interests and their movements are shown separately.

The basis of consolidation for joint ventures depends on the form of the joint venture:

• For jointly controlled operations, the group recognises the assets it controls, the liabilities and expenses itincurs and the share of income that it earns from the joint venture.

• For jointly controlled assets, the group recognises its share of the jointly controlled assets, its share of anyliabilities and expenses incurred jointly, any other liabilities and expenses it has incurred in respect of the jointly controlled asset and any income from the sale or use of its share of the output of the joint venture.

• For jointly controlled entities, the group recognises its share of the entities' net assets at cost andsubsequently adjusts the cost for changes in the net assets. The group's share of the entities' surplus ordeficit is recognised in the statement of comprehensive income as a component of surplus or deficit.

In the council's financial statements investment in subsidiaries and jointly controlled entities are carried at costless any accumulated impairment.

Where necessary, adjustments are made to the financial statements of subsidiaries, associates and jointlycontrolled entities to bring their accounting policies in line with those of the council.

Foreign c ur rency t rans lat ion

Foreign currency transactions are translated into the NZD using exchange rates prevailing at the dates of thetransactions. Monetary assets and liabilities in foreign currencies at balance date covered by forward exchangecontracts are translated to NZD at the contracted rate. Where the balance is not covered by the forwardexchange contract it is translated at the rate of exchange at balance date. Foreign currency differences arisingon translation are recognised in surplus or deficit.

RevenueRevenue is measured at the fair value of the consideration received or receivable. It is recognised when theamount of revenue can be reliably measured and when it is probable that future economic benefits will flow tothe entity.

Rates

Rates are assessed in full at the start of each financial year. They can be paid in full or by instalments. Whererates are paid in advance of instalment due dates, the revenue is recognised on receipt. Where rates are paid ininstalments, the revenue is recognised evenly throughout the year.





Fees and user charges

Significant items of fees and user charges revenue include:

Revenue item Recogniti on criteria

Water and wastewater Water and wastewater is recognised when services are invoices. Unbilledamounts are accrued on an average usage basis.

Safe of goods and services Revenue from the supply of services is recognised on a straight-line basis overthe specified period of the service unless an alternative method betterrepresents the stage of completion of the transaction.

Port operations Revenue from port operations is recognised in the period the services arerendered, by reference to the percentage of completion of the specifictransaction.

Consents, licences and permits Revenue from consents is recognised by reference to the stage of completionof the transaction at balance date based on the actual service provided as apercentage of the total services to be provided. Revenue from licences andpermits is recognised on application.

Operating and capital grants

Operating and capital grants are recognised as revenue when conditions of the contract have been met. Thesegrants are predominately received from the government, New Zealand Transport Agency, which subsidises bothoperational and capital expenditure for maintaining, renewal and construction of the local roading infrastructureand improving public transport.

Operating grants are used to fund operating expenditure. Capital grants are used to fund the acquisition orconstruction of long term assets.

Development and financial contribut ions

Development contribution revenue is recognised when the council is capable of providing the service for whichthe contribution was levied. Financial contributions received by the council are recognised as revenue whenthey are expended on the activity for which the contribution was levied.

Vested assets (non-Crown)

Assets vested to the group are recognised as revenue when control over the asset is obtained. Vested assetsincluded within other revenue exclude assets vested by the Crown.

Fair value through surplus or deficit financial assets

Realised and unrealised gains on investments designated as fair value through surplus or deficit are recognisedas revenue.

Grants, cont r ibu t ions and spon sorsh ip expenseWhere grants and subsidies are discretionary, the expense is recognised when the group has advised of itsdecision to pay. Non-discretionary grants are recognised on receipt of application and when the specifiedcriteria have been met.





Net f i nance expense

Interest income and expense are recognised in surplus or deficit using the effective interest rate method.Interest expense includes the amortisation of borrowing costs recognised over the borrowing term. Net financeexpense include unwinding of discounts on provisions and financial assets; and realised gains or losses on theearly close out of derivatives.

Assets ves ted by t he Crow n

Assets vested by the Crown are recognised at fair value when control of the asset is transferred to the group.

Leases

Lessee

The group leases certain property, plant and equipment. Payments made under operating leases (net of anyincentives received from the lessor) are expensed on a straight-line basis over the lease term. Operating leasesdo not transfer substantially all the risks and rewards incidental to the ownership of an asset.

Lessor

Assets leased to third parties under operating leases are included in investment property in the statement offinancial position. Rental income (net of any incentives given to lessees) is recognised as income on a straight-line basis over the lease term.

Income tax

Income tax comprises current tax and deferred tax calculated using tax rates (and tax laws) that have beenenacted or substantively enacted by the reporting date. Income tax is charged or credited to the surplus ordeficit, except when it relates to items charged or credited directly to equity or to the statement of

comprehensive income as a component of other comprehensive income (‘other comprehensive income’).Current tax is the amount of income tax payable for the current period, plus any adjustments to income taxpayable in respect of prior periods.

Deferred tax is the amount of income tax payable or recoverable in future periods in respect of temporarydifferences and unused tax losses.

Cash and cash equivalents

Cash and cash equivalents include cash on hand, deposits held at call with banks and other short term highlyliquid investments with original maturities of three months or less.

Bank overdraft is included in borrowings in current liabilities within the statement of financial position and as a

component of cash and cash equivalents in the statement of cash flows.

Receivables

Receivables are initially measured at nominal or face value. Receivables are subsequently adjusted forpenalties and interest as they are charged and impairment losses. Non-current receivables are measured at thepresent value of the expected future cash inflows.

Inventor ies

Inventories are recorded at the lower of cost using the first-in-first-out method (‘FIFO’) or net realisable value

unless they are held for consumption in the provision of non-commercial services, which are recorded at costusing FIFO, adjusted for any loss in service potential.





Bio log ica l assets

Biological assets are measured at fair value less estimated cost to sell with any realised and unrealised gains orlosses reported in surplus or deficit.

Proper ty , p l ant and equipment

Initial recognition

Property, plant and equipment is initially recognised at cost or at fair value when an asset is acquired at no costor for a nominal cost.

Capital work in progress is recognised at cost less impairment and is not depreciated.

Transfers

When the use of a property changes from owner-occupied to investment property, the property is reclassified toinvestment property at its fair value at the date of the transfer.

Transfers to group entities are done so at the carrying value at the time of transfer.

Subsequent costs

The cost of replacing or improving part of an item of property, plant and equipment is recognised in the carryingamount of an item. The costs of day-to-day servicing of property, plant and equipment are recognised in surplusor deficit as incurred.

Subsequent measurement

Subsequent to initial recognition, classes of property, plant and equipment are accounted for as set out in thetable on the following page. Depreciation is charged on a straight-line basis at rates calculated to allocate thecost or valuation of an item of property, plant and equipment less any estimated residual value over itsremaining useful life.

Class of property, plantand equipment

Description and subsequent measurement policy Estimated useful life

Infrastructural Includes systems and networks integral to the Auckland infrastructureand intended to be maintained indefinitely, even if individual assets orcomponents are replaced or upgraded.

Land Held at cost. It includes land under roads, land intended for roads andassociated roading infrastructure.

Indefinite

Roads Held at fair value less depreciation and impairment losses accumulatedsince last revalued.

6-120 years

Water and wastewater Held at fair value less depreciation and impairment losses accumulatedsince last revalued.

2-389 years

Stormwater Held at fair value less depreciation and impairment losses accumulated

since last revalued.

10-200 years

Machinery Held at fair value less depreciation and impairment losses accumulatedsince last revalued.

1-175 years

Restricted Includes property, plant and equipment where the use or transfer of titleoutside of the Group is legally restricted.

Parks and reserves Held at fair value less impairment losses, accumulated since lastrevalued.

Indefinite

Improvements Held at cost less accumulated depreciation. 3-100 years

Buildings Held at fair value less depreciation and impairment losses accumulatedsince last revalued.

5-90 years

Operational Includes property, plant and equipment used to provide core councilservices, either for administration, as a community service or as a

business activity (but not infrastructural or restricted property, plant andLand Held at fair value less impairment losses accumulated since last

revalued.Indefinite





Class of property, plantand equipment

Descript ion and subsequent measurement policy Estimated useful life

Buildings Held at fair value less depreciation and impairment losses accumulatedsince last revalued.

1-101 years

Marina structures Held at fair value less depreciation and impairment losses accumulatedsince last revalued.

40-100 years

Works of art Held at fair value less impairment losses accumulated since lastrevalued.

Indefinite

Specified cultural andheritage assets

Held at deemed cost less any accumulated impairment losses. Theseare not reported with a financial value in cases where they are notrealistically able to be reproduced or replaced, when they do notgenerate cash flows and where no active market exists to provide avaluation.

Indefinite

Wharves Held at fair value less impairment losses accumulated since lastrevalued.

2-100 years

Rolling stock Held at fair value less impairment losses accumulated since lastrevalued.

2-50 years

Other operational Includes landfills, motor vehicles, office equipment, library books andfurniture and fittings and held at cost less accumulated depreciation andimpairment losses.

1-100 years

Revaluation

Property, plant and equipment is revalued on a class of asset basis. Net revaluation results are credited ordebited to other comprehensive income and are accumulated to the asset revaluation reserve in equity for thatclass of asset. Where this would result in a debit balance in the asset revaluation reserve, the debit balance isrecognised in surplus or deficit. Any subsequent increase on revaluation is recognised first in the surplus ordeficit up to the amount previously expensed and then recognised in other comprehensive income.

Disposals

Realised gains and losses on disposal of property, plant and equipment are recognised in surplus or deficit. Anyamount included in the asset revaluation reserve in respect of the disposed item is transferred from the reserveto accumulated funds.

Intangible assets

Initial recognition

Intangible assets are initially recognised at cost. The cost of an internally generated intangible asset representsexpenses incurred in the development phase of the asset only. Intangible assets acquired at no cost are initiallyrecognised at fair value where that is reliably measurable.

Subsequent measurement

Subsequent to initial recognition, intangible assets are accounted for as set out below. Amortisation is chargedon a straight-line basis at rates calculated to allocate the cost of the intangible asset to estimated residual valueover its useful life. Intangible assets with indefinite useful lives are not amortised but are tested at least annuallyfor impairment and carried at cost less accumulated impairment.

Class of intangible asset Subsequent measurement policy Estimated useful life

Computer software Held at cost less accumulated amortisation and impairment losses. 1-10 years

Rights to acquire Held at cost and tested annually for impairment.

Contracts for rights to acquire range from 4 to 40 years before theasset passes to the group.

Not applicable

Intellectual property Held at cost less accumulated amortisation and impairment losses. 4-35 years

Rights to occupy Held at cost and tested annually for impairment. IndefiniteGoodwill Held at cost and tested annually for impairment. Indefinite

Other Intangible assets Held at cost less accumulated amortisation and impairment losses. 1-63 years





Disposals

Realised gains and losses from the disposal of intangible assets are recognised in surplus or deficit.

Investment pr oper ty

Investment property is initially recognised at cost. After initial recognition, investment property is carried at fairvalue. Gains or losses arising from fair value changes are included in surplus or deficit.

Impairment

Impairment of non-financial assets

Non-financial assets are assessed at each reporting period for impairment. Impairment is first recognised as areversal of previously recorded revaluation reserves for that class of asset. Where no reserve is available, theimpairment is recognised in surplus or deficit.

Impairment of financial assets

Financial assets are assessed for impairment at each reporting period for impairment. Impairment is recognisedin surplus or deficit.

Employee ent i t lements

Pension liabilities

Contributions to defined contribution retirement plans are recognised in surplus or deficit as they fall due.

Contributions to the Defined Benefit Contributors Scheme, a multi-employer defined benefit scheme, are treatedin the same way as contributions to defined contribution retirement plans. This is because it is not possible todetermine the extent to which the surplus or deficit of the plan will affect future contributions by individual

employers as there is no prescribed basis for allocation.

Other employee entitl ements

Employee entitlements for salaries and wages, annual leave, long service leave and other similar benefits arerecognised in surplus or deficit when they accrue to employees. Employee entitlements to be settled within 12months are reported at the amount expected to be paid. The liability for long term employee entitlements isreported at the present value of estimated future cash outflows.

Payables and accruals

Payables and accruals are stated at cost. Non-current payables and accruals are measured at the present value

of the expected future cash outflows.

Prov is ions

Provisions are measured at the present value of the expected future cash outflows required to settle theobligation. The increase in the provision due to the passage of time is recognised as finance costs in surplus ordeficit.

Financia l guarantee co nt racts

Where the group enters into contracts to guarantee the indebtedness of other entities, the contract is initiallyrecognised at its fair value based on actuarial assumptions. Assumptions are reviewed annually with any

change of the fair value recognised in surplus or deficit as other gains or losses.





Non-der ivat ive f inancia l inst r uments

Non-derivative financial instruments include cash and cash equivalents, receivables (net of prepayments),community loans, unit trusts, other interest-bearing assets, investments in listed and unlisted shares, payablesand accruals, certain employee entitlements, tax payable and borrowings. These are recognised initially at fairvalue plus or minus any directly attributable transaction costs.

Community loans made at below market interest rates or interest free are initially recognised at the presentvalue of their expected future cash flows. The difference between the face value and present value of expectedfuture cash flows of the loan is recognised as a grant in surplus or deficit.

Subsequent to initial recognition, non-derivative financial instruments are recognised as described below.

Financial assets

Cash and cash equivalents and receivables are described above earlier in this section.

Unit trusts and listed shares

Unit trusts and listed shares are subsequently measured at fair value. Changes in the fair value are recognisedthrough surplus or deficit.

Unlisted shares

Unlisted shares are subsequently measured at fair value. Unrealised gains and losses are recognised throughother comprehensive income. Cumulative gains or losses held in other comprehensive income are recycledthrough surplus or deficit as realised.

Other interest-bearing assets

Other interest-bearing assets include bonds, loans to related parties and community loans. They aresubsequently measured at amortised cost using the effective interest method less any impairment losses, whichare recognised in surplus or deficit as incurred.

Financia l l iab i l i t ies

Payables and accruals, employee entitlements and tax payable are described earlier in this section.

Borrowings

Borrowings are subsequently measured at amortised cost using the effective interest rate method. Borrowingsare classified as current liabilities unless the group has an unconditional right to defer settlement of the liabilityfor more than 12 months after the balance date.

Der ivat ive f inancia l ins t rumentsThe group uses derivative financial instruments to hedge exchange rate and interest rate risks. The group doesnot hold or issue derivative financial instruments for trading purposes.

Derivatives are initially recognised at cost and subsequently measured at fair value. Any resulting gains orlosses are recognised in surplus or deficit unless the derivative has been designated into a hedge relationshipthat qualifies for hedge accounting.

Cash flow hedges

The group recognises the effective portion of changes in the fair value of derivatives that qualify as cash flowhedges in other comprehensive income. Gains or losses relating to the ineffective portion are recognised insurplus or deficit.

On de-recognition, cumulative gains or losses held in other comprehensive income are transferred fromreserves to surplus or deficit.





When a hedge of a forecast transaction subsequently results in the recognition of a non-financial asset or a non-financial liability then the associated gains and losses that were recognised in other comprehensive income aretransferred to the initial cost or carrying amount of the asset or liability.

Fair value hedges

The gain or loss from remeasuring hedging instruments at fair value, along with the changes in the fair value on

the hedged item attributable to the hedged risk, is recognised in surplus or deficit.

If the hedge relationship no longer meets the criteria for hedge accounting, the adjustment to the carryingamount of a hedged item for which the effective interest method is used is amortised to the surplus or deficitover the period to maturity.

Offset t ing f in ancia l inst ru ments

Financial assets and liabilities are offset and the net amount reported in the statements of financial positionwhen it is legally enforceable and there is an intention to settle on a net basis. Income and expenses arising asa result of financial instrument earnings or fair value adjustments are recognised as a net result for like items.

Commitments

Commitments are classified as:

• Capital commitments, which include capital expenditure contracted for but not recognised as paid orprovided for at balance date, and

• Operating lease commitments.

Cancellable commitments that have penalty or exit costs explicit in the agreement are reported at the value ofthat penalty or exit cost if such costs are less than the commitment.

Ratepayer equi t y

Ratepayer equity is the Auckland community’s interest in the group. Ratepayer equity has been classified intovarious components to identify those portions of equity held for specific purposes.

Components of equity include:

• Contributed equity

• Contributed equity is the net asset and liability position excluding restricted reserves at the time the councilwas formed.

• Accumulated funds.

• Accumulated funds are the group’s accumulated surplus or deficit since formation, adjusted for transfersto/from specific reserves.

• Reserves

• Revaluation reserves are for the revaluation of certain assets to fair value.

• Cash flow hedge reserves comprise the effective portion of the cumulative net change in the fair value ofderivatives designated as cash flow hedges.

• Restricted equity includes targeted rates and reserves, where use of the funds is specified by statute, trustdeed or contract.

Related par t i es

Related parties include key management personnel, the elected representatives of the council and their close

family members and entities controlled by them. Key management personnel are the chief executive andexecutive leadership team. The elected representatives of the council are the Mayor and councillors. Closefamily members are spouses or domestic partners, children and dependants.





Related party transactions do not include income from rates, water supply and wastewater, the supply ofservices and consents, licences and permits.

Subsidiaries, associates and jointly controlled entities are also related parties. This is due to the council'sinfluence over these entities.

Future changes to f inancia l repor t ing s tandardsThe External Reporting Board (XRB) has introduced a revised Accounting Standards Framework. The revisedframework introduces Public Benefit Entity Accounting Standards comprising International Public Sector Accounting Standards (IPSAS), modified as appropriate for New Zealand circumstances. These standards willapply for years beginning on or after 1 July 2014. Council is in the process of transitioning to the revisedstandards. To date no significant implications have been identified. Any changes as a result of the transition tothe new standards will be reflected in the final Annual Plan 2014/2015.

Financial reporting requirements for public benefit entities are frozen in the short term and all new NZ IFRS andamendments to existing NZ IFRS with a mandatory effective date for annual reporting periods commencing onor after 1 January 2012 are not applicable to public benefit entities. Accordingly, no disclosure has been madeabout new or amended NZ IFRS that exclude public benefit entities from their scope.

New and amended standards ado pted

No new or amended standards have been adopted by the group and council.

Standards, amendments and in terpretat ions to ex is t ingstandard s that are not yet ef fect iv e

Certain new standards, amendments and interpretations to existing standards have been published that aremandatory for the group and the council’s accounting periods beginning on or after 1 July 2013 or later periodsbut which the council and the group has not early adopted:

NZ IFRS9, ‘Financial Instruments’ - This standard will eventually replace NZ IAS39 ‘Financial Instruments -Recognition and Measurement’ and is expected to be adopted by the group in the consolidated financialstatements for the year ending 30 June 2016. However, as the revised Accounting Standards Framework willapply before this date, there is no certainty when an equivalent standard to NZ IFRS9 will be applied by publicbenefit entities.





Note 3: Sources of income

Auckland Counci l group

$000 Budget

2014

Long-termPlan 2015


Variance

2015

Notes


Rates revenue

Rates

General Rates 1,317,521 1,424,758 1,366,075 (58,683)

Targeted Rates 98,178 110,156 108,284 (1,872)

Rates penalties and postponements 21,484 22,612 22,359 (253)

Total rates revenue after remissions 1,437,183 1,557,526 1,496,718 (60,808)

Less:

Internal rates on Council Group properties 42,765 30,286 47,105 16,819Total rates revenue after remissions & in ternalrates

1,394,418 1,527,240 1,449,613 (77,627)





Note 4: Reconciliation between prospective statement ofcomprehensive income and prospective consolidated activitiesstatement

This annual plan is prepared on a group basis. Under section 4(2) of the Local Government (Financial

Reporting) Regulations 2011 the Council is required to provide information outlining differences between itsstatement of comprehensive income and funding impact statement. To meet this requirement this statementshould be read in conjunction with the Prospective Funding Impact Statement (group consolidated).

Auck land Counci l g roup

$000 Budget2014

Long-termPlan 2015

Annual Plan2015

Variance2015

Notes


Operating surplus/(deficit) after income tax perProspective Statement of Comprehensive Income

(16,027) 153,055 135,884 (17,171)

Items recognised as income in Statement ofComprehensive Income and as capital expenditurefunding sources in Funding Impact Statement:

Capital subsidies (190,757) (264,601) (287,477) (22,876)

Development contributions (80,000) (157,957) (157,957) 0

Recognition of revenue from vested assets 0 0 0 0

Non-cash it ems recognised in Statement ofComprehensive Income and not inc luded in FundingImpact Statement:

Depreciation 695,690 744,042 733,477 (10,565)

Discounting of weathertightness provision 17,911 10,847 14,628 3,782

Amortisation of prepaid leases (186) (186) (186) 0

Local government funding agency guarantee 247 265 265 0

Fair value movement in derivatives 0 0 0 0

Other reconcili ng items:

Share of equity accounted surplus from associates notdistributed by way of dividends to Auckland Council

(1,648) (4,655) (1,572) 3,083

Prepaid lease revenue recognised in funding impact statement 0 7,038 7,038 0

Income tax credit recognised in statement of comprehensiveincome not included in the funding impact statement

(3,968) (11,415) (3,857) 7,558

Operating funding surplus/(deficit) per ProspectiveFunding Impact Statement

421,262 476,433 440,243 (36,189)





Note 5: Prospective prudential financial ratios

This annual plan is prepared on a group basis. For the purposes of calculating the ratios under its Treasury

Management Policy, Auckland Council removes Watercare from the group financial information. The information

below summarises how each of these prudential ratios is calculated based on the prospective financial

information contained in this plan and provides a year by year comparison against the ratio limits.

Auck land Counci l group

Borrowing

$000 Budget

2014

Long-termPlan 2015


Variance2015

Notes

Auckland Counci l g roup borrow ing 6,743,505 7,488,723 7,664,986 176,263

Less Watercare Services Limited (1,481,248) (1,684,695) (1,630,310) 54,385 1

Other adjustments:

Liquid assets (Diversified Assets Portfolio) (331,391) (283,000) (331,391) (48,391) 2

Electric Motor Units (trains) borrowing (NZTA share) (163,406) (236,603) (236,603) (0) 3

Cash and cash equivalents (233,147) (16,860) (231,742) (214,882)

Net bor row ing 4,534,312 5,267,565 5,234,939 (32,626)

Net borrowing to total revenue limit (less than 275%) 6,801,358 7,265,424 7,063,548 378,811

Revenue

$000 Budget

2014

Long-termPlan 2015


Variance2015

Notes

Total rates per statement of comprehensive income 1,394,418 1,527,239 1,449,613 (77,626)

Add back internal rates elimination 42,765 30,287 47,105 16,818

Gross rates 1,437,183 1,557,526 1,496,718 (60,808)

Total revenue per statement of comprehensive income 3,105,189 3,499,467 3,387,006 (112,461)

Adjustments:

Add finance income shown separately 3,648 2,724 4,369 1,645

Add back internal rates elimination 42,765 30,287 47,105 16,818

Add back dividend elimination reflected in share ofassociate's surplus

35,158 32,696 39,059 6,363

Less development contributions to fund capitalexpenditure

(43,317) (121,186) (114,108) 7,078 4

Less subsidies and grants to fund capital expenditure (190,757) (264,601) (287,477) 22,876

Gross Group Operating Revenue 2,952,686 3,179,387 3,075,954 (103,433)

Less Watercare Services Limited (467,868) (528,895) (493,299) (35,596 ) 1

Other adjustments:

Electric Motor Units (trains) Revenue (NZTA payments) (11,597) (15,371) (15,371) 0 3

Adjusted revenue for rat io calcu lat ion 2,473,221 2,635,121 2,567,284 (139,029)





Interest



Variance2015

Notes

Auck land Counci l g roup in terest expense 352,263 431,682 410,064 (21,618)

Auck land Counci l g roup interest income (3,648) (2,724) (4,369) (1,645)

Less Watercare Services Limited (86,404) (110,790) (95,475) 15,315 1

Other adjustments:

Electric Motor Units (trains) Interest (NZTA funded) 0 (13,673) (13,673) 0 3

Net interest expense 262,211 304,495 296,547 (7,948)

Net interest to total revenue l imit (less than 15%) 370,983 396,296 385,093 (11,203)

Net interest to total rates limit (less than 25%) 359,296 389,382 374,179 (15,203)

Ratios

Measure Budget 2014 Long-term

Plan 2015

Draft Annual

Plan 2015

Variance

2015

Notes

Net debt as a percentage of total revenue 183.3% 199.4% 203.9% 4.5%

Net interest as a percentage of total revenue 10.6% 11.5% 11.6% 0.1%

Net interest as a percentage of annual rates income(debt secured under debenture)

18.2% 19.5% 19.8% 0.3%

Notes:

1. Watercare is excluded from the calculation of prudential ratios as it is not reliant on Auckland Council to fund its operation.

2. The Diversified Financial Assets Portfolio is a portfolio of liquid assets that can be converted to cash if required in an emergency. For

the purposes of the prudential ratios the value of this portfolio is offset against borrowings.

3. Borrowing, revenue and interest have been adjusted for the purchase of Electric Motor Units for Auckland Transport for which there is

a dedicated loan from central government.

4. Development Contributions (DC) are recognised as operating revenue where they are charged to fund interest costs on DC-relatedborrowing.





Note 6: Reserve funds

Auckland Counci l group

The Local Government Act 2002 requires the annual plan to identify each reserve set aside by the council, thepurpose of each fund and funding flows through the period of the plan.

$000 Draft AnnualPlan 2015

Purpose

As at 30 June

Reserves

Asset revaluation reserve 3,357,941 Accumulated gains from asset revaluation

Restricted equity 22,775 See detail below

Targeted rates reserves 21,187 See detail below

Cash flow hedge reserve (27,525) Losses recognised as balance date revaluation of hedged funds

Available-for-sale investment

revaluation reserve

8,512 Gains from revaluation of the Diversified Financial Assets portfolio

Share of associates' reserves 96,517 Recognition in group accounts of associates' reserves

Other reserves 121,466

Total reserves 3,479,407

The funding flow reserves are:

$000 Annualreport

2013

Income Expenditure Transfers Budget2014

Income Expenditure Transfers Draft Ann ual

Plan 2015

As at 30 June

Reserves

Asset revaluation reserve 2,039,153 620,038 0 0 2,659,191 698,750 0 0 3,357,941

Restricted equity 27,449 282 (5,084) 0 22,647 289 (162) 0 22,775

Targeted rates reserves 9,092 80,987 (74,159) 0 15,920 88,806 (83,538) 0 21,187

Cash flow hedge reserve (27,525) 0 0 0 (27,525) 0 0 0 (27,525)

Available-for-sale investmentrevaluation reserve

8,512 0 0 0 8,512 0 0 0 8,512

Share of associates' reserves 96,517 0 0 0 96,517 0 0 0 96,517

Other reserves 114,045 81,269 (79,243) 0 116,071 89,095 (83,700) 0 121,466

Total reserves 2,153,198 701,307 (79,243) 0 2,775,262 787,845 (83,700) 0 3,479,407





Further details of restricted equity and targeted rates are shown below:

$000 Draft AnnualPlan 2015

Purpose

As at 30 June

Restricted equity

Statutory funds 10,334 Funds accumulated under legislation (primarily related to subdivisions oroff-street parking).

Trust and bequests 879 These trusts are primarily related to assets held by council. The trustdeeds restrict council's action in relation to these assets.

Other restricted equity 11,562 Reserve funds related to particular projects or assets whereby council isrestricted in its decision-making ability.

Total restricted equit y 22,775

Targeted rates

City Centre targeted rate reserve 9,842 Targeted rate collected for enhancement of central business district as aplace to work, live, visit and do business

Glorit Flood Gate Restoration

targeted rate reserve

(131) Targeted rate being collected to recover the costs of the restoration of the

Glorit flood gateRiverhaven Drive targeted ratereserve

(1,061) Targeted rate being collected to recover the costs of the construction of aroad

Jackson Crescent wastewatertargeted rate reserve

(3) Targeted rate collected to recover the cost of the council providingfinancial assistance to connect to a wastewater scheme

Point Wells wastewater targetedrate reserve

(125) Targeted rate collected to recover the cost of the council providingfinancial assistance to connect to a wastewater scheme

Targeted Rate - Refuse 11,410 Targeted rate collected for delivery of refuse collection and disposalservices, refuse recycling and waste transfer stations (ACC)

Harbourview Orangihina Parktargeted rate reserve

1,255 Targeted rate collected for development of Harbourview Orangihina Park

Total targeted rates 21,187





The funding flows for these reserves are:

$000 Annualreport

2013

Income Expenditure Transfers Budget2014

Income Expenditure Transfers Draft Annual

Plan2015

As at 30 June

Restricted equit y

Statutory funds 9,809 259 0 0 10,068 266 0 0 10,334

Trust and bequests 873 23 (20) 0 876 23 (20) 0 879

Other restricted equity 16,767 0 (5,064) 0 11,703 0 (142) 0 11,562

Total rest ric ted equi ty 27,449 282 (5,084) 0 22,647 289 (162) 0 22,775

Targeted rates

City Centre targeted ratereserve

(2,069) 20,211 (13,472) 0 4,670 20,383 (15,211) 0 9,843

Glorit Flood Gate Restorationtargeted rate reserve

(189) 38 (10) 0 (161) 38 (8) 0 (131)

Riverhaven Drive targeted ratereserve

(1,170) 117 (64) 0 (1,117) 117 (61) 0 (1,061)

Jackson Crescent wastewatertargeted rate reserve

(5) 1 (0) 0 (5) 1 (0) 0 (3)

Point Wells wastewater targetedrate reserve

(140) 15 (8) 0 (133) 15 (7) 0 (125)

Targeted Rate - Refuse 11,410 60,605 (60,605) 0 11,410 68,251 (68,251) 0 11,410

Harbourview Orangihina Parktargeted rate reserve

1,255 0 0 0 1,255 0 0 0 1,255

Total targeted rates 9,092 80,987 (74,159) 0 15,920 88,806 (83,538) 0 21,187





Note 7: Auckland Council (parent) financial statements

Prospect ive s tatement of c omprehensive incom e Auck land Counci l paren t

$000 Budget 2014 Long-term

Plan 2015

Draft Annual

Plan 2015

Variance Notes

Financial year ending 30 JuneRevenue

Rates 1,405,804 1,531,416 1,461,556 (69,859) 1

Fees and user charges 194,343 202,074 203,814 1,740

Subsidies and grants 26,159 39,372 75,768 36,396 2


Vested assets (non-Crown) 0 0 0 0

Other revenue 173,918 210,060 175,017 (35,043) 3

Total revenue 1,880,224 2,140,879 2,074,112 (66,766)

Expenditure

Employee benefits 443,379 424,007 442,607 18,600 4

Depreciation and amortisation 195,650 222,613 206,239 (16,374)

Grants, contributions and sponsorship 570,796 617,237 580,685 (36,552) 5

Other operating expenses 515,819 574,690 542,042 (32,648) 6

Total expens es 1,725,644 1,838,547 1,771,573 (66,974)

Finance income 82,017 61,343 97,593 36,250 7

Finance expense 313,072 327,492 363,860 36,368 7

Net finance cos ts 231,055 266,149 266,267 118

Operating surplus/ (defic it) (76,475) 36,183 36,272 89

Assets vested by the Crown 0 0 0 0

Net other gains/ (losses) 0 0 0 0

Share of surplus/(deficit) in associates and jointlycontrolled entities

0 0 0 0

Surplus/(deficit ) before income tax (76,475) 36,183 36,272 89

Income tax expense 0 0 0 0

Surp lus/(defici t) after income tax (76,475) 36,183 36,272 89

Surplus/(deficit) after income tax is attributable to:

Auckland Council (76,475) 36,183 36,272 89


(76,475) 36,183 36,272 89







Variance Notes


Other comprehensive income

Net gain on revaluation of property, plant and equipment 223,003 356,454 248,613 (107,841) 8

Income tax on revaluation of property, plant andequipment

0 0 0 0

Revaluation of cash flow hedges 0 0 0 0Share of associates' and jointly controlled entities'reserves

0 0 0 0

Gain on revaluation of financial assets classified as heldfor sale

0 0 0 0

Total other comprehensive inc ome 223,003 356,454 248,613 (107,841)

Total comprehensive inc ome 146,528 392,637 284,885 (107,752)


Auckland Council 146,528 392,637 284,885 (107,752)


146,528 392,637 284,885 (107,752)

Notes:



penalties income and are shown net of rates charged on property owned by the council. Refer to the sources of income note for further

detail.

2. The increase in subsidies and grants is due to capital grants received for projects to be delivered in 2014/2015 that were deferred from

prior years.

3. The variance in other revenue is due to the reclassification of inter-entity parking revenue, included in other revenue in the long-term

plan but reclassified as reduced grants paid in the annual plan (see note 5 below).

4. The variance in personnel costs from the long-term plan is due mainly to a reallocation from consultant and external contract budgets

included within 'Other operating expenditure' in the long-term plan, to personnel costs, as the council moves to improve utilisation of itsinternal staff resource (see note 6 below).

5. The decrease in grants, contributions and sponsorship expenditure is due mainly to a reduction in the funding by the council parent to

fund CCOs' operating expenditure and a reclassification of inter-entity parking revenue (see note 3 above).

6. The decrease in other operating expenditure is due to the combination of a range of specific savings initiatives, lower average rate of

inflation than forecast in the long-term plan and the transfer of budgets to personnel costs (see note 4 above).

7. The increase in both interest expense and interest income for 2013/2014 is mainly due to a combination of forecasting for a higher

cash holding for liquidity purposes and an increase in the proportion of debt requirements for Watercare Services Limited being

sourced through the council parent.

8. The decrease in net gain on revaluation of property, plant and equipment is due to a change in the forecast timing of revaluation of

council assets and a decrease in the rate of inflation applied.





Prospect ive s tatement of changes in equi t y

Auck land Counci l paren t



Variance2015

Notes

Equi ty at 1 July 26,466,365 27,630,386 26,612,893 (1,017,493) 1

Total comprehensive income 146,528 392,637 284,885 (107,752) 2

Movements in non-controlling interest 0 0 0 0

Equi ty at 30 June 26,612,893 28,023,023 26,897,778 (1,125,245)


Auckland Council 146,528 392,637 284,885 (107,752)


146,528 392,637 284,885 (107,752)

Notes:

1. The reduction in opening equity for 2014/2015 reflects a lower closing equity position in the 2012/2013 annual accounts than was

anticipated when the long-term plan was prepared. This was due mainly to the reduced impact of asset revaluations, lower service and

other income and higher expenses to operate and maintain council assets as detailed in the 2012/2013 annual report.

2. The variance between the 2014/2015 annual plan and long-term plan total comprehensive income is mainly due an increase in

revaluation of some fixed assets due to timing differences.





Prospect ive s tatement of f inancia l pos i t ion

Auckland Counci l paren t



Variance Notes

As at 30 June ASSETS

Current assets

Cash and cash equivalents 235,390 47,001 236,449 189,448 1

Receivables and prepayments 116,502 276,853 128,515 (148,338) 2

Other financial assets 415,808 275,000 415,808 140,808 3

Derivative financial instruments 8,524 0 8,524 8,524

Inventories 4,231 2,000 4,231 2,231

Non-current assets held for sale 38,581 39,931 39,931 0

Total current assets 819,036 640,785 833,458 192,673

Non-current assets

Receivables and prepayments 67,281 31,400 74,219 42,819 2

Other financial assets 1,707,956 1,126,264 2,263,719 1,137,455 3


Property, plant and equipment 10,182,295 11,881,377 10,640,911 (1,240,466) 5

Intangible assets 204,232 155,617 209,326 53,709

Biological assets 1,722 3,000 1,722 (1,278)

Investment property 77,915 68,000 77,915 9,915

Investments in associates and joint ventures 3,178 0 3,178 3,178

Investments in subsidiaries 20,383,618 20,748,142 20,548,128 (200,014) 6

Deferred tax asset 0 0 0 0

Total non -cur rent assets 32,720,176 34,034,800 33,911,097 (123,703)

TOTAL ASSETS 33,539,212 34,675,585 34,744,555 68,970

LIABILITIES

Current liabilities


Payables and accruals 457,359 530,084 477,116 (52,968) 2

Borrowings 986,567 936,106 977,481 41,375 7


Tax payable 0 4,000 0 (4,000)

Provisions 72,934 66,859 63,435 (3,424)Other current liabilities 0 0 0 0

Total current liabil it ies 1,571,922 1,592,599 1,573,024 (19,575)

Non-current liabilities


Payables and accruals 53,613 1,912 55,929 54,017 2

Borrowings 4,831,846 4,720,015 5,777,017 1,057,002 7


Provisions 336,211 276,235 308,083 31,848 9

Other non-current liabilities 0 0 0 0

Deferred tax liabilities 0 0 0 0Total non -cur rent liab il iti es 5,354,397 5,059,963 6,273,753 1,213,790

TOTAL LIABILITIES 6,926,319 6,652,562 7,846,777 1,194,215







Variance Notes

As at 30 June

NET ASSETS 26,612,893 28,023,023 26,897,778 (1,125,245)

EquityContributed equity 26,569,092 26,150,000 26,569,092 419,092

Accumulated funds (559,037) 160,137 (528,160) (688,297)

Reserves 602,838 1,712,886 856,846 (856,040)

Total ratepayers equi ty 26,612,893 28,023,023 26,897,778 (1,125,245)


TOTAL EQUITY 26,612,893 28,023,023 26,897,778 (1,125,245)

Notes:

1. The increase in cash and cash equivalents is due mainly to a planned increase in cash holdings for liquidity purposes.

2. Current and term receivables and payables have been updated to reflect relative balances in the audited 2012/2013 annual accounts.

3. The variance in other financial assets is due to opening values being updated to reflect the actual balances recorded in the 2012/2013

annual accounts and an increase in the proportion of Watercare Services Limited debt sourced through the council parent entity, partlyoffset by the reduction in the internal loan from the council parent entity to Regional Facilities Auckland to provide for the conversion of

debt to equity within the CCO.

4. This variance is due to the increased value of interest rate swap assets recorded in the 2012/2013 annual accounts.

5. The variance in property plant and equipment is due to lower closing balances in the 2012/2013 annual accounts and the 2013/2014

budget than forecast when preparing the long-term plan. This mainly results from a decrease in the impact of asset revaluation.

6. The variance in investment in subsidiaries is due to the decreased investment in CCOs by the council parent and the conversion of

loans to Regional Facilities Auckland to equity recorded in the 2012/2013 annual accounts, carried through to the 2014/2015 year.

7. The borrowings opening balance was higher than forecast in the long-term plan due to a range of factors, including increased cash

holdings, an increase in the proportion of Watercare Services Limited borrowings sourced through the council parent entity and lower

development contribution revenue. Further increases in the 2014/205 year are due to additional borrowings by Watercare Services

Limited sourced through the council parent entity and additional capital spending by council on parks acquisitions and solid waste

infrastructure.8. The variance in derivative financial instruments is due to the increased value of interest rate swap liabilities recorded in the 2012/2013

annual accounts.

9. The variance in provisions is due to the increased provisions recorded in the 2012/2013 annual accounts.





Prospect ive s tatement of cash f l ow

Auckland Counci l paren t

$000 Budget2014

Long-termPlan 2015


Variance Notes

Financial year ending 30 JuneCash flows from operating activities

Receipts from rates revenue 1,437,984 1,530,747 1,483,145 (47,602) 1

Receipts from customers and other services 452,156 574,461 587,759 13,298

Interest received 82,017 61,343 97,593 36,250 3

Dividends received 0 0 0 0

Payments to suppliers and employees (1,580,697) (1,674,354) (1,630,755) 43,599 2

Interest paid (295,167) (327,227) (349,232) (22,005) 3

Income tax refund/(paid) 0 0 0 0

Goods and services tax paid (net) 0 0 0 0

Other 0 0 0 0

Net cash from operating activi ties 96,293 164,970 188,510 23,540

Cash flows fr om investing activities

Proceeds from medium term investments 22,516 24,523 19,417 (5,106)

Repayments of loans from subsidiaries 0 140,940 0 (140,940) 4

Proceeds from sale of property, plant and equipment 42,684 38,581 38,581 0

Proceeds from loan repayments 0 0 0 0

Proceeds from community loan repayments 1,148 2,017 1,748 (269)

Purchase of property, plant and equipment (346,814) (435,135) (452,054) (16,919) 5

Investment in subsidiaries (150,021) (327,506) (164,510) 162,996

Loans to subsidiaries (825,506) (158,664) (549,912) (391,248) 4

Purchase of intangible assets (7,068) (6,363) (9,213) (2,850)

Purchase of shares in subsidiary 0 0 0 0

Purchase of other investments (5,020) (1,598) (1,598) 0

Community loans (6,000) (6,000) (6,000) 0

Net cash from invest ing activit ies (1,274,081) (729,205) (1,123,541) (394,336)

Cash flows fr om financing activities

Proceeds from borrowings 1,317,557 1,537,706 1,177,594 (360,112) 6

Repayment of borrowings (201,612) (994,402) (241,509) 752,893 6

Payments of finance leases 0 0 0 0

Net cash from financ ing activi ties 1,115,945 543,304 936,090 392,786

Net increase/(decrease) in cash and cash equivalentsand bank overdraft

(61,843) (20,931) 1,059 21,990

Cash and cash equivalents and bank overdraft at beginningof the year

297,233 67,932 235,390 167,458

Cash and cash equivalents and bank overdrafts at endof the year

235,390 47,001 236,449 189,448 7

Notes:

1. The decrease in prospective cash flows from rates in 2013/2014 is mainly due to a range of specific savings initiatives and lower

inflation projections, resulting in a lower rates requirement than previously forecast. Receipts from rates revenue are shown net of rates

charged on property owned by the council parent entity and working capital movements.

2. The decrease in payments to suppliers and employees is due to a range of specific savings initiatives and lower average rate of

inflation than forecast in the long-term plan.





3. The increase in interest expense and interest income is due to a combination of a higher cash holdings, offset by higher borrowings,

and an increase in the proportion of Watercare Services Limited borrowings sourced through the council parent. The increase in

interest expense is partially offset by a lower average interest rate being budgeted on council borrowing compared to that forecast in

the long-term plan.

4. The increase in loans to subsidiaries and reduction in repayment of loans from subsidiaries are mainly due to an increase in the

proportion of Watercare Services Limited borrowings sourced through the council parent entity where as a repayment was budgeted for

in the long-term plan.

5. The increase in purchase of property plant and equipment reflects additional capital expenditure planned for parks acquisitions and

solid waste infrastructure.

6. For the purposes of this statement it is assumed that current borrowings in one year are repaid the following year and refinanced. The

movements in proceeds from and repayments of borrowing for 2013/2014, are indicative of the lower proportion of short-term (current)

borrowing reflected in the 2012/2013 annual accounts. This impact has been carried through to subsequent years.

7. The variance from the long-term plan in 2014/2015 cash and cash equivalents is due to a planned increase in the level of cash being

held for liquidity purposes.




Prospective funding impact statements for 2014/2015

Prospective funding impact statementsfor 2014/2015

This section includes:• Auckland Council group consolidated funding impact statement

• Rating mechanism

• Funding impact statements for each group of activities.

The council has prepared these prospective funding impact statements to meet the requirements of Clause 5 ofthe Local Government (Financial Reporting) Regulations 2011 (LG (FR) R 2011). They cover the year from 1July 2013 to 30 June 2014 and outline the council's sources of funding and our plan to apply them. Thestatements proposed are for the whole council (group) and one for each group of activity.

The Prospective Group of Activities Funding Impact Statements have been prepared on a full group basis. Theyinclude the activities and services provided by the Auckland Council, being the Parent entity, and, where

appropriate, the activities and services provided by those entities that comprise the Auckland Council group(including all subsidiaries, associates and joint venture arrangements). A full outline of the Auckland Councilgroup and the basis for consolidation is set out in the prospective financial statements.





Auckland Council group consolidated



Variance Notes


Sources of operating fundin g:

General rates, UAGCs, rates penalties 1,296,243 1,417,085 1,341,328 (75,757) 1Targeted rates 98,179 110,157 108,285 (1,872)

Subsidies and grants for operating purposes 237,339 226,322 222,972 (3,350)

Fees, charges and targeted rates for water supply 1,034,333 1,141,591 1,094,525 (47,066) 2

Interest and dividends from investments 45,722 38,816 49,811 10,995

Local authorities fuel tax, fines, infringement fees

and other receipts

161,240 185,207 174,933 (10,274)

Total operating funding 2,873,056 3,119,178 2,991,854 (127,324)

Ap pl ic at io ns of op erat in g fu nd in g:

Payment to staff and suppliers 2,083,147 2,175,811 2,125,112 (50,699) 3

Finance costs 352,264 437,170 410,063 (27,107) 4

Other operating funding applications 16,383 29,764 16,436 (13,328)

Total applications of operating funding 2,451,794 2,642,745 2,551,611 (91,134)

Surplus (deficit) of operating funding 421,262 476,433 440,243 (36,190)

Sources of capital funding:

Subsidies and grants for capital expenditure 190,756 264,600 287,478 22,878 5


Increase (decrease) in debt 858,665 806,472 921,480 115,008 6

Gross proceeds from sale of assets 57,683 38,581 38,581 0

Lump sum contributions 0 0 0 0

Total capital expenditure and other funding

outflows

1,187,104 1,267,609 1,405,495 137,886

Ap pl ic at io n of capit al fu nding:

Capital expenditure:

- to meet additional demand 409,992 342,718 384,816 42,098 7

- to improve the level of service 674,787 842,719 842,152 (567) 7

- to replace existing assets 565,771 493,061 554,859 61,798 7

Increase (decrease) in reserves 91,054 57,946 52,519 (5,427)

Increase (decrease) in investments (133,238) 7,598 11,392 3,794Total applications of capital fundin g 1,608,366 1,744,042 1,845,738 101,696

Surplus (deficit) of capital funding (421,262) (476,433) (440,243) 36,190

Funding balance 0 0 0 0

Notes:



penalties income and are shown net of rates charged on property owned by the council group.

2. The decrease in 2014/2015 fees and user charges revenue compared to the long-term plan forecast is mainly as a result of lower

activity revenue on water and wastewater activities.

3. The decrease in payments to staff and suppliers is due to the combination of a range of specific savings initiatives and a lower average

rate of inflation than forecast in the long-term plan.





4. The decrease in finance cost for 2014/2015 is due to a lower average interest rate being budgeted on council borrowing compared to

that forecast in the long-term plan.

5. The increase in capital subsidies and grants is due to capital grants received for projects to be delivered in 2014/2015 that were

deferred from prior years.

6. The increase in debt is mainly due to increased cash holding and additional capital expenditure (see note 7 below).

7. The increase in capital expenditure is mainly due to increased spending planned on parks acquisitions and solid waste infrastructure.





Rating mechanismThe following table sets out the revenue and financing mechanisms that the council intends to use, includinginformation about the different rates the council will levy for 2014/2015. More details on how each rate is appliedand the council’s definition of a separately used or inhabited part of a property are outlined in the Rating Policyin Part V of this volume.

Rate Differential Factor Total value/number ofcharges

Rate/charge

($ includingGST)

Rates yield

($ excludingGST)

Uniform annualgeneral charge

Not applicable Separately used and inhabited part 570,963 373.35 185,363,138

Value basedgeneral rates

Urban business Capital value 56,329,315,954 0.00783172 383,613,908

Franklin urban business Capital value 668,123,685 0.00718713 4,175,566

Urban residential Capital value 231,975,915,030 0.00322293 650,124,101

Rural business Capital value 8,542,282,918 0.00705822 52,428,945

Franklin rural business Capital value 465,678,535 0.00647809 2,623,228

Rural residential Capital value 14,564,026,170 0.00290064 36,734,843

Farm and lifestyle Capital value 28,845,123,262 0.00257834 64,671,920

Sea only access Capital value 524,051,628 0.00080573 367,172

Uninhabited island Capital value 78,8000 0 0

Total value based general rates 1,194,739,682

Waste managementtargeted rate (Solidwaste services)

Waste management - full servicefor properties in the district of theformer Auckland City Council

Number of available services 161,255 241.57 33,873,400

Waste management - wasteservice where opt out of refuseapplies for properties in thedistrict of the former Auckland

City Council

Number of available services 1,954 79.29 134,732

Waste management - wasteservice where opt out of recycling

applies for properties in thedistrict of the former AucklandCity Council

Number of available services 43 182.63 6,829

Waste management – wasteservice where opt out of refuseand recycling services applies forproperties in the district of theformer Auckland City Council

Number of available services 21,969 20.35 388,761

Waste management - additionalrecycling collection for properties

in the district of the former Auckland City Council

Number of available services 720 58.94 36,904

Waste management - recyclingcollection for properties in thedistrict of the former Franklin

District Council (Rate applies torating units in the Pukekohe,Waiuku and Clarks Beach/WaiauPa collection areas)

Separately used and inhabitedpart

12,278 70.44 752,045

Waste management - refusecollection for properties in thedistrict of the former FranklinDistrict Council (the rate appliesto rating units in the Pukekohe,

Waiuku and Clarks Beach/WaiauPa collection areas)


19,656 58.02 991,689

Waste management for properties

in the district of the former Manukau

Separately used and inhabited part 105,587 220.84 20,275,983






Rate/charge

($ includingGST)

Rates yield

($ excludingGST)

City Council

Waste management forproperties in the district of theformer North Shore City Council


92,232 64.09 5,139,838

Waste management forproperties in the district of theformer Papakura District Council


18,306 111.15 1,769,332

Waste management forproperties in the district of theformer Rodney District Council


44,718 86.96 3,381,646

Waste management forproperties in the district of theformer Waitākere City Council


73,753 23.39 1,499,762

Total Waste Management targeted rates 68,250,922

City centreupgrade targeted

rate

Urban businesses in the citycentre area

Capital value 11,061,913,852 0.00211921 20,384,813

BusinessImprovementDistrict targetedrates

Urban businesses in the Avondale BID area

Per property 108 0.00 0

Capital value 83,003,356 0.00160023 115,500

Urban businesses in theBirkenhead BID area


Capital value 147,187,957 0.00137511 176,000

Urban businesses in theBlockhouse Bay BID area


Capital value 30,224,468 0.00181157 47,612

Urban businesses in the BrownsBay BID area


Capital value 159,084,933 0.00087469 121,000

Urban businesses in theDevonport BID area

Per property N/A N/A 0

Capital value N/A N/A 120,000Urban businesses in theDominion Road BID area


Capital value 112,639,110 0.00131959 129,250

Urban businesses in the EllerslieBID area


Capital value 53,035,579 0.00292938 135,097

Urban businesses in the GlenEden BID area


Capital value 37,892,996 0.00150226 49,500

Urban businesses in the GlenInnes BID area


Capital value 94,105,811 0.00223476 182,873

Urban businesses in the GreaterEast Tāmaki BID area

Per property 1,938 195.00 328,627

Capital value 3,663,302,002 0.00006949 221,373

Urban businesses in the Heart ofthe City BID area

Per property 4,117 0.00 0

Capital value 7,210,321,434 0.00071196 4,463,910

Urban businesses in the HowickBID area


Capital value 124,581,020 0.00136071 147,408

Urban businesses in the HuntersCorner BID area


Capital value 128,506,384 0.00116185 129,830

Urban businesses in theKarangahape Road BID area


Capital value 590,415,541 0.00073227 375,953

Urban businesses in the

Kingsland BID area


Capital value 320,181,630 0.00079018 220,000

Urban businesses in the Mahunga

Drive BID area


Capital value 128,248,137 0.00070686 78,829






Rate/charge

($ includingGST)

Rates yield

($ excludingGST)

Urban businesses in the Mairangi

Bay BID areaPer property 22 250.00 4,783

Capital value 33,172,947 0.00143581 41,417

Urban businesses in the MāngereBridge BID area


Capital value 11,875,021 0.00271962 28,083Urban businesses in the MāngereEast Village BID area


Capital value 8,355,013 0.00092385 6,712

Urban businesses in the MāngereTown BID area


Capital value 58,449,965 0.00587332 298,518

Urban businesses in theManukau Central BID area


Capital value 424,081,138 0.00058791 216,803

Urban businesses in theManurewa BID area


Capital value 122,164,049 0.00130472 138,600

Urban businesses in the Milford

BID areaPer property 82 0.00 0

Capital value 143,194,984 0.00106009 132,000

Urban businesses in the Mission

Bay BID area

Per property N/A N/A 0

Capital value N/A N/A 151,254

Urban businesses in the Mt EdenVillage BID area


Capital value 91,770,690 0.00111013 88,589

Urban businesses in the NewLynn BID area


Capital value 215,587,640 0.00070413 132,000


Newmarket BID areaPer property 1,039 0.00 0

Capital value 1,671,774,908 0.00110335 1,603,951

Urban businesses in the NorthHarbour BID area

Per property 2,261 150.00 294,902

Capital value 2,405,608,871 0.00013405 280,398

Urban businesses in theNorthcote BID area


Capital value 34,945,504 0.00434391 132,000

Urban businesses in the OldPapatoetoe BID area

Per property 65 0.00 0Capital value 58,010,816 0.00141618 71,438

Urban businesses in theOnehunga BID area


Capital value 232,260,907 0.00210106 424,343

Urban businesses in the ŌrewaBID area


Capital value 196,479,531 0.00110738 189,198

Urban businesses in the ŌtāhuhuBID area


Capital value 197,278,221 0.00249116 427,350

Urban businesses in the ŌtaraBID area


Capital value 46,169,957 0.00190528 76,493

Urban businesses in thePanmure BID area


Capital value 181,838,586 0.00294101 465,034

Urban businesses in thePapakura BID area


Capital value 245,044,166 0.00089572 190,860

Urban businesses in the Parnell


Capital value 419,123,874 0.00093430 340,513

Urban businesses in thePonsonby BID area


Capital value 483,876,395 0.00076552 322,102

Franklin urban businesses in the

Pukekohe BID area


Capital value 628,300,639 0.00078263 422,290


Remuera BID areaPer property 55 0.00 0

Capital value 163,215,621 0.00187999 266,820


Rosebank


Capital value 775,013,865 0.00055985 377,300

Urban businesses in the StHeliers BID area


Capital value 96,304,164 0.00181905 152,332






Rate/charge

($ includingGST)

Rates yield

($ excludingGST)

Urban businesses in the State

Highway 16 BID areaPer property N/A N/A 0

Capital value N/A N/A 180,000

Urban businesses in theTakapuna BID area


Capital value 743,496,413 0.00056744 366,856Urban businesses in the Te AtatuBID area


Capital value 41,053,930 0.00252667 90,200

Urban businesses in the Torbay


Capital value 12,900,026 0.00124048 13,915

Urban businesses in the UptownBID area


Capital value 772,616,595 0.00024560 165,000

Franklin rural businesses in theWaiuku BID area


Capital value 98,354,793 0.00141477 121,000

Urban businesses in the Wiri BID

areaPer property 333 0.00 0

Capital value 448,208,149 0.00046851 181,500

Total BID targeted rates 15,437,316

Retro-fit targeted

rate

Ratepayers in first year of

repayment through targeted rate

Extent of financial assistance

service provided4,344,394 0.17083531 645,370

Ratepayers in second year ofrepayment through targeted rate

Extent of financial assistanceservice provided

9,449,527 0.18652616 1,532,682

Ratepayers in third year of

repayment through targeted rate

Extent of financial assistance

service provided2,877,189 0.20681689 517,436

Kumeu HuapaiRiverhead targetedrate

Not applicable Extent of financial assistanceservice provided

2,663,958 0.12686375 293,878

Pt. Wellswastewatertargeted rate

Properties in service area Extent of financial assistanceservice provided

24 Not Applicable -fixed amount

based on levelof assistance

provided

15,288

Jackson Crescentwastewater

targeted rate

Properties in service area Extent of financial assistanceservice provided

1 608.88 529

Riverhaven Drivetargeted rate

Properties in service area Per rating unit 12 10,317.02 107,656

Glorit flood gate

targeted rateProperties in service area Per hectare protected 3 Not Applicable -

fixed amountbased on land

area protected

38,198

Waitākere ruralsewerage targeted

rate

Properties in service area Extent of septic tank pump outservice provided (per tank)

4,595 181.50 725,229

Māngere -Ōtāhuhu swimmingpool targeted rate

Residential properties in theMāngere - Ōtāhuhu Local Board Separately used and inhabitedpart 18,123 13.78 217,150

Ōtara - Papatoetoeswimming pool

targeted rate

Residential properties in theŌtara - Papatoetoe Local Board


20,572 31.34 560,550

Total rates 1,488,829,837

Note to table:

1. The business properties in Devonport and State Highway 16 (Kumeu/Huapai/Helensville/Riverhead) areas are considering becoming

BIDs. Businesses in Mission Bay have also been invited to join the BID programme in order to fund the Mission Bay streetscape

upgrade. They will need to undertake ballots with the business ratepayers and owners and determine the budgets for these areas. The

Dominion Rd, Manukau Central, and Ōtāhuhu BID’s are investigating possible extensions to their existing BID boundaries. Ballots will

also be necessary to extend these BID boundaries. If the ballots are successful then these BIDs may subsequently adjust their

budgets. In these cases the council will assess the appropriate targeted rates to fund the budgets.





The total rates yield of $1.489 billion in the previous table is the value of the prospective gross rates. The tablebelow outlines the reconciling adjustments for the net rates revenue shown in the Prospective Consolidated Activities Statement and the Prospective Funding Impact Statement in this part III of this volume.

Amount of rates

(excluding GST)

($)

Total rates assessed (from Rating Mechanism table on the previous page) 1,488,829,837

Add on rates penalty revenue 22,359,000

Less for remissions (14,027,817)

Less indicative new BID funding requirements not included in budget and other targeted rates adjustments (443,144)

Less internal rates on council properties (47,104,847)

Total rates revenue 1,449,613,029





Governance and democracy$000 Budget

2014Long-termPlan 2015


Variance Notes


Sources of operating fund ing:

General rates, UAGCs, rates penalties 26,704 22,162 23,235 1,073

Targeted rates 0 0 0 0

Subsidies and grants for operating purposes 0 0 0 0

Fees, charges and rates for water supply 0 0 0 0

Internal charges and overheads recovered 0 0 0 0

Local authorities fuel tax, fines, infringement fees and

other receipts

1,240 0 0 0

Total operating funding 27,944 22,162 23,235 1,073

Applic atio ns of op eratin g fu nd in g:

Payment to staff and suppliers 21,776 17,081 18,084 1,003Finance costs (44) (11) (43) (32)

Internal charges and overheads applied 6,185 5,062 5,170 108

Other operating funding applications 0 0 0 0

Total applications of operating funding 27,917 22,132 23,211 1,079 1

Surplus (deficit) of operating funding 27 30 24 (6)

Sources of capital fundi ng:

Subsidies and grants for capital expenditure 0 0 0 0Development and financial contributions 0 0 0 0

Increase (decrease) in debt 24 (30) (24) 6

Gross proceeds from sale of assets 0 0 0 0



outflows

24 (30) (24) 6

Applic atio n of capit al fun di ng :


- to meet additional demand 0 0 0 0

- to improve the level of service 51 0 0 0

- to replace existing assets 0 0 0 0

Increase (decrease) in reserves 0 0 0 0

Increase (decrease) in investments 0 0 0 0

Total applications of capital fund ing 51 0 0 0

Surplus (deficit) of capital funding (27) (30) (24) 6


Note:

1. Application of operating funding - increase due to the cost of additional support resources provided to elected members.





Local governance$000 Budget



Variance Notes



General rates, UAGCs, rates penalties 30,862 32,725 31,093 (1,632)






other receipts

0 38 0 (38)

Total operating funding 31,106 32,813 31,337 (1,476)


Payment to staff and suppliers 23,785 25,441 24,316 (1,125)Finance costs 622 525 904 379

Internal charges and overheads applied 6,545 6,647 5,926 (721)


Total applications of operating funding 30,952 32,613 31,146 (1,467)



Subsidies and grants for capital expenditure 0 0 0 0

Development and financial contributions 0 0 0 0

Increase (decrease) in debt 6,713 412 2,234 1,822




outflows

6,713 412 2,234 1,822


Capital expenditu re:


- to improve the level of service 3,126 386 1,942 1,556- to replace existing assets 3,741 226 483 257



Total applications of capital fundin g 6,867 612 2,425 1,813 1



Note:

1. Application of capital funding - increase is mainly due to the inclusion of some small northern local improvement projects.





Planning and strategy$000 Budget



Variance Notes


Sources of operating fund ing:General rates, UAGCs, rates penalties 49,570 43,187 52,279 9,092


Subsidies and grants for operating purposes 1,677 1,913 1,913 0




other receipts

201 209 203 (6)



Payment to staff and suppliers 36,142 30,312 39,489 9,177Finance costs 918 788 1,114 326




Surplus (deficit) of operating funding 431 1,119 673 (446)




Increase (decrease) in debt 6,132 (1,119) (673) 446



Total capital expenditure and other funding outflows 6,132 (1,119) (673) 446




- to improve the level of service 4,594 0 0 0

- to replace existing assets 1,969 0 0 0



Total applications of capital fund ing 6,563 0 0 0

Surplus (deficit) of capital funding (431) (1,119) (673) 446


Note:

1. Application of operating funding - increase is primarily due to additional funding for the Unitary Plan.





Commercial$000 Budget



Variance Notes



General rates, UAGCs, rates penalties (18,704) (21,803) (19,199) 2,604



Fees, charges and rates for water supply 46,241 41,760 46,150 4,390



other receipts

23,385 23,742 24,142 400

Total operating funding 50,922 43,699 51,093 7,394 1


Payment to staff and suppliers 38,644 35,805 39,976 4,171

Finance costs (1,185) (3,537) (1,876) 1,661




Surplus (deficit) of operating funding 3,026 710 2,948 2,238


Subsidies and grants for capital expenditure 6,030 13,633 23,305 9,672


Increase (decrease) in debt (6,530) (15,584) (24,896) (9,312)

Gross proceeds from sale of assets 16,006 11,023 11,023 0Lump sum contributions 0 0 0 0


outflows

15,506 9,072 9,432 360



- to meet additional demand 5,584 1,609 2,698 1,089

- to improve the level of service 4,576 1,488 2,604 1,116

- to replace existing assets 8,372 6,685 7,078 393


Increase (decrease) in investments 0 0 0 0Total applications of capital fundin g 18,532 9,782 12,380 2,598 3

Surplus (deficit) of capital funding (3,026) (710) (2,948) (2,238)


Notes:

1. Operating funding sources - increase in revenue is primarily due to a rise in the number of properties under management and the

outcome of rental reviews.

2. Application of operating funding - increase is primarily due to the increase in costs to manage additional commercial rental properties,

which is offset by increased rental revenue.

3. Application of capital funding - increase is primarily due to the deferral of capital projects from 2013/2014, in particular - Marine PrecinctDevelopment Yard 37 (Hobsonville).





Investment$000 Budget



Variance Notes


Sources of operating fund ing:General rates, UAGCs, rates penalties (59,048) (44,648) (67,381) (22,733)



Fees, charges and rates for water supply 195,115 197,396 197,414 18



other receipts

38,621 36,103 42,466 6,363 1



Payment to staff and suppliers 93,750 102,243 90,367 (11,876)Finance costs 29,259 33,102 32,620 (482)

Internal charges and overheads applied (1,624) 271 (1,461) (1,732)

Other operating funding applications 16,383 29,766 16,436 (13,330)

Total applications of operating funding 137,768 165,382 137,962 (27,420) 2

Surplus (deficit) of operating funding 36,920 23,469 34,537 11,068








outflows

(12,632) (3,587) (14,636) (11,049)



- to meet additional demand 4,317 8,677 8,685 8

- to improve the level of service 1,800 1,846 1,848 2




Total applications of capital fund ing 24,288 19,882 19,901 19

Surplus (deficit) of capital funding (36,920) (23,469) (34,537) (11,068)


Notes:

1. Operating funding sources - increase is primarily due to a change in dividend policy from AIAL from 90 per cent to 100 per cent and

also an increase in AIAL’s underlying profit.

2. Application of operating funding - decrease is primarily due to benefits gained from efficiencies associated with managing Auckland

Council’s investments and changes to the group debt funding application.





Regional economic strategy and initiatives$000 Budget



Variance Notes




Targeted rates 20,053 20,226 20,226 0





other receipts

0 765 325 (440)



Payment to staff and suppliers 11,382 10,518 11,327 809

Finance costs 10,396 14,779 11,514 (3,265) 1


Other operating funding applications 0 (1) 0 1


Surplus (deficit) of operating funding 13,669 13,412 13,573 161


Subsidies and grants for capital expenditure 0 3,281 0 (3,281) 2


Increase (decrease) in debt 21,213 24,524 20,627 (3,897)




outflows

21,518 28,434 21,256 (7,178)




- to improve the level of service 5,413 26,312 15,832 (10,480)

- to replace existing assets 327 166 150 (16)

Increase (decrease) in reserves 0 0 0 0Increase (decrease) in investments 0 0 0 0

Total applications of capital fund ing 35,187 41,846 34,829 (7,017) 3

Surplus (deficit) of capital funding (13,669) (13,412) (13,573) (161)


Notes:

1. Application of operating funding - decrease is primarily due to lower finance costs through the reallocation of opening debt betweenactivities and lower debt levels achieved from reduced capital expenditure.

2. Sources of capital funding - decrease is due to the expectation that the revenue from strategic property development will not come onstream until 2016/2017.

3. Application of capital expenditure - decrease is due to the cancellation of the Tāmaki Innovation Precinct project, the deferral of theStrategic Property Development budget and changes in timing for the Northern Strategic Growth Area (NORSGA) and the Fort Street

Area Upgrade projects.





Local economic development$000 Budget



Variance Notes


Sources of operating fund ing:General rates, UAGCs, rates penalties 18,653 20,595 17,051 (3,545)

Targeted rates 13,624 15,439 14,986 (453)





other receipts

0 0 0 0







Surplus (deficit) of operating funding 1,062 1,641 1,254 (387)




Increase (decrease) in debt 15,320 12,795 16,615 3,820




outflows

15,430 13,029 16,849 3,820



- to meet additional demand 939 1,917 734 (1,183)


- to replace existing assets 4,580 6,011 8,546 2,535



Total applications of capital fund ing 16,492 14,670 18,103 3,433 2

Surplus (deficit) of capital funding (1,062) (1,641) (1,254) 387


Notes:

1. Application of operating funding - decrease is primarily due to operational savings.

2. Application of capital funding - increase is primarily due to deferral of the Devonport Board Walk and Marine Square project to

2014/2015 offset by the deferral of the balance of the Highbury Main Street project to 2015/2016.





Tourism, major events and industry development$000 Budget



Variance Notes


Sources of operating fundin g:General rates, UAGCs, rates penalties 43,491 49,176 46,394 (2,782)


Subsidies and grants for operating purposes 2,243 1,306 1,248 (58)

Fees, charges and rates for water supply 4,149 11,141 4,289 (6,852)



other receipts

1,153 1,007 1,165 158

Total operating funding 51,036 62,630 53,096 (9,534) 1


Payment to staff and suppliers 40,426 51,512 43,648 (7,864)Finance costs 55 58 151 93

Internal charges and overheads applied 10,491 10,955 9,084 (1,871)



Surplus (deficit) of operating funding 64 105 213 108




Increase (decrease) in debt 291 (105) (213) (108)Gross proceeds from sale of assets 0 0 0 0



outflows

291 (105) (213) (108)








Total applications of capital fundin g 355 0 0 0

Surplus (deficit) of capital funding (64) (105) (213) (108)


Note:

1. Sources and Application of operating funding - decrease is primarily due to the decision to close loss-making i-SITE centres and

implementation of organisational efficiencies.





Waterfront development$000 Budget



Variance Notes








other receipts

1,213 8,436 8,515 79

Total operating funding 36,361 46,299 46,575 276


Payment to staff and suppliers 26,767 21,871 27,335 5,464Finance costs 6,523 7,346 9,028 1,682

Internal charges and overheads applied 0 7,807 0 (7,807)


Total applications of operating funding 33,290 37,024 36,363 (661)









outflows

48,742 8,649 32,350 23,701





- to replace existing assets 4,874 500 495 (5)






Notes:

1. Application of capital funding - increase is primarily due to the bring forward of funding from outer years for the Wynyard Quarter

Central Precinct project, the 2013-2014 deferral of the Tram Extensions, and the Westhaven Marina Development projects.





Environment and heritage protection$000 Budget



Variance Notes




Targeted rates 2,504 3,850 3,421 (429)


Fees, charges and rates for water supply 140 476 141 (335)



other receipts

872 562 2,396 1,834











Increase (decrease) in debt 20,606 10,895 17,083 6,188Gross proceeds from sale of assets 0 0 0 0



outflows

20,606 10,895 17,083 6,188




- to improve the level of service 14,454 6,089 11,773 5,684 2

- to replace existing assets 1,387 997 1,039 42


Increase (decrease) in investments 6,000 6,000 6,000 0

Total applications of capital fundin g 21,841 13,086 18,812 5,726



Notes:

1. Application of operating funding - decrease is primarily due to lower staff and corporate overhead costs.

2. Application of capital funding - increase is primarily due to the deferral of expenditure for the 2012/2013 Built Heritage Protection Fund

and additional remediation works for landfills.





Local built and natural environment$000 Budget



Variance Notes


Sources of operating fund ing:General rates, UAGCs, rates penalties 3,362 2,199 3,183 984






other receipts

0 0 0 0

Total operating funding 3,362 2,199 3,183 984


Payment to staff and suppliers 2,802 1,619 2,411 792Finance costs 141 262 306 44

Internal charges and overheads applied 413 253 365 112


Total applications of operating funding 3,356 2,134 3,082 948 1





Increase (decrease) in debt 4,074 1,462 1,042 (420)




outflows

4,074 1,462 1,042 (420)








Total applications of capital fund ing 4,080 1,527 1,143 (384) 2



Notes:

1. Application of operating funding - increase is primarily due to the reallocation of cost from regional to local activities.

2. Application of capital funding - decrease is due to the deferral of the Restoration and Improving Christmas Beach project to a minor

works programme out to 2018-2019.





Regulation$000 Budget



Variance Notes


Sources of operating fundin g:General rates, UAGCs, rates penalties 76,017 75,768 77,537 1,769






other receipts

4,420 2,954 3,949 995



Payment to staff and suppliers 129,594 124,854 134,778 9,924Finance costs 8,565 13,330 12,555 (775)












outflows

88,922 51,067 45,706 (5,361)




- to improve the level of service 1,808 0 446 446


Increase (decrease) in reserves 91,054 57,946 52,519 (5,427) 2


Total applications of capital fundin g 93,366 58,390 53,377 (5,013)



Notes:

1. Application of operating funding - increase is primarily due to additional set up costs for both the new liquor licensing legislation and the

Integrated Bylaw Review and Implementation Project.

2. Application of capital funding - decrease is due to the lower cost for weathertightness claims.





Waste and recycling services$000 Budget



Variance Note



General rates, UAGCs, rates penalties 14,052 10,414 15,678 5,264

Targeted rates 60,606 69,963 68,251 (1,712)


Fees, charges and rates for water supply 20,188 20,828 20,287 (541)



other receipts

2,819 2,819 2,819 0



Payment to staff and suppliers 86,658 96,422 86,198 (10,224)Finance costs (438) 144 (35) (179)

Internal charges and overheads applied 14,892 10,961 24,462 13,501


Total applications of operating funding 101,112 107,527 110,625 3,098

Surplus (deficit) of operating funding 949 1,082 951 (131)




Increase (decrease) in debt 239 4,021 18,276 14,255Gross proceeds from sale of assets 0 0 0 0



outflows

239 4,021 18,276 14,255




- to improve the level of service 289 4,411 18,704 14,293



Total applications of capital fu nding 1,188 5,103 19,227 14,124 1

Surplus (deficit) of capital funding (949) (1,082) (951) 131


Note:

1. Application of capital funding - increase is primarily due to the Waste Minimisation Project.





Stormwater management$000 Budget



Variance Note


Sources of operating fundin g:General rates, UAGCs, rates penalties 77,415 83,964 73,248 (10,716)






other receipts

0 0 0 0



Payment to staff and suppliers 27,475 37,336 25,353 (11,983)Finance costs 8,044 8,878 9,050 172












outflows

32,572 46,758 51,527 4,769








Total applications of capital fundin g 57,860 73,885 75,317 1,432



Note:

1. Application of operating funding - decrease is primarily due to savings in operating costs offset by the reallocation of corporate

overhead costs.





Flood protection and control$000 Budget



Variance Notes


Sources of operating fund ing:General rates, UAGCs, rates penalties 4,339 5,256 5,010 (246)

Targeted rates 38 42 38 (4)





other receipts

0 0 0 0

Total operating funding 4,377 5,298 5,048 (250)



Internal charges and overheads applied 532 (1,279) 472 1,751



Surplus (deficit) of operating funding (257) (319) (316) 3




Increase (decrease) in debt 14,129 14,130 13,268 (862)Gross proceeds from sale of assets 0 0 0 0



outflows

15,726 17,180 16,318 (862)



- to meet additional demand 2,320 2,529 2,400 (129)

- to improve the level of service 13,149 14,332 13,602 (730)




Total applications of capital fund ing 15,469 16,861 16,002 (859)

Surplus (deficit) of capital funding 257 319 316 (3)






Water supply$000 Budget



Variance Notes



General rates, UAGCs, rates penalties (1,599) 0 (1,817) (1,817)






other receipts

471 982 491 (491)



Payment to staff and suppliers 75,675 85,152 76,745 (8,407)

Finance costs 11,730 22,930 17,125 (5,805)











outflows

119,466 91,819 94,970 3,151



- to meet additional demand 83,452 72,993 69,909 (3,084)







Notes:

1. Source of operating funding - decrease is primarily in user fees and charges driven by reduced infrastructure growth charges relating tolower projections for new connections.

2. Application of operating funding - decrease is primarily due to improved business efficiencies and lower finance costs as a result of

reduced borrowing requirements.





Wastewater$000 Budget



Variance Notes



General rates, UAGCs, rates penalties (419) 0 (283) (283)






other receipts

1,365 1,977 1,269 (708)




Finance costs 74,674 87,860 78,350 (9,510)







Development and financial contributions 0 0 0 0Increase (decrease) in debt 13,840 46,020 54,090 8,070




outflows

13,840 46,020 54,090 8,070





- to replace existing assets 38,398 47,719 41,608 (6,111)Increase (decrease) in reserves 0 0 0 0





Notes:

1. Sources of operating funding - decrease is primarily in user fees and charges driven by reduced infrastructure growth charges relatingto lower projections for new connections.

2. Application of operating funding - decrease is primarily due to improved business efficiencies and lower finance costs as a result ofreduced borrowing requirements.

3. Application of capital funding - increase is due primarily due to a review in the timing in delivery of the capital programme.





Public transport and travel demand management$000 Budget



Variance Notes





Subsidies and grants for operating purposes 185,555 174,815 172,314 (2,501)




other receipts

4,039 1,674 2,964 1,290




Finance costs 75,124 102,462 94,970 (7,492)


Other operating funding applications 0 (1) 0 1


Surplus (deficit) of operating funding 5,442 7,631 (5,017) (12,648)


Subsidies and grants for capital expenditure 18,392 99,740 109,315 9,575






outflows

406,727 377,324 416,703 39,379





- to replace existing assets 11,720 12,710 9,210 (3,500)



Total applications of capital fundin g 412,169 384,955 411,686 26,731 3

Surplus (deficit) of capital funding (5,442) (7,631) 5,017 12,648


Notes:

1. Sources of operating funding - decrease is primarily due to the delay in the CRL project related property acquisitions which will result ina shortfall in rental revenue.

2. Application of operating funding - decrease primarily relates to savings and efficiency targets within Auckland Transport and lowerfinance costs due to a decrease in forecast debt.

3. Application of capital funding - increase is primarily the result of timing changes in the City Rail Link project.





Roads and footpaths$000 Budget



Variance Notes





Fees, charges and rates for water supply 2,449 8,366 8,957 591



other receipts

11,472 12,355 12,176 (179)



Payment to staff and suppliers 135,013 173,877 154,626 (19,251)Finance costs 59,535 78,693 69,741 (8,952)






Subsidies and grants for capital expenditure 159,247 138,971 115,515 (23,456)



Gross proceeds from sale of assets 15,000 0 0 0



outflows

360,850 355,397 362,952 7,555











Notes:

1. Application of operating funding - decrease is due to the removal of berm mowing services, and savings and efficiency targets within

Auckland Transport.

2. Application of capital funding - increase is primarily driven by changes in the timing and cost of roading projects.





Parking and enforcement$000 Budget



Variance Notes


Sources of operating fundin g:General rates, UAGCs, rates penalties (30,804) (26,456) (29,961) (3,505)






other receipts

77,327 92,008 90,886 (1,122)



Payment to staff and suppliers 41,829 57,949 55,182 (2,767)Finance costs 429 1,654 666 (988)








Increase (decrease) in debt 4,807 (2,750) 1,715 4,465Gross proceeds from sale of assets 0 0 0 0



outflows

4,807 (2,750) 1,715 4,465




- to improve the level of service 4,056 787 4,185 3,398







Notes:

1. Application of operating funding - decrease primarily relate to savings and efficiency targets within Auckland Transport.

2. Application of capital funding - increase is primarily due to an increase in renewals expenditure on-street parking machines.





Cemeteries and crematoria$000 Budget



Variance Notes


Sources of operating fund ing:General rates, UAGCs, rates penalties (1,723) (1,814) (1,129) 685


Subsidies and grants for operating purposes 34 35 34 (1)




other receipts

138 138 (632) (770)



Payment to staff and suppliers 4,453 4,650 4,483 (167)Finance costs 529 746 717 (29)








Increase (decrease) in debt 4,241 2,155 1,996 (159)Gross proceeds from sale of assets 0 0 0 0



outflows

4,241 2,155 1,996 (159)




- to improve the level of service 2,126 1,130 953 (177)






Funding balance 0 0 0 (0)





Emergency management$000 Budget



Variance Notes


Sources of operating fundin g:General rates, UAGCs, rates penalties 6,659 6,915 6,713 (202)






other receipts

0 0 0 0



Payment to staff and suppliers 4,636 4,849 4,759 (90)Finance costs 120 159 179 20








Increase (decrease) in debt 1,255 678 733 55Gross proceeds from sale of assets 0 0 0 0



outflows

1,255 678 733 55




- to improve the level of service 579 280 274 (6)




Total applications of capital fundin g 1,546 1,052 1,091 39







Regional library services$000 Budget



Variance Note








other receipts

361 317 29 (288)



Payment to staff and suppliers 23,507 21,808 21,679 (129)Finance costs 925 1,517 1,356 (161)








Increase (decrease) in debt 9,377 9,372 5,009 (4,363)Gross proceeds from sale of assets 0 0 0 0



outflows

9,462 9,547 5,184 (4,363)



- to meet additional demand 187 300 294 (6)


- to replace existing assets 18,493 17,307 16,802 (505)






Note:

1. Application of operating funding - increase is primarily due to a reallocation of efficiency targets and corporate overhead costs.





Local libraries$000 Budget



Variance Note


Sources of operating fundin g:General rates, UAGCs, rates penalties 55,005 55,579 54,664 (915)






other receipts

217 201 (18) (219)



Payment to staff and suppliers 39,541 39,710 39,645 (65)Finance costs 2,509 4,430 4,117 (313)




Surplus (deficit) of operating funding (1,205) (868) (1,707) (839)







outflows

29,785 19,717 31,152 11,435




- to improve the level of service 6,573 0 2,200 2,200

- to replace existing assets 11,207 12,310 9,914 (2,396)




Surplus (deficit) of capital funding 1,205 868 1,707 839


Note:

1. Application of capital funding - increase is due to the deferral of the Te Atatu Peninsula, Waiheke and Massey North Library projects

from 2013/2014.





Regional community services$000 Budget



Variance Notes








other receipts

306 2,105 145 (1,960)



Payment to staff and suppliers 29,556 39,359 28,841 (10,518)Finance costs 42 913 220 (693)






Subsidies and grants for capital expenditure 0 8,975 32,757 23,782






outflows

2,156 16,574 37,519 20,945





- to replace existing assets 2,692 16,793 38,178 21,385 2



Total applications of capital fund ing 2,692 16,859 38,178 21,319



Notes:

1. Application of operating funding - decrease is primarily due to the reallocation of efficiency targets, staff costs and corporate overhead

costs, as well as the reallocation of cost from regional activities to local activities.

2. Source of capital funding - increase is primarily due to the Wiltshire Village Redevelopment project 2013/2014 deferral crystallising in

2014/2015.





Local community services$000 Budget



Variance Notes




Subsidies and grants for operating purposes 0 233 0 (233)




other receipts

505 33 172 139



Payment to staff and suppliers 23,126 14,782 24,275 9,493Finance costs 1,220 1,988 2,212 224




Surplus (deficit) of operating funding (280) (518) (664) (146)



Development and financial contributions 673 1,411 1,411 0





outflows

22,676 10,399 13,111 2,712









Surplus (deficit) of capital funding 280 518 664 146


Notes:

1. Application of operating funding - increase is primarily due to the reallocation of staff costs and corporate overhead costs, as well as

the reallocation of cost from regional activities to local activities.

2. Application of capital funding - increase is due to the addition of the Warkworth Town Hall and the Pioneer Women's and Ellen Melville

Hall projects.





Regional arts, culture and events services$000 Budget



Variance Notes




Subsidies and grants for operating purposes 1,025 920 1,025 105




other receipts

0 330 0 (330)



Payment to staff and suppliers 16,351 17,077 15,902 (1,175)Finance costs 347 904 737 (167)




Surplus (deficit) of operating funding (4,613) (3,284) (3,947) (663)








outflows

6,855 5,395 7,023 1,628








Total applications of capital fund ing 2,242 2,111 3,076 965 2

Surplus (deficit) of capital funding 4,613 3,284 3,947 663


Notes:

1. Application of operating funding - decrease is primarily due to the reallocation of staff and supplier costs from regional to local activities.

2. Application of capital funding - increase is due to the addition of new Regional Public Art and Art Renewals projects.





Local arts, culture and events services$000 Budget



Variance Notes








other receipts

151 119 158 39







Surplus (deficit) of operating funding 364 (385) (300) 85








outflows

18,584 5,241 4,094 (1,147)




- to improve the level of service 10,247 4,353 3,325 (1,028) 2





Surplus (deficit) of capital funding (364) 385 300 (85)


Notes:

1. Application of operating funding - increase is primarily due to the re-allocation of staff and supplier costs from regional to local activities.

2. Application of capital funding - decrease is primarily due to a delay in the final delivery of the Glen Innes Music and Arts Centre for

Youth project to 2015/2016.





Regional events facilities$000 Budget



Variance Note








other receipts

554 836 1,143 307



Payment to staff and suppliers 36,664 39,859 36,915 (2,944)Finance costs 7,002 5,759 7,364 1,605











outflows

4,629 6,819 11,597 4,778




- to improve the level of service 538 0 1,990 1,990






Funding balance 0 (0) (0) 0

Note:

1. Application of capital funding - increase is primarily made up of the 2013/2014 deferral of both the Town Hall Acoustic Improvements

project and Aotea Centre renewals.





Regional parks services$000 Budget



Variance Notes








other receipts

207 247 88 (159)



Payment to staff and suppliers 23,042 19,609 24,334 4,725Finance costs 9,887 10,530 13,300 2,770




Surplus (deficit) of operating funding (10,344) (7,083) (11,169) (4,086)


Subsidies and grants for capital expenditure 0 0 6,000 6,000


Increase (decrease) in debt 55,308 (8,423) 71,604 80,027




outflows

80,005 42,163 128,190 86,027









Surplus (deficit) of capital funding 10,344 7,083 11,169 4,086


Notes:

1. Application of operating funding - increase is primarily driven by the reallocation of staff and occupancy costs and an increase in

finance costs due to increase in funding requirements.

2. Application of capital funding - increase is due to the inclusion of an increase in budget to acquire additional land for parks.





Local parks services$000 Budget



Variance Notes








other receipts

724 317 122 (195)



Payment to staff and suppliers 101,439 111,862 109,073 (2,790)Finance costs 10,702 14,255 15,217 962






Subsidies and grants for capital expenditure 6,427 0 586 586






outflows

117,363 47,927 60,256 12,329











Notes:

1. Application of operating funding - increase is primarily due to the reallocation of corporate overhead costs, partially offset by the

reallocation of staff, occupancy and utility cost from local activities to regional activities.

2. Application of capital funding - increase is primarily due to 2013/2014 deferrals for Devonport's Victoria Wharf project, Onehunga Bay

Foreshore Upgrade, Waiuku Sports Park and stage one of the Metropark Sports Field as well as an acceleration in the delivery of

additional sports field capacity.





Regional recreation services$000 Budget



Variance Notes








other receipts

485 485 0 (485)



Payment to staff and suppliers 13,992 10,469 17,619 7,150Finance costs 399 484 700 216




Surplus (deficit) of operating funding (4,363) (853) (7,024) (6,171)








outflows

4,363 3,408 7,024 3,616





- to replace existing assets 0 2,555 0 (2,555) 2



Total applications of capital fundin g 0 2,555 0 (2,555)

Surplus (deficit) of capital funding 4,363 853 7,024 6,171


Notes:

1. Application of operating funding - increase is primarily due to the reclassification of the Facility Partnership Funding Program from

capital to operating funding and the addition of a grant to support the establishment of the National Ocean Water Sports Centre.

2. Application of capital funding - decrease is due to the reclassification of the Facility Partnership Funding Program to operating funding

as described above.





Local recreation services$000 Budget



Variance Note








other receipts

1,135 50 (1,061) (1,111)







Surplus (deficit) of operating funding 368 (78) (455) (377)








outflows

34,044 39,492 36,657 (2,835)





- to replace existing assets 10,088 5,971 5,544 (427)



Total applications of capital fund ing 34,412 39,414 36,202 (3,212) 1

Surplus (deficit) of capital funding (368) 78 455 377

Funding balance 0 0 0 (0)

Note:

1. Application of capital funding - decrease is mainly due to the deferral of the Whau Recreation Centre project to 2015/2016 offset by the

Mt Albert Aquatic Centre project 2013/2014 deferral.





Regional collections and amenities$000 Budget



Variance Note




Subsidies and grants for operating purposes 725 1,156 725 (431)




other receipts

1,852 1,724 2,076 352



Payment to staff and suppliers 81,780 83,369 81,615 (1,754)Finance costs 3,406 2,527 3,601 1,074

Internal charges and overheads applied 10,905 8,162 13,725 5,563 1


Total applications of operating funding 96,091 94,058 98,941 4,883

Surplus (deficit) of operating funding (713) 2,278 2,668 390




Increase (decrease) in debt 5,142 1,687 1,723 36




outflows

5,142 1,687 1,723 36








Total applications of capital fund ing 4,429 3,965 4,391 426

Surplus (deficit) of capital funding 713 (2,278) (2,668) (390)


Note:

1. Application of operating funding - increase is driven by a reallocation of corporate overhead.





Organisational support

$000 Budget2014

Long-termPlan 2015


Variance Notes


Sources of operating funding:




Fees, charges and rates for water supply 2,821 (293) 2,855 3,148

Internal charges and overheads recovered 269,451 247,670 264,680 17,010

Local authorities fuel tax, fines, infringement fees andother receipts

31,729 31,489 28,756 (2,733)


Appl ications o f operating fund ing:

Payment to staff and suppliers 264,393 265,168 273,096 9,207

Finance costs 19,493 5,079 7,616 2,537




Surplus (deficit ) of operating funding 21,813 51,013 31,605 (19,408)





Gross proceeds from sale of assets 26,677 27,558 27,558 0Lump sum contributions 0 0 0 0

Total capital expenditure and other fundingoutflows

(322,977) 2,460 (87,681) (90,141)

Appl ication of capital funding:



- to improve the level of service (244,757) 75 (130,500) (130,575)



Increase (decrease) in investments (139,238) 1,598 5,392 3,794

Total appl ications of capi tal funding (301,164) 53,473 (56,076) (109,549) 2

Surplus (defici t) of capi tal funding (21,813) (51,013) (31,605) 19,408


Notes:

1. Application of operating funding - Increase is primarily due to the reallocation of efficiency targets which have been identified within

other activities.

2. Application of capital funding - decrease is due to council providing for the expected carry forward of undelivered capital expenditure. It

is unlikely that the full capital expenditure programme will be completed due to changes in the timing of delivery, reprioritisation and

constraints in council’s overall capacity to deliver.




Significant forecasting assumptions

Significant forecasting assumptions Auckland Council’s significant forecasting assumptions and the risks associated with those assumptions are setout in Part IV of Volume Three of our Long-term Plan 2012-2022.

Where relevant, these assumptions have been reviewed and updated for this draft annual plan. The keyassumptions for 2014/2015 underlying the financial statements included in this plan are set out in the followingtable.

Auck land Counc i l 's key f o recast ing assumpt i ons fo r 2014/2015

Assumption

Inflation

Inflation rates for capital expenditure assumed for the draft annual plan are based on the inflation forecastsprepared by Business and Economic Research Limited (BERL) and range from 2.2 per cent to 3.3 percentdepending on the type of capital expenditure (e.g. roading, water or property).

The council has used 2.3 per cent inflator for staff costs and 1.0 per cent inflation for all other operatingexpenditure and revenue. However, for the purposes of this draft annual plan operating grants and subsidiesbudgets are not subject to the inflators.

Interest rates

In preparing this plan it is assumed that the council will maintain its AA credit rating. The council’s Treasurydepartment has then projected an average interest rate based on an assessment of market yields andanticipated borrowing requirements. For the 2014/2015 year the forecast average interest rate on councilborrowing is 5.65 per cent, and on cash holdings is 3 per cent.

Growth assumptions

The growth figures are based on the growth projections published in the council’s 2012-2022 Long-term Plan,apart from the economic growth projection for Auckland region which is based on updated BERL projections.

• Population growth – population will increase by around 23,250 people (1.49 per cent) to 1,579,846 in2014/2015

• Economic growth – 2.5 per cent annual change in the Auckland region’s GDP adjusted for inflation

• Development growth – dwellings are projected to increase by around 7,480 (1.4 per cent) to 525,070 in2014/2015

• Growth in the rating base – 1.28 per cent increase in capital values from property development.

Expected return on investments (i.e. dividends, return on shareholdings)

Dividends are forecast to be received from council’s investments held by Auckland Council Investments Limited(ACIL). Forecast ACIL dividends from its 22.35 per cent shareholding in Auckland International Airport Limited(AIAL) are based on market analyst forecasts. Dividends from ACIL’s 100 per cent shareholding in Ports of Auckland are based on a 75 per cent distribution of forecast after tax profit. AIAL has announced a proposal tobuy back 1 in 10 shares from its shareholders. If approved this would equate to a $102 million return to Auckland. This would replace the $18 million interim dividend planned in 2013/2014.




Significant forecasting assumptions

Assumption

Timing of capital expenditure

This plan has been developed on the basis of the best available information of the likely timing of specific capitalprojects and programmes. These timing estimates are reflected in the activity statements presented in the planand the consequential impact of this is reflected in operating expenditure figures for the project’s relevant

activity.

In addition, Auckland Council has assumed that $168 million of capital expenditure will not be delivered within2014/2015 due to constraints on its overall capacity for capex delivery; this expenditure has been re-phasedover future years.

As Auckland Council does not yet know the projects that will comprise these amounts, they are shownseparately from the activity-specific information in this plan. Savings in interest and depreciation costsassociated with these assumed timing changes are however incorporated into the overall funding information.

Weathertightness claims

The council has considered the financial impact of weathertightness claims, including those already lodged and

potential claims which may arise under the government’s Weathertight Homes Financial Assistance Package.On the basis of an actuarial assessment, a provision was established for future weathertightness claims. Basedon an updated assessment, the council is forecasting net claim payments of $53 million in 2014/2015.

The cost of funding these settlements should not fall unfairly on ratepayers in the year of settlement. Ratherthan penalising current ratepayers with the full impact of these settlements, it is assumed they will be fundedfrom borrowings and the repayment of these borrowings spread over 30 years.




Capital projects list for 2014/2015

Capital projects list for 2014/2015Project description Organisation Location Inflated 2014/2015

($000)

GOVERNANCE

Local governanceCommunity response fund AC Ōtara-Papatoetoe 378

Other Projects < $250k AC Various 615

Small local improvement projects (North) AC Various 1,432

Total Local governance 2,425

Total Governance 2,425

COMMERCIAL AND INVESTMENT

Commercial

Commercial property renewals AC Regional 322

Commercial renewals AC Regional 1,623

Marine precinct development Yard 37 (Hobsonville) AC Regional 4,986

Other Projects < $250k AC Regional 126Residential renewals AC Regional 1,707

Small plant replacement (City parks) AC Regional 333

Town centre development (Ormiston) AC Regional 316

Vehicle replacement (City parks) AC Regional 2,966

Total Commercial 12,380

Investment

Ports of Auckland LTD (growth) ACIL Regional 8,685

Ports of Auckland LTD (level of service) ACIL Regional 1,848

Ports of Auckland LTD (renewals) ACIL Regional 9,368

Total Investment 19,901

Total Commercial and investment 32,281

ECONOMIC DEVELOPMENT

Local economic development

Board walk extension and marine square upgrade(Devonport)

AC Devonport-Takapuna 3,892

Central area upgrade (Northcote) AC Kaipātiki 492

Mt Albert town centre renewal AC Albert-Eden 3,390

Other Projects < $250k AC Various 1,529

Renewal of village centres AC Albert-Eden 2,523

Street upgrade (Highbury Mainstreet) AC Kaipātiki 1,582

Town centre (Devonport-Barclay-Clarence) AC Devonport-Takapuna 370

Town centre revitalisation AC Other (Unallocated) 1,163

Town centre upgrade (Pukekohe) AC Franklin 1,266

Upgrade (Upper Onehunga Mall) AC Maungakiekie-Tāmaki 480

Viewing deck and development (Highbury) AC Kaipātiki 934

Village Square development (Ponsonby) AC Waitematā 483

Total Local economic development 18,103

Regional economic strategy and initi atives

Area upgrade (Fort Street) AC Regional 3,244

Federal Street (Victoria Street - Fanshawe Street) AC Regional 4,793

FreyBerg Square Upgrade AC Regional 2,087

Main Street upgrades (Westgate Town Centre) AC Regional 524

Māngere Gateway Avenue Route AC Regional 586

Māngere Gateway Experience AC Regional 1,048

New canopy and redevelopment (Bledisloe Lane) AC Regional 2,070





Project description Organisation Location Inflated 2014/2015($000)

Other Projects < $250k AC Regional 150

Playground and park upgrade (Myers Park) AC Regional 550

Public space upgrade (Beach Road) AC Regional 833

Public space upgrade (Emily Place) AC Regional 1,042

Quay Street Boulevard AC Regional 2,098

Regeneration project (New Lynn) AC Regional 260

Stage two upgrade (Lorne Street) AC Regional 1,472

Strategic property developments AC Regional 6,907

Street upgrade (Upper Queen Street) AC Regional 521

Town square PC15 (Massey North) AC Regional 786

Upgrade (Elliot-Darby Street) AC Regional 746

Upgrade (O'Connell Street) AC Regional 922

Victoria Street Green Link AC Regional 4,190

Total Regional economic strategy and ini tiatives 34,828

Waterfront development

Commercial property asset renewal WDA Regional 324

Marina development WDA Regional 16,435

Operations asset renewals (Westhaven Marina) WDA Regional 172

Private works (Wynyard quarter central area) WDA Regional 579

Public works (Teal Park) WDA Regional 658

Public works (Wynyard quarter Central precinct) WDA Regional 10,339

Public works (Wynyard quarter development sites) WDA Regional 2,499

Public works (Wynyard quarter Headland precinct) WDA Regional 2,908

Public works (Wynyard quarter Jellicoe precinct) WDA Regional 568

Tram extensions WDA Regional 7,369

Waitematā Plaza WDA Regional 713Total Waterfront development 42,563

Total Economic development 95,494

BUILT AND NATURAL ENVIRONMENT

Environment and heritage protection

Built heritage protection fund AC Regional 8,728

Closed landfill asset management plan AC Regional 325

Closed landfill remediation - priority sites AC Regional 1,393

Landfill site improvements (Claris) AC Regional 366


Reactive closed landfill remediation AC Regional 731

Reactive urban soils remediation AC Regional 553Research and monitoring equipment replacement AC Regional 543

Total Environment and heritage protection 12,812

Local built and natural environment


Project Twin Streams AC Henderson-Massey 394

Project Twin Streams - further development AC Waitākere Ranges 268

Total Local built and natural environment 1,143






Regulation

Integrated Bylaw Review Programme AC Regional 446


Total Regulation 858

Total Buil t and natural environment 14,813SOLID WASTE

Waste and recycling services

Kerbside recycling bins - new AC Regional 508


Waste minimisation project (WMP) AC Regional 14,000

Radio frequency enabled wheelie bin collection (RFID) AC Regional 4,088

Total Waste and recycli ng servic es 19,227

Total Solid waste 19,227

STORMWATER AND FLOOD PROTECTION

Flood protection and control

SWFA Flood alleviation - Other AC Regional 16,002Total Flood protection and control 16,002

Stormwater management

Stormwater PC14 (Waiarohia ponds) AC Regional 4,371

Stormwater PC15 (Totara ponds) AC Regional 2,519

Stormwater pond (Crown Lynn precinct) AC Regional 3,657

SW Best practice guides AC Regional 1,302

SW Catchment plans - Other AC Regional 10,728

SW Forward design - Other AC Regional 7,291

SW Network consents and compliance AC Regional 989

SWAR Asset renewals - Other AC Regional 3,854

SWAR Pond desilting AC Regional 2,916

SWEI Environmental improvements - Other AC Regional 16,143

SWEI Flat bush water quality ponds AC Regional 5,013

SWG Network growth - Other AC Regional 16,534

Total Stormwater management 75,317

Total Stormwater and flood protection 91,319

WATER SUPPLY AND WASTEWATER

Wastewater

Central Interceptor WSL Regional 900

Collection System Expansion WSL Regional 38,000

Collection System Improvement WSL Regional 25,100

Collection System Replacement WSL Regional 24,800

Northern Interceptor WSL Regional 2,700

Other projects < $250k WSL Regional 281

Shared Services Plant and Equip Replacement WSL Regional 12,400

Shared Services Process Improvement WSL Regional 15,200

Wastewater Demolition WSL Regional 1,000

Wastewater Treatment Expansion WSL Regional 24,200

Wastewater Treatment Improvement WSL Regional 16,900

Wastewater Treatment Rehab/Replacement WSL Regional 6,700

Waterfront Interceptor WSL Regional 1,000

WWTP Regulatory Compliance WSL Regional 300Total Wastewater 169,481

Water suppl y






Dam Rehabilitation WSL Regional 7,000

Hunua No. 4 Water Supply Scheme WSL Regional 58,600

Other projects < $250k WSL Regional 61

Raw Water Network Rehab/Replacement WSL Regional 3,400

Treated Water Network Expansion WSL Regional 43,000

Treated Water Network Improvement WSL Regional 8,700

Treated Water Network Rehab/Replacement WSL Regional 24,700

Water Shared ECS Improvement WSL Regional 500

Water Shared ECS Rehab/Replacement WSL Regional 500

Water Treatment Plant Expansion WSL Regional 1,100

Water Treatment Plant Improvement WSL Regional 23,200

Water Treatment Plant Regulatory Compliance WSL Regional 600

Water Treatment Plant Rehab/Replacement WSL Regional 4,500

Total Water supp ly 175,861

Total Water supp ly and wastewater 345,342

TRANSPORT

Parking and enforcement

ACC parking enforcement projects AT Regional 381

Capark building renewals (existing) AT Regional 1,851

On street parking machines AT Regional 2,299

On street parking machines (new areas) AT Regional 339

Other projects < $250k AT Regional 1,484

Parking ITS - P and E Wilson Parkings AT Regional 700

Total Parking and enforcement 7,054

Public transport and travel demand management

Botany town centre interchange environment AT Regional 500

Britomart asset renewals AT Regional 600

Bus lane priorities AT Regional 1,435

Bus shelter renewals AT Regional 900

Bus stop improvements AT Regional 5,879

Capex renewals (rolling stock) AT Regional 3,000

CBD Bus infrastructure requirement Albert St AT Regional 785

CBD Bus infrastructure requirement Fanshawe St AT Regional 1,500

CBD Bus infrastructure requirement Wellesley AT Regional 750

Chapel Rd / Ormiston Rd FTN crossing point AT Regional 500

City Rail Link (CRL) AT Regional 192,900

Devonport ferry terminal AT Regional 500Electric multiple unit (EMU) procurement AT Regional 146,076

Ferry terminal renewals AT Regional 3,000

Glen Eden park n ride AT Regional 1,078

Half Moon Bay ferry terminal upgrade AT Regional 4,187

Homai station / bus connections AT Regional 1,500

Māngere town centre interchange - Iand AT Regional 1,750

Manukau city rail link AT Regional 5,166

Newmarket station AT Regional 1,050

On street information and retail capex AT Regional 1,600

Ōtāhuhu bus interchange AT Regional 10,900

Ōtāhuhu town centre stops AT Regional 1,200

Other projects < $250k AT Regional 640

Papatoetoe station / bus connections AT Regional 1,000






Parnell train station AT Regional 6,009

Princes St East burn turnaround facility AT Regional 800

Pukekohe station upgrade AT Regional 4,500

Rail crossing separation AT Regional 534

Rail station renewals AT Regional 1,570

Real time passenger information system AT Regional 2,827

SMART (formerly as SWAMMCP) AT Regional 2,050

Station amenity improvements AT Regional 1,000

Swanson station upgrade AT Regional 500

Takanini station bus turnaround facility AT Regional 800

Te Atatu motorway bus interchange AT Regional 500

Triangle road/Lincoln Road bus interchange AT Regional 1,500

Wharves minor capex AT Regional 700

Total Public transport and travel demand management 411,686

Roads and footpaths

09-12 W and C - Browns Road bridge AT Regional 1,250

09-12 W and C - Station Road Manurewa AT Regional 1,250

09-12 Walking and cycling - St. Georges St AT Regional 500

Albany Highway (Sunset to SH18) AT Regional 596

Albany Highway upgrade AT Regional 21,278

AMETI Package 1 - Panmure Phase 1 AT Regional 317

AMETI Package 1 - Panmure Phase 2 AT Regional 5,000

AMETI Package 1 - Panmure Phase 3 AT Regional 3,167

AMETI Package 2 Sylvia Park bus lanes AT Regional 7,530

AMETI Package 4 Pakuranga Ti Rakau-Reeves Rd AT Regional 52,435

Beach Road cycle route AT Regional 1,900Brigham Creek road corridor improvements AT Regional 1,050

CCTV - route optimisation, incident management,intersection analytics

AT Regional 1,450

CCTV New AT Regional 571

Central - Associated improvements (road) AT Regional 632

Central - Bridge structures renewals AT Regional 4,587

Central - Catchpit and lead renewals AT Regional 1,820

Central - Culvert renewals non-reticulated AT Regional 305

Central - External TSS contracts AT Regional 3,810

Central - Footpath renewals AT Regional 22,517

Central - Kerb and channel renewals AT Regional 6,306Central - Pavement rehabilitation AT Regional 10,905

Central - Pavement resurfacing AT Regional 16,310

Central - Pre-seal repair AT Regional 3,109

Central - Road marking renewals AT Regional 941

Chapel Road realignment and new bridge AT Regional 375

Crash reduction implementation AT Regional 467

Dominion road corridor upgrade AT Regional 16,124

Flat bush School Road upgrade - stage 4 AT Regional 2,485

Glen Innes to Tāmaki drive scheme c/way AT Regional 800

Great south Road - Park estate to Slippery AT Regional 303

Hingaia Peninsula Road improvement AT Regional 1,100

Improvements complementing development AT Regional 1,000

Jenny's Road construction AT Regional 451






JTOC - Traffic signals renewals AT Regional 3,080

JTOC CCTV renewals AT Regional 484

Lincoln road corridor improvements AT Regional 4,568

Links to key destinations AT Regional 1,000

Linwood Road route improvements (Franklin) AT Regional 474

Local board initiatives AT Regional 10,805

Long Bay Glenvar Ridge Road AT Regional 520

Māngere safe routes scheme AT Regional 800

Mill road improvements AT Regional 1,900

MMEWS AT Regional 12,000

Mount Roskill safe routes scheme AT Regional 1,300

Murphys Road bridge improvements AT Regional 2,000

Network performance AT Regional 2,955

New footpaths (CT) AT Regional 1,500

Newmarket crossing AT Regional 5,207

NORSGA PC 15 Massey North T/C AT Regional 11,377

NORSGA PC14 Hobsonville Village AT Regional 3,787

North - Bridge structures cpt replacement AT Regional 2,146

North - Culvert renewals non-reticulated AT Regional 314

North - External TSS contracts AT Regional 3,197

North - Footpath renewals AT Regional 3,868

North - Kerb and channel renewals AT Regional 493

North - Pavement rehabilitation sealed AT Regional 15,769

North - Pavement resurfacing AT Regional 12,166

North - Preventive maintenance (slips) AT Regional 1,585

North - State Highway revocation renewal AT Regional 2,161North - Unsealed Road metal (periodic) AT Regional 1,488

North - Urban fixtures renewals AT Regional 543

North area bus improvement programme - Onewa AT Regional 702

Ormiston road widening (Ti-rakau Dr and Chapel Road) AT Regional 1,561

Other projects < $250k AT Regional 4,555

Overhead electronic signs - arterial roads AT Regional 500

Penlink toll road AT Regional 2,620

Point England to Panmure AT Regional 280

Regional road reconstruction AT Regional 9,260

Regional safety programme AT Regional 1,478

Regional Transport Asset - Video Data AT Regional 948

Region wide RTN and corridor land purchase AT Regional 1,000

Safety and minor improvement AT Regional 13,388

Safety around schools AT Regional 8,003

Safety project opportunities AT Regional 450

Safety speed management AT Regional 550

Seal extensions and local transport improvements - North AT Regional 1,000

Seal extensions and local transport improvements AT Regional 400

South - Associated improvements AT Regional 876

South - Bridge structures cap replacement AT Regional 601

South - External TSS contracts AT Regional 2,263South - Footpath renewals AT Regional 3,810

South - Kerb and channel renewals AT Regional 1,723






South - Pavement rehabilitation AT Regional 13,271

South - Pavement resurfacing AT Regional 16,158

South - Preventive maintenance (slips) AT Regional 664

South - Road marking renewals AT Regional 359

Special lanes - T3, bus and special vehicles AT Regional 2,500

Streetlight renewals - Central AT Regional 4,073

Streetlight renewals - North AT Regional 446

Streetlight renewals - Ohug - south AT Regional 258

Streetlight renewals - South AT Regional 2,245

Streetlight renewals - West AT Regional 1,093

Tāmaki Dr and Ngapipi intersection safety improvements AT Regional 1,767

Tāmaki Dr Takaparawha Pt. - Millennium Bridge AT Regional 563

Te Atatu road corridor improvements AT Regional 10,000

Tiverton - Wolverton stage 2 AT Regional 8,000

Traffic operations corridor and intersection improvements AT Regional 985

Warkworth SH1 intersection improvements AT Regional 3,360

Waterview C/W connection AT Regional 600

WCC Great North Rd - Titirangi to McLeod AT Regional 525

West - Bridge structure cap replacement AT Regional 1,043

West - External TSS contracts AT Regional 4,497

West - Footpaths renewals AT Regional 2,439

West - Kerb and channel renewals AT Regional 1,248

West - Pavement rehabilitation sealed AT Regional 7,750

West - Pre-seal repairs AT Regional 2,445

West - Preventive maintenance (slips) AT Regional 990

West - Road furniture renewals AT Regional 667West - Road resurfacing AT Regional 8,618

Whangapāraoa Road four laning AT Regional 5,388

Whitford Maraetai Road - RT pocket AT Regional 315

Whitford Park Road - RT pocket AT Regional 270

Total Roads and footpaths 458,635

Total Transport 877,374

COMMUNITY

Cemeteries and crematoria

Cemeteries and crematoria renewals - regional AC Regional 971

Development of burial areas (Waikumete Cemetery) AC Regional 333

Other Projects < $250k AC Regional 289Stormwater installation (Waikumete Cemetery) AC Regional 521

Total Cemeteries and crematoria 2,115

Emergency management


Protective clothing and technical equipment AC Regional 499

Replace, refurbish regional fire appliances AC Regional 299

Total Emergency management 1,091

Local community services

Community facilities cluster AC Maungakiekie-Tāmaki 537

Community facilities upgrades and renewals AC Ōtara-Papatoetoe 537

Community facility (North) AC Upper Harbour 596

Community facility growth AC Papakura 270

Community facility renewals AC Various 2,129






Multi-use community facility (Flatbush) AC Howick 2,147


Redevelopment (Pioneer Women’s and Ellen Melville Hall ) AC Waitematā 1,652

Sports park pavilion extensions (Onetangi) AC Waiheke 376

Town Hall Upgrade (Warkworth) AC Rodney 1,383

Total Local communit y services 12,447

Local libraries

Library build (Massey North) AC Henderson-Massey 8,119

Library build (Te Atatu Peninsula) AC Henderson-Massey 4,563

Library build (Waiheke) AC Waiheke 440

Library development (Devonport) AC Devonport-Takapuna 4,516

Library development (Flatbush) AC Howick 2,577

Library development (Takanini) AC Papakura 2,428

Library furniture and fitting renewals AC Henderson-Massey 257

Library furniture and fittings (Flatbush) AC Howick 1,403

Library redevelopment (Ōtāhuhu) AC Māngere-Ōtāhuhu 2,839

Local library renewals AC Other (Unallocated) 704


Total Local libraries 29,444

Regional communi ty services

Redevelopment (Wilsher Village) AC Regional 36,808

Social housing renewals AC Regional 1,370

Total Regional communit y services 38,178

Regional li brary services

Heritage material digitisation AC Regional 365

Libraries technology AC Regional 1,264

Library collection renewals (Central) AC Regional 13,107

Library collections (new builds) AC Regional 294

Library security radio frequency identification (RFID) AC Regional 412

Millennium Library Management System (LMS) AC Regional 1,096


Regional library renewals AC Regional 664

Total Regional lib rary servic es 17,461

Total Commun ity 100,735

LIFESTYLE AND CULTURE

Local arts, culture and events services

Art centre redevelopment (Uxbridge) AC Howick 2,470Glen Innes Music and Arts Centre for Youth AC Maungakiekie-Tāmaki 524


Total Local arts, cul ture and events servic es 3,795

Local parks services

Artificial sportsfields (Upper Harbour) AC Upper Harbour 607

Bridge (Wairau Stream) AC Devonport-Takapuna 2,150

Carpark (Ashley Reserve) AC Hibiscus and Bays 411

Changing rooms (Blockhouse Bay Rec Reserve) AC Whau 304

Coastal walkway (Takapuna-Milford) AC Devonport-Takapuna 487

Coastal walkway (Waitematā) AC Waitematā 416

Coastline erosion control AC Howick 644Courts and improvements (Brains Park) AC Whau 267

Croquet club (Cranwell Park) AC Henderson-Massey 270






Cycle and walking track (Greenway) AC Kaipātiki 521

Development (Crown Lynn Park) AC Whau 827

Development (Premier Park) AC Various 2,094

Development (Royal Reserve) AC Henderson-Massey 1,218

Development of open space (Or ākei Basin) AC Or ākei 322

Development stage two playground (Royal Reserve) AC Henderson-Massey 397

Esplanade development AC Various 864

Foreshore upgrade (Onehunga Bay) AC Maungakiekie-Tāmaki 3,352

Foundation infrastructure AC Various 1,695

Linkage improvements (Fearon Park - Harold LongReserve)

AC Puketāpapa 429

Local improvement projects (LIPS) AC Various 3,349

Local park car park renewals AC Henderson-Massey 285

Local park coastal structures renewals AC Various 2,240

Local park furniture and fixture renewals AC Various 2,524

Local park playspace renewals AC Various 1,382

Local park public convenience renewals AC Various 2,608

Natural outdoor sportsurface (Greville Reserve) AC Devonport-Takapuna 472

New sand field AC Rodney 389

Open space redevelopment (Stonefields) AC Or ākei 832

Open spaces (Massey North) AC Henderson-Massey 2,786


Outdoor sport surfaces (Albany domain) AC Upper Harbour 262

Park improvements (general) AC Various 2,525

Park improvements (Harold Moody Park) AC Waitākere Ranges 339

Parks and reserves (Keith Hay Park) AC Puketāpapa 1,074

Public convenience (Ashley Reserve) AC Hibiscus and Bays 370

Recreational boat ramps AC Waiheke 268

Reserve restoration Waterview Connection (SH16/20) AC Henderson-Massey 265

Reserve upgrades AC Papakura 1,074

Reserves one, two and three PC14 (Hobsonville corridor) AC Upper Harbour 644

Sand carpet installation AC Or ākei 1,074

Showgrounds (Warkworth) AC Rodney 802

Sports park (Waiuku) AC Franklin 2,484

Sports park car park renewals AC Manurewa 331

Sports park utility renewals AC Howick 462

Sports parks AC Various 2,649Sports playing surfaces and facility upgrades AC Kaipātiki 537

Sportsfield (Metropark) AC Hibiscus and Bays 320

Sportsfield development (Michaels Ave Reserve) AC Or ākei 473

Sportsfield renewals AC Various 3,560

Stage one development (Sir Woolf Fisher Park) AC Maungakiekie-Tāmaki 1,939

Upgrade (Mountfort Park) AC Manurewa 537

Victoria Wharf (Devonport) AC Devonport-Takapuna 2,290

Walkway (Manukau foreshore) AC Puketāpapa 268

Total Local parks servic es 80,892

Local recreation services

Aquatic centre (Mt Albert) AC Albert-Eden 3,723

Aquatic facility equipment renewals AC Various 735

HBC leisure centre extension AC Hibiscus and Bays 1,074






Multi-sport facility (Ngati Ōtara Park) AC Ōtara-Papatoetoe 1,396

Netball complex, community and events centre (Manurewa) AC Manurewa 903


Outdoor pool upgrade (Moana-nui-a-kiwa leisure centre) AC Māngere-Ōtāhuhu 1,074

Recreation centre (Whau) AC Whau 1,048

Recreation precinct (Ōtāhuhu) AC Māngere-Ōtāhuhu 5,369

Recreational facilities building renewals AC Other (Unallocated) 868

Recreational facilities equipment renewals AC Other (Unallocated) 301

Stadium Pool (Albany) AC Upper Harbour 7,525

Swimming pool development (Ōtāhuhu) AC Māngere-Ōtāhuhu 9,664

Total Local recreation services 36,202

Regional arts, cul ture and events services


Public art renewals AC Regional 459

Regional public artwork AC Regional 2,101

Total Regional arts, cul ture and events servic es 3,076

Regional col lections and amenities

Art gallery collection development RFA Regional 307

Building renewals (Auckland Zoo) RFA Regional 187

Equipment and public furniture RFA Regional 205

Exhibits and enclosure renewals (Auckland Zoo) RFA Regional 1,768

Feature renewals (Auckland Zoo) RFA Regional 266

Framing RFA Regional 102

Renewals (Art Gallery) RFA Regional 1,242

Services renewals (Auckland Zoo) RFA Regional 313

Total Regional col lections and amenities 4,391Regional event f acilities

Acoustic improvements (Town hall) RFA Regional 1,990

Minor capital equipment budget (RFA) RFA Regional 52

Renewals (Aotea Centre) RFA Regional 10,951

Renewals (Bruce Mason Centre) RFA Regional 386

Renewals (Mt Smart) RFA Regional 2,836

Renewals (The Civic) RFA Regional 2,104

Renewals (Town Hall) RFA Regional 215

Renewals (Viaduct Events Centre) RFA Regional 152

Renewals (Western Springs) RFA Regional 220

Total Regional event facili ties 18,908Regional parks services

Bastion point Whenua Rangatira AC Regional 697

Café (Long Bay) AC Regional 303

Land acquisition (North Shore) AC Regional 5,655

Land acquisitions AC Regional 1,327

Land purchase and development (Franklin) AC Regional 362

Neighbourhood park land acquisition (Franklin) AC Regional 543

New regional parks developments AC Regional 1,389


Regional park renewals AC Regional 4,015

Regional parks developments - land AC Regional 7,827

Replacement sportsfield land acquisition (Hobsonville Pt.) AC Regional 11,726

Reserve acquisition (Rodney) AC Regional 1,621






Reserve open space strategy land acquisition AC Regional 9,166

Runway replacement land acquisition (Hobsonville point) AC Regional 3,666

Sportsfield capacity AC Regional 3,566

Volcanic cones and landscape AC Regional 431

World War One memorials and heritage trail AC Regional 367

Parks acquisition (Central) AC Regional 64,350

Total Regional parks servic es 117,022

Total Lifest yle and cul ture 264,285

CORPORATE SUPPORT

Organisational support

Admin building renewals (Bledisloe House) AC Regional 791

Admin building renewals (Graham St) AC Regional 3,814

Administration renewals (135 Albert Street) AC Regional 19,517

Aquatic facility building renewals - regional AC Regional 1,047

Auckland Council Workplace Strategy AC Regional 711

Auckland plan enablement AC Regional 7,326

Business enablement AC Regional 6,803

Chillers upgrade (Aotea Square) AC Regional 804

Enterprise processes and systems AC Regional 2,706

IS operations stability and lifecycle AC Regional 22,355

Local Board office renewals AC Regional 712

NewCore AC Regional 18,279

Office fixtures, fittings and equipment AC Regional 1,053

Other Projects < $250k AC Regional 1,368

Service Centre renewals (Three Kings) AC Regional 1,713

Town hall Auckland Council renewals AC Regional 314Town hall RFA renewals AC Regional 753

Vehicle replacement AC Regional 4,169

Business systems programme AT Regional 8,700

Fleet vehicle replacement AT Regional 2,250

Minor capital purchases ATEED Regional 79

RFA information technology renewals RFA Regional 105

RFA IT transition set-up RFA Regional 948

Total Organisational support 106,317

Total Corporate support 106,317

Inflated gross capex (before carry forw ards) 1,949,613Capital project deferrals AC Regional (167,786)

Auck land Counci l capi tal expenditure fund ingrequirement

1,781,827



Part IV: Council-controlled organisations

Part IV: Council-controlledorganisations

Overview A council-controlled organisation (CCO) is a company or organisation in which the council controls 50 per centor more of the votes or the right to appoint 50 per cent or more of the directors or trustees. Auckland Councilhas seven substantive CCOs and nine non-substantive CCOs.

The primary role of Auckland Council is to develop policies, strategies, plans and regulations that drive the cityforward and help to achieve our goal of transforming Auckland into the world’s most liveable city. Council-controlled organisations (CCOs) are a way to manage council assets and services efficiently, using commercialdisciplines and specialist expertise, while allowing the council to focus on its core role.

Each CCO has its own specific objectives, but the Local Government Act 2002 identifies the principal objectiveof all CCOs. In summary, this is to:

• achieve the objectives of its shareholders

• be a good employer

• exhibit a sense of social and environmental responsibility

• conduct its affairs in accordance with sound business practice.

Auckland Council was set up under the Local Government (Auckland Council) Act 2009. The Act makes it clearthat decision-making is shared between the governing body and local boards. CCOs therefore need torecognise the unique nature of decision-making by council, including local boards, and carry out their businessaccordingly.

CCOs are accountable to the council, which agrees the objectives and targets for each CCO and also monitors

their performance via the CCO Governance and Monitoring Committee. The council, in turn, is accountable toratepayers and residents for the performance of the CCOs.

Work is proceeding through the Statement of Intent process to improve the ways in which CCOs demonstratetheir contribution to Māori outcomes.

The council's accountability policy for CCOs is described in Volume Five of the Long-term Plan 2012-2022.

To find out more about each of the CCOs, refer to their Statements of Intent, which can found on the council’swebsite. Go to Home> About council> Representatives and bodies>Council-controlled organisations.

The substantive CCOs

A substantive CCO is either responsible for the delivery of significant service or activity on behalf of the councilor owns or manages assets with a value of more than $10 million. The council has seven substantive CCOs:

• Auck land Transport (AT) - responsible for managing the region’s transport system. It provides all of Auckland’s transport requirements (except state highways and Auckland motorways) ranging from roadsand footpaths to traffic signals, and managing bus and train services and street parking.

• Auckland Counci l Property L imited (ACPL) - manages the “non-service” properties (properties that arenot immediately required for service delivery or infrastructure purposes), as well as commercial properties(operated to generate revenue for the council) on behalf of Auckland Transport and the council. Also workswith stakeholders in the housing and development sectors to develop affordable housing projects, anddevelop or initiate urban centre upgrades.

• Auckland Counci l Investments Limi ted (ACIL) – manages investments in Ports of Auckland Limited

(POAL), Auckland Film Studios Limited (AFSL), a large shareholding in Auckland International AirportLimited (AIAL), and manages the Diversified Financial Assets Portfolio. ACIL’s role is to support thecouncil’s vision of a robust, growing economy by bringing a strong commercial focus to the ownership andmanagement of the council’s investments, securing a good economic return for the benefit of ratepayers.

http://www.aucklandcouncil.govt.nz/EN/Pages/default.aspx

http://www.aucklandcouncil.govt.nz/EN/AboutCouncil/Pages/Home.aspx

http://www.aucklandcouncil.govt.nz/EN/AboutCouncil/representativesbodies/Pages/Home.aspx







• Auckland Waterf ront Development Agency L imited (Water front Auckland) - works in partnership withthe private sector and other stakeholders, including other CCOs to achieve the vision and goals for Auckland’s central city waterfront as outlined in the Waterfront Plan. It owns and manages a large portion ofthe Auckland waterfront, from Harbour Bridge Park to Teal Park (excluding Ports of Auckland). Its area ofinfluence also extends inland to Fanshawe and Customs Streets, Beach Road and The Strand.

• Auckland Tourism, Events and Economic Development Limi ted (ATEED) - promotes economic

performance and growth in the region, including managing tourism and major events that are exciting,successful and which attract visitors and revenue. In doing so, it helps towards the goal of transforming Auckland into the world’s most liveable city.

• Regional Faciliti es Auck land (RFA) - supports the council’s vision for Auckland as a vibrant and dynamicinternational destination city by managing arts, culture and heritage, leisure, sport and entertainmentvenues. These venues include: Auckland Art Gallery Toi o Tāmaki, Viaduct Events Centre, Auckland Zoo,Mt Smart Stadium, Western Springs Stadium and The Edge® (including The Aotea Centre, The Civic, Auckland Town Hall and Aotea Square).

• Watercare Services Limited (Watercare) - provides high quality drinking water supply and wastewatertreatment and disposal for the Auckland region.

Cont r ibut io n to counc i l s t ra teg ies and act iv i t ies

As this plan is prepared on a group basis, each of the substantive CCOs’ financial and performance informationis embedded with the council parent information in the activity and financial statements contained in this plan.The groups of activities that each CCO contributes to is listed below. For more information specific to each CCOrefer to its Statement of Intent on the council’s web site; Home > About council > Representatives and bodies >Council-controlled organisations.

CCO Group of activities

AT Public transport and travel demand management

Roads and footpaths

Parking and enforcement ACPL Commercial (Commercial property)

ACIL Investment

Waterfront Auckland Waterfront development

ATEED Tourism, major events and industry development

RFA Regional events facilities

Regional collections and amenities

Watercare Water supply

Wastewater treatment and disposal

http://www.aucklandcouncil.govt.nz/EN/AboutCouncil/representativesbodies/CCO







http://www.aucklandcouncil.govt.nz/EN/AboutCouncil/representativesbodies/CCO




Substant i ve CCO f inanci al inf orm at ion f or 2014/2015

In 2014/2015 the seven substantive CCOs will deliver $1.3 billion of capital investment, representing 74 per centof the group’s total investment. They will also spend $1.8 billion of operational expenditure, or 58 per cent of thegroup total. Excluding the funding of interest on debt held by the council parent, the activities delivered by theCCOs drive 32 per cent of the council’s overall rates funding requirement.

The following tables summarise the gross operating and capital expenditure for each CCO for 2014/2015,together with the forecast funding provided by the Auckland Council parent.

Summary of gross operating expenditure and funding from Auckland Council

$000 Gross operating expenditure Operating funding from Council

CCO Budget2014

Long-termPlan 2015

Draft Annual

Plan 2015

Variance Budget2014

Long-termPlan 2015

Draft Annual

Plan 2015

Variance Notes

Auckland Transport 855,255 902,674 884,316 (18,358) 230,138 236,921 225,357 (11,564) 1

ACPL 9,822 8,206 9,966 1,760 7,379 6,609 7,523 914 2

Waterfront Auckland

40,082 43,619 43,561 (58) 8,290 9,058 8,537 (521)

ATEED 51,353 63,037 53,364 (9,673) 43,240 49,023 46,029 (2,994) 3

RFA 95,594 106,838 92,953 (13,885) 32,255 39,546 28,009 (11,537) 4

ACIL 173,451 175,522 174,960 (562) (45,190) (44,333) (53,537) (9,204) 5

Watercare 481,619 533,819 502,932 (30,887) 0 0 0 0 6

Total CCO 1,707,176 1,833,715 1,762,052 (71,663) 276,112 296,824 261,918 (34,906)

Notes:

1. The reduction in gross operating expenditure, and operating funding from Auckland Council results from changes to the underlying

inflation assumptions, inter-company transfers and rates reduction initiatives.

2. The ACPL financial information shown here is for the operations of ACPL, as a separate independent CCO. The increase in gross

operating expenditure and operating funding reflects increased personnel costs, which is offset by an increase in revenue in the

commercial property portfolio operations within the council parent. Financial information in respect of the commercial advisory and

property management services that ACPL provides to the group is included in the financial information for the council parent and

individual CCOs.

3. The reduction in gross operating expenditure and operating funding from council results from changes to the underlying inflation

assumptions and rates reduction initiatives.

4. Operating funding includes loans from Auckland Council to RFA ($0.7 million in 2014/2015) for the acquisition of elephants for the

Auckland Zoo. The reduction in gross operating expenditure and operating funding is primarily driven by a reduction in interest costs as

a result of the transfer of RFA’s debt to the council parent. The transfer of the debt to the council parent has no impact to the council

group financials. Other reductions result from changes to the underlying inflation assumptions and rates reduction initiatives.

5. ACIL requires no operating funding from Auckland Council as it generates operating surpluses which is returned to Auckland Council

by way of dividend. An increase in the dividend payable is due to a higher projected dividend pay-out from Auckland International Airport Limited (AIAL) as a result of a change in the dividend distribution policy from 90 per cent to 100 per cent and an increase in

AIAL’s underlying profit. A higher dividend pay-out from Ports of Auckland Limited is also projected.

6. The reduction in gross operating expenditure results from lower borrowing costs, and improved business efficiencies. Watercare

receives no operating funding from Auckland Council. Watercare receives the funding required for its operations through fees and

charges for services invoiced directly by Watercare to its customers.




Summary of gross capital expenditure and funding from Auckland Council

$000 Gross capital expenditure Capital funding from Council1

CCO Budget2014

Long-termPlan 2015

Draft Annual

Plan 2015

Variance Budget2014

Long-termPlan 2015

Draft Annual

Plan 2015

Variance Notes

Auckland Transport 883,789 841,729 888,324 46,595 706,150 603,018 663,495 60,477 2

ACPL 0 0 0 0 0 0 0 0

Waterfront Auckland 51,813 17,924 42,563 24,639 46,527 17,924 39,384 21,460 3

ATEED 423 0 79 79 423 0 79 79

RFA 17,540 16,053 24,351 8,298 17,540 16,053 24,351 8,298 4

ACIL 24,287 19,881 19,901 20 0 0 0 0

Watercare 318,817 341,408 345,342 3,934 0 0 0 0

Total CCO 1,296,669 1,236,995 1,320,560 83,565 770,640 636,995 727,309 90,314

Notes:

1. Capital funding from Auckland Council includes capital expenditure grant funding, increased equity investment and/or loans from

Auckland Council parent to a CCO.

2. The increase in Auckland Transport’s capital expenditure is primarily due to deferred budgeted capital expenditure on the City Rail Link

from prior years now being included in 2014/2015. The timing of the City Rail Link capital expenditure is currently being reviewed, and

any subsequent changes will be updated as part of the final annual plan.

3. The increase in Waterfront Auckland’s capital expenditure is due to the deferred budgeted capital expenditure for the Westhaven

Marina development and tram extension project from prior years.

4. The increase in RFA’s capital expenditure and capital funding is primarily due to additional renewals expenditure or the Aotea Centre

and the inclusion of the deferred 2013/2014 budgeted capital expenditure from the acoustics upgrade project at the Town Hall.

The non-substantive CCOs

The council also has nine non-substantive CCOs. These are smaller scale CCOs in terms of what they do, andtheir budgets. Unless exempt, they are still required to meet CCO governance and monitoring activities such ashalf-year and annual reports and Statements of Intent. The following three CCOs are required to complete theabove requirements:

• City of Manukau Educational Trust Auckland (COMET) - promotes and supports better education andtraining opportunities, especially for under-achieving communities across Auckland.

• Te Puru Community Charitable Trust - promotes and supports programmes and initiatives to meet therecreational, cultural and other community needs of the community in Beachlands / Maraetai. The trust'sprincipal role is the operation and management of the leisure facility at Te Puru Park in Maraetai.

• Pakuranga Arts and Cultural Trust - promotes the arts through ownership and management of the TeTuhi Centre for the Arts, a public gallery in Pakuranga which hosts local, national and international artexhibitions.

The following six non-substantive CCOs are exempt from the above requirements:

• Safer Papakura Trust.

• Highbrook Park Trust.

• Manukau Beautification Charitable Trust.

• Māngere Mountain Education Trust.

• Mount Albert Grammar School Community Swimming Pool Trust.

• Arts Regional Trust.

For more information on the roles, objectives and performance measures of these non-substantive CCOs, referto Volume five of the Long-term Plan 2012-2022 which is available on the Auckland Council website.



Part V: Rates related policies

Rating policy

Part V: Rates related policiesThis section sets out how the council will set its rates for the 2014/2015 year. The rating policy explains thebasis on which each ratepayer’s rating liability will be assessed. In addition the section covers the calculation ofthe discount for the early payment of rates and how the rates transition management policy will apply.

Rating policy

Policy purpose and overview

The purpose of the rates policies is to outline how the council will apply its rates for 2014/2015. These policiesexplain how the rates will be assessed for each individual property to produce the rates requirement to fund thecouncil’s activities and how changes in levels of rates due to the implementation of the uniform rating policy willbe managed.

Policy backgroundThe 2014/2015 year is the third year of the council’s single uniform rating policy. The new rating policy appliesrates consistently across the region with similar value properties paying similar amounts of rates.

The implementation of the uniform rating policy resulted in significant changes in the levels of rates for someratepayers. The council acknowledged that large and sudden changes in rates may cause affordability issuesfor some ratepayers and therefore adopted a transition management policy to help manage the move to thesingle uniform rating system. The key features of the transition management policy are:

• residential and farm/lifestyle ratepayers will have changes in their rates (increases and decreases) cappedfor three years

• business ratepayers will move to a uniform rating policy over three years.

This approach slows the speed of increase for those whose rates will rise, and funds this by slowing the speedof decrease for those whose rates will fall.

Policy details

This section provides the details for each of the different rates and how they will be applied. For properties thathave rate increases or decreases outside the change limits in the transition management policy, an automaticadjustment to the rates may be applied.

How the incr ease in the rate requi rement is appl ied

The increase in the rate requirement will be split to maintain the proportion between the UAGC and the value-based general rate.

Unifor m annu al general ch arge (UAGC) and ot her f ix ed rates

The UAGC is a fixed rate that is used to fund general council activities. The council will apply the UAGC perseparately used and inhabited part (SUIP). The definition of a separately used or inhabited part of a rating unit isset out in the following section.

Where two or more contiguous properties are owned by the same person or persons, and are used jointly as asingle unit, the ratepayer will be liable for only one uniform annual general charge.

The council will also set the following targeted rates which will have a fixed rate component:

• waste management targeted rate

• part of some Business Improvement District targeted rates




Rating policy

• Point Wells wastewater targeted rate

• Jackson Crescent wastewater targeted rate

• Riverhaven Drive targeted rate

• Waitākere rural sewerage targeted rate

• Ōtara-Papatoetoe swimming pool targeted rate• Māngere-Ōtāhuhu swimming pool targeted rate.

Funds raised by uniform fixed rates, which include the UAGC and any targeted rate set on a uniform fixed basis,cannot exceed 30 per cent of total rates revenue. The council is proposing to set its uniform charges below themaximum allowed level.

The council has proposed that a UAGC will be applied at $373.35 (including GST) per SUIP for 2014/2015. Thisis estimated to produce around $185.4 million (excluding GST) for 2014/2015 and equates to 13.4 per cent ofgeneral rates revenue and 12.5 per cent of total rates revenue. Revenue from all fixed charges (including theUAGC and targeted rates listed above) is estimated to produce $255.9 million excluding GST (17.2 per cent) ofits rates revenue in 2014/2015.

The definition of a separately used or inhabited part of a rating unit

The council defines a separately used or inhabited part (SUIP) of a rating unit as ‘any part of a rating unit that isseparately used or inhabited by the ratepayer, or by any other person having a right to use or inhabit that part byvirtue of a tenancy, lease, licence or any other agreement’. For the purposes of this definition, parts of a ratingunit will be treated as separately used if they come within different differential categories, which are based onuse. An example would be a rating unit that has a shop on the ground floor (which would be rated as business)and a residence upstairs (rated as residential).

Rating units used for commercial accommodation purposes, such as motels and hotels, will be treated for ratingpurposes as having one separately used or inhabited part, unless there are multiple businesses within the ratingunit or another rating differential applies. Examples of how this might apply in practice are as follows:

• a business operating a motel on a rating unit will be treated for rating purposes as a single separately usedor inhabited part. If that rating unit also includes a residential unit, in which the manager or owner resides,then the rating unit will be treated for rating purposes as having two separately used or inhabited parts

• a hotel will be treated for rating purposes as a single separately used or inhabited part, irrespective of thenumber of rooms. If, on the premises, there is a florist business and a souvenir business, then the rating unitwill be treated for rating purposes as having three separately used or inhabited parts.

A similar approach applies to universities, hospitals, rest homes and storage container businesses. Vacant landwill be treated for rating purposes as having one separately used or inhabited part.

Properties that have licence to occupy titles, such as some retirement villages or rest homes, will be treated ashaving a separately used or inhabited part for each part of the property covered by a licence to occupy.

Value-based general rate

The value-based general rate is used to fund council activities that are deemed to generally and equally benefit Auckland and on activities which user pays are not applied. The value based general rate will be assessed oncapital value and is assessed by multiplying the capital value of a property by the rate per dollar that applies tothat ratepayer group.




Rating policy

Rates di f ferent i a ls

General and targeted rates can be charged on a differential basis. This means that a differential is applied to therate or rates so that some ratepayers may pay more or less than others with the same value property.

The council has defined its rates differential categories using land use and location. The definition for each ratesdifferential category is listed in the table below.

Rates differential definitions

Differentialgroup

Definition

Urban business Land in the Metropolitan Urban Limit (MUL), including vacant land that has a land use classification ofcommercial, industrial, transport, utility or public communal – l icensed. Also includes any property that isused for community services, but which is used for commercial, or governmental purposes, or which iscovered by a liquor licence

Franklin urbanbusiness

Land in Pukekohe township, including vacant land that has a land use classification of commercial,industrial, transport, utility or public communal – licensed. Also includes any property that is used forcommunity services, but which is used for commercial, or governmental purposes, or which is covered bya liquor licence

Urban residential Land in the MUL, as well as land within the Pukekohe township that is used exclusively or almostexclusively, for residential purposes, and includes tenanted residential properties, rest homes and geriatrichospitals. It excludes hotels, motels, serviced apartments, boarding houses and hostels. (1) Properties usedfor community services and used by a not for profit ratepayer for the benefit of the community will becharged the residential rate

Rural business Land outside the MUL, including vacant land, that has a land use classification of commercial, industrial,transport, utility network

(2), or public communal – licensed. Also includes any property that is used for

community services, but which is used for commercial, or governmental purposes, or which is covered bya liquor licence

Franklin ruralbusiness

Land outside Pukekohe township that is in the area of the former Franklin District Council, including vacantland, that has a land use classification of commercial, industrial, transport, utility

(2) or public communal –

licensed. Also includes any property that is used for community services, but which is used forcommercial, or governmental purposes, or which is covered by a liquor licence

Rural residential Land outside the MUL that is used exclusively or almost exclusively for residential purposes, and includestenanted residential properties, rest homes and geriatric hospitals. It excludes hotels, motels, serviced

apartments, boarding houses and hostels

(1)

. Properties used for community services and used by a not forprofit ratepayer for the benefit of the community will be charged the residential rate

Farm andlifestyle

Any property with a land use classification of lifestyle or rural industry, excluding mineral extraction

Sea only access Includes all coastal land (irrespective of land use) on Waiheke, Great Barrier and Rakino islands for whichdirect or indirect access by road is not provided or available, and all land situated on the islands ofIhumoana, Kaikoura, Karamuramu, Kauwahia, Kawau, Little Barrier, Mokohinau, Motahaku, Motuketekete,Motutapu, Motuihe, Pakatoa, Pakihi, Ponui, Rabbit, Rakitu, Rangiahua, Rotoroa and The Noises

Uninhabitableislands

Includes land on all Hauraki Gulf islands and Manukau Harbour other than the islands named in thedefinition of Sea only access

Notes to table:

1. Hotels, motels, serviced apartments, boarding houses and hostels will be rated business except when the property owner provides

proof that the property is used exclusively or almost exclusively for residential purposes. Property owners must provide proof of long-term stay (at least 90 days) for over 50 per cent of the units, as at 30 June each year. Proof should be in the form of a residential

tenancy agreement or similar documentation.

2. Utility networks are classed as rural business differential. However, all other utility rating units are classified based on their land use

and location.




Rating policy

The long-term differential strategy

The council will apply a long-term differential strategy to its value-based general rate, lowering the differential forbusinesses over 10 years. The urban business differential ratio will be reduced by 0.1 per annum in 2014/2015,noting that changes in valuation may affect the calculation from time to time.

Moving to a lower differential for the business groups will involve progressively shifting some of the general

rates from business ratepayers to other ratepayers over the 10 years. About $11.1 million (excluding GST) willbe transferred in 2014/2015. The council considers that increases greater than this would be less affordable forsome residential ratepayers.

The Franklin business properties have a lower initial differential compared to other business properties. Thelong-term differential strategy does not apply to Franklin business properties until they reach parity with theother business differentials in 2015/2016.

The 2014/2015 period will be the second year of the application of the long term differential strategy. Thisreduces the urban business differential to 2.43 and the rural business differential to 2.19. It will also be thesecond year of the strategy to move the Franklin business differential in line with the business differential in therest of the region. This increases the urban Franklin business differential to 2.23 and the rural Franklin businessdifferential to 2.01.

The council also applies a lower rates differential to properties that are defined as rural, farm/lifestyle, and seaonly access properties.

The table below shows the rates differentials and rates in the dollar of capital value that the council proposes toapply in 2014/2015. This is estimated to produce around $1,195 million (excluding GST) for 2014/2015.

Rates differentials for 2014/2015

Property category Relativedifferential ratio

for general rate for2014/2015

2022/2023differential ratio

targets for thegeneral rate

Estimated rate inthe dollar for

2014/2015(including GST)

Level of value-based general

rate (excludingGST)

Share ofvalue-basedgeneral rate

Urban business 2.43 1.63 0.00783172 383,613,908 32.11%

Franklin urban business 2.23 1.63 0.00718713 4,175,566 0.35%

Urban residential 1.00 1.00 0.00322293 650,124,101 54.42%

Rural business 2.19 1.47 0.00705822 52,428,945 4.39%

Franklin rural business 2.01 1.47 0.00647809 2,623,228 0.22%

Rural residential 0.90 0.90 0.00290064 36,734,843 3.07%

Farm and lifestyle 0.80 0.80 0.00257834 64,671,920 5.41%

Sea only access 0.25 0.25 0.00080573 367,172 0.03%

Uninhabitable island1 0 0 0 0 0

Note to table:

1. Uninhabitable islands ratepayers are liable for the UAGC only, which is automatically remitted through a specific rate remission policy.

Properties subject to section 22 of the Local Government (Rating) Act 2002, or Section 73 of the LocalGovernment Auckland Council Amendment Act 2010, for example Watercare properties and defence land, willbe assessed on the land value rates in the dollar shown in the following table.




Rating policy

Land value general rates

Differential group Estimated rate in the dol lar for 2014/2015 (including GST)to be based on the land value of the property

Urban business 0.01810055

Franklin urban business 0.01661079

Rural business 0.01630680

Franklin rural business 0.01494790

Targeted rates

Waste Management targeted rate

Background

The level of waste management services provided, the cost of providing those services, and how they arefunded varies across Auckland according to the policies of the former councils. The former councils useddiffering proportions of user charges, targeted rates and general rates to fund waste management services. Inmany cases waste management services are supplied to the council under contract by third party companies.The length of time that these contracts still have to run varies.

The council has developed a new solid waste strategy to be fully implemented by 2016. The strategy can befound in the Auckland Waste Management and Minimisation Plan on the council’s website. Until the regionalsolid waste strategy is implemented, the council will continue with the service levels provided within formercouncil boundaries. The public benefit component of the service cost is funded through the general rate. Thisproportion differs in each of the former council areas depending on the services provided. Where user chargesapplied formerly, these will continue. The balance of funding required to pay for the cost of providing serviceswithin each former council boundary will be met by targeted rates. These will differ for each former council area,depending on the level of service provided and the proportion of cost recovery through user charges.

Activi ties to be funded

The targeted rate for waste management is used to fund refuse collection and disposal services (including theinorganic refuse collection), refuse recycling and waste transfer stations.

How the rate will be assessed

For properties outside of the district of the former Auckland City Council where a service is provided oravailable, the targeted rate for waste management will be charged on a per SUIP basis. See the UAGC sectionprior for the council’s definition of a SUIP. Properties which have an approved alternative service will not becharged a targeted rate for waste management.

For properties within the district of the former Auckland City Council, the targeted rate for waste management

will be charged based of the number and type of services supplied to each rating unit. For rating units made upof one SUIP, the council will provide one refuse collection service. For rating units made up of more than oneSUIP, the council will provide the same service as was provided at 1 July 2014, unless otherwise informed bythe owner of the rating unit (that is, at least one refuse collection service, and up to a maximum of one refusecollection service per SUIP). If additional recycling services are supplied then the additional recycling servicerate will apply. Properties which have an approved alternative service will be charged the waste service chargethat excludes the approved alternative service or services.

The Waste management targeted rate in the former Auckland City Council area where both refuse and recyclingopt out applies is driven by the costs of the inorganic collection. The next inorganic collection is scheduled for2014/2015 and the council is proposing to re-introduce this targeted rate.

In the future, the level of the waste management targeted rate may be adjusted to reflect changes in the costs of

providing waste management services.The following table shows the waste management targeted rates that the council proposed to apply in2014/2015. This is estimated to produce around $68.3 million (excluding GST) for 2014/2015.




Rating policy

Waste management rates

Former council distric t Waste management targetedrate

Estimated amount of targetedrate

($ including GST)

Charging basis

Auckland City Waste management – full service 241.57 Per available service

Auckland City Waste management – where

refuse opt out applies

79.29 Per available service

Auckland City Waste management – whererecycling opt out applies


Auckland City Waste management – where bothrefuse and recycling opt outapplies


Auckland City Waste management – additionalrecycling charge


Franklin District Waste management – refusecollection

58.02 Per SUIP

Franklin District(1)

Waste management – recyclingcollection

70.44 Per SUIP

Manukau City Waste management 220.84 Per SUIP

North Shore City Waste management 64.09 Per SUIP

Papakura District Waste management 111.15 Per SUIP

Rodney District Waste management 86.96 Per SUIP

Waitākere City Waste management 23.39 Per SUIP

Note:

1. The Franklin District recycling targeted rate applies to rating units in the Pukekohe, Waiuku and Clarks Beach / Waiau Pa collectionareas.

City Centre targeted rate

Background

The City Centre targeted rate is to help fund the development and revitalisation of the city centre. The rateapplies to business ratepayers in the City Centre area.


The City Centre redevelopment programme aims to enhance the city centre as a place to work, live, visit and dobusiness. It achieves this by providing a high-quality urban environment, promoting the competitive advantagesof the city centre as a business location, and promoting the city centre as a place for high-quality education,research and development. The programme intends to reinforce and promote the city centre as a centre for artsand culture, with a unique identity as the heart and soul of Auckland.

This targeted rate also funds the additional depreciation and operating expenditure for the higher quality assetsgenerated by the projects funded by the city centre targeted rate.

The planned expenditure under this programme is to be completed by 2015/2016, although this may occurearlier. The targeted rate would then reduce in 2016/2017 or once the programme is completed to a residualamount, to cover the additional depreciation and operational expenditure generated by the projects in the CityCentre redevelopment programme.




Rating policy


This targeted rate will apply to all business land, as defined for rating purposes, in the city centre. You can viewa map of the city centre area at www.aucklandcouncil.govt.nz/rates or at any Auckland Council library or servicecentre.

The council proposes a rate in the dollar of 0.00211921 (including GST) of rateable capital value for 2014/2015.

This is estimated to produce around $20.4 million (excluding GST) for 2014/2015.

Business Improvement District targeted rate

Background

Business Improvement District (BID) programmes are areas within Auckland where local businesses haveagreed to work together, with support from the council, to improve their business environment and attract newbusinesses and customers. The funding for these initiatives comes from BID targeted rates, which thebusinesses within a set boundary have voted and agreed to pay to fund BID projects and activities.


The main objectives of the BID programmes are to enhance the physical environment, promote businessattraction, retention and development, and increase employment and local business investment in BID areas.The programmes may also involve community development, and are intended to identify and reinforce theunique identity of a place and to promote that identity as part of its development.

How liability will be assessed

The BID targeted rates will be applied to business land, as defined for rating purposes, that is located in definedareas in commercial centres outlined in the following table. For maps of the areas where the BID rates willapply, go to www.aucklandcouncil.govt.nz/rates.

The BID targeted rates will be assessed using a fixed rate and value-based rate on the capital value of theproperty. Each BID area can decide to have part of its budget funded from a fixed rate of between $0 to $250

(including GST) per property. The remaining budget requirement will be funded from a value-based rate foreach area and be applied as a rate in the dollar. There will be a different rates for each BID programme.

The business properties in Devonport and State Highway 16 (Kumeu/Huapai/Helensville/Riverhead) areas areexploring whether the BID model is appropriate for their areas. Businesses in Mission Bay have also beeninvited to join the BID programme in order to fund the Mission Bay streetscape upgrade. If they decide toproceed, they will need to undertake ballots and determine the budgets for these areas. The Dominion Road,Manukau Central, and Ōtāhuhu BID’s are investigating possible extensions to their existing BID boundaries.Ballots will also be necessary to extend these BID boundaries. If the ballots are successful then these BIDs maysubsequently adjust their budgets. In these cases the council will assess the appropriate targeted rates to fundthe budgets.

The proposed budgets for each BID area shown in the table below are based on a 10 per cent increase on the

2013/2014 budgets. They do not reflect any decisions made by business associations on their proposedbudgets for 2014/2015. The proposed BID targeted rates budgets will be updated to reflect each businessassociation budget decision in time for the adoption of the Annual Plan and rates setting in June 2014.

The table below shows the budgets and proposed rates for each BID area that the council will apply in2014/2015. This is estimated to produce around $15.4 million (excluding GST) for 2014/2015.




Rating policy

Business improvement dist ricts fi xed rate per property and rates in the dollar of capital value

BID area Proposed budget for2014/2015 (excluding

GST) ($)

Amount to befunded by fixed

charge for 2014/15

(excluding GST) ($)

Fixed rate perproperty for2014/2015

(including GST) ($)

Amount to be fundedby property value ratebased on the capital

value of the propertyfor 2014/2015

Estimated rate in thedollar for 2014/2015 to

be multiplied by the

capital value of theproperty

(excluding GST) ($) (inc lud ing GST) ($) Avondale 115,500 0 0.00 115,500 0.00160023

Birkenhead 176,000 0 0.00 176,000 0.00137511

Blockhouse Bay 47,612 0 0.00 47,612 0.00181157

Browns Bay 121,000 0 0.00 121,000 0.00087469

Devonport 120,000 0 N/A 120,000 N/A

Dominion Road 129,250 0 0.00 129,250 0.00131959

Ellerslie 135,097 0 0.00 135,097 0.00292938

Glen Eden 49,500 0 0.00 49,500 0.00150226

Glen Innes 182,873 0 0.00 182,873 0.00223476

Greater East

Tamaki

550,000 328,627 195.00 221,373 0.00006949

Heart of the City 4,463,910 0 0.00 4,463,910 0.00071196

Howick 147,408 0 0.00 147,408 0.00136071

Hunters Corner 129,830 0 0.00 129,830 0.00116185

KarangahapeRoad

375,953 0 0.00 375,953 0.00073227

Kingsland 220,000 0 0.00 220,000 0.00079018

Mahunga Drive 78,829 0 0.00 78,829 0.00070686

Mairangi Bay 46,200 4,783 250.00 41,417 0.00143581

Māngere Bridge 28,083 0 0.00 28,083 0.00271962

Māngere East

Village

6,712 0 0.00 6,712 0.00092385

Māngere Town 298,518 0 0.00 298,518 0.00587332

Manukau Central 216,803 0 0.00 216,803 0.00058791

Manurewa 138,600 0 0.00 138,600 0.00130472

Milford 132,000 0 0.00 132,000 0.00106009

Mission Bay 151,254 0 N/A 151,254 N/A

Mt Eden Village 88,589 0 0.00 88,589 0.00111013

New Lynn 132,000 0 0.00 132,000 0.00070413

Newmarket 1,603,951 0 0.00 1,603,951 0.00110335

North Harbour 575,300 294,902 150.00 280,398 0.00013405

Northcote 132,000 0 0.00 132,000 0.00434391

Old Papatoetoe 71,438 0 0.00 71,438 0.00141618

Onehunga 424,343 0 0.00 424,343 0.00210106

Ōrewa 189,198 0 0.00 189,198 0.00110738

Ōtāhuhu 427,350 0 0.00 427,350 0.00249116

Ōtara 76,493 0 0.00 76,493 0.00190528

Panmure 465,034 0 0.00 465,034 0.00294101

Papakura 190,860 0 0.00 190,860 0.00089572

Parnell 340,513 0 0.00 340,513 0.00093430

Ponsonby 322,102 0 0.00 322,102 0.00076552

Pukekohe 422,290 0 0.00 422,290 0.00078263

Remuera 266,820 0 0.00 266,820 0.00187999Rosebank 377,300 0 0.00 377,300 0.00055985

St Heliers 152,332 0 0.00 152,332 0.00181905




Rating policy

BID area Proposed budget for2014/2015 (excluding

GST) ($)

Amount to befunded by fixed

charge for 2014/15(excluding GST) ($)

Fixed rate perproperty for

2014/2015(including GST) ($)

Amount to be fundedby propert y value rate

based on the capitalvalue of the property

for 2014/2015

Estimated rate in thedollar for 2014/2015 to

be multiplied by thecapital value of the

property

(exclud ing GST) ($) (incl uding GST) ($)

State Highway 16 180,000 0 N/A 180,000 N/A

Takapuna 366,856 0 0.00 366,856 0.00056744

Te Atatu 90,200 0 0.00 90,200 0.00252667

Torbay 13,915 0 0.00 13,915 0.00124048

Uptown 165,000 0 0.00 165,000 0.00024560

Waiuku 121,000 0 0.00 121,000 0.00141477

Wiri 181,500 0 0.00 181,500 0.00046851

Total 15,437,316 628,311 14,809,005

Note to table:

Properties subject to section 22 of the Local Government (Rating) Act 2002 or Section 73 of the Local Government Auckland Council

Amendment Act 2010 will be assessed on the land value rates in the dollar shown in table below.

Business improvement districts fixed rate per property and rates in the dollar of land value

BID Estimated fixed rate per property for 2014/2015 (including GST)

Estimated rate in the dollar for 2014/2015 (including GST) to be based on the land value of

the property

Greater East Tāmaki 195.00 0.00012555

Onehunga 0.00 0.00586393

Pukekohe 0.00 0.00167559

Rosebank 0.00 0.00123217

Ōtara-Papatoetoe and Māngere-Ōtāhuhu swimming pool targeted rates

Background

Auckland Council has a region-wide swimming pool pricing policy, whereby children 16 years and under havefree access to swimming pool facilities and all adults are charged. These targeted rates will fund free access toswimming pools for adults 17 years and over in the Māngere – Ōtāhuhu Local Board and Ōtara-Papatoetoe LocalBoard areas.


To fund the cost of free adult entry to swimming pool facilities in the Māngere – Ōtāhuhu Local Board and Ōtara-Papatoetoe Local Board areas.

How liability will be assessed

These local activity targeted rates apply to all residential land, as defined for rating purposes that are located inthe Māngere – Ōtāhuhu Local Board and Ōtara-Papatoetoe Local Board areas.


The local activity targeted rate will be assessed using a fixed rate applied to each separately used or inhabitedpart of a residential property, as defined for rating purposes, in the Māngere – Ōtāhuhu Local Board and Ōtara-Papatoetoe Local Board areas. There will be a different fixed rate for each local board area.




Rating policy

The following table shows the proposed local activity targeted rates that will apply in 2014/2015 for theMāngere – Ōtāhuhu Local Board and Ōtara-Papatoetoe Local Board areas. This is estimated to produce around$0.78 million (excluding GST) for 2014/2015.

Local activit y targeted rates

Local board area Estimated fixed rate for each separatelyused or inhabited part of a property

(including GST) ($)

Revenue from the targeted rate(excluding GST) ($)

Māngere – Ōtāhuhu 13.78 217,150

Ōtara-Papatoetoe 31.34 560,550

Riverhaven Drive targeted rate

The council has constructed Riverhaven Drive for the benefit of those properties in the immediate area. Theconstruction of the road and the payment of the rate have been agreed with the association representing theproperty owners. The Riverhaven Drive targeted rate is used to repay the council for the cost of the road,including interest costs.

The targeted rate applies to the properties which benefit from the construction of a road that provides access tothe properties. The rate will apply until the cost of the project is recovered. The council will charge interest onthe financial assistance provided. The ratepayer will repay the financial assistance and interest on a tablemortgage basis. The council will calculate the level of the targeted rate each year to fund the interest andprincipal repayment required for that year. The targeted rate will apply for 25 years (2006/2007 to 2030/2031).The outstanding balance will reduce each year as the principal is repaid.

The council proposes a rate per property for 2014/2015 to be a uniform rate of $10,317.02 (including GST). Thisis estimated to produce around $107,656 (excluding GST) for 2014/2015.

Glori t Flood Gate Restoration targeted rate

A targeted rate for three rating units, detailed below, to recover the cost of Glorit flood gate restoration. The ratewill apply until the cost of the project is recovered. The council will charge interest on the financial assistance

provided. The ratepayer will repay the financial assistance and interest on a table mortgage basis. The councilwill calculate the level of the targeted rate each year to fund the interest and principal repayment required forthat year. The targeted rate will apply for 10 years (2009/2010 to 2018/2019). The cost of works, together withinterest and administration charges are apportioned on an area of benefit basis.

The following table shows the proposed Glorit Flood Gate Restoration targeted rates for 2014/2015. This isestimated to produce $38,198 (excluding GST) for 2014/2015.

Glorit Flood Gate Restoration targeted rate

Valuation number Legal description(abbreviated)

Area of benefi t in hectares Est imated amount o f targeted rate

(including GST) ($)

00910-00102 Sec 27 SO 59120 245 40,689.21

00910-00502 Lot 5 DP 127940 2 332.1500910-00400 Sec 2 SO 69274 17.5 2,906.37

Waitākere rural sewerage targeted rate

The Waitākere rural sewerage targeted rate is set as a uniform charge on all rating units in the Non-Drainage Area of the former district of the Waitākere City Council where there are on-site waste management systemsthat are scheduled to be inspected and/or pumped out by the council within the three-yearly cycle, to recoverthe costs of implementation of the On-site Waste Systems Management Plan. The uniform charge is levied inrespect of each on site waste management system utilised in conjunction with the particular rating unit.

For 2014/2015 the council proposes a uniform rate of $181.50 (including GST) for each on-site wastemanagement system utilised in conjunction with the rating unit. This is estimated to produce $0.7 million(excluding GST) for 2014/2015.




Rating policy

Retro-fit your home targeted rate

The Retro-fit Your Home targeted rate is set on properties that have received financial assistance from Auckland Council for the installation of clean heat or insulation in respect of the property.

The council will charge interest on the financial assistance provided. The ratepayer will repay the financialassistance and interest on a table mortgage basis. The council will calculate the level of the targeted rate each

year to fund the interest and principal repayment required for that year. The targeted rate will apply for nineyears. The outstanding balance will reduce each year as the principal is repaid.

The targeted rate will apply as a rate in the dollar, which is multiplied against the ratepayer’s outstandingbalance as at 1 July each year. The rate in the dollar is set at different levels for each year that the ratepayerhas been repaying the financial assistance.

The following table shows the proposed Retro-fit Your Home targeted rate that the council will apply in2014/2015. This is estimated to produce around $2.7 million (excluding GST) for 2014/2015.

Retro-fit Your Home targeted rate

Year of repayment Estimated rate in the doll ar for 2014/2015 to be mul tipl ied by the ratepayersouts tanding balance as at 1 July 2014 (includ ing GST) ($)

1 0.17083531

2 0.18652616

3 0.20681689

Kumeu Huapai Riverhead wastewater targeted rate

The Kumeu Huapai Riverhead wastewater targeted rate is set on properties that have received financialassistance from Auckland Council for the purchase and installation of equipment for pumping waste from theproperty to Watercare’s pressurised wastewater scheme.

The council will charge interest on the financial assistance provided. The ratepayer will repay the financialassistance and interest on a table mortgage basis. The council will calculate the level of the targeted rate each

year to fund the interest and principal repayment required for that year. The targeted rate will apply for 15 years.The outstanding balance will reduce each year as the principal is repaid.

The targeted rate will apply as a rate in the dollar, which is multiplied against the ratepayer’s outstandingbalance as at 1 July each year. The rate in the dollar is set at different levels for each year that the ratepayerhas been repaying the financial assistance.

The following table shows the proposed Kumeu Huapai Riverhead wastewater targeted rate that will apply in2014/2015. This is estimated to produce around $294,000 (excluding GST) for 2014/2015.

Kumeu Huapai Riverhead wastewater targeted rate

Year of repayment Estimated rate in the doll ar for 2014/2015 to be mul tipl ied by the ratepayersouts tanding balance as at 1 July 2014 (includ ing GST) ($)

2 0.12686375

Point Wells wastewater targeted rate

The Point Wells wastewater targeted rate is set on rating units or separately used or inhabited parts of a ratingunit that received financial assistance to connect to the pressure wastewater collection (PWC) scheme in PointWells area.

The council will charge interest on the financial assistance provided. The ratepayer will repay the financialassistance and interest on a table mortgage basis. The council will calculate the level of the targeted rate eachyear to fund the interest and principal repayment required for that year according to the amount of assistanceprovided. The targeted rate will apply for 15 years (2009/2010 to 2023/2024). The outstanding balance willreduce each year as the principal is repaid.

The following table shows the proposed Point Wells wastewater targeted rate that will apply in 2014/2015. Thisis estimated to produce around $15,288 (excluding GST) for 2014/2015.




Rating policy

Point Wells wastewater targeted rate

Total assis tance prov ided Estimated amount of targeted rate (including GST) ($)

$10,000 843.25

$9,500 801.08

$9,000 758.92

$8,500 716.76

$8,000 674.60

Jackson Crescent wastewater targeted rate

The Jackson Crescent wastewater targeted rate is set on the rating unit that received financial assistance toconnect to the pressure wastewater collection (PWC) scheme in Jackson Crescent, Martins Bay area.

The council will charge interest on the financial assistance provided. The ratepayer will repay the financialassistance and interest on a table mortgage basis. The council will calculate the level of the targeted rate eachyear to fund the interest and principal repayment required for that year. The targeted rate will apply for 15 years(2009/2010 to 2023/2024). The outstanding balance will reduce each year as the principal is repaid.

For 2014/2015 a uniform rate of $608.88 (including GST) per rating unit will apply. This is estimated to produce$529 (excluding GST) for 2014/2015.

Rates payable by ins talment

The council proposes that rates are payable by four equal instalments due on:

• Instalment 1: 29 August 2014

• Instalment 2: 26 November 2014

• Instalment 3: 26 February 2015

• Instalment 4: 27 May 2015.It is council policy that any payments received will be applied to the oldest outstanding rates before being appliedto the current rates.

Penal t ies on r ates not paid b y the due date

The council proposes to apply a penalty of 10 per cent of the amount of rates assessed under each instalmentin the 2014/2015 financial year that are unpaid after the due date of each instalment. Any penalty will be appliedto unpaid rates on the day following the due date of the instalment.

A further 10 per cent penalty calculated on former years’ rate arrears is proposed to be added on the firstbusiness day of the new financial year (or five days after the rates resolution is adopted, whichever is the later)

and then again six months later.

Delegation of decision-making

Decisions relating to applying the rates under the rates related policies will be made by council officers.

Adoption and amendment of this policy

The council must use the special consultative procedure set out in the Local Government Act 2002 to adopt andamend the rates related policies.




Early payment and rates transition management policies

Early payment and rates transition managementpolicies

Application of early payment of rates policyThe council’s policy on the early payment of rates is to pass on to ratepayers the interest costs savings to thecouncil from receiving rates early. The level of the discount available is therefore based on council’s short termcost of borrowing. The discount is estimated to be 1.1 per cent for 2014/2015, but this will be confirmed whenthe annual plan is adopted in June 2014. The discount is available on the rates assessed in the 2014/2015financial year if those rates are paid in full, together with any outstanding prior years’ rates and penalties, on orbefore the due date of the first rates instalment (29 August 2014).

The full policy can be found on page 162 in volume three of the Long-term Plan 2012-2022.

Application of rates transition management policy

Overv iew of the pol i cy

The council has adopted a rates transition management policy that sets the maximum change in rating liabilitypermitted in relation to an unchanged rating unit. The policy applies for three years from 1 July 2012.

Rates increases for residential, farm or lifestyle, and sea only access properties are limited to no more than 10per cent of the previous year’s rates, for each year in which the policy applies. The cap on decreases must becalculated each year to ensure that the overall financial impact on the council is neutral. It is based on the finalbudget for the year and set by council resolution at the same time as the rates are set. The cap on ratesdecreases for the 2014/2015 year is estimated to be three per cent. The actual decrease cap set for 2014/2015may vary from this estimate in response to changes to the budget or underlying movements in values forqualifying properties.

Summary of estimated non -business rates transition management pol icy adjustments fo r 2014/2015

Residential farm/lifestyleand sea only accessproperties impacted bypolicy

Number of properties Proportion of properties Range of adjustment

Decrease capped 43,076 9.0% $0.01 to $103,846

No cap 379,176 79.3% N/A

Increase capped 56,194 11.7% -$0.01 to -$79,046

For business properties, rate changes have been phased in over three years. In 2014/2015 business properties

will be fully transitioned to their new levels of rates and no transition limit will apply.The transition management policy does not apply to properties that have changed in terms of the factors thatdetermine rates e.g. have undergone a subdivision, a change in use, or the construction or demolition ofbuildings. The council has adopted a remission scheme to assist ratepayers of some changed properties whoexperienced increases in rates due to the shift to the single uniform rating policy and would otherwise havebeen eligible for a transition adjustment. For more information on this scheme see the Rates remission andpostponement policy.

The full Rates transition management policy can be found on pages 165 to 167 in Volume three of the Long-term Plan 2012-2022.




Sample properties

Sample propertiesThe following section is intended to provide an indication of the individual rates impact for 2014/2015. Transitionmanagement adjustments for 2014/2015 cannot be shown here as the impacts are individual to each ratepayer.

The following targeted rates are not shown:

• Business improvement district targeted rates

• Kumeu Huapai Riverhead wastewater targeted rate

• Riverhaven Drive targeted rate

• Glorit Flood Gate Restoration targeted rate

• Point Wells wastewater targeted rate

• Jackson Crescent wastewater targeted rate

For more information on these and other rates please see the relevant section of the Rating Policy.

All rateable properties are liable for general rates. The table below shows indicative general rates for fullyrateable properties with one SUIP at different property values for each of the main differential categories. Anextra UAGC charge should be added for each extra SUIP the property has.

Differential category Capital value UAGC

(including GST)($)

General rate (includingGST) ($)

Total rates(including GST)

($)

Urban - business 250,000 373 1,958 2,331

1,500,000 373 11,748 12,121

3,000,000 373 23,495 23,868

10,000,000 373 78,317 78,690

Franklin urban - business 250,000 373 1,797 2,170

1,500,000 373 10,781 11,154

3,000,000 373 21,561 21,93410,000,000 373 71,871 72,244

Urban - residential 100,000 373 322 695

600,000 373 1,934 2,307

1,500,000 373 4,834 5,207

5,000,000 373 16,115 16,488

Rural - business 250,000 373 1,765 2,138

1,500,000 373 10,587 10,960

3,000,000 373 21,175 21,548

10,000,000 373 70,582 70,955

Franklin rural - business 250,000 373 1,620 1,993

1,500,000 373 9,717 10,090

3,000,000 373 19,434 19,807

10,000,000 373 64,781 65,154

Rural - residential 100,000 373 290 663

600,000 373 1,740 2,113

1,500,000 373 4,351 4,724

5,000,000 373 14,503 14,876

Farm/lifestyle 250,000 373 645 1,018

1,500,000 373 3,868 4,241

3,000,000 373 7,735 8,108

10,000,000 373 25,783 26,156




Sample properties

The following tables contain indicative values for the most common proposed targeted rates. If a property isliable for one of these, then the value shown should be added to the general rates figure from the table above todetermine the estimate for total rates liability.

Most properties are liable for waste management targeted rates. These vary depending on the former councilarea that the property is located.

Area Service Number of was te management charges1 2 3 5 10

Auckland City Full service 242 483 725 1,208 2,416

Recycling only 79 159 238 396 793

Refuse only 183 365 548 913 1,826

Basic service 20 41 61 102 204

Additional refuse 59 118 177 295 589

Franklin District Recycling 70 141 211 352 704

Refuse 58 116 174 290 580

Manukau City 221 442 663 1,104 2,208

North Shore City 64 128 192 320 641

Papakura District 111 222 333 556 1,112Rodney District 87 174 261 435 870

Waitākere City 23 47 70 117 234

Business properties in the CBD are liable for the City Centre targeted rate.

Business properties located in Capital value Rate (including GST) ($)

Auckland City centre area 250,000 530

1,500,000 3,179

3,000,000 6,358

10,000,000 21,192

Residential properties in Māngere-Ōtāhuhu and Ōtara-Papatoetoe local boards are liable for Swimming Pooltargeted rates.

Residential propertieslocated in

Number of separate dwellings/units

1 2 3 5 10

Māngere-Ōtāhuhu 14 28 41 69 138

Ōtara-Papatoetoe 31 63 94 157 313

Some residential properties not connected to the wastewater system in the Waitākere City area are liable for theWaitākere Rural Sewerage targeted rate.

Residential propertieslocated in

Number of septic t anks pumped out once every 3 years1 2 3 5 10

Waitākere City that haveseptic tanks pumped out bycouncil

182 363 545 908 1,815

Residential ratepayers who have taken advantage of the Retro-fit Your Home scheme repay the financialassistance provided via a targeted rate.

Outstanding balance atbeginning of 2014/2015

Rate for fi rst year ofrepayment (including

GST) ($)

Rate for second year ofrepayment (including GST)

($)

Rate for th ird year ofrepayment (including

GST) ($)

1,500 256 280 310

2,000 342 373 414

2,500 427 466 517

3,500 598 653 724




Sample properties



Part VI: Changes to fees and charges

Introduction


Introduction

This section sets out the changes the council proposes to its regulatory fees and charges. The main area ofchange is health protection licensing. Building control fees have also been reviewed in line with an ongoingexercise to properly align costs with revenue and give as much certainty as possible to customers. This hasresulted in some, mostly minor, increases and decreases for 2014/2015.

Other changes to regulatory fees are driven by existing policies or arrangements adopted by the councilpreviously:

• The animal management fees, food premises licensing fees and solid waste bylaw licensing fees werereviewed by the council as part of its Annual Plan 2013/2014 and a decision was made to transition themtowards respective target levels. Increases to these fees for 2014/2015 will generally be greater than thecouncil rate of inflation.

• Other regulatory fees will generally be adjusted for the council rate of inflation, as provided for in the

council’s Revenue and financing policy.

The full schedule of changes to regulatory fees and charges for 2014/2015 is included later in this part.

Non-regulatory fees, apart from rental charges for social housing, will generally increase by the council rate ofinflation, subject to decisions by local boards on local activities fees. For 2014/2015, the inflation adjustor to beapplied to fees and charges is one per cent. One per cent is the average increase. Due to practical constraintssome fees will change by more or less than one per cent, and in some cases will remain the same.

Rental charges and the level of services for social housing for older persons vary across the region due to thedifferent policies of the former councils. This disparity will be addressed as part of the development of the Long-term Plan 2015-2025, in consultation with tenants and Auckland Council’s Senior Panel. For the 2014/2015 yearrental charges are proposed to increase by a uniform five per cent. This increase is more than the council rateof inflation, due to the fact that rentals have not been adjusted for at least three years and in some cases six

years. For most tenants the increase (after government assistance is factored in) would be no more than $4 aweek.

The schedules of non-regulatory fees will be published on the council’s website in late June 2014.




Health protection licensing


Background

Auckland Council is responsible for licensing tattooing, body piercing, hair removal, indoor tanning and nail

services which have health and hygiene risks for consumers. On 27 June 2013 the council adopted a regionwide health and hygiene bylaw replacing eleven legacy bylaws. The new bylaw will become operational on 1July 2014.

The total number of premises to be licensed under the new bylaw will be around 1500 which includesapproximately 650 premises that are presently unlicensed.

Details of proposal

The council proposes to set three uniform licensing fees region wide:

Category of healthprotection licence

Descript ion Proposed licensing fee

(incl. GST)Single basic service Premises providing a single service which is categorised as being atrisk of breaking or burning skin

$240

Multiple basic services Premises providing more than one service which is categorised as

being at risk of breaking or burning skin

$300

High risk service(s) Premises providing one or more services which are categorised aspiercing the skin e.g. acupuncture, body piercing , derma rolling,electrolysis, extractions, red vein treatment, stamping, tattooing &traditional tattooing

$360(1)

Note:

1. The high risk fee is to be applied from 1 July 2015 after adjusting for council rate of inflation.

Due to system and resource constraints the fee for licensing high risk premises cannot be implemented in2014/2015. This fee will be applied from 1 July 2015. In the period between 1 July 2014 and 30 June 2015, highrisk premises will be registered as either providing a single basic service or multiple basic services and becharged the relevant fee. Other fees will be effective from 1 July 2014.

Reasons for proposal

The council proposes to set uniform fees across the region. The services provided under the new bylaw will bethe same irrespective of location. The costs for inspections are similar for all the similar activities covered by thebylaw. The costs are slightly higher for premises undertaking more than one regulated activity, and where theactivity is categorised as high risk (e.g. skin piercing). The proposed fee structure reflects these main costdrivers as well as the regionally consistent regulation approach.

Licensing and the associated administrative activities are predominantly private good in nature and the costsshould be recovered primarily via user charges. The proposed recovery rate for health protection licensing costsis 90 per cent.

For the 850 premises presently licensed, the proposed fee changes to single and multiple basic services areminimal. The proposed increases for high risk services range between $18 and $76 per annum.

The 650 premises that are currently unlicensed will be subject to a new fee. These are located in the formerRodney, Franklin, Manukau and Papakura districts where the legacy bylaws did not require licensing. As the feechanges are not large no transition arrangements are proposed.





Options considered

The council considered retaining the existing fee structure but rejected this on the basis that the same priceshould be set where the bylaw requirements and the services provided are the same.

ConsultationHealth protection licensing fees are regulatory fees set with regard to matters provided for in a bylaw. Accordingly the council is required to consult on them using the special consultative procedure. This isundertaken alongside the draft Annual Plan 2014/2015.

There is also targeted consultation on the proposed changes, with letters sent out to each of the affectedpremises seeking their feedback and submission to the draft annual plan.




Schedule of regulatory fees and charges

Schedule of changes to regulatory fees andcharges

Part I: Building control and property informationBui ld i ng con t ro l – f ixed fees and deposi ts

Type Descripti on Current Proposed

Fee (incl.GST)

Processingdeposit (1)

Inspectiondeposit (1)

Currenttotal

deposit(1)

Fee from 1July 2014

(incl . GST)

Processingdeposit from 1

July 2014 (1)

Inspectiondepositfrom 1

July2014 (1)

Totaldepositfrom 1

July2014 (1)

Pre-ApplicationMeeting

Pre-Application -Standard

$260 $265

Pre-Application -

Complex

$260 $260 $265 $265

FireEngineeringBriefs(New)

Fire Engineeringbrief meeting-limitedto 1 hour(hourlyrates applythereafter)

$260 $260 $260 $260

LINZregistration(LandInformationNew Zealand)

Where land issubject to naturalhazards, or whenbuilding is acrossmore than one lot

$180 $180 $351 $351

Building Application

Building application-National multiple use

approval (Based onproject value$100,000-$499,999)

$900 depositbased on

projectvalue

$900 $1200 depositbased on

projectvalue

$1200

Building Application

Building application-National multiple useapproval (Based onproject value over$500,000) (newdeposit)

$2500 depositbased on

projectvalue

$2500

Solid Fuelheatingappliances

Subsidised fee forsolid fuel heatingappliance if by anapproved installer,otherwise fees as

per project valuebelow(includes codecompliancecertificate)

$180 $182

Solar Water orHeat Pumpwater heatingdevices

Subsidised fee forsolar water or heatpump water heatingdevices

$226 $230

TemporaryStructures

Application for atemporary structure

– Additional chargeswill apply forprocessing

$410 $410 $415

Separation Application to

separate an existingbuilding consent thatrelates to two ormore buildings on

$205 $205 $207 $207






Fee (incl.GST)



Currenttotal

deposit(1)

Fee from 1July 2014

(incl . GST)


July 2014 (1)


July

2014(1)

Totaldepositfrom 1

July

2014(1)

the same site

All otherbuildingapplications

Project value up to$1,999

$308 $260 $568 $430 $270 $700

Project value $2,000to $4,999

$512 $390 $902 $708 $405 $1113

Project value $5,000to $19,999

$820 $520 $1,340 $1,115 $540 $1,655

Project value$20,000 to $99,999

$1,230 $650 $1,880 $1,650 $675 $2,325

Project value$100,000 to$499,999

$1,742 $1,300 $3,024 $2,402 $1,350 $3,752

Project value over

$500,000

$3,075 $1,560 $4,635 $4,114 $1,620 $5,734

Amendedplans

Amended buildingconsent applications- Project Value up to$19,999

$256 $256 $305 $305

Amended buildingconsent applications- Project Value up to$20,000 to $99,000

$256 $256 $545 $545

Amended buildingconsent applications- Project Value Over$100,000

$256 $256 $865 $865

Exemption Application forexemption frombuilding consentrequirements

$308 $308 $415 $415

ProjectInformationMemorandum(PIM)

Issuing ProjectInformationMemorandum

$389 $389 $390 $390

BuildingInspections

Building inspection(per inspection)

$130 $130 $135 $135

Bond refundinspection

Inspection for refundof bonds

$77 $78

Accreditationlevy

20c per$1000

value ofworks

20c per$1000

value ofworks

CodeComplianceCertificate(CCC)


$112 $112 $125 $125

Project value$20,000 to $99,999

$256 $256 $285 $285

Project value$100,000 to$499,999

$256 $256 $455 $455

Project value over$500,000

$256 $256 $755 $755

Product

assessment

Carrying out product

assessment

$487 $487 $1500 $1500






Fee (incl.GST)



Currenttotal

deposit(1)

Fee from 1July 2014

(incl . GST)


July 2014 (1)


July

2014(1)

Totaldepositfrom 1

July

2014(1)

Filing Fee Receiving third party

reports or any otherinformation to placeon a property file atthe owners request

$165 $175

Extensions oftime

Extension of time tocommence orcomplete buildingwork under abuilding consent

$92 $92 $92 $92

Lapsing Lapsing of buildingconsent

$92 $92 $92 $92

Waiver Building consentsubject to waiver ormodification ofbuilding code

$107 $107 $107 $107

Certificate of Acceptance

(2)


$564 $130 $694 $245 $595 Depositbased on

projectvalue

Certificate of Acceptance(2)

Project value over$20,000

$564 $130 $694 $440 $925 Depositbased on

projectvalue

Issuingcomplianceschedule

Base charge $103 $108


Additional chargeper specified system

$23 $24


Amendment tocompliance schedule

$93 $98

BuildingWarrant ofFitness(BWOF)

Annual Renewal:one specified systemonly

$70 $85

Annual Renewal:two or morespecified system

$102 $128

Registration costsfor IQP

$153 $160

Registration for eachspecified system –IQP

$115 $120

Registration renewalfor IQP

$95 $100

Advisory Inspection $130 $135

Notice to Fix Issuing Notice to Fix $230 $230

Certificate forpublic use

Certificate $185 $130 $315 $460

Extension of time(new fee)

$215

Issuingconsent report

Weekly (annual

subscription)

$1,112 $1,390

Monthly (annualsubscription)

$540 $670

Single request $105 $130






Fee (incl.GST)



Currenttotal

deposit(1)

Fee from 1July 2014

(incl . GST)


July 2014 (1)


July

2014(1)

Totaldepositfrom 1

July

2014(1)

Title search Title search $37 $37

Liquor(building codecertificate)

Certificate thatproposed use ofpremises meetsrequirements ofbuilding code

$87 $130 $217 $109 $270 $379

Construction ofvehiclecrossings

Vehicle crossingpermit (applicationprocessing andinspection)

$270 $300

ProducerStatement

AuthorRegister

Registration as aProducer Statement

Author

$215 $300

ProducerStatement AuthorRegister

Renewal ofregistration $40 $150

Swimming /Spa PoolComplianceInspection

1st inspection $75 $75


2nd and subsequentinspections (each)

$125 $125


Applications forexemption under theFencing ofSwimming Pool Act

$435 $435

Notes:

1. The processing deposit and the inspection deposit are payable when the application/service request is lodged. Where the actual costs

are lower than the deposit paid a refund will be made to the original payer. Where the actual costs exceed the deposit paid, the

additional costs (including charges by external specialists) will be invoiced. Interim invoices may be issued to avoid a large invoice at

the end of the process.

2. It is proposed that applicants will pay a fixed fee plus the time based processing costs.

Bui ld i ng cont r o l – bond or damage deposi t

Category Current bondrequirements

Proposed bondrequirement from 1

July 2014

Project value less than $20,000 $500 $500

Project value between $20,000 to $99,999 $500 $500

Project value more than $100,000 $1,000 $1,000

House removal or relocation $1,000 $1,000

Building work within Auckland Central Business District and project valuemore than $500,000

$5,000 $5,000

Significant projects (refer to notes section for criteria) $5,000 $5,000





Bui ld ing con t ro l – hour l y ra tes

Description(1)

Specialty Currenthourly rate(incl. GST)

Proposedhourly ratefrom 1 July

2014

(incl. GST)

Manager/project manager/legal services All areas $175 $177Team leader All areas $160 $162

Specialist/advisor/ senior Planning, engineering, subdivisions, environmentalhealth, compliance and monitoring, urban designer,arborist, licensing, incident investigators, other

$160 $162

Senior building processing andinspections

Building processing and inspections $157 $159

Planning, engineering, subdivisions,urban designer, arborist, other(excluding specialist/ advisor/ senior)

Planning, engineering, subdivisions, urbandesigner, arborist, other

$145 $146

Building processing and inspections,compliance, monitoring, environmentalhealth

Building, compliance , monitoring, environmentalhealth, licensing, incident investigators, other

$130 $135

Assistant/technician Assistant planner, graduate development engineer,graduate resource consent planner, planningtechnician

$125 $126

Administration All areas $97 $98

Note:

1. The categories denote descriptions of work performed by council officers. Position titles vary across the Auckland Council regulatory

departments.

Land and proper ty in for mat ion

Category Service Current fee

(incl. GST)

Proposed fee

from 1 July 2014(incl. GST)

LIM reports - residential and non-residential

Standard service $265 $265

LIM reports - residential and non-residential

Urgent service (where service is available) $365 $365

Property information Property file CD – immediate $100 $100

Property information Property file CD - standard (5 working days) $50 $50

Property information Property file CD - urgent (4 hours) $80 $80

Property information Hard copy property file viewing $30 $30

Property information Electronic property file viewing $20 $20

Property information Property search web delivery $30 $30

Property information Neighbourhood Development Report $36 $36

Maps, reports and certificates Building Consent Status Report per property $10 $10

Maps, reports and certificates Site remediation report $10 $10

Maps, reports and certificates Soil reports $10 $10

Maps, reports and certificates Private Drainage Plan $10 $10

Maps, reports and certificates Valuations certified copy $10 $10

Maps, reports and certificates Building inspection report $10 $10

Maps, reports and certificates Site consent summary $10 $10

Maps, reports and certificates Copy of Code Compliance Certificate (CCC) $10 $10

Maps, reports and certificates Copy of Building Warrant of Fitness (BWOF) $10 $10

Maps, reports and certificates Copy of LIM at the time of purchase of original LIM $10 $10

Maps, reports and certificates Combined public drainage & contour map $51 $51

Maps, reports and certificates GIS maps (including aerial maps) A4 - $7.7 A4 - $7.7





Category Service Current fee(incl. GST)

Proposed feefrom 1 July 2014

(incl. GST) A3 - $10 A3 - $10

Maps, reports and certificates District plan - zoning / designation maps $10 $10

Printing

Paper size A0 $15 $15

Paper size A1 $10 $10Paper size A2 $5 $5

Paper size A3 $2.50 $2.50

Paper size A4 $1 $1

Photocopies

Black and White Paper size A0 - Add $1.00 extra forcolour copy

$15 $0.50


$10 $0.50


$5 $0.50


$2.50 $0.50


$1 $0.50

Miscellaneous Courier service Overnight $5

Same day $10

To be charged atcost

(a 15 minutesadmin charge will

apply for bulkrequest)

Note to table:

Auckland Council’s service centres offer a range of different services. Please check with your local service centre or call us on (09) 301

0101 for confirmation on which service centres provide the information you require.

Notes to bu i ld i ng cont ro l fee sch edules

Subject Detail

Deposit versus actualcharge

Additional processing and administration charges may apply depending on actual time taken toprocess applications. Additional Inspection charges may also apply if there is a need foradditional inspections.

The processing deposit and the inspection deposit are payable when the application/servicerequest is lodged. Where the actual costs are lower than the deposit paid a refund will be made tothe original payer. Where the actual costs exceed the deposit paid, the additional costs (includingcharges by external specialists) will be invoiced. Interim invoices may be issued to avoid a largeinvoice at the end of the process.

Deposit level For complex and significant applications or if specialist input is needed, council may require ahigher deposit payment before proceeding. This will be discussed with the applicant in advance.

Financial anddevelopmentcontributions

Financial and/or development contributions may be payable in addition to the consent processingcharges. Please refer to the development or financial contributions policy and relevant districtplan for your development.

Value of work The value of building work will be based on the New Zealand Building Economist set costs forresidential construction and Rawlinsons New Zealand Construction Handbook set costs forcommercial construction. Council staff will be able to assist with this.

Building ResearchLevy

The Building Research Levy Act 1969 requires the council to collect a levy of $1 per $1,000 value(or part thereof) of building work valued over $20,000. GST does not apply to this levy.

Department of Buildingand Housing (DBH)Levy

The Building Act 2004 requires the council to collect a levy of $2.01 per $1,000 value (or partthereof) of building work valued over $20,000.

Accreditation Levy An accreditation levy is payable on all building consents to cover councils costs of meeting thestandards and criteria required under the Building (Accreditation of Building Consent Authorities)

Regulations 2006.





Subject Detail

Pre-application fee The ‘Pre-application meeting – standard’ charge is a fixed fee, i.e. there will be no further charge.Complex meetings will be charged based on the number and hourly rate of council staff attending.This meeting is limited to 1 hour. Additional charges may apply for meetings exceeding 1 hour.Please refer to the council website for further information.

Hearings The hearing deposit fee is payable prior to the hearing proceeding. The actual costs of thehearing that exceed the deposit fee will be charged as an additional charge, e.g. costs arising

from the use of a specialist consultant, independent hearing commissioner(s).

Bonds The damage deposit charge with building consent applications will be held by council to ensureany necessary remediation to Council’s assets is undertaken. This includes assets such asdrainage, recreation reserves, street trees, street lights, piped services, road carriageways, kerbs,footpaths and grassed berms. Any refunds are payable to the original payer.

Significant Project Criteria:- Commercial Development > $500,000- Vertical or horizontal attached multi-residential developments with four or more units- four or more houses.

Other services Other services will be charged at cost.

Part II: Resource management Ai r and w ater consent f ees /depos i t s

Type Descrip tion Fee from 1July 2013(incl. GST)

Deposit(1)

f rom 1 July

2013

Fee from1 July2014(incl.GST)

Deposit from

1 July 2014

Consents may require further charges that exceed the initial lodgement deposit

Non-notified applications

Consent transfers Transfer of coastal, water or discharge permits(s135-s137 of the Resource Management Act1991) (in part or whole of consent to anotherperson on the same site)

$213 $213 $220 $220

Transfer of coastal, water or discharge permits(s135-s137 of the Resource Management Act1991) to another site

$2,045 $3,500

Surrender of consent $213 $213 $220 $220

Water allocation Take, use or dam surface water $2,045 $3,500

Take, use or divert groundwater $2,045 $3,500

Drill or alter bore $430 $500

Lakes, rivers andstreams

Works in, on, under or over the bed of a lake /river / stream

$2,045 $3,500

Divert surface water $2,045 $3,500

Coastal Coastal structures, activities and occupation $2,045 $3,500Stormwatermanagement

Stormwater diversion and/or discharge $2,045 $3,500

Sediment control Sediment control for earthworks, roading,tracking, trenching and quarries

$2,045 $3,500

Water quality Discharge of domestic wastewater (less thanor equal to 6m³)

$2,045 $3,500

Discharge of domestic wastewater (greaterthan 6m³) and/or contaminants

$2,045 $3,500

Discharge contaminants from industrial ortrade processes (other than to air)

$2,045 $3,500

Farm dairy discharge $2,045 $3,500

Contaminated land Contaminated sites and landfills $5,110 $5,500






Deposit(1)

f rom 1 July

2013

Fee from1 July2014(incl.GST)

Deposit from

1 July 2014

Consents may require further charges that exceed the initial lodgement deposit

Air quality Discharge contaminants to air (where main

discharge is odour)

$15,335 $15,335

Discharge contaminants to air (other thanodour)

$5,110 $5,500

Contaminated land site enquires no deposit no deposit

All Permitted activity review $250 $250

Notified applications

All Limited notification (air and water) $7,665 $10,000

Notified application (except dischargecontaminants to air where main discharge isodour)

$7,665 $20,000

Discharge contaminants to air (where maindischarge is odour)

$15,335 $20,000

Permission to transfer water permit ordischarge permit (in whole or in part) to anothersite (notified)

$3,065 Consolidatedinto notifiedapplication

Note:

1. The deposit amount is payable when the application/service request is lodged. Where the actual costs are lower than the deposit paid,

a refund will be made to the original payer. Where the actual costs exceed the deposit paid, the additional costs (including charges by

external specialists) will be invoiced. Interim invoices may be issued to avoid a large invoice at the end of the process.

Resource consent related fees/deposi ts(other than ai r and w ater)


Deposit(1)

from 1 July

2013

Fee from

1 Jul y 2014(incl. GST)

Deposit from1July 2014

(incl.GST)

Pre-application Pre-application meeting – standard $260 $265

Pre-application meeting – complex(initial deposit, with additionalcharges by the hour)

$260 $265

Non-notified Roof-mounted skylight, solar tubes,roof window, sun tunnel/solar panels

$500 $500

Single infringement controlled orrestricted discretionary activity (forexample accessory building,additions and alterations, signs)

$1,500 $2,500

Complex application (for exampledensity applications, four or moredwellings units)

$4,000 $4,500

Other residential applications $1,500 Consolidatedinto single

infringement

Other non-residential applications $2,500 Consolidatedinto complexapplications

Tree works, where district planrequires payment of a charge

$615 $615





Type Descript ion Fee from 1July 2013(incl. GST)

Deposit(1)

from 1 July

2013

Fee from

1 July 2014(incl. GST)


(incl.GST)

Subdivisions Boundary adjustment $1,500 $2,000

Freehold subdivision around existingdevelopment

$2,000 Consolidatedinto three or

more lots

Other freehold subdivision one ortwo lots

$2,500 Consolidatedinto three or

more lots

Other freehold subdivision three ormore lots

$3,500 $3,500

Cross lease: first stage, updates orcomplete stage

$1,090 $1,200

Cross lease: subsequent stages orupdate

$615 Consolidatedinto first stage

Unit title: proposed unitdevelopment, unit plan, substitutedproposed unit plan or redevelopmentplan

$1,090

Consolidatedinto first stage

Unit title: certificate or complete unitplan - section 32(2)(a) of the UnitTitles Act

$500 Consolidatedinto unit plan

Unit title certificate; cross-lease orunit title amendment or variation

$500 Consolidatedinto unit plan

Consent to vary or cancel consentnotice condition

$1,020 $2,000

Approval of survey plan $300 Not required

Certificate for completion ofconditions under section 224(c) ofthe Resource Management Act 1991

$500 $1,000

Subdivisions Certificate under section 226 of the

Resource Management Act 1991

$500 Consolidated

into certificatefor completion

Consent for individual disposition ofland held in particular certificate oftitle or cancellation of requirementthat allotments be amalgamated

$500 Consolidatedinto certificatefor completion

Consent to create, surrender, mergeor vary easement and section 348 ofthe Local Government Act 2002approval (right of way)


Consent to alter or cancel buildingline restriction


Combined land use andsubdivision consent (non-notified)

one to 10 lots $3,500 $4,00011 or more lots $4,500 $5,000

Liquor Resource management certificateunder the Sale of Liquor Act (relianton resource consent)


Liquor Planning Certificate –Permitted Activity


Liquor Planning Certificate – Existinguse rights







Deposit(1)

from 1 July

2013

Fee from

1 Jul y 2014(incl. GST)


(incl.GST)

Notified applications Notified application for tree works,where district plan requires paymentof a charge

$530 $530 $530 $530

Application involving heritage item $1,535 $1,535

Limited notification $7,000 $10,000

Application to change or cancelconditions of consent (notified)


Review of consent conditions(notified)


Hearing of resource consentapplication

$3,000 $3,000

Other notified applications $10,000 $20,000

Compliance and monitoring Compliance and monitoring Depositcharged

whenconsentgranted

Depositcharged when

consentgranted

Other Certificate of Compliance $750 Consolidatedinto certificatefor completion

Existing Use Certificate $750 Consolidatedinto certificatefor completion

Confirmation of compliance withNational Environmental Standards


Application for extension of consent $750 Consolidated

into certificatefor completion

Application to change or cancelconditions of consent (non-notified)

$750 Consolidatedinto to vary or

cancel

Review of consent conditions (non-notified)

$750 Consolidatedinto to vary or

cancel

Waiver of outline plan $500 $500

Approval of outline plan of works $1,000 $1,000

Bond or damage deposit ascondition of consent

No deposit No deposit

Annual Coastal Licence – renewal $140 $150

Issuing consent report Weekly (annual subscription) $1,112 $1,112 $1,390 $1,390

Monthly (annual subscription) $540 $540 $670 $670

Single request $105 $105 $130 $130

Engineering Approval of minor engineering works $500 $500

Approval of major engineering works $1,500 $1,500

Approval of engineering works –common access way

$500 $500

Consent to drainage works –construction of private drainsthrough adjoining premises or workson private land

$1,500 $1,500

Note: 1. The deposit amount is payable when the application/service request is lodged. Where the actual costs are lower than the depositpaid, a refund will be made to the original payer. Where the actual costs exceed the deposit paid, the additional costs (including charges by

external specialists) will be invoiced. Interim invoices may be issued to avoid a large invoice at the end of the process.





Hour ly r a tes

Description(1)

Specialty Hourly rate from 1July 2013 (incl. GST)

Hourly rate from 1July 2014 (incl.GST)

Manager/projectmanager/legal services

All areas $175 $177

Team leader All areas $160 $162

Specialist/senior Planning, engineering, subdivisions,environmental health, compliance andmonitoring, urban designer, arborist,licensing, incident investigators, other

$160 $162

Senior building processingand inspections

Building processing and inspections $157 $159

Planning, engineering,subdivisions, urban designer,arborist, other (excludingspecialist/senior)

Planning, engineering, subdivisions, urbandesigner, arborist, other

$145 $146

Building processing andinspections, compliance,monitoring, environmental

health

Building, compliance , monitoring,environmental health, licensing, incidentinvestigators, other

$130 $135

Assistant/technician Assistant planner, graduate developmentengineer, graduate resource consent planner,planning technician

$125 Not required


Note:


departments.

Additional notes to resource consent fee schedules above

Subject Detail

Deposit vs. actualcharge

The processing deposit and the inspection deposit are payable when the application/servicerequest is lodged. Where the actual costs are lower than the deposit paid a refund will be made tothe original payer. Where the actual costs exceed the deposit paid, the additional costs (includingcharges by external specialists) will be invoiced. Interim invoices may be issued to avoid a largeinvoice at the end of the process.

Deposit level For complex and significant applications or if specialist input is needed, the council may require ahigher deposit payment before proceeding. This will be discussed with the applicant in advance.

Hourly rates The hourly rates displayed in the Hourly rates table above apply to all resource managementrelated services including private plan changes and notices of requirement.

Private plan changesand notices ofrequirement

The existing deposit requirements for private plan changes and notices of requirement remain inforce. These can be found in Volume 3 of the council’s Annual Plan 2011/2012.

Financial anddevelopmentcontributions

Financial and/or development contributions may be payable in addition to the consent processingcharges. Please refer to the development or financial contributions policy and relevant district planfor your development.

Pre-application fee The ‘Pre-application meeting – standard’ charge is a fixed fee i.e. there will be no further charge.Complex meetings will be charged based on the number and hourly rate of council staff attending.Please refer to the council website for further information.

Other Services Other services will be charged at cost.





Administration, Monitoring and Supervision (AMS) charges andFunctions, Powers and Duties (FPD) charges

Background

• Section 36 of the Resource Management Act (RMA) provides guidance on the charges payable by consentholders of resource consents, for the carrying out by the local authority of its functions in relation to theadministration, monitoring and supervision of resource consents, and for the carrying out of its resourcemanagement functions under section 35.

• In order to achieve a fair and equitable sharing of the financial cost of this function the council has evaluatedits functions and decided what proportion of each work programme and consent related activity should berecovered directly from individuals (either holders of resource consents, consent applicants or peoplecausing environmental degradation), and what should be funded by the community at large through generalrates. These funding decisions are made in accordance with section 36 of the RMA, and are set out in theRevenue and financing policy section of the Auckland Council Long-term Plan 2012-2022.

• This schedule sets out the proposed charges for monitoring and supervision and functions, powers and

duties (annual charges) for the period 1 July 2014 to 30 June 2015.

Key def in i t ion s

• Administration, Monitoring and Supervision (AMS) Charges.

• The AMS charges cover the cost of undertaking compliance monitoring inspections, reporting andadministration associated with ensuring activities are carried out in accordance with consent conditions.This charge will vary between consents.

• Functions, Powers and Duties (FPD) Charges.

• The FPD charges cover consent holder contributions to Council’s State of the Environment monitoringprogrammes, environmental research and investigations, educational and advisory programmes as

provided for under section 35 of the RMA.

• AR refers to actual and reasonable cost.

• CMPD refers to cupid metre per day; CMP YR refers to cupid metre per year.

A. Di scharges to ai r

Activi ty descr ip tion Number of visi ts Total current charge (incl.GST) (per annum)

Total proposed charge from 1July 2014

(incl . GST) (per annum)

Minor 0.25 $441.60 + AR $441.60 + AR

Very Low 0.50 $943.00 + AR $943.00 + AR

Low 1 $1,768.70 + AR $1,768.70 + AR

Medium 2 $3,536.25 + AR $3,536.25 + AR

Major > 2 $1768.70 per visit + AR $1,768.70 per visit + AR





B. Coastal act iv i t ies

Activi ty desc ript ion Total current charge (incl. GST)(per annum)



Seawalls $111.55 + AR $111.55 + AR

Coastal structures (other than seawalls)Coastal activity

Coastal event

Coastal other

$111.55 + AR $111.55 + AR

Moorings $88.55 + AR $88.55 + AR

Dredging, reclamation $554.30 + AR $554.30 + AR

Vegetation removal, disposal / deposit $872.85 + AR $872.85 + AR

Extraction $1,891.75 + AR $1,891.75 + AR

Marine farm $194.35 per ha of farm + AR $194.35 per ha of farm + AR

C. Discharges to land and water (wastewater , d isch arge oth er ,dai ry, landf i l l , contamin ated si tes, animal waste)

Activi ty desc ript ion Total current charge (incl. GST)(per annum)


(incl. GST) (per annum)

Dairy Discharges to Ground

Farm Dairy Permitted Activities (Permitted Activity asper Auckland Regional Plan Farm Dairy Discharges)

$71.30 + AR $71.30 + AR

Discharges to Ground

Domestic Dwelling AR AR

Low $77.05 + AR $77.05 + AR

Medium $100.05 + AR $100.05 + ARHigh $154.10 + AR $154.10 + AR

Major – tier 1 $230 + AR $230.00 + AR

Major – tier 2 $465.75 + AR $465.75 + AR

Major – tier 3 $925.75 + AR $925.75 + AR

Major – tier 4 $1,850.35 + AR $1,850.35 + AR

Major – special Assessed on individual basis Assessed on individual basis

Contaminated Sites - Low $242.65 + AR $242.65 + AR

Contaminated Sites- Moderate $539.35 + AR $539.35 + AR

Discharges to open coast and harbours

Low $106.95 + AR $106.95 + AR

Medium $134.55 + AR $134.55 + AR

High $188.60 + AR $188.60 + AR

Major – tier 1 $347.30 + AR $347.30 + AR

Major – tier 2 $701.50 + AR $701.50 + AR

Major – tier 3 $1,384.60 + AR $1,384.60 + AR

Major – tier 4 $2,776.10 + AR $2,776.10 + AR


Discharges to Streams/Lakes

Low $134.55 + AR $134.55 + AR

Medium $202.40 + AR $202.40 + AR

High $269.10 + AR $269.10 + AR

Major – tier 1 $460 + AR $460.00 + AR





Activi ty descr ip tion Total current charge (incl. GST)(per annum)



Major – tier 2 $931.50+ AR $931.50 + AR

Major – tier 3 $1,805.35 + AR $1,805.35 + AR

Major – tier 4 $3,701.85 + AR $3,701.85 + AR


Dairy Discharges to Streams

Farm Dairy up to 6cmpd $158.70 + AR $158.70 + AR

Farm Dairy between 6cmpd and 30cmpd $226.55 + AR $226.55 + AR

Farm Dairy greater than 30cmpd $293.25 + AR $293.25 + AR

Open Landfills

Small $807.30 + AR $807.30 + AR

Medium - Large $3,371.80 + AR $3,371.80 + AR

Closed Landfills

Per site $943 + AR $943.00 + AR

Major Discharge ConsentsWatercare Services Rosedale STP $29,468.75 + AR $29,763.44 + AR

Watercare Services Māngere STP $58,937.50 + AR $59.526.87 + AR

Watercare Services Army Bay STP $6,070.85 + AR $6,131.56 + AR

Wastewater Network Overflows

Watercare Services Ltd $194,376.45 + AR $196,320.21 + AR

United Water $6,012.20 + AR $6,072.32 + AR

Auck land Network

Watercare Services Ltd – existing use rights $64,831.25 + AR $65,479.56 + AR

D. Discharg es of sto rmw ater Activi ty descr ip tion Total cur rent charge (incl.

GST) (per annum)Total proposed chargefrom 1 July 2014 (incl.

GST) (per annum)

Auckland Council $707,250 + AR $714,322.50 + AR

Stormwater Discharge from Industrial/Commercial sites or an Industrial or Trade Activityconsent

Private Stormwater N/A AR AR

Minor Self-regulation AR AR

Low Every five years AR AR

Medium Every two years $287.50 + AR $143.75 + AR

High Every year $575 + AR $287.50 + ARMajor >Once a year $1,150 + AR $575.00 + AR

E. Land dis tur bance

Activi ty descr ip tion Total cur rent charge (incl.GST) (per annum)

Total proposed chargefrom 1 July 2014 (incl.

GST) (per annum)

Vegetation Removal

Permitted Activity as per ARP: Sediment Control $47.15 per ha $47.15 per ha

Per vegetation removal operation $47.15 per ha + AR $47.15 per ha + AR

Quarries A worked area less than 2 ha $589.95 + AR $589.95 + AR

A worked area greater than or equal to 2 ha and less than 5 ha $848.70 + AR $848.70 + AR





Activi ty desc ript ion Total current charge (incl.GST) (per annum)

Total proposed chargefrom 1 July 2014 (incl .

GST) (per annum)

A worked area greater than or equal to 5 Ha and less than 10 ha $1,697.40 + AR $1,697.40 + AR

A worked area of 10.0 ha or greater $2,593.25 + AR $2,593.25 + AR

Earthworks

Duration of disturbance less than two months $483 per ha + AR $483.00 per ha + ARDuration of disturbance is equal to or greater than two months andless than six months

$652.05 per ha + AR$652.05 per ha + AR

Duration of disturbance equal to or greater than 6 months $874 per ha + AR $874.00 per ha + AR

Riverbed / Stream Works

Length of disturbance less than 50m $556.60 + AR $556.60 + AR

Length of disturbance is equal to or greater than 50m $1,320.20 + AR $1,320.20 + AR

Diversion Of Surface Water

Diversion of surface water $560.05 + AR $560.05 + AR

F. Take, use, dam o r di ver t w ater – inclu din g f r eshw ater ,geothermal w ater and c oastal (sea) water

Consent category Current AMS charge (incl.GST) (per annum)

Proposed AMS chargefrom 1 July 2014 (incl.

GST) (per annum)

Major Consents AR AR

Important monitor ing consents $196.65 $196.65

CONSENTS TO TAKE OR DIVERT WATER FOR THE LISTED CATCHMENTS OR AQUIFERS

Surface water catchments

Any take from stream flow or lake and greater than 50 cmpd Aquifers (listed below)

Aqui fer Cri ter ia for importantmonitoring c onsents

Criteria for importantmonitoring consents

Tomarata Waitematā sandstone aquifer greater than 5,000 cmp yr greater than 5,000 cmp yr

Omaha All All

Waiwera Geothermal greater than 10 cmpd greater than 10 cmpd

Parakai Geothermal greater than 10 cmpd greater than 10 cmpd

Kumeu Hobsonville aquifer greater than 3,000 cmp yr greater than 3,000 cmp yr

Auckland Isthmus Aquifers greater than 20,000 cmp yr greater than 20,000 cmp yr

Waiheke Island Aquifers greater than 2,000 cmp yr greater than 2,000 cmp yr

Manukau Waitematā aquifers greater than 10,000 cmp yr greater than 10,000 cmp yrManukau Kaawa aquifer greater than 10,000 cmp yr greater than 10,000 cmp yr

Clevedon Waitematā sandstone aquifer greater than 10,000 cmp yr greater than 10,000 cmp yr

Drury Sand-Volcanic aquifers greater than 2,000 cmp yr greater than 2,000 cmp yr

Franklin volcanic aquifers (Pukekohe, Bombay and Glenbrook) greater than 5,000 cmp yr greater than 5,000 cmp yr

Franklin Kaawa ( Waiau Pa-Glenbrook zone) aquifer greater than 2,000 cmp yr greater than 2,000 cmp yr

Franklin Kaawa (Karaka and Pukekohe zones) aquifer greater than 5,000 cmp yr greater than 5,000 cmp yr

Franklin Kaawa (Bombay-Drury, Pukekohe West and Waiukuzones) aquifer

greater than 10,000 cmp yr greater than 10,000 cmp yr

South Auckland Waitematā aquifer greater than 10,000 cmp yr greater than 10,000 cmp yr

Low impact moni toring consents $62.10 $62.10

Consents to take or divert water that do not fall into any of the above categories and are not amajor or named consent.

Dam water $196.65 $196.65





Consent category Current AMS charge (incl.GST) (per annum)

Proposed AMS chargefrom 1 July 2014 (incl .

GST) (per annum)

Consents to dam water that do not fall into any of the above categories and are not a major ornamed consent have a standard AMS charge

Dam water (engineering inspection completed and dam fullycompliant or inspection not required)

$62.10 $62.10

Consents to dam water that do not fall into any of the above categories and are not a major ornamed consent have a standard AMS charge

Use type Special catchments or aquifers

Author ised maximum dail y quant ity in cub ic met res (cmpd)

T1 T2 T3 T4 T5 T6 T7 Tier 7$/cmpd –currentcharge

(incl. GST)

Tier 7 $/cmpd –proposed

charge from 1July 2014(incl. GST)

Take fresh water for vegetablewashing and irrigation oforchards, market garden,pasture or sportsfield

0-175 176-350 351-525 526-700 701-1050

1051-1400

1401-1750

$0.80 $0.80

Take fresh water for irrigationof hothouse, shade house,nursery, bowling green , golfcourse

0-75 76-150 151-225 226-300 301-450 451-600 601-750 $1.90 $1.90

Take fresh water for industrialuse, municipal supply,communal domestic use, stockwatering, dairy shed supply,ground dewatering, other.Diversion of groundwater(taken from aquifer)

0-50 51-100 101-150 151-200 201-300 301-400 401-500 $2.85 $2.85

Take geothermal water 0-20 21-40 41-60 61-80 81-120 121-160 161-200 $7.10 $7.10Diversion of groundwater(remains in aquifer)

all

Take fresh water foremergency/standby use onlyfrom an alternative source.

all

Dam water (no take consent)off stream or catchment up to100ha

all

Dam water (no take consent)on stream and catchmentgreater than 100ha

all

Take coastal water Assessed individually based on authorised maximum daily amount

Use type Not in special catchments or aquifers

Author ised maximum dail y quant ity in cub ic met res (cmpd)


(incl. GST)

Tier 7$/cmpd –proposed

charge from1 Jul y 2014(incl. GST)

Take fresh water for vegetablewashing and irrigation of:orchards, market garden,

pasture or sportsfield

0-250 251-500 501-750 751-1000

1001-1500

1501-2000

2001-2500

$0.57 $0.57

Take fresh water for irrigationof: hothouse, shade house,nursery, bowling green, golf

0-100 101-200 201-300 301-400 401-600 601-800 801-1000

$1.45 $1.45





Use type Not in special catchments or aquifers

Author ised maximum dail y quant it y in cub ic met res (cmpd)


(incl. GST)

Tier 7$/cmpd –proposed

charge from1 July 2014

(incl. GST)course

Take fresh water for industrialuse, municipal supply,communal domestic use, stockuse, dairy shed supply, grounddewatering, other. Diversion ofgroundwater (taken fromaquifer)

0-70 71-140 141-210 211-280 281-420 421-560 561-700 $2.05 $2.05

Take geothermal water 0-40 41-80 81-120 121-160 161-240 241-320 321-400 $3.60 $3.60

Diversion of groundwater(remains in aquifer)

all

Take fresh water for

emergency/standby use onlyfrom an alternative source. all

Dam water (no take consent)off stream or catchment up to100ha

all

Dam water (no take consent)on stream and catchmentgreater than 100ha

all

Take coastal water Assessed individually based on authorised maximum daily amount

Activi ty descr ip tion Current FPD charge


Proposed FPD charge from 1 July2014 (incl. GST) (per annum)

Functions, Powers and Duties Tiers

Tier 1 $82.80 $82.80

Tier 2 $163.30 $163.30

Tier 3 $327.75 $327.75

Tier 4 $492.20 $492.20

Tier 5 $656.65 $656.65

Tier 6 $984.40 $984.40

Tier 7 $1,313.30 $1,313.30

> Tier 7 Use type charge per cubic metreper day

Use type charge per cubic metre perday

Named Consent Activit y description Total charge from 1 July 2013(incl . GST) (per annum)

Total charge from 1 July2014 (incl. GST) (per

annum)

Watercare Services Ltd –Dam

Take from Dam per consent $14,792.45 $14,940.37

Watercare Services Ltd –Well

Take from Onehunga well – perconsent

$21,281.90 $21,494.72





Part III: Changes to animal management fees and charges for2014/2015

As resolved by the council during the Annual Plan 2013/2014 process, the fees and charges for animalmanagement will be increased to recover a greater proportion of cost of delivering the service, with the level ofcost recovery reaching the target of 60 per cent in 2014/2015. The fees and charges included in this part reflectthis decision.

Fixed fees

Type Descript ion Current fee (incl.GST)

Proposed fee from1 July 2014 (inc l.

GST)

Dog registration - ifpaid on or before 1

August of theregistration year(conditions apply)

Standard fee(1) $121 $134

Responsible Dog Owner Licence (RDOL) with de-sexeddog

(2)

$55 $60

Responsible Dog Owner Licence (RDOL) with entire dog $62 $69

De-sexed dog (no Responsible Dog Owner Licence) (3) $87 $96

Supergold Community Services Combo Card holder (4)

$55 $60

Special category dog(5)

$0 $0

Working dog(6)

$27 $30

Classified dangerous dog 150% ofapplicable fee

150% of applicablefee

Dog registration - ifpaid after 1 Augustof the registrationyear

Standard fee(1)

$148 $164

De-sexed dog $114 $126

Supergold Community Services Combo Card holder (4) $62 $75

Special category dog(5)

$0 $0

Working dog(6)

$30 $37

Classified dangerous dog 150% ofapplicable fee

150% of applicablefee

Licence application Responsible Dog Owner Licence application fee $0 $0

Other animalmanagement

Multiple dog permit application fee $37 $41

Replacement registration tag $7 $8

Dog impoundment fee first offence $70 $71

Dog impoundment fee second offence $130 $133

Dog impoundment fee third and subsequent offence $200 $205

Daily sustenance for impounded dog $18 $18

Large animal impoundment fee $27 $27

Large animal daily sustenance (excluding first day) $16 $16

Small animal impoundment fee $16 $16

Small animal daily sustenance (excluding first day) $11 $11

Vet care, microchipping, de-sexing, adoption, handover ofownership of dog

Contact thecouncil

Contact the council

Stock driving fee per kilometre Actual cost Actual cost

Notes:

1. Dogs less than three months of age and imported dogs registered for the first time on or after 2 August pay a portion of the annual fee

based on the number of complete months remaining in the registration year. All other dogs registered for the first time on or after 2

August pay the fee listed under ‘If paid after 1 August’.

2. To qualify, you must hold a current Responsible Dog Owner Licence (RDOL) prior to making your application and supplied the council

a valid veterinary certificate as proof your dog has been de-sexed prior to, or with your application. You only need to send the

certificate once. RDOL discount is only applicable to RDOL holders and RDOL status will be revoked for non-payment by due date (1

August). The fee category applicable then would revert to the underlying re-registration category.





3. To qualify, you must supply the council with a valid veterinary certificate as proof your dog has been de-sexed prior to or with your

application. You only need to send the certificate once.

4. To qualify, you must present your current Supergold Community Services (CSC) Combo Card to the council. You need only present

the card once.

5. The term ‘special category dog’ applies to dogs used for or by disability assist, Police, Department of State, Aviation Security Service,

Civil Defence, or Biosecurity Act 1993 as defined in section 2 of the Dog Control Act 1996 under the term Working Dog. It does not

apply to dogs used for herding or driving stock or by security guards.

6. To qualify, the owner must sign a declaration and if requested demonstrate the dog's ability to herd or drive stock to the satisfaction of

council officer.

Hour ly r a tes

Description(1)

Specialty Current hourlyrate (inc l. GST)

Proposed hourlyrate from 1 July2014 (incl . GST)

Manager/project manager/legal services All areas $175 $177


Planning, engineering, subdivisions, urbandesigner, arborist, animal management,other (excluding specialist/ advisor/ senior)

Planning, engineering, subdivisions,urban designer, arborist, stockimpoundment, other

$145 $146

Assistant/technician Assistant planner, graduatedevelopment engineer, graduateresource consent planner, planningtechnician

$125 $126


Note:


departments.





Part IV: Changes to environmental health and licensing fees andcharges

Food premises l i censing

As approved by the council during the Annual Plan 2013/2014 process, licensing fees for food premises will bestandardised across the region over a period of five years (2013/2014 – 2017/2018), with cost recovery rate forthe food licensing service increasing from 63 per cent to 90 per cent over the period. The detailed transitionpathway for each of the existing fees was included in the draft Annual Plan 2013/2014 for consultation. Thisincluded changes proposed to each fee for each of the five years during transition. For 2014/2015 the council isproposing no change to the fees consulted on. The tables below show the fees for 2014/2015 (the second yearof the transition period) as included in the draft Annual Plan 2013/2014, with the exception of fees that havereached the cost recovery target in which case they are reduced slightly to reflect the council’s latest inflationforecasts. The fee levels vary depending on which former council area the premises are located in.

Premises that have a registered Voluntary Implementation Programme – Food Control Plan with council will becharged an annual fee based on the risk rating of the food premises (determined by Council) and using theGrade category they achieve in the previous year.

Auckland cent ral and is lands

Transitional feecategory

(1)

Standardised feecategory

(1)

Fee for new premises and existi ngtransferred to new owners (incl. GST)

($)(2)

Fee for other existi ng premises

(incl. GST) ($)

Current fee Proposed fee from 1 July2014

Current fee Proposed fee from 1July 2014

Small high – risk Agrade

Grade A, High risk 1,014 1,024 860 921

Small high – risk Bgrade

Grade B, High risk 1,194 1,206 1,092 1,145

Small high – risk Dgrade

Grade D, High risk 1,373 1,387 1,323 1,369

Small high – risk Egrade

Grade E, High risk 1,731 1,748 1,649 1,712

Large high – risk Agrade

Grade A, High risk 1,014 1,024 1,014 1,024

Large high – risk Bgrade

Grade B, High risk 1,194 1,206 1,194 1,206

Large high – risk Dgrade

Grade D, High risk 1,373 1,387 1,373 1,378

Large high – risk Egrade

Grade E, High risk 1,731 1,748 1,731 1,748

Small medium – risk

A grade

Grade A, Medium

risk

525 530 525 530

Small medium – riskB grade

Grade B, Mediumrisk

883 892 749 802

Small medium – riskD grade

Grade D, Mediumrisk

1,098 1,109 920 988

Small medium – riskE grade

Grade E, Mediumrisk

1,385 1,399 1,151 1,240

Large medium – risk A grade

Grade A, Mediumrisk

525 530 525 530

Large medium – riskB grade

Grade B, Mediumrisk

883 892 883 892

Large medium – risk

D grade

Grade D, Medium

risk

1,098 1,109 1,098 1,109

Large medium – riskE grade

Grade E, Mediumrisk

1,385 1,399 1,385 1,399






(1)


(1)

Fee for new premises and existingtransferred to new owners (incl. GST)

($)(2)


(incl. GST) ($)

Small low – risk Agrade

Grade A, Low risk 394 398 308 338

Small low – risk Bgrade

Grade B, Low risk 448 452 382 409

Small low – risk Dgrade

Grade D, Low risk 609 615 479 524

Small low – risk Egrade

Grade E, Low risk 824 832 610 680

Large low – risk Agrade

Grade A, Low risk 394 398 394 398

Large low – risk Bgrade

Grade B, Low risk 448 452 448 452

Large low – risk Dgrade

Grade D, Low risk 609 615 609 615

Large low – risk Egrade

Grade E, Low risk 824 832 822 832

Re-grading and re-inspections

Re-grading 571 577 571 577

New premises fee New premisesfee (3)

239 241

Notes:

1. These two columns provide an indicative mapping between the transitional (legacy) fee categories and the standardised fee category

under the new grading system. The actual risk and performance grade of a specific licensee (and hence the standardised fee category

that it falls under) will be determined by the council, during the year prior.

2. The fees shown in these columns apply to new premises and existing premises being transferred to new owners, where the transition

arrangement does not apply. Fees for other premises will be subject to the transition arrangement. These are displayed in the two right

most columns of the table.

3. This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. Thetransition arrangement does not apply to this fee.

Franklin

Fee category Fee for new premises and exist ingtransferred to new owners (incl. GST)

($)(1)


(incl. GST) ($)

Current fee Proposed fee from1 July 2014

Current fee Proposed fee from 1 July2014

Grade A, High risk 1,014 1,024 467 619

Grade B, High risk 1,194 1,206 503 692

Grade D, High risk 1,373 1,387 539 766Grade E, High risk 1,731 1,748 610 913

Grade A, Medium risk 525 530 369 418

Grade B, Medium risk 883 892 441 565

Grade D, Medium risk 1,098 1,109 484 653

Grade E, Medium risk 1,385 1,399 541 771

Grade A, Low risk 394 398 343 364

Grade B, Low risk 448 452 354 387

Grade D, Low risk 609 615 386 453

Grade E, Low risk 824 832 429 541

Re-grading 571 577 296 374New premises fee

2 239 241





Notes to previous table:




2. This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. The

transition plan does not apply to this fee.

Manukau


(2)

Standardised fee category

(2)

Fee for new premises and existi ngtransferred to new owners (incl.

GST) ($)(3)


(incl. GST) ($)

Current fee Proposed feefrom 1 July 2014


Up to 50m2 Grade A, High risk 1,014 1,024 628 742

Grade B, High risk 1,194 1,206 664 816

Grade D, High risk 1,373 1,387 699 889

Grade E, High risk 1,731 1,748 771 1,036





Grade A, Low risk 394 398 394 398

Grade B, Low risk 448 452 448 452

Grade D, Low risk 609 615 547 576

Grade E, Low risk 824 832 590 664

Up to 200m2

Grade A, High risk 1,014 1,024 736 825

Grade B, High risk 1,194 1,206 772 899Grade D, High risk 1,373 1,387 807 973

Grade E, High risk 1,731 1,748 879 1,119





Grade A, Low risk 394 398 394 398

Grade B, Low risk 448 452 448 452

Grade D, Low risk 609 615 609 615

Grade E, Low risk 824 832 698 747

Up to 400m2

Grade A, High risk 1,014 1,024 824 893

Grade B, High risk 1,194 1,206 860 967

Grade D, High risk 1,373 1,387 895 1,040

Grade E, High risk 1,731 1,748 967 1,187




Grade E, Medium risk 1,385 1,399 898 1,045

Grade A, Low risk 394 398 394 398

Grade B, Low risk 448 452 448 452

Grade D, Low risk 609 615 609 615






(2)

Standardised fee category

(2)

Fee for new premises and existi ngtransferred to new owners (incl.

GST) ($)(3)


(incl. GST) ($)



Grade E, Low risk 824 832 786 815

Up to 800m2 Grade A, High risk 1,014 1,024 915 963

Grade B, High risk 1,194 1,206 951 1,037

Grade D, High risk 1,373 1,387 987 1,110

Grade E, High risk 1,731 1,748 1,058 1,257





Grade A, Low risk 394 398 394 398

Grade B, Low risk 448 452 448 452

Grade D, Low risk 609 615 609 615

Grade E, Low risk 824 832 824 832

Over 800m2

Grade A, High risk 1,014 1,024 1,014 1,024

Grade B, High risk 1,194 1,206 1,074 1,132

Grade D, High risk 1,373 1,387 1,110 1,205

Grade E, High risk 1,731 1,748 1,181 1,352



Grade D, Medium risk 1,098 1,109 1,055 1,092

Grade E, Medium risk 1,385 1,399 1,112 1,210

Grade A, Low risk 394 398 394 398

Grade B, Low risk 448 452 448 452

Grade D, Low risk 609 615 609 615

Grade E, Low risk 824 832 824 832

Regrading Regrading 571 577 221 317

New premisesfee

New premises fee(4)

239 241

Notes:

1. Fees applied in the former Manukau City Council area were based on size as opposed to risk and performance grade. Specific fees

were subject to a discount or surcharge up to plus or minus 20 per cent based on historical grades.













North Shore


(1)


(1)

Fee for new premises and existingtransferred to new owners (incl. GST)

($)(2)


(incl. GST) ($)



Food premises –category 2

Grade A, High risk 1,014 1,024 614 732


Grade B, High risk 1,194 1,206 702 846


Grade D, High risk 1,373 1,387 1,373 1,387


Grade E, High risk 1,731 1,748 1,731 1,748


Grade A, Mediumrisk

525 530 445 477


Grade B, Mediumrisk

883 892 541 642


Grade D, Mediumrisk

1,098 1,109 912 982


Grade E, Mediumrisk

1,385 1,399 1,054 1,165


Grade A, Low risk 394 398 394 398


Grade B, Low risk 448 452 448 452


Grade D, Low risk 609 615 609 615


Grade E, Low risk 824 832 824 832

Re-grading 571 577 267 352New premises fee

(3) 239 241

(3)

Notes:




2. The fees shown in this column apply to new premises and existing premises being transferred to new owners, where the transition









Papakura

Transitional fee category(1)

Standardisedfee category

(1)

Fee for new premises andexisting tr ansferred to new

owners (inc l. GST) ($)(2)


(incl. GST) ($)

Category Description ofpremises

Current fee Proposed feefrom 1 July

2014


2014Existingpremises with Aor B grading

General foodretailing

Grade A, Highrisk

1,014 1,024 592 715

Grade A,Medium risk

525 530 494 514

Grade A, Lowrisk

394 398 394 398

Grade B, Highrisk

1,194 1,206 628 788

Grade B,Medium risk

883 892 565 661

Grade B, Low

risk

448 452 448 452

Existingpremises with Aor B grading

Multi-licencepremises (e.g.supermarkets),registration ofbasic premises

Grade A, Highrisk

1,014 1,024 592 715

Grade A,Medium risk

525 530 494 514

Grade A, Lowrisk

394 398 394 398

Grade B, Highrisk

1,194 1,206 628 788

Grade B,Medium risk

883 892 565 661

Grade B, Low

risk

448 452 448 452

Eating houses(A or B grading)

Take-awayretailer

Grade A, Highrisk

1,014 1,024 592 715

Grade A,Medium risk

525 530 494 514

Grade A, Lowrisk

394 398 394 398

Grade B, Highrisk

1,194 1206 628 788

Grade B,Medium risk

883 892 565 661

Grade B, Lowrisk

448 452 448 452


Tea-rooms,coffee-bars,restaurants &licensedpremises withseating for notmore than 50persons

Grade A, Highrisk

1,014 1024 592 715

Grade A,Medium risk

525 530 494 514

Grade A, Lowrisk

394 398 394 398

Grade B, Highrisk

1,194 1206 628 788

Grade B,Medium risk

883 892 565 661

Grade B, Lowrisk

448 452 448 452







(1)

Fee for new premises andexisting transferred to new



(incl. GST) ($)

Category Descripti on ofpremises


2014


2014

Eating houses

(A or B grading)

Tea-rooms,

coffee-bars,restaurants &licensedpremises withseating for morethan 50 but notmore than 100persons

Grade A, High

risk

1,014 1024 669 774

Grade A,Medium risk

525 530 525 530

Grade A, Lowrisk

394 398 394 398

Grade B, Highrisk

1,194 1206 705 848

Grade B,Medium risk

883 892 643 721

Grade B, Lowrisk

448 452 448 452


Tea-rooms,coffee-bars,restaurants &licensedpremises withseating for morethan 100persons

Grade A, Highrisk

1,014 1024 746 833

Grade A,Medium risk

525 530 525 530

Grade A, Lowrisk

394 398 394 398

Grade B, Highrisk

1,194 1,206 782 907

Grade B,Medium risk

883 892 720 780

Grade B, Lowrisk

448 452 448 452


Wholesalemanufacturing

(includingSection 5 of theFood HygieneRegulations1974 premises)

Grade A, Highrisk

1,014 1,024 631 745

Grade A,Medium risk

525 530 525 530

Grade A, Lowrisk

394 398 394 398

Grade B, Highrisk

1,194 1,206 667 819

Grade B,Medium risk

883 892 605 691

Grade B, Lowrisk

448 452 448 452

Fee for newpremises or

registration andif premises havenot been gradedor has a D or Egrading

General foodretailing

Grade D, Highrisk

1,373 1,387 783 954

Grade D,Medium risk

1,098 1,109 728 841

Grade D, Lowrisk

609 615 609 615

Grade E, Highrisk

1,731 1,748 855 1,101

Grade E,Medium risk

1,385 1,399 786 959

Grade E, Lowrisk

824 832 674 729







(1)

Fee for new premises andexisting tr ansferred to new



(incl. GST) ($)

Category Description ofpremises


2014


2014

Fee for new

premises orregistration andif premises havenot been gradedor has a D or Egrading

Multi-premises

(e.g.Supermarkets)Registration ofbasic premises

Grade D, High

risk

1,373 1,387 783 954

Grade D,Medium risk

1,098 1,109 728 841

Grade D, Lowrisk

609 615 609 615

Grade E, Highrisk

1,731 1,748 855 1,101

Grade E,Medium risk

1,385 1,399 786 959

Grade E, Lowrisk

824 832 674 729

Eating houses (ifpremises havenot been gradedor have a D or Egrading)

Take-awayretailer

Grade D, Highrisk

1,373 1,387 783 954

Grade D,Medium risk

1,098 1,109 728 841

Grade D, Lowrisk

609 615 609 615

Grade E, Highrisk

1,731 1,748 855 1,101

Grade E,Medium risk

1,385 1,399 786 959

Grade E, Lowrisk

824 832 674 729

Eating houses (ifpremises have

not been gradedor have a D or Egrading)

Tea-rooms,coffee-bars,

restaurants &licensedpremises withseating for notmore than 50persons

Grade D, Highrisk

1,373 1,387 783 954

Grade D,Medium risk

1,098 1,109 728 841

Grade D, Lowrisk

609 615 609 615

Grade E, Highrisk

1,731 1,748 855 1,101

Grade E,Medium risk

1,385 1,399 786 959

Grade E, Lowrisk

824 832 674 729

Eating houses (ifpremises have

not been gradedor have a D or Egrading)

Tea-rooms,coffee-bars,

restaurants &licensedpremises withseating for morethan 50 but notmore than 100persons

Grade D, Highrisk

1,373 1,387 843 1,000

Grade D,Medium risk

1,098 1,109 788 887

Grade D, Lowrisk

609 615 609 615

Grade E, Highrisk

1,731 1,748 915 1,147

Grade E,Medium risk

1,385 1,399 846 1,005

Grade E, Lowrisk

824 832 734 775







(1)




(incl. GST) ($)

Category Descripti on ofpremises


2014


2014

Eating houses (if

premises havenot been gradedor have a D or Egrading)

Tea-rooms,

coffee-bars,restaurants &licensedpremises withseating for morethan 100persons

Grade D, High

risk

1,373 1,387 929 1,066

Grade D,Medium risk

1,098 1,109 874 953

Grade D, Lowrisk

609 615 609 615

Grade E, Highrisk

1,731 1,748 1,001 1,213

Grade E,Medium risk

1,385 1,399 931 1,071

Grade E, Lowrisk

824 832 819 832

Eating houses (ifpremises havenot been gradedor have a D or Egrading)

Wholesalemanufacturing(includingSection 5 of theFood HygieneRegulations1974 premises)

Grade D, Highrisk 1,373 1,387 759 935

Grade D,Medium risk

1,098 1,109 704 822

Grade D, Lowrisk

609 615 606 615

Grade E, Highrisk

1,731 1,748 830 1,082

Grade E,Medium risk

1,385 1,399 761 940

Grade E, Lowrisk

824 832 649 710

Re-grading Re-grading 571 577 332 401

New premisesfee

New premisesfee

(3)

239 241

Notes:

1. These three columns provide an indicative mapping between the transitional (legacy) fee categories and the standardised fee category












Rodney


(assessmentbanding)

(1)


(1)




(incl. GST) ($)


2014


1-3 Grade A, Low Risk 394 398 287 321

Grade B, Low Risk 448 452 374 403

>3-5 Grade A, Medium risk 525 530 313 375


Grade D, Low risk 609 615 559 586

Grade E, Low risk 824 832 678 733

>5-7 Grade A, High Risk 1,014 1,024 411 576

Grade B, High Risk 1,194 1,206 524 708

Grade D, Medium Risk 1,098 1,109 657 787

>7-9 Grade D, High Risk 1,373 1,387 712 899

Grade E, Medium Risk 1,385 1,399 791 963

>9 Grade E, High risk 1,731 1,748 860 1,105

Premisesreassessment

Re-grading 571 577 229 322

New premises fee(3)

239 241

Notes:









Waitākere


(1)


(1)


($)(2)

Fee for other existi ngpremises

(incl. GST) ($)


Currentfee


Food Premises

Up to 50m²

Grade A, High risk 1,014 1,024 549 682

Grade B, High risk 1,194 1,206 585 756

Grade D, High risk 1,373 1,387 621 829

Grade E, High risk 1,731 1,748 693 976





Grade A, Low risk 394 398 425 398

Grade B, Low risk 448 452 436 450

Grade D, Low risk 609 615 468 516

Grade E, Low risk 824 832 511 604






(1)


(1)


($)(2)

Fee for other existi ngpremises

(incl. GST) ($)


Currentfee


Food Premises

51-100m²

Grade A, High risk 1,014 1,024 698 796

Grade B, High risk 1,194 1,206 734 870

Grade D, High risk 1,373 1,387 770 944

Grade E, High risk 1,731 1,748 841 1,090





Grade A, Low risk 394 398 394 398

Grade B, Low risk 448 452 448 452

Grade D, Low risk 609 615 609 615

Grade E, Low risk 824 832 660 719

Food premises>100m²

Grade A, High risk 1,014 1,024 850 913

Grade B, High risk 1,194 1,206 886 987

Grade D, High risk 1,373 1,387 922 1,060

Grade E, High risk 1,731 1,748 993 1,207





Grade A, Low risk 394 398 394 404

Grade B, Low risk 448 452 448 459

Grade D, Low risk 609 615 609 624Grade E, Low risk 824 832 812 835

Eating houses Seatingcapacity up to 25persons

Grade A, High risk 1,014 1,024 592 715

Grade B, High risk 1,194 1,206 628 789

Grade D, High risk 1,373 1,387 664 862

Grade E, High risk 1,731 1,748 736 1,009

Eating houses Seatingcapacity between 26and 50 persons

Grade A, High risk 1,014 1,024 760 844

Grade B, High risk 1,194 1,206 796 918

Grade D, High risk 1,373 1,387 832 992

Grade E, High risk 1,731 1,748 904 1,138

Eating houses Seatingcapacity over 50persons

Grade A, High risk 1,014 1,024 850 913

Grade B, High risk 1,194 1,206 886 987

Grade D, High risk 1,373 1,387 922 1,060

Grade E, High risk 1,731 1,748 993 1,207

Fee premises andeating houses re-grading

Re-grading 571 577 303 379

New premises fee(3)

239 241

Notes:


under the new grading system. The actual risk and performance grade of a specific licensee (and hence the standardised fee categorythat it falls under) will be determined by the council, during the year prior.










Heal th pr otect ion l i cence

The proposed fees and charges included in this section apply to premises providing a service that either, asdetermined by the council,

• pierces the skin,

• risks breaking the skin, or

• risks burning the skin.

Premises will be assessed and registered with the council as providing either a single basic service, multiplebasic services, or high risk service(s), defined as below:

Category of health

protection licence

Description

Single basic service Premises providing a single service which is categorised as being at risk of breaking or burningskin

Multiple basic services Premises providing more than one service which is categorised as being at risk of breaking orburning skin

High risk service(s) Premises providing one or more services which are categorised as piercing the skin e.g.acupuncture, body piercing , derma rolling, electrolysis, extractions, red vein treatment,stamping, tattooing and traditional tattooing

The proposed changes to health protection licence fees under each category are displayed below. Only oneannual registration fee is required for each licensee.

I. Single basic service

Former council area Current fee description Current fee (incl.GST)

Proposed fee from 1July 2014 (incl. GST)

Auckland central andislands

Health protection licence: Basic (single service)$212 $240

Franklin No existing fee $240

Manukau No existing fee $240

North Shore Miscellaneous licences: health and beauty $229 $240

Papakura No existing fee $240

Rodney No existing fee $240

Waitākere Other fees and charges: Application fee for

premises subject to the Health Act 1956 registration

$153 $0

Waitākere Other fees and charges: Beauty therapy clinic $302 $240

Note to table:

Where inspection or re-inspection is required, council’s normal hourly rates for regulatory services apply.





II. Multiple basic services

Former councilarea

Current fee description Current fee (incl.GST)


Auckland centralislands

Health protection licence: Multi basic (multiple services) $294 $300

Franklin No existing fee $300Manukau No existing fee $300

North Shore Miscellaneous licences: health and beauty $229 $300

Papakura No existing fee $300

Rodney No existing fee $300

Waitākere Other fees and charges: Application fee for premises subjectto the Health Act 1956 registration

$153 $0

Waitākere Other fees and charges: Beauty therapy clinic $302 $300

Note to the t able:

Where inspection or re-inspection is required, council’s normal hourly rates for regulatory services apply.

III. High risk service(s)

Former councilarea

Current fee description Current fee(incl. GST)

Proposed fee from 1 Jul y 2014 (incl. GST)

Auckland centralislands

Health protection licence: (involving skinpenetration)

$294 Either $240 or $300 depending on number ofservices operated on site

Franklin No existing fee Either $240 or $300 depending on number ofservices operated on site

Manukau Skin-piercing operation $284 Either $240 or $300 depending on number ofservices operated on site

Manukau Additional fee per additional skin-piercingoperation

$71 $0

North Shore Miscellaneous licences: Skin Piercer $316 Either $240 or $300 depending on number ofservices operated on site

Papakura No existing fee Either $240 or $300 depending on number ofservices operated on site

Rodney No existing fee Either $240 or $300 depending on number ofservices operated on site

Waitākere Other fees and charges: Application fee forpremises subject to the Health Act 1956registration

$153 $0

Waitākere Other fees and charges: Tattoo/BodyPiercing Premises

$342 Either $240 or $300 depending on number ofservices operated on site

Notes to the table:

1. An annual registration fee of $360 plus council rate of inflation will apply to high risk premises from 1 July 2015. In the period between

1 July 2014 and 30 June 2015, high risk premises will temporarily be registered as providing either a single basic service or a multiple

basic service and be charged the relevant fee.

2. Where inspection or re-inspection is required, council’s normal hourly rates for regulatory services apply.

IV. Changes to fees for premises no longer covered by the health and hygiene bylaw

The changes below apply only if none of the services provided at the premises, as determined by the council,

• pierces the skin,

• risks breaking the skin, or

• risks burning the skin.





Formercounci l area

Legacy fee type Descripti on Current fee(incl. GST)


Aucklandcentralislands

Health protection licence Swimming pool (12 months)$294

Removed

Aucklandcentral

islands

Health protection licence Swimming pool (6 months)$155

Removed

North Shore Miscellaneous licences Swimming, Health and Beauty $229 Removed

Papakura Other premises Massage Parlour - minimum fee plusany additional costs. Charge atappropriate hourly rate

$519Removed

Papakura Other premises Charge for any health inspection for anyactivity not specified in the schedule

$316Removed

Waitākere Health protection licence Health and fitness centre $302 Removed

Waitākere Health protection licence Massage premises or room $302 Removed

Other envi ron mental heal th and b y law l icensing

The fee structures for all other environmental health and bylaw licensing services (except liquor licensing) areproposed to be maintained for 2014/2015 with a small increase to all fees to reflect the cost of inflation (one percent). These are based on fee structures inherited from the seven former councils. Fees applied within a formercouncil boundary are displayed below under that former council heading. These fees are proposed to beregionally consolidated in the future.

The liquor licensing fees are currently set by the government. The Sale and Supply of Alcohol Act was passedin December 2012, and has replaced the Sale of Liquor Act 1989. The new act will affect the way that alcohol issold, supplied and consumed across New Zealand. Licensing fees will also change to include an annual fee andpremises will be charged according to the cost/risk category that they fall under.

Follow the link below to read answers to some of the frequently asked questions regarding changes to alcohollicensing fees:

http://www.aucklandcouncil.govt.nz/EN/licencesregulations/liquor/Documents/alcohollicensingchangesfeesFAQ.pdf

Auck land central and is lands

Type Descrip tion Current fee $(incl. GST)


$ (incl. GST)

All licences (excludes food,hairdressers and healthprotection licences)

New premise application (excludes food andhairdressers premises) 179 181

Brothel licence Annual fee 701 708Camping grounds Annual fee 397 401

Funeral directors – mortuarylicence

Annual fee429 433

Gambling venues New class 4 or New Zealand Racing Board (NZRB)venue consent application

397 401

Hazardous substances –inspections

Bulk tank demolished 179 181

LPG storage tank installed 179 181

Storage tank installed 179 181

Tank removal 125 126

Test pipelines to bulk installations 136 137

Food Stalls Annual market organisers licence(blanket licence held by market organiser coversstalls selling fruit, vegetables and uncooked eggsonly)

162 164











$ (incl. GST)

Letter of exemption No fee No fee

Level two – 6 months 125 126

Level two – 12 months 190 192

Level three – 6 months 223 225Level three – 12 months 364 368

Festival and Events Hourly rate (per officer) See hourly rates See hourly rates

Inspection Fee Hourly rate (per officer) See hourly rates See hourly rates

Offensive trades Renewal 365 369

Street trading Banner 179 181

Display of goods - per month 147 148

Flower sellers- per month 397 401

Newspapers - per seller, per site, per annum 125 126

Permanent banners - per annum 6,542 6,607

Recycling bins - per annum 342 345

Sports services vendors - per month 234 236

Street Trading Application Fee 179 181

Coffee vendors – per six months 560 566

On-street outdoor seating (per m2 of site coverage) 70 71

Pie carts, Newmarket – per month 1,103 1,114

Pie carts, Commerce Street – per month 1,321 1,334

Strawberry and vegetable vendors – per month 396 400

Transfer fee / duplicate / re-issue of certificate/licence

Transfers of ownership,

all licences and re-issue of lost certificate/licence98 99

Bylaw dispensation (other than

permanent signage)

Temporary sign141 142

Billboard Billboard dispensation 163 165

Other Fees Certificate of Inspection 185 187

Return Fee for seized equipment (Noise) 273 276

Amusement Device Fee Refer to the Amusement

DevicesRegulations 1980

Refer to the Amusement

DevicesRegulations 1980

Re-inspection Fee (Camping ground, FoodPremises, Funeral Director, Hairdresser, HealthProtection, Offensive Trade)

185 187

Recover cost of seized goods Based on actual

cost and hourlyrates

Based on actual

cost and hourlyrates

Recover cost of works carried out in default (bylawnotice)

Based on actualcost and hourly

rates


rates

Officer time (Bylaws) Based on actualcost and hourly

rates


rates





Franklin



$ (incl. GST)

Return fee for seized appliances Administration fee per seizure 72 73

Per response in a Metropolitan Zone 83 84

Per response in a Rural Zone 150 152

Trading in public places Up to 6 months 83 84

6-12 months 150 152

Other licences/registration Camping Grounds 304 307

Umbrella Low Risk Food Licence Fee 736 743

Food premises Day Licences (excepting thoseoperated by non-profit organisations)

71 72

Mobile food vehicle 160 162

Offensive Traders 304 307

Funeral Parlours 260 263

Transfer of Licence 72 73

Duplicate of Licence 39 39

Sale yards 219 221

Re-inspection fee for all Licence or Registeredpremises - per inspection (except food premises)

122 123

Gaming Machine - class 4 Venue Consent - perinspection

571 577

Relocatable Home Park Consent - per inspection 304 307

Manukau

Type Description Current fee $ (incl.GST)

Proposed fee from1 July 2014 $ (incl.

GST)

Various other licencetypes

Camping Grounds 476 481

Funeral Director 386 390

Permits – trading in public places 196 198

Permits – markets and stalls 342 345

Offensive Trades 476 481

Temporary signs permit - general 269 272

Brothel Permit 269 272

Other fees Transfer of licence 117 118

Duplicate licence fee 118 119

Certificate of Inspection 185 187Inspection fee (excludes food premises) 137 138

Provision of lists of premises 30 30

Return Fee for seized equipment 273 276

Permit application fee for permits not specifiedelsewhere in Listing of Fees and Charges

283 286

Objection 478 483

Dispensation Deposit Fee 6,935 7,004

Hourly Staff Charge-out Rates (for bylaw relatedapplications where the application fee is a deposit)

As per hourly rates As per hourly rates





North Shore

Type Descrip tion Current fee $ (incl .GST)

Proposed fee from 1July 2014 $ (incl .

GST)

Mobile shop Health Licence 196 198

Re-inspections Based on actual cost

and hourly rates

Based on actual cost

and hourly ratesVendor Mobile Shop Trading Permit 245 247

Noise control Seizure of Equipment 191 193

Brothels Applications for licence 289 292

Annual licence fee 289 292

Application for dispensations - base fee + actualcost

560 566

Outdoor cafés in publicplaces

Application Fee 179 181

Annual Licence Fee – m2 49 49

Miscellaneous licences Amusement galleries 229 231


Funeral Director 289 292

Signs - Exceeding 1m2 under bylaw 135 136

Signs - All other signs under bylaw 76 77

Fire permit 98 99

Display of goods exemption - application Fee 179 181

Display of goods exemption - m2 49 49

Licence transfer fees (any licence) 93 94

Pre-purchase checks (any licence) 196 198

Gambling Venue Application 436 440

Papakura

Type Description Current fee $ (incl.GST)


GST)

Other premises Funeral Directors and Mortuaries 444 448



Brothel Application - minimum Fee plus any additionalcosts. Charge at appropriate hourly rate

519 524

Bylaw licences Non-food stalls (other than charitable or communityorganisations) - licence per event

49 49

Non-food stalls (other than charitable or communityorganisations) – annual 316 319

Amusement Gallery 169 171

Special Events and minimum Fee 519 524

Statute based licences Mobile Shops/Roadside Traders (other charitable orcommunity organisations) - first month

101 102

Mobile Shops/Roadside Traders (other charitable orcommunity organisations) - per month after the firstmonth

53 54

Circuses (with menagerie) 517 522

Duplicate licence 70 71

Noise Complaints & Minimum fee 159 161





Type Descript ion Current fee $ (incl.GST)


GST)

Seized equipment administration and storage fee 159 161

Seized equipment administration and storage -disposal Fee

126 127

Call out to deactivatebuilding security alarmsystem that is causingexcessive noise

Attendance plus any other fees

175 177

Other fees Street trading approval per year 159 161

Street dining approval per year 159 161

Single Sandwich Board approval per year 88 89

Application for dispensation from sandwich board,street trading & street trading requirements

488 493

Rodney

Type Descrip tion Current fee $(incl. GST) Proposed fee from1 July 2014 $ (incl.GST)

Food stalls Annual fee 267 270

one day up to and including 5 days fee 147 148

Camping grounds Camping ground 267 270

Remote camp site 147 148

Offensive trades Offensive Trade licences 267 270

Transfer of certificates Noting or transfer of registration certificate 147 148

Health (burial) Registration of funeral director 267 270

Bylaw administration (i) Any certificate, authority, approval, permit, licence,consent from or inspection by the Council, not specifically

covered by a fee under any chapter of the bylaw or anyother enactment

120 121

(ii) Charge for searching for documents, copyingcertificates, consents or other authorising documents andregisters

87 88

(iii) Where the application for a licence is for a period ofless than 12 months the fee payable shall be reduced by1/12 [one twelfth] for every complete month by which theterm of the licence is less than one year, but so as not inany case less than:

104 105

Occupation fee:business occupyingpublic footpath

Display of goods (per m2 per annum) – applies where an

applicant wishes to occupy the footpath and a 1.5 metregap cannot be maintained

82 83

Trading in public places – licence fee

Hawker 147 148Mobile or travelling shop 267 270

Commercial open airmarket (includes singlestall)

Annual permit 267 270

Daily (or part thereof) permit 82 83

Brothels andcommercial sexpremises – licence fee

Small Owner operated brothel 278 281

Brothel 408 412

Rodney District Councilgambling venueapplication fee

Class 4 venue 408 412

Board venue 408 412

Other fees and charges Return Fee of Seized Equipment 385 389

Processing application for Certificate of Exemption 142 143Licence fee

(i) Keeping of pigs 2 and up to 2 adult pigs 121 122







GST)(over 10 weeks old) Over 2 and up to 50 adult pigs 142 143

Over 50 and up to 100 adult pigs 195 197

Over 100 adult pigs 257 260

(ii) Keeping of more than 12 head of poultry 121 122

Assessment fee

(i) Travellersaccommodation

5 – 30 persons 142 143

32 – 50 persons 195 197

Over 50 persons 257 260

(ii) Public buildings orplaces of public resort

A. Theatres and / or cinemas 168 170

B. Public halls

1. Public or commercial 168 170

2. Non-profit organisations 142 143

3. Churches or buildings usedsolely as places of worship

No fee No fee

C. Grandstands and stadiums 168 170

D. Showgrounds 168 170

E. Circuses per month or partthereof

142 143

F. Public assembly in the open air or in marquees,tents or other temporary structures:

1. For profit

Up to and including 2,000persons for each day or partthereof

168 170

Over 2,000 persons $168 plus $27 per1,000 persons

$170 plus $27 per1,000 persons

2. For non-profit organisations foreach day or part thereof 142 143

3. For public worship No fee No fee

Waitākere

Descripti on Current fee $

(incl. GST)

Proposed fee from 1July 2014 $

(incl. GST)


Funeral Directors 309 312

Camping Grounds 330 333Transfer fee for noting change of occupier 101 102

Hawkers licence 41 41

Mobile Shop licence 138 139

Inspection fee if food sold – mobile shops 156 158

Inspection fee if food sold – food stalls 156 158

Pre-application / licence, consent meeting (per hour) As per hourly rates As per hourly rates

Charge for any re-inspection for any activity not specifically scheduled 138 139

Return of seized property (noise) under section 336 RMA 457 462

Buskers licence 187 189

Markets licence – excluding any individual vendor stall licences 187 189

Food Stalls licence 138 139

Outdoor Café areas 259 262





Hour ly r a tes

Charges set out in the table below are generally applicable to the entire region. Where a different hourly rate isset for a specific activity identified in ‘Other environmental health and bylaw licensing’, the rate in that schedulewill apply.

Description(1)

Specialty Current hourly

(incl. GST)

Proposed hourly

rate from 1 July2014 (incl. GST)

Manager/project manager/legalservices

All areas$175 $177


Specialist/advisor/ senior Planning, engineering, subdivisions,environmental health, compliance andmonitoring, urban designer, arborist,licensing, incident investigators, other

$160 $162

Building processing andinspections, compliance,monitoring, environmental health

Building, compliance , monitoring,environmental health, licensing, incidentinvestigators, other

$130 $135

Assistant/technician Assistant planner, graduate development

engineer, graduate resource consentplanner, planning technician

$125 $126


Note:


departments.

Hai rdresser premises l i censing

The annual licensing fees for hairdresser premises is standardised across the region. All fees are chargedannually and cover the cost of inspections, i.e. there will be no separate inspection fees (unless there issignificant non-compliance).

Current fee (incl. GST) $ Proposed fee from 1 July 2014

(incl. GST) $

Region wide hairdresser licence fee 207 209





Part V: Harbourmaster management fees and charges

Fixed ch arges

Type Descripti on Current fee

(incl. GST)


(incl. GST)

Swing mooring Standard annual licence fee $215.50 $217.70

Pile mooring Standard annual licence fee $790.50 $798.40

Mud mooring areas Standard annual licence fee $63.00 $63.60

Privately owned piles Standard annual licence fee $215.50 $217.70

Emergency mooring(1)

Standard mooring (weekly charge) $80.50 $81.30

Heavy mooring (weekly charge) $115.00 $116.20

Commercial swing mooring Standard annual licence fee $690.00 $696.90

Application and transfer for mooring site Application / administration fee $55.00 $55.50

Commercial vessel licence Standard annual licence fee $80.00 $80.80

Personal Watercraft Registration (2) Registration fee $50.00 $50.50

Pilotage Assessment Assessment fee $230.00 $232.30

Harbourmaster vessel Hourly charge (includes one crew) $287.50 $290.40

Notes:

1. Minimum charge of one week applicable.

2. One off registration payment per personal watercraft.

Hour l y ra tes

The rates below relate to officer hours spent on planning, co-ordination, liaison and operations of events, and

auditing of hire craft.Description

(1) Specialty Current hourly

rate

(incl. GST)

Proposed hourlyrate from 1 July

2014

(incl. GST)

Manager/project manager All areas $175 $177


Specialist/senior All areas $160 $162

Assistant/technician All areas $125 $126


Note:


departments.





Part VI: Solid waste bylaw licence

Licensing and author isat ion fees un der the Sol id Waste Bylaw2012

Type Descripti on Current annual fee(incl. GST)

Proposed annual feefrom 1 July 2014 (incl.

GST)

Waste collector licence Waste collector licence (including one wastecollection vehicle)

$350 $435

Additional waste collection vehicle (per vehicle) $70 $88

Donation collection pointlicence

Donation collection point licence (1 to 10 containers) $300 $305

Donation collection point licence (more than 10containers)

$500 $505

Collection of divertedmaterial

Authorisation to use public places for collection ofdiverted material (1 to 10 locations)

$300 $350


$450 $500


$600 $700


$1,000 $1,200

Authorisation to use public places for collection ofdiverted material (more than 500 locations)

$1,500 $1,800

Waste fac i l i t ies l i censing fees under former counc i l by l aws

Former council area Descripti on Current annual fee (incl.GST)

Proposed annual fee from 1July 2014 (inc l. GST)

North Shore City Waste operator (facilities) licence $335 $450Rodney District Waste operator (facilities) licence $335 $450

Waitākere City Waste facilities licence $342 $450



Part VII: Appendices

How the organisation is structured



The council has a two-tier governance structure, with shared decision-making. The two tiers are:• the governing body, consisting of the mayor and 20 councillors

• 21 local boards.

Auckland Council also has council-controlled organisations (CCOs) to carry out certain functions and provideservices. They are independent in their operations but are accountable to the council.

The Independent Māori Statutory Board (IMSB) is an independent board established by the Local Government(Auckland Council) Amendment Act 2010.

There are also eight advisory panels that advise the council on its strategies, policies, plans and bylaws andmechanisms for engagement.

The governing body

This consists of the mayor and 20 councillors who are elected on a ward basis. The governing body focuses onthe big picture and on Auckland-wide strategic decisions that are important to the whole region. Auckland is splitinto 13 wards, which are used for council elections. Councillors are elected to represent wards and they also siton council committees. Our councillors’ contact details can be found on the next page.

The Mayor

The Mayor is elected by residents directly. The mayor leads the council and has enhanced responsibilitiesincluding promoting a vision for Auckland, providing leadership to achieve the vision, leading development of

council plans, policies and budget, and engaging with the people of Auckland and its many communities andstakeholders.





Mayor and councillors’ contact details

Len Brown, JP. MAYOR

Auckland Council

Private Bag 92300

Auckland 1142

Ph: (09) [email protected]

Chair – Budget Committee

Penny Hulse, DEPUTY MAYOR

[Waitākere] Auckland Council

Private Bag 92300

Auckland 1142Ph: (021) 273-4663

[email protected]

Chair - CCO Governance and MonitoringCommittee; Auckland DevelopmentCommittee

Arthur Anae [Manukau]

560 Great South Road

Ōtāhuhu

Auckland 1062

Ph: (021) 921 941

[email protected]

Chair – Economy Development

Committee

Cameron Brewer [Or ākei]

PO Box 9733

Newmarket

Auckland 1149

Ph: (021) 828 016

[email protected]

Bill Cashmore [Franklin]

389 Kawakawa-Orere Rd

RD5, Papakura 2585

Ph: (021) 283 3355

[email protected]

Dr Cathy Casey [Albert-Eden-Roskill]

66 Allendale Road

Mt Albert

Auckland 1025

Ph: (027) 474 4231

[email protected]

Chair - Community Development andSafety Committee

Ross Clow [Whau]1 Greys Avenue

Level 15

Auckland 1010

Ph: (021) 808 214

[email protected]

Linda Cooper [Waitākere] JP41 Renoir Street

West Harbour

Auckland 0618

Ph: (021) 629 533

[email protected]

Chair - Hearings Committee

Chris Darby [North Shore]

1 Greys Avenue

Level 15

Auckland 1010Ph: (021) 284 2888

[email protected]

Alf Fi lipaina [Manukau]

32 Miller Road

Māngere Bridge

Auckland 2022Ph: (021) 280 0999

[email protected]

Chair - Unitary Plan Committee; Arts,Culture and Events Committee

Hon Christine Fletcher, QSO

[Albert-Eden-Roskill]

7 Bourne Street

Mt Eden

Auckland 1024

Ph: (027) 276 0013

[email protected]

Chair - CEO Review Committee; Parks,Recreation and Sport Committee

Denise Krum [Maungakiekie-Tāmaki 1 Greys Avenue

Level 15

Auckland 1010

Ph: (021) 629 648

[email protected]

mailto:[email protected]




























Mike Lee [Waitematā and Gulf]15A Burrows Avenue

Parnell

Auckland 1052

Ph: (021) 281 8000

[email protected]

Chair - Infrastructure Committee

Calum Penrose [Manurewa-Papakura]

Auckland CouncilPrivate Bag 92300

Auckland 1142

Ph: (027) 217 [email protected]

Chair - Regulatory and Bylaws Committee

Dick Quax [Howick]

PO Box 51-752

Pakuranga

Auckland 2140

Ph: (021) 286 7766

[email protected]

Chair - Tenders and ProcurementCommittee

Sharon Stewart [Howick] QSM

21 Treeway

Sunnyhills

Auckland 2010

Ph: (021) 282 1144

[email protected]

Chair - Civil Defence and EmergencyManagement Committee

Sir John Walker, KNZM, CBE [Manurewa-Papakura]

6 Railway Street

Newmarket

Auckland 1023

Auckland Ambassador

Ph (09) 266 6616

[email protected]

Chair - Audit and Risk Committee

Wayne Walker [Albany]

Auckland CouncilPrivate Bag 92300

Auckland 1142

Ph: (021) 882-861 or (09) 424-3121

[email protected]

Chair - Environment, Climate Change andNatural Heritage Committee

John Watson [Albany]

Auckland Council

Private Bag 92300 Auckland 1142

Ph: (021) 287 5999

[email protected]

Penny Webster [Rodney]

61 Fidelis Avenue

Snells Beach

Warkworth 0920

Ph: (021) 390 317

[email protected]

Chair - Finance Performance Committee

George Wood, CNZM [North Shore]

54 Grenada Avenue

Forrest Hill

Auckland 0620

Ph: (021) 281 5555

[email protected]

Chair - Regional Strategy and Policy

Committee





















Local boards

There are 21 local boards, with a purpose to enable democratic decision-making by, and on behalf of, theircommunities and promote the social, economic, environmental and cultural well-being in their area.

Key responsibilities of local boards include:

• a voice of their community to the governing body;• advocate and have input into governing body and CCO decisions, policies and strategies that will impact

across the region, including the long term plan and annual plans;

• develop and propose local bylaws for adoption by the governing body;

• provide leadership and create a strong local identity for their area, including making decisions onmanagement and use of a range of local activities and facilities (such as parks, community halls andswimming pools);

• perform civic duties (such as ANZAC Day activities and citizenship ceremonies);

• carry out other responsibilities delegated by the governing body and CCOs.

Each year, local boards and the governing body agree individual local board agreements, which state what willbe done over that period, including targets and activities. The agreements for 2014/2015 are included in thisannual plan. Detailed information on the key priorities and budgets allocated to each local board can be found inVolume 2 of this annual plan.

To find out which local board area you are in, follow this path from the website home page:

About Council > Representative Bodies > Local Boards > Pages > Find your ward and local board

Council-controlled organisations

Auckland Council provides a range of services and programmes to the Auckland region through sevensubstantive and a range of non-substantive CCOs which participate in, and contribute to, the plans made by the

council, as well as managing services such as transport.CCOs fulfil two key roles. They provide commercial or specialist expertise that may not be available within thecouncil organisation, and allow the council to focus on its core responsibilities such as strategy, policy orregulatory functions.

For more information on the policies, objectives, activities and performance targets of CCOs, see Part II of thisvolume or Volume Five of the Long-term Plan 2012-2022.

Independent Māori Statutory Board (IMSB)

The IMSB is an independent board, whose purpose is to assist the council to make decisions, perform functionsand exercise powers, taking into account the cultural, economic, environmental and social issues of significancefor Mana Whenua groups and mataawaka of Tāmaki Makaurau - Auckland. It also ensures the council acts inaccordance with statutory provisions referring to the Treaty of Waitangi.

The board:

• will identify and prioritise issues that are significant to Māori to help guide the council’s work programme

• advise the council about issues that affect Māori in Auckland

• work with the council to help it meet its statutory obligations to Māori in Auckland.





The board and the council will also meet at least four times each year to discuss the council’s performance of itsduties. The nine members are:

Mana Whenua representatives Mataawaka representatives

• Mr David Taipari, Chairperson (Ngāti Maru, NgātiWhānaunga, Ngāti Tamatera, Ngāti Paoa)

• Mr Tony Kake (Ngapuhi, Waikato/Tainui)

• Mr Glenn Wilcox, Deputy Chairperson (NgātiWhatua)

• Mr John Tamihere (Ngāti Porou, Whakatohea,Tainui)

• Ms Precious Clark (Ngāti Whatua, Waikato)

• Ms Karen Wilson (Te Akitai Waiohua, Ngati Te Ata,Ngati Pikiao, Ngati Hau)

• Kristan McDonald (Ngāti Wai, Ngāti Rehua)

• Ms Liane Ngāmane (Ngāti Tamatera, Ngāti Maru,Ngāti Whānaunga, Ngāti Paoa)

• Ms Josie Smith (Ngati Te Ata, Ngati Tipa, NgatiWhatua and Ngapuhi)

For more details on the IMSB, please visit www.imsb.māori.nz

Advisory panels

Eight advisory panels advise the mayor, governing body and local boards on matters affecting the specificcommunities or sectors they represent:

• Business Advisory Panel • Pacific Peoples Advisory Panel

• Disability Strategic Advisory Group • Rural Advisory Panel

• Ethnic Peoples Advisory Panel • Seniors Panel

• Heritage Advisory Panel • Youth Advisory Panel

For more detail on Auckland Council’s advisory panels, please visit our website www.aucklandcouncil.govt.nz

Information can be found under: About the council > How council works > Advisory panels

http://www.aucklandcouncil.govt.nz/

http://www.aucklandcouncil.govt.nz/




How to contact the council

How to contact the councilTelephone: (09) 301 0101 (toll-free)

In person: at our customer service centres

Via our website: using our online form at www.aucklandcouncil.govt.nz

Fax: (09) 301 0100

Write to us: at Auckland Council, Private Bag 92300, Auckland 1142

Customer service centres

Customer service centres allow Aucklanders to interact with us in person. We have over 25 customer servicecentres operating around Auckland. Currently, there are a variety of different services delivered to differentlevels across the centres, but overall they deliver:

• general information on all council services, productsand events

• property information

• payments for dog registration rates and other services • lodgement of building and resource consents

• dog renewal registration • lodgement of licences and LIM applications

• copies of publications and reports • payment of parking infringements.

• specialist advice

Service centre Physical address

Greys Avenue 1 Greys Avenue, CBD Auckland - Ground Floor, Civic Building(for payments only)

Takapuna 1 The Strand, Takapuna

Ōrewa 50 Centreway Road, Ōrewa

Whangapāraoa 9 Main Street, Whangapāraoa

Warkworth 1 Baxter Street, Warkworth

Glenfield 90 Bentley Avenue, Glenfield

Browns Bay Corner of Bute and Glen Roads, Browns Bay

Devonport 3 Victoria Road, Devonport

Albany 30 Kell Drive, Albany

Manukau Manukau City Centre, Ground Floor, Kotuku House, 4 Osterley Way

Papakura 35 Coles Crescent, Papakura

Pukekohe 82 Manukau Road, Pukekohe




How to contact the council

Service centre Physical address

Waiuku Corner of King Street and Constable Road, Waiuku

Henderson 6 Henderson Valley Road, Henderson Waitākere

Helensville 49 Commercial Road, Helensville

Huapai 296 Main Road (SH16) HuapaiWest - Titirangi Library 500 South Titirangi Road, Titirangi

West - New Lynn Library 3 Memorial Drive, New Lynn

West - Massey Library Corner of Don Buck Road and Westgate Drive, Massey

West - Glen Eden Library 12-32 Glendale Road, Glen Eden

West - Te Atatu Peninsula Library 556 Te Atatu Road, Te Atatu Peninsula

North - Birkenhead Library Nell Fisher Reserve - Hinemoa Street, Birkenhead




Glossary of terms

Glossary of termsTerm Definition

ACIL Auckland Council Investments Limited

Activity The goods or services the council provides

ACPL Auckland Council Property Limited Amenity The liveability or quality of a place that makes it pleasant, attractive and agreeable for

individuals and the community

Amortisation The systematic allocation of the value of an intangible asset over its useful life

Annual Plan The plan that sets out what the council will be working to achieve in a financial year,how it will spend its money, the level of service to be provided, and the level of ratesand other revenue required to fund that spending

Annual Report The document that tracks the council’s yearly performance and reports against therelevant annual plan

Asset An item of value, usually of a physical nature, that has a useful life of more than 12months and has future economic benefits over a period of time. Infrastructural assetsprovide the basic facilities, services and installations needed for a community orsociety to function, such as stormwater drainage pipes. Non-infrastructural assets are

the organisation’s other assets that provide either administrative or operationalfunctions, such as computer software

AT Auckland Transport

ATEED Auckland Tourism, Events and Economic Development Limited

Auckland Council or the council The local government of Auckland established on 1 November 2010. The council ismade up of the governing body, 21 local boards, and the council organisation(operational staff)

BID Business improvement district

Biodiversity The variety of life in a particular habitat or ecosystem, including the totality of genes,species, and ecosystems

Broadband Data transmission technology that provides for high speed internet services Capitalised interest The borrowing costs directly attributable to the acquisition or construction of qualifying

assets, which are capital projects that span more than one financial year and requirefunding of more than $2 million, added to the cost of those assets, until such time asthe assets are substantially ready for their intended use

Centres Localities identified as urban centres which include the city centre and fringe,metropolitan centres, town centres and local centres. Centres are typically higherdensity, compact mixed-use environments with high quality public transport links andprovide a wide range of community, recreational, social and other activities

COMET City of Manukau Education Trust

Commercial activities Retail, information and communication, finance and insurance, and other servicesectors. These sectors typically can afford relatively higher land prices/rents, andlocate well in town centres

Corridors Strategic and arterial road, bus and rail alignments, and land located adjacent to thesecorridors, which generally link Auckland’s centres. They include but are not limited to

urban growth corridors

Council-controlled organisation(CCO)

A company or other entity under the control of local authorities through theirshareholding of 50 per cent or more, voting rights of 50 per cent or more, or right toappoint 50 per cent or more of the directors. Some organisations may meet thisdefinition but are exempted as council-controlled organisations

Council’s rate of inflation (CROI) The rate produced by the council which reflects the increase in costs that the councilfaces to fund the current activities it provides at existing service levels. Does notinclude consumer items such as food and beverages

Depreciation The charge representing consumption or use of an asset, assessed by spreading theasset’s value over its estimated economic life. Depreciation includes amortisation ofintangible assets unless otherwise stated

Development contributions Contributions from developers, collected to help fund new infrastructure required bygrowth, as set out in the Local Government Act 2002. This can be a financial

contribution or provision of services or an asset of the same value.




Glossary of terms

Term Definition Governing body The governing body is made up of the mayor and 20 councillors. It shares its

responsibility for decision-making with the local boards. The governing body focuseson the big picture and on Auckland-wide strategic decisions. Because each ward mayvary in population, some wards have more than one councillor

Grants and subsidies Revenue received from an external agency to help fund an activity or service that thecouncil provides

Gross Domestic product (GDP) The market value of all goods and services produced in a country or region in a givenperiod

Gross operating expenditure Total without deductions of depreciation and finance costs Groups of activities Goods or services provided by, or on behalf of, a local authority or a council-controlled

organisation, including facilities and amenities, the making of grant, and theperformance of regulatory and other governmental functions

Greenhouse gas (GHG) GHGs are made up of a variety of gases (including carbon dioxide, methane, nitrousoxide, water vapour, ozone, and fluorinated gases) which trap infrared heat in theupper atmosphere and contribute to global warming

Hapū Kinship group, clan, tribe, sub tribe - section of a large kinship group Hauā Disabled people Household One or more people usually resident in the same dwelling, who share living facilities. A

household can contain one or more families, or no families at all. A household thatdoes not contain a family nucleus could contain unrelated people, related people, orcould simply be a person living alone

Infrastructure The fixed, long-lived structures that facilitate the production of goods and services andunderpin many aspects of quality of l ife. Infrastructure refers to physical networks,principally transport, water, energy, and communications

Intensification Redevelopment, conversion and retrofitting where land is developed with a greatercoverage or intensity of building, or accommodates a greater residential population orworkforce than previously.

Iwi Groups of whānau or hapū related through a common ancestor Kaitiaki Guardians of the environment Kaitiakitanga Guardianship including stewardship; processes and practices for looking after the

environment, guardianship that is rooted in tradition

Kaumātua Elder/elderly (male or female) Kōhanga reo Māori language preschool

Kura School

Local boards There are 21 local boards which share responsibility for decision-making with thegoverning body. They represent their local communities and make decisions on localissues, activities and facilities

Local Board Agreement An annual agreement between the governing body and each local board, outlining itspriorities and preferences in its local board plan for the year

Local Board Plan A plan that reflects the priorities and preferences of the communities within the localboard area in respect of the level and nature of local activities to be provided by thecouncil over the next three years

Local Government Act 2002 (LGA2002) Legislation that defines the powers and responsibilities of territorial local authoritiessuch as Auckland Council

Local Government (Rating) Act 2002(LGRA)

Defines how territorial local authorities such as Auckland Council can assess andapply their rating policy

Long-term Plan 2012-2022 or theLTP

This document sets out the council’s vision, activities, projects, policies, and budgetsfor a 10-year period. Also commonly referred to as the LTP, LTCCP and the 10-yearplan

Mana whenua Iwi, the people of the land who have mana or customary authority. Their historical,cultural and genealogical heritage are attached to the land and sea

Manaakitanga Hospitality, generosity, especially host to visitors Mataawaka Māori who live in Auckland but do not whakapapa to mana whenua.

Mātauranga Māori Māori wisdom. In a traditional context, this means the knowledge, comprehension orunderstanding of everything visible or invisible that exists across the universe




Glossary of terms

Term Definition Maunga Mountain, mount, peak; Auckland’s volcanic cones Mauri Mauri is the pure state of an object or substance. Sometimes referred to as the 'life

force’, mauri is contingent upon all things being in balance or in harmony

Natural areas Places characterised by indigenous species or ecosystems, or a place or landform not,or scarcely, modified from an indigenous condition

Natural character Those qualities and values of the coastal environment, wetlands, lakes, rivers and theirmargins that derive from the presence of natural elements, natural patterns and naturalprocesses. These qualities include the presence of indigenous and exotic vegetation,including pasture, terrestrial, aquatic and marine habitats, landforms, landscapes, andseascapes, the function of natural processes and the maintenance of water and airquality. The lower the degree of human modification, the higher the level of naturalcharacter

Natural heritage Includes indigenous flora and fauna, terrestrial, marine and freshwater ecosystemsand habitats, landscapes, landforms, geological features, soils and the naturalcharacter of the coastline

New Zealand Transport Agency(NZTA)

Plans and delivers sustainable transport networks across New Zealand, In Aucklandand has responsibility for maintaining the state highway network roads

Pā Māori settlements, villages and towns

Pākehā A New Zealander of European descent Papakāinga A location including meeting facilities, homes, vegetable gardens, a cemetery and

other things required to sustain a whānau, hapū or iwi

Papakāinga housing Housing development within a papakāinga framework Performance measures A method for gauging progress towards the meeting of objectives. Measures usually

relate to agreed levels of performance and types of services provided

Quality Transit Network (QTN) Provides high-frequency, high-quality public transport. The majority of these are busservices operating bus priority measures between key centres and over majorcorridors. The QTN complements the RTN by connecting at key hub locations

Rapid Transit Network (RTN) Provides fast, high-frequency service in its own right of way, unaffected by trafficcongestion. It aims to provide longer-term support for the more intensive growthproposed by the Auckland Plan and to improve the region’s transport system

Rangatahi Younger generation, youth Rangatira Chief Rangatiratanga Chiefly authority. A state of being. I t is expressed in who we are, and how we do

things; ability to make decisions for the benefit of their people and the community ingeneral; confers not only status but also responsibility to ensure that the natural worldand its resources are maintained into the future; recognises iwi and hapū right tomanage resources or kaitiakitanga over the ancestral lands and waters. The Māoriversion of article 2 of the Treaty uses the word 'rangātiratanga' in promising to upholdthe authority that tribes had always had over their lands and taonga.

Rates A charge against the property to help fund services and assets that the councilprovides

RFA Regional Facilities Auckland

RMA Resource Management Act

Rūnanga Assembly or council in an iwi context

SLIPS Small Local Improvement Projects Takatāpui Close friend (of the same gender - lesbian, gay, homosexual) Taonga A treasured item, which may be tangible or intangible Tāmaki Makaurau The Māori name for Auckland

Tangata Whenua Indigenous peoples of the land Targeted rates A targeted rate to fund activities where the council considers the cost should be met by

particular groups of ratepayers, as they will be the prime beneficiaries of the activity.




Glossary of terms

Term Definition Te Tiriti o Waitangi / The Treaty ofWaitangi

The written principles on which the British and Māori agreed to found a nation stateand build a government

Tikanga Customary lore and practice Travel demand management Initiatives aimed at modifying travel behaviour to maximise the efficient use of

transport systems (e.g., tele-working, ride sharing, more flexible work and educationalhours, parking constraints, cycling and walking)

Waahi tapu Sacred ancestral sites and places of significance to iwi, hapū or whānau Wānanga Māori knowledge, lore and learning of the esoteric kind. A Māori tertiary education

institution.

Waka Canoe, vehicle, conveyance Waste Any matter, whether liquid, gas or solid, which is discharged, unwanted or discarded

by the current generator or owner as having litt le or no economic value, and whichmay include materials that can be reused, recycled or recovered

Watercare Watercare Services Limited

Waterfront Auckland Auckland Waterfront Development Agency Limited

Whakapapa The pedigree of a person, whānau, hapū or iwi which begins at an ancestor and worksdown to the individual; the genealogies and stories that accompany a family history




Key word index

Key word index Acquisition............................... 70, 92, 119, 195, 268

Affordable housing .............................. 22, 30, 34, 35

Art galleries ............................................. 85, 97, 195

Auckland Arts Festival .............................. 14, 86, 88 Auckland Plan ..... 5, 21, 26, 30, 34, 38, 47, 55, 58,

62, 66, 73, 84, 99

Auckland's stadiums ........................... 14, 16, 90, 96

Beaches ............................................ 24, 49, 94, 144

Borrowings .................................................. 4, 8, 124

Broadband ...................................................... 23, 40

Building consents .......................................... 52, 220

Business Improvement District (BID) .... 42, 145, 207

Capital investment .................. 6, 7, 37, 70, 185, 199

City Rail Link ................................. 4, 6, 68, 189, 200

Community facilities .......................... 40, 82, 94, 192Consultation .............. 2, 14, 18, 22, 31, 48, 217, 219

Council debt ................................................ 4, 8, 103

Dog fees ...................................................... 237, 266

Fees and charges ......................................... 13, 220

Financial strategy ................................................ 103

Financial sustainability ........................................ 106

Food premises licensing ............................. 239, 243

Groups of activities

Cemeteries and crematoria ............................... 75Commercial ....................................................... 35

Emergency management .................................. 76Environment and heritage protection ................ 48Flood protection and control.............................. 61Governance and democracy ............................. 27Investment ......................................................... 37Local arts, culture and events services ............. 88Local built and natural environment .................. 51Local community services ................................. 82Local economic development............................ 42Local governance .............................................. 29Local library services ......................................... 79Local parks services .......................................... 94Local recreation services .................................. 96

Organisational support .................................... 100Parking and enforcement .................................. 72Planning and strategy ....................................... 32

Public transport and travel demand management ...................................................................... 68

Regional arts, culture and events services ....... 86Regional collections and amenities .................. 97

Regional community services ........................... 80Regional economic strategy and initiatives ...... 40Regional events facilities .................................. 90Regional library services ................................... 78Regional parks services .................................... 92Regional recreation services ............................ 95Regulation ......................................................... 52Roads and footpaths ......................................... 70Stormwater management ................................. 59Tourism, major events and industry development

...................................................................... 43Waste and recycling services ........................... 56Wastewater ....................................................... 65Water supply ..................................................... 63Waterfront development ................................... 45

Growth .................................................. 4, 9, 38, 184

Health protection licensing ................... 13, 218, 250

Housing developments ....................... 32, 35, 52, 59

Independent Māori Statutory Board ....... 22, 27, 264

Māori ..... 10, 20, 22, 26, 30, 34, 38, 47, 55, 58, 74,85, 99

Mayor .............................................................. 4, 261

Mooring fees ....................................................... 232

Museums ........................................................ 84, 97

Public transport ................................. 5, 66, 104, 166

Rates ........................ 4, 8, 10, 12, 14, 144, 201, 212

Rating policy ....................................................... 201

Reserve funds .................................................... 131

Resource consent fees ............................... 227, 231

Social housing .................................. 12, 80, 81, 217

Swimming pool ......................... 6, 96, 147, 195, 252

Targeted rates ............ 132, 145, 147, 201, 205, 215

The Southern Initiative ............................. 22, 30, 73

Transforming Auckland ...................... 5, 21, 41, 197

Unitary Plan .......................................................... 29Volcanic cones ..................................................... 92

Wynyard ......................................... 5, 7, 38, 45, 187



SUBMISSION FORM

DRAFT ANNUAL PLAN 2014/2015

Have your say

Did you know it’s easier to make a submission online?

Go to www.annualplan.aucklandcouncil.govt.nz for more information.

If you are completing this form rather than submitting online,please tell us why:

It’s easier No internet access Privacy/safety

Other, please specify:

Your submission

All submissions, including your name, will be public documents.Contact details will remain private.

For your submission to be valid, you must include your full name,a postal address and/or email address. Please also provide a contact

number if you wish to speak at a hearing.Do you wish to speak in support of your submission at a public hearing?

Yes No

What is your key topic:

Is your submission on behalf of an organisation? (If yes, this conrms you have authority to submit on the organisation’s behalf).

Yes No

Name of organisation:

Before making a submission, we recommend you read the online

summary information or the full draft plan. Reference copies of thefull draft plan and factsheets are available:

• online at www.annualplan.aucklandcouncil.govt.nz

• at Auckland Council libraries, service centres and local board ofces.

You can also call 09 301 0101 to request a hard copy of the fulldraft plan.

Your details

Local board area:

First name:

Last name:

Email:

Postal address:

Suburb: Postcode:

Phone: Mobile:

Signature:

Date:

1a. Stadium strategy: Do you support the proposed strategyregarding Auckland’s four major stadiums? Why?

Support Do not support Unsure

1b. Do you have any comments on the proposed uses for each stadium?

Eden Park:

Mount Smart:

Western Springs:

North Harbour:

2. Auckland Arts Festival: Do you support making the Auckland ArtsFestival an annual event? Why?

Support Do not support Unsure

3a. Your community: Which local board does your submission relate to?

3b. Which local board proposed budget changes do you support/not

support (if applicable)? Why?

Support:

Do not support:

Attach additional pages to your submission if you need

more room for your answers. You can also submitonline at www.annualplan.aucklandcouncil.govt.nz

Please turn over

C u t h e r e



Do you have any other comments on the draft local board agreementlocal consultation topics?

5. Do you have any other comments on the draft Annual Plan 2014/2015?