monitoring committee -...

Agenda for

Monitoring Committee

^ m * * -

P A R T B iT Monitoring Report to July 2010

Venue: Tauranga City Council Chamber Date: iVlonday, 23 August 2010 ^ Time: 1.00 pm

Notice of IVIeeting

I hereby give notice that a meeting of the Monitoring Committee will be held on Monday, 23 August 2010 at 1.00 pm in the Council Chamber, 91 Willow Street (access off Library Arcade), Tauranga to consider the business as set out herein.

S Town Chief Executive

TCC Ref: 1796242 Taunvtga City Council

Tauranaa City

To:

From:

Meeting Date:

Report No:

Monitoring Committee

Group Manager: Business Services

23 August 2010

DC 286

Title of Report: MONITORING REPORT FOR ONE MONTH TO JULY 2010

Purpose of Report:

Significance of Decision:

Report Writer(s):

Monitoring

Not Significant

Christine Jones, Group Manager: City Directions Hennie Roux, Group Manager: City Transportation lan McDonald, Group Manager: City Services Peter Frawley, Group Manager: Environmental Services Malcolm Gibb, Group Manager: Business Services

Summary

To present a forward looking review of Council's planned activities, including a summary of significant projects, for the 2010/11 financial year.

TCC Ref: 3258225

Recommendation

That it be Resolved

(a) That the Group Manager: Business Services' Report (DC 286) be received.

Background

This monitoring report is a fonward looking review for the 2010/11 year, which focuses on the main areas of effort for the organisation and the significant projects.

2. Decision-Making Considerations

2.1 Signi f icance of Issues and Matters

The Local Government Act 2002 requires a formal assessment of the significance of matters and decisions in this report against Council's Significance Policy. In making this formal assessment the Evaluation & Monitoring Committee is not seeking to assess the importance placed on this issue by specific individuals, groups, or agencies within the community. The Evaluation & Monitoring Committee acknowledges that all reports have a high degree of importance to individuals, groups, or agencies affected by the report.

The matters in this report have been assessed against the Significance Policy. In accordance with the general approach, criteria and thresholds of the policy, the author of this report considers that the stated particular matter(s) are not significant. This conclusion is based on the following factors:

Issue or Matter

Forward looking review for the 2010/11 year, with focus on main areas of effort for the organisation and significant projects.

Significant / Not Significant

Not significant.

Reason

The report is for information only and Council is not required to make decisions on this information, 1

11

Malcolm Gibb Group Manager: Business Services

10 August 2010

Attachments: Attachment A: Monitoring Report Executive Summary to July 2010

Attachment B: Monitoring Report to July 2010

TCC Ref: 3258225

MONITORING REPORT July 2010 Contents

PAGE

Attachment A - Executive Summary 1

At tachment B - Organisat ional Section 2

Act iv i ty Area Reports Transportation 5 Airport 12 Arts and Heritage 15 Venues and Events 18 Libraries 24 Indoor Space and Active Living 27 Open Space 33 Aquatic 42 CBD and Neighbourhood Centre Revitalisation 44 Economic Development 48 Strategic Property 51 Elder Housing 52 Solid Waste 54 Stormwater 58 Wastewater 63 Water Supply 67 Environmental Policy 73 Environmental Planning 78 Building Services 82 Environmental Compliance and Monitoring 86 Animal Services 91 Civil Defence and Emergency Management 93 Customer Service Centre 97 Democracy and Civic Services 100 Community Property Services 104 Business Solutions (Support) 109 City Development (Support) 112 Communications (Support) 115 Finance, Legal and Risk Management (Support) 119 Business Information (Support) 122 Property Consultancy (Support) 124 Strategic Planning and Relationships (Support) 126 Human Resources (Support) 129

Executive Summary

ATTACHMENT A

This Monitoring Report is providing elected members with a snapshot of the coming year - it provides an overview of the forward focus for each activity area, the key projects, an outline of performance measures and a summary of the progress (if any) against these so far this year.

Highlights clearly relate to the recently adopted Annual Plan. Some of the major projects, facilities and services that will come to fruition this year include:

The Indoor Sports and Exhibition Centre

The Mount hot pools

Central Parade upgrade

Cabins at the Mount Maunganui Beachside Holiday Park

Harbour Central Marine Precinct

The City Plan

The Arataki Community Centre

The Mount Greens Sports Complex

The TECT All Terrain Park

Vale/Hinewa Road stormwater upgrade

City Transport Centre

Pyes Pa Bypass

Te Maunga and Chapel St WWTP upgrades

The airport runway extensions

New website.

COi

Organisational Section

ATTACHMENT B

1. Summary

This monitoring report focuses on the implementation plans for activity areas for the 2010/11 financial year.

Financial information has not been provided for the first month of the new budget year. The presentation of information focuses on the delivery of services and projects to the community during the 2010/11 financial year.

A summary of the financial results for 2009/10 will be presented to Council in the August and September Council meetings in the form ofthe draft and final Annual Report 2010.

2. Schedule of Receivables

TCC's Total Customer Debt

Total TCC customer debt is $56.2m at July '10 ($53.6m at July '09), reflecting an increase of $2.6m from the prior year. The main reason for the high level of total debt is the 1^' rates instalment assessment, included in the July results.

Total overdue debt is $6.0m at July '10 ($6.1m at July '09), reflecting a decrease of $0.1 m from the prior year. Rates overdue debt has increased $0.2m from the pnor year, water debt decreased $0.3m, and sundry debt has remained relatively constant.

Rates (excl water)

Water

Sundry

$

$

$ $

Total debt Jul-10

48.974,251 $

3,346,602 $

3.893.852 $ 56,214,705 $

Jul-09 45.120,422

5,157.283

3,335.620 53,613,325

Rates (excl water)

Water

Sundry

$

$

S $

Total overdue debt | Jul-10

3.188,826 $

982,252 $

1.840.189 $ 6,011,267 $

Jul-09 3,003,945

1,275,698

1.821.008 6,100,651 1

Rates & Water Debt

Total overdue General debt (excluding water) is $2.3m at July'10 ($2.3 m at July '09). This is a very pleasing status considering the difficult financial situation for many in our community. The aging profile however shows more customers are paying later, indicating the volume of further 'last resort' collection action is likely to increase, specifically Baycorp & referral to Mortgagee's.

iGeneral land Jul-10

Customers

Jul-09 Customers

Current $45,530,664

49733

$41,819,299

49076

1-2 years $1,598,146

1443

$1,708,544

1760

2-3 $500,247

398

$382,092

370

yrs 3+ $213,459

152

$185,608

104

yrs totall $47,785,509

49733

$44,095,543

49076 1

Total overdue Maori debt (excluding water) is $0.9m at July'10 ($0.7m at July '09). Debt on multiple owned Maori land has increased slightly and council are looking at different options to persuade owners to pay outstanding rates debt. There is a significant increase in Land

002

Development proposals due to a scheme introduced by Kiwi Bank and Housing NZ which will make it easier for owners to obtain finance to develop and build on their land, and in the process, pay their rates. Penalties make up approx $265k ofthe total balance owing.

Maor i land

Jul-10

Customers

Jul-09

Customers

Current

$311,902 253

$297,284 267

1-2 years

$629,758 85

$253,567 103

2-3 $75,199

39

$126,856 58

yrs 3+ $172,017

32

$347,278 46

yrs totall $1,188,742

253

$1,024,879

267 1

Water Debt

Total water rates debt is $3,3m at July '10 ($5,2m at July '09) of which $1,0m is overdue ($1,3m at July '09). This reflects a decrease in overdue water debt of $0.3m.

Current water debt sits at $2.5m ($1.3m prior year) due to the 6 monthly billing cycle. This is, of course, reverting to quarterly billing.

Water

Jul-10

Customers

Jul-09

Customers

Current

$2,483,420

14,576

$1,302,943

15,560

30-60days

$96,106

1,144

$232,040

3,185

60-90days

$41,685

104

$202,957

2,399

90+days

$844,461

3,938

$840,701

3.346

totall

$3,346,602

17,709

$5,157,283

18,819 1

* Customer numbers as listed in the above tables for Rates, Maori Land and Water reflect the invoice or

debt that a customer has in each period. The Total reflects total customers however these customers

may be counted more than once if they have multiple invoices outstanding.

Sundry Debt

Total sundry debt is $3,9m at July '10 ($3,3m at July '09) reflecting an increase of $0,6m from the prior year. Overdue sundry debt has remained very consistent at approx $1,8m, consistently mainly of Building and Resource Consent debt.

Sundry debt

Jul-10

Jul-09

Current

$2,053,663

$1,514,612

30-60days

$344,962

$377,173

60-90days

$39,354

$16,285

90+days

$1,455,873

$1,427,551

total]

$3,893,852

$3,335,620 1

Jul-10

Building Consents

Resource Consents

Airport

Property - commercial leases

Current

$383,545

$13,884

$268,270

$200,378

30-60days

$129,354

$11,509

$93,554

$42,215

60-90d

$3,803

$1,778

$16,155

$1,436

ays 90+days

$506,746

$580,083

$33,227

$48,955

totall

$1,023,448

$607,253

$411,206

$292,984 1

Debt Collection Matters - Baycorp - Further Information

Debt collection costs can be broken down into the following areas:

- debt collection commission - service fees charged on overdue accounts - legal and field services charged on debts

Debt collection commission - charged on recovery of the debt (11% of debt balance, offset by 10% rates penalty incurred, net cost to TCC is 1% of debt value).

003

Organisational Section

Service fees - primarily this is a $10 per quarter fee to debtors who decide to pay their debts off by automatic payment. When Baycorp forward an automatic payment (AP) to a debtor, included with the AP is a letter advising that if the debtor chooses to repay the debt by drip feed payment instead of payment in full, they will charge a $10.00 per quarter fee to the debtor. By signing and loading the automatic form sent to them, debtors are agreeing with Baycorp to be liable for the $10.00 fee.

Legal costs - These are the legal costs and court costs incurred in commencing legal action against overdue accounts. There are set legal costs which are, by law, allowed to be passed onto debtors regardless of the terms of trade established or the Rating Act. When legal action is commenced by ourselves on a debt, we automatically add onto the debt the legal costs allowed by the court to be recovered from the debtor.

Normally, the passing on of collection commission to debtors is covered under the Fair Trading Act. This is the act that applies to TCC's sundry debtors. Unfortunately, this is not allowed under the Rating Act. To allow this to occur, a change in the Rating Act would be required. Legal costs can, as stated above, still be on-charged to these debtors. Field services charges (field visits out to the debtor) cannot be recovered on these debts. They are not deemed to be legal costs and are considered part ofthe collection procedure,

Ofthe debts referred to Baycorp for collection, the majority fall into two baskets:

• the landlords who have disappeared (or are located overseas) and Baycorp are tracing, and

• the debtors who are struggling to pay debts.

Of the latter, there are a number already with payment agreements and others receiving assistance from budget advisors to try and sort out their financial affairs. There is also included in this group a proportion who 'don't care' and most of these are already well known to Baycorp. This last group of debtors will probably require additional 'encouragement' to pay their debts.

The Maori land rates debts are proving harder to collect - which Baycorp were always aware would be the case. These will need to be reviewed on a case by case basis and taking legal action against the occupiers of the land may need to be carefully considered. This type of action has had some success in the past.

Annual Repor t / Long Term Counci l Communi ty Plan

The Risk Management Framework was updated by the Executive Team in August 2010 and will be presented to the Projects and Services Committee in September 2010.

The Annual Report for 2009/10 will be presented to Council in August (draft) and for formal adoption on 21 September 2010.

The 2010/11 Annual Plan was adopted by Council on 23 June 2010.

004

Transportation

1.1 Overview

Why We Do It

To make Tauranga easy and safe to move around by providing an integrated, sustainable and efficient transport network.

Communi ty Outcomes We Contr ibute To

Easy and Safe to Move Around Built To Fit our Hills Harbour and Coast Vibrant, Healthy and Diverse Communities Strong Sustainable Economy Living Well, Wasting Less

Forward Focus

Sustainable Transport • Development of the Cameron Road Land Use and Form and Function Project. • Development of the City Transport Centre

Transport Planning • Work with NZTA and other SmartTransport partners on strategic projects. • Develop the Hairini Link (Central Corridor) Project in conjunction with NZTA.

Traffic Network Management • Minor Safety Projects for vanous sites around the city are being developed and designed.

These projects help support Council's road safety initiatives and community programmes. They will be implemented throughout the financial year and be completed by the end of June 2011,

• New traffic cameras at key intersections are now available to view within City Transportation, It is anticipated that further cameras will be added to the network over the next 12 months, along with connections and viewing facilities established with key stakeholders eg New Zealand Police and NZTA,

• Planning and design for traffic signal improvements and upgrades continues.

Asset Management • New three year roading maintenance contracts commenced on 1^' July 2010. • Work to rehabilitate Hull Road is expected to commence in September 2010. The work

covers the whole length of Hull Road between Totara Street and Maunganui Road; it also includes the upgrading of the Totara Street Roundabout and the Maunganui Road/Hull Road intersection.

• The annual reseals programme will get underway in mid-September 2010. It is planned to treat approximately 27 km's of road, covering 84 streets. It is anticipated the programme will be completed by April 2011.

005

Key Projects for 2010/11

Implementation

City Transport Centre • The bus stops will be located on Willow Street between Wharf and Hamilton Streets. • One tender that includes all physical works has been called and will close on 13 August

2010. • The works include a new canopy, a canopy extension, new street and under canopy

lighting, new seats, bus signs and road furniture, • The works are expected to be completed in November 2010.

Pyes Pa Bypass • Construction continues in the 2010/11 year with the completion date of June 2011. • The contractor has made steady progress with the removal of preloading material,

pavement construction at both ends of the project, including kerbing and stormwater reticulation.

• Extensive landscaping will be undertaken in the autumn of 2011. • The project is managed by NZTA and funded by NZTA/TCC. Low tenders have resulted in

significant savings.

Tara Road • The detailed design is currently underway and tenders will be called in August 2010 for

Stage 1, Doncaster Drive to Parton Road including roundabouts at Doncaster Drive and Parton Road.

• Stage 1 has been divided into two separable portions, Tara Road between Doncaster Drive and Parton Road (which includes the Doncaster Drive roundabout) in 2010/11 and Parton Road/Tara Road roundabout in 2011/12.

1.2 Capital Carry Forward Projects from 2009/10

Project ID in LIPS

145 1132 65 562 80 230 25 215 244 402 70

68 2205 1859 1894 2204

Description

Beaumaris Boulevard Link Bus Shelter Installation Commercial Footpath Upgrading Land Purchase Sandhurst Drive Professional Fees Kerb and Channel Upgrade Bethlehem SH2 Roundabout Kerb and Channel Renewal Pavement Rehabilitation Domain Road Upgrading Public Transport Centre Road Widening 1 metre - Tauriko (Land Acquisition) Tauriko Business Park Land Costs Arataki Transport Centre Cameron Road - Multi Modal Corridor Study Coastal Roading Protection (erosion) Tauranga CBD Travel Demand Management

Carry Fwd Amt

470,675 10,532 19,886 18,009 9,700

633,399 159,861 273,103 263,510 206,602 812,434

404,374 65,000 57,564 22,182 68,300

006

1.3 Non-Financial Performance Information

(i) Act iv i ty Area Plan Progress Check

(key items from the 'how we are going to get there' section of the activity area plan)

Parking

Through the parking enforcement role plus consideration of statistics of parking infringements to assist City Transportation in managing the efficiency of parking infrastructure in the City,

Ongoing,

Sustainable Transport

• Develop and implement Travel Plans for work places and schools subject to NZTA funding,

• Expand the "Kids on Feet" and "Kids Can Ride" programmes at schools,

• Develop and implement integrated walking and cycling paths in conjunction with Parks and Leisure and Stormwater sections,

• With EBOP, develop a Transportation Centre in the city centre, along with satellite centres in the suburbs,

• Develop and install bus priority measures (BPM) to provide predictable bus travel times on key corridors.

Awaiting funding allocation from NZTA,



Transport Centre in the City Centre being developed.

BPM integrated with upgrading of arterials.

Transportation Planning

• Carry out the ITS Implementation Plan and accommodate national and regional strategies and policies,

• Continue to develop key multi modal corridors and funding plans in collaboration with our SmartTransport partners to ensure an integrated approach.

Ongoing,

Ongoing,

Network Management

• Develop and implement travel demand initiatives to better utilise existing infrastructure,

• Use road safety statistics and trends to plan education campaigns and safety works.

Research and investigation ongoing.

Minor safety works planned at various crash "hot spots".

007

(ii) Progress Towards 2010/11 Performance Targets (table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)

1 What this • V V I I O L 11119

1 measure tells 1 us

Measure Unit 2010/11 Target

What we're doing to make sure we meet the year end target (Including actual YTD if available)

Activity outcome measures

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

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

Efficiency of the transport network (factual)

Sustainability of the transport network (perception)

Sustainability of the transport network (factual)

Number of people that were injured or killed in crashes across the city (cyclists, pedestrians, vehicle occupants).

Data Source NZTA - Tauranaa Traffic System Performance Monitoring Report (Beca - six monthly)

Of residents who cycle, walk or drive around the city, the percentage that feel safe* when doing so on the cycleways, footpaths or roads. * safe in its broader sense, including personal safety / security.

Data Source: TCC - annual residents' survey

All day congestion indicator, which is the minutes of delay* per km of travel on key city routes. *delay is calculated as the actual travel time less what the travel time would be at the speed limit.

Data Source NZTA - Tauranaa Traffic System Performance Monitoring Report (Beca - six monthly)

How people journeyed to work:

(a) Drove a car, truck, van or motorcycle, (b) Passenger in car, truck or van. (c) Walked or jogged, cycled, by bus, (d) Didn't go out to work or not stated.

Data Source: Census (5-vearlv) and TCC - annual residents' sun/ey for intervening years

Number of pedestrians and cyclists. and number of vehicles that have more than one occupant, on key routes*, * as per counts done at the same key sites, at the same times, on the same days during the year (plus percentage of vehicles that have more than one occupant).

Data Source: TCC

No,

%

Mins/ km

No,

No,

Decreasing

Increasing

No increase

An increasing proportion of people using alternatives to private vehicles

Increasing

Continuing with Road Safety Promotions and Road Maintenance and Minor Safety Works to address problems shown from past years' statistics.

As above.

Road and intersection improvements ongoing.

Continuing to work with EBOP to improve the public transport system.

Increasing on-road and off-road cycle and pedestrian facilities.

Continuing to work with EBOP to improve the public transport system.

008

1 What this 1 measure tells H • • • ^ ^ «M 4 ^ ^ M • * ^ % ^ ^ I • %^

1 us

Sustainability of the transport network (factual)

Sustainability of the transport network (perception)

Awareness of sustainable transport initiatives (factual)

Access to sustainable transport (factual)

Enabling efficient movement of traffic within the CBD (factual)

Measure

Number of passenger trips on local buses.

Data Source: Environment Bay of Plenty

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

Data Source: Quality of Life sun/ey, 2-yearly

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

Data Source: TCC

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

Data Source: TCC

Number of infringement notices issued for over time limits.

Data Source: TCC

Unit 2010/11 Target

No, Increasing

No, Increasing

No, 1000

% Increasing

Decreasing

What we're doing to make sure we meet the year end target (including actual YTD if available)

Building more bus shelters and installing additional bus stops. Provide free wallet sized timetable for each route.

Working with EBOP on promotion.

Continuing to maintain relativity between bus fares and all day parking.

Continuing to work with schools to promote walking and cycling.

Working with EBOP to install additional bus stops.

Levels of Service

Responsiveness (factual)

Provision of roading services -reseals (factual)

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

Data Source: TCC

The re-seal level of service is effectively "like for like". Roads will be re-sealed using the same material as the current surface. The exception to this is that all roads carrying more than 10,000 vehicles a day, will be re-sealed with hot mix. In special circumstances exceptions to these rules may occur for engineering purposes.

Data Source: TCC

Achieved

Achieved

This is being achieved however periods of sustained heavy rain will impact on the Levels of Service,

Council currently spends approximately $120K on pothole repairs per year.

Reseal work has been planned to meet this level of service.

o o y

What this measure tells Measure

Provision of footpaths (factual)

Percentage of: (a) Roads in residential areas and industrial zones* that have at least one footpath, and (b) Urban arterials and collectors that have two footpaths, * The long-term level of service for industrial zones is to have footpaths on both sides ofthe road, but work to achieve this level of service will not commence in this ten year period, ** As per Council policy, rural-residential roads do not require footpaths.

Data Source: TCC

What we're doing to make sure 2010/11 we meet the year end target Target (including actual YTD if

available)

97,5% This is currently at approximately 96%,

This financial year approximately 4 km of new footpath will be constructed.

Access to Increase in the walking and cycling sustainable network each year, in accordance with transport the Integrated Transport Strategy for (factual) Tauranga (including total length of

walking and cycling network and the location of key additions to the network each year).

Data Source: TCC

Km Additional 6km Total = 77km

New projects currently being planned.

Provision of The majority of street lights on arterial street lighting routes and collector roads meet the (factual) AS/NZ standards, however Council

have in place an upgrading programme that prioritises these types of roads to ensure they meet the safety aspects of the current standards. Street lights on all other roads are upgraded on a case by case basis.

Data Source: TCC

Achieved Additional streetlights will be provided and upgraded during this financial year.

Provision of Roads are swept daily in the CBD, road sweeping weekly or twice weekly for arterial services routes, and four times per month for (factual) local roads.

Data Source: TCC

Achieved Contract conditions set to achieve this level of service.

Provision of public transport facilities - bus shelters (factual)

14 new bus shelters are installed each year.

Data Source: TCC

14 Achieved Installation of 14 new bus shelters will be undertaken this financial year.

Provision of parking services (factual)

Parking restrictions are enforced in: Tauranga CBD - 6 hrs/day for 5,5 days/wk. Mount and Greerton centres - 6 hrs/day for 5 days/wk. On-call service, in response to complaints, available 7 days/wk.

Data Source: TCC

Achieved Level of service maintained with no significant variances to report.

oio


Safety of coastal structures (factual)

Progress towards achieving compliance with Environmental Bay of Plenty resource consent conditions for coastal structures (number achieved compared to the planned programme each year, as well as total number that are compliant), * The longer term target is that all 24 coastal marine structures managed by this activity comply with resource consent conditions by 2020.

Data Source: TCC

2010/11 Target

4 structures compliant year, of a total of 24.


Oi l

2.1 Overview

Why We Do It

To ensure Tauranga has an airport that is safe and is recognised as a centre for excellent air transport and related services, and that meets the social and economic needs of our community.


• Easy and Safe to Move Around • Strong Sustainable Economy

Forward Focus • Continue to work with Air New Zealand to promote and develop the Airport.

Key Projects for 2010/11 • Apron extension and taxiway developments.


Project ID in LIPS 426 425 2101

Descr ip t ion

Apron extension New apron lighting Services and Roads New Hangars

Carry Fwd Amt 1

537,895 50,000

109,203


(i) Activity Area Plan Progress Check (key items from the 'how we are going to get there' section of the activity area plan)

Item Status

Align its activities with its 20 Year Master Plan and the Tauranga City Council LTCCP to move it on from where it is now. In particular:

Key projects in 20 Year Master Plan which include the following:

Grass runway extension. Sealed taxiways. Further hangar Further overnight parking for scheduled aircraft.

Continued provision of Category 4 rescue fire services. Continued enhancement of community awareness of the benefits of the airport in its current location via contact with community and educational groups and the media.

Included in the Ten Year Plan, 1

Ongoing,

Ongoing,

012

Continue to work with airlines to maintain passenger capacity at appropriate levels

Ongoing. 1




available)

Service performance measures

That the airport Achieve 100% compliance with Civil facilities are Aviation Authority rules through safe (factual) adherence to an airport quality

management system.

Data Source: TCC - CAA Annual Audit

% 100 Compliance achieved with 2010 audit and 5 yearly operating license renewal.

Quality of the Customers are generally satisfied with airport facilities the facilities provided at the Airport (factual) (including cafeteria and parking),

tracked through the number of complaints received.

Data Source: TCC

No, < 24 per year

Many positive comments on new terminal facilities received. All comments are monitored and complaints actioned if they occur.

Levels of service

Management of land held (factual)

All currently leasable* buildings, land and hangar sites are leased,

* Council retains land round the airport for future expansion, not all land is available to be leased at any point in time.

Achieved All leased.

Safety (factual)

Fire safety (factual)

Accessibility of facilities (factual)

Data Source: TCC

All flights operate in accordance with the Airport Authorities Act and Civil Aviation Regulations,

Data Source: TCC - CAA annual audit

The airport rescue and fire service is available to meet the requirements of Civil Aviation Regulations.

Data Source: TCC - CAA annual audit

Airport facilities (cafeteria, carpark etc) -are open to meet all scheduled services. * Opening hours for the cafeteria are from 30 minutes before the first scheduled departure until the last departure each day.

Achieved

Achieved

Achieved

CfKA Audit completed in July 2010,

CAA Audit completed in July 2010, Ongoing training undertaken.

All operating to meet public demand.

013



available)

Data Source: TCC

Carpark Number of carpark spaces provided. provision * Security services are provided for (factual) the carpark area from 10pm to 6am,

seven days/week.

Data Source: TCC

No, 300 Occupancy being monitored and long term car park extended.

Other interesting statistics

Throughput -passengers (factual)

Number of passengers through the airport each year.

Data Source: TCC

No, n/a Passenger counts are monitored and reported monthly to the Airport Committee,

Throughput - Total number of flight movements flights (factual) each year.

Data Source: TCC

No, n/a Flight movements are monitored and reported monthly to the Airport Committee,

014

Arts and Heritage

3.1 Overview

Why We Do It

To provide dynamic facilities and services that help create a strong sense of community mana, pnde and identity, reflecting the heritage and culture of our region.


• Vibrant, Healthy and Diverse Communities • Strong Sustainable Economy • A Great Place to Grow Up

Forward Focus

• Staff will implement the Council resolution to establish a stand alone trust to progress a museum facility. Interviews for Trustee positions were held in late July and the recommended persons will be appointed through the new Trust Deed by the CEO as per the Council resolution.


• Completion of the Maori conservation project as part of the museum collection management,

• On-going delivery by Creative Tauranga and Art Gallery Trust.


None for this activity area.



Art Gallery • Agree on an annual basis with the Tauranga

Art Gallery Trust a Statement of Intent and monitor performance of the Trust in accordance with the performance measures and targets established via the Statement of Intent.

The Statement of Intent for 2010/11 has been signed. The Trust Board have had a Strategy day to identify priorities for the next year and key areas of focus.

Arts & Heritage Facilitation • Continue to assist Creative Tauranga to up-

skill so they are in a position to provide high quality strategic advice to Council. Assist The Elms to achieve their vision and implement actions in The Way Forward strategic document.

Ongoing liaison with both Creative Tauranga and The Elms.

015

Arts and Heritage


1 What this 1 measure tells 1 us



[: Activity outcome measures

Level of cultural richness and diversity (perception)

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

Data Source: Qualitv of Life two-yearly survey

% Retain at 45% (increase not anticipated due to Council policy direction and investment decisions)

Art Gallery services available to the public.


Level of satisfaction with service provided (perception)

Accessibility of Museum collection (factual)

Percentage of users that are satisfied with the operation of, and information available at, the information hub (Creative Tauranga office and web links).

Data Source: Creative Tauranaa -annual customers' survey

Number of sessions on the Museum website each year.

Data Source: TCC

%

1075

99% of respondents rate sen/ice as "very good" or "excellent" and 99% rate availability as "mostly" or "always"

Increasing over time.

TCC has entered into a contract with Creative Tauranga for delivery of Arts & Heritage facilitation services.

Hands on Tauranga website statistics show that from February 2010 to 6'̂ July 2010 visitors to the website are recorded at 1075.

Total pages viewed over this period 39,295.

Levels of service


Number of Museum collection available to view on the website.

Data Source: TCC

464 Target to be developed.

Through the Tauranga Heritage 1 link on the website there are currently 364 images available for public viewing.

Through the Hands on Tauranga Object lending there are 165 images available for public viewing.

Provision for accessibility has increased due to the website development.

016

Arts and Heritage

1 What this 1 measure tells


Provision of exhibitions (factual)

Funding sources (factual)

Accessibility of information hub (factual)

Measure

Number of schools visited to provide education programmes each year.

Data Source: TCC

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

Data Source: Art Gallerv Trust

Level of operational funding generated from sources other than rates.

Data Source: Art Gallen/ Trust

Opening hours of information hub (Creative Tauranga office aspect).

Data Source: Creative Tauranaa

Unit

No,

No.

%

Narra tive

2010/11 Target

Target to be developed.

16

20

Open 6 days per week (excluding public holidays) when the Creative Tauranga office is open)


In the last two months 3 school | visits promoting the service.

98 objects have been accessed by these schools.

Eight local schools are registered users to the service. The following exhibitions will be open in the Gallery:

Not a Still Life: The Art of Susan Wilson, Saturday 1 August-Sunday 20 September,

Rockers and Rollers: Prints from Aratoi Wairarapa Museum of Art and History and The Rutherford Trust Collection, Saturday 1 August - Sunday 18 October,

Antarctica: Joyce Campbell, Anne Noble and Connie Samaras, Saturday 25 Ju ly-Sunday 11 October,

Art Gallery has developed a business plan to achieve this objective.

Creative Tauranga open as per target.

1 Other interesting statistics

Throughput-visitors (factual)

Number of visitors to the Art Gallery each year.

Data Source: Art Gallerv Trust

No, n/a The Gallery communicates to community about events. education opportunities and exhibitions. There is an active programme to advise the community about what is on in the Gallery,

017

Venues and Events

4.1 Overview

Why We Do It

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


• Vibrant, Healthy and Diverse Communities • Strong Sustainable Economy • Living Well, Wasting Less

• A Great Place to Grow Up

Forward Focus

• Complete the Baycourt Butynol roofing replacement and Carpet renewal, • Review legroom options for Baycourt seating • Utilisation of the new EBMS Venue and Event booking software to deliver on areas of the

Events Strategy

• Assist TCVL with any matters which could improve their operation.


Refer to Forward Focus section,


Project ID in LIPS

574 2031

Description

Replacement Building Fittings Baycourt Building renewals

Carry Fwd Amt

10,577 67,000



Ongoing communication with Events Strategy stakeholders is enabling all parties to meet their objectives with respect to the Events Strategy actions. These actions are appropriately resourced and funded, and regular reporting sessions occur to ensure that all stakeholders are on track with their actions. The Events Net network is supported by Events Tauranga as this volunteer network has a significant part to play in the delivery of actions from the Events Strategy,

Actions for 10/11 have been allocated to Venues and Events staff in the Venues and Events work plan.

Events Net and the Events Action Group meet regularly, and have actions to complete this year.

018

Venues and Events

1 A marketing strategy is developed to gradually raise awareness of the Venues & Events brand across all members of the Tauranga Community, This awareness campaign will encompass the actions of the Events Strategy, and have a focus on ensuring that those in the events industry know where to direct people for event information. All current event related processes and systems are reviewed, and a system scope is developed for replacement of these existing systems where appropriate. Events Tauranga has an asset management plan for Baycourt that reacts to issues identified in the Qualmark reports.

Customer satisfaction and occupancy benchmarking levels are regularly monitored and variations are investigated. Industry wide networks with other Entertainment Venues Association of New Zealand members provide instant access to industry best practice to ensure we learn from others, and introduce any efficiencies or improvements that are in use throughout the country.

The subsidy policy will be reviewed by the Elected Members to provide clarity on Youth Events, Relationships are developed and maintained with other Venues and operations in Tauranga to ensure that the facility network' operates in a collaborative manner, and that Events Tauranga services are used to enhance and enable the use of other venues. This relationship building is especially important for the venues of Holy Trinity, Bethlehem College, Baypark, and Tauranga Boys College. Services available to assist these operations are technical equipment and labour, ticketing, ushering/event crew, venue bookings, event management and mentoring.

The relationship with the Flagship Events is developed to ensure that regular formal communication occurs between Events Tauranga and the Flagships, to ensure that we are meeting their needs in a cost effective manner.

Through the Events Net network, the issue of volunteer training, co-ordination, and the database are reviewed, and a sub-regional plan developed in line with the Rugby World Cup and Events Strategy direction. |

1 A Marketing Strategy for 10/11 has been developed which will deliver on the actions of the Events Strategy, whilst also reinforcing the Venues & Events brand.

Event related systems have been replaced with the Ungerboeck System, This went live on 1 July, with additional functionality being rolled out over the next 12 months. The roofing project and carpet replacement are a priority for 10/11,

The patron satisfaction survey form and client surveys provide feedback on their satisfaction levels. These will be captured in a different way within the new Ungerboeck Venue bookings system.

The subsidy policy has been reviewed, and provides the necessary clarity. The Venues and Events team have relationships with all of the major venues. The focus for the next 12 months will be to ensure that TCVL are supported to ensure that the current operation, and the new TISEC building are successful.

Regular meetings are scheduled with the Flagship Events that utilise Venues and Events services. Actions this year will include quantifying the formal level of service that we have for these events (eg office equipment, computers, and space they currently receive). Events Net is currently investigating the issue of Volunteers, and is working with the Tauranga Volunteers Centre to deliver on the outcomes of the Rugby World Cup, and the actions of the Events Strategy, |

019

Venues and Events

(ii) Progress Towards 2010/11 Performance Targets

(table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)



available)


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

Number of events held in the sub-region, as identified in the events calendar.

Data Source: TCC

No, 460 Using the Events Net network of people to ensure that more events are captured, and more event managers know of the Events Calender will increase the number of events on the calendar, A greater functionality for the Events Website will be capitalised on as the rollout ofthe Ungerboeck (Venue and Event Bookings Software) system continues.

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

Percentage of residents that are % satisfied with the number and diversity of events in Tauranga,

Increasing Only reported on as part of annual survey results.

Data Source: TCC residents' survey

annual


Indication of Baycourt occupancy rates* participation in * using the Events and Venues arts, culture Association of New Zealand (EVANZ) and leisure weighted benchmark, which is a events measure of use weighted by size of provided each room, (factual)

Data Source: TCC

48 Considering last years actual occupancy of 39,3%, this year's target of 48% will be a stretch target,

Tauranga Musical Theatre does not hold a booking for the 10/11 year as their 2010 production was in AphI, and fell into the previous financial year.

Advance bookings for 10/11 are lighter than previous years. Staff are investigating alternate clients and event types to ensure that all opportunities are considered.

020

Venues and Events

1 What thie 1 measure tells

Indication of the diversity of events provided (factual)

Satisfaction with Baycourt as a venue to hire (perception)

Council support for events (factual)

Measure

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

Data Source: TCC

Percentage of Baycourt venue hirers that are satisfied with the venue.

Data Source: TCC - hirers survey

The number of events that receive support from Council funding through the flagship, major or small projects funds, including narrative about what these events are.

Data Source: TCC

Unit 2010/11 ^ " ' * Target

% (a) 33,3 (b) 33,3 (c) 33,4

% Target to be set once baseline established.

No 15


In this current economic climate the number of commercial events (eg conferences and professional exhibitions) occurring is tending to be less than historical averages. This could be due to large organisations reducing training and conferencing budgets. Whist Venues and Events will always be mindful of the preferred events mix, the focus for this year will be ensuring that the overall occupancy target of 48% is met.

Having received high levels of customer satisfaction for 09 /10a focuso f 10/11 will be in the area of value for money in the catering and technical areas. This will involve explaining to clients the value they receive from the services they receive at Baycourt,

The review of the Event Support Policy, which provides direction for which events receive financial assistance from Council, will be undertaken during 2011,

Levels of Service

Provision of discounts -local and youth shows (factual)

Baycourt operates a discount policy for local and youth shows (and an explanation of that policy)

Data Source: TCC

Achieved Subsidy policy is in place for internal and external events.

021

Venues and Events

1 What this 1 measure tells 1 1 IC I Uo

Provision of Baycourt services-quality of venue (factual)

Provision of New Years Eve event (factual)

Provision of events assistance services (factual)

Measure Unit 2010/11 " " ' t Target

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

Data Source: Qualmark Venues Assessment

Events Tauranga delivers a safe New Year's Eve event (as evidenced by a low number of health or safety incidents occurring, and feedback from the Summer Activity Taskforce*, affected residents, and people attending the event). * Summer Activity Taskforce oversees the event.

Data Source: TCC

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

Data Source: TCC

Achieved

Achieved

395


The Baycourt Qualmark assessment is carried out every 2 years with 10/11 being an assessment year. The installation of the carpet.

other building maintenance, and the improvement in documented systems (with the introduction of the Ungerboeck EBMS Venue Bookings Software) should all factor towards a positive outcome for this assessment.

Planning is underway to deliver a similar level of event to last year. The decisions regarding the Sand Bar site will provide direction for the

team.

If a decision by Council to review the strategic direction of the Summer Activities period then this work will need to occur in 2011,

The Events Strategy work completed in 08/09 has lifted the profile of the Events One-Stop-Shop, This was evidenced by a further increase in the use of this sen/ice in 09/10, In 10/11 a focus will be for more information to be available via the web,

1

022

Venues and Events



available)

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

Data Source: TCC

No, 770 Servicing of events at Baypark and Bethlehem College will increase as these venues become better known. Additional initiatives are being undertaken to ensure that all schools in the area are aware of the services that are available to them.


Throughput -attendance at Baycourt events (factual)

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

Data Source: TCC

No, (a) 259

(b) 287

(c) 452

The average audience attendance figures for 09/10 were generally an increase over the previous year.

Targets have been set for 10/11 to maintain these patronage averages, as it is considered that we have reached the likely maximum average. Several of the events that utilise Baycourt do not have a focus on attracting a large audience, and therefore negatively affect the statistics. An example of this type of event is weekend dance competitions that have limited public appeal, and have more of a focus on enabling the participants to perform onstage. It is not productive to invest significant energy in attempting to increase the audience size of this type of event.

023

Libraries

5.1 Overview

Why We Do It

To ensure all members of the community have ready access to a wide range of resources in a range of formats for information, education, leisure and cultural enrichment.


• Vibrant, Healthy and Diverse Communities • Actively Involved People • A Great Place to Grow Up

Forward Focus

To maintain level of service and customer satisfaction level, while reducing cost and increasing revenue. Much of this hinges on effective use of technology, and improved procurement processes.


• To complete installation of Symphony library management software • Review workflows in strategic areas of the libraries • Improve efficiency in the purchase and handling of new stock


None for this activity area,


(i) Activity Area Plan Progress Check

(Key items from the 'how we are going to get there' section of the activity area plan)

Item Status

1 Provide appropriate collections at a rate of 2,6 items per head of population (excluding donations)

Provide appropriate technology to access resources.

Implement a revenue and savings plan which meets the required target.

Improve the quality and range of services which can be accessed through the website. Provide a programme of events for adults and children to encourage literacy (including information literacy) and to celebrate our heritage and cultures.

The changeover to the new software has 1 temporarily affected our ability to cancel items, so we also have a backlog of items waiting to be sold. These are being fed in gradually and are selling well. Working to complete the changeover to new library management software, and implement related add-on functionality The new charges agreed by council have been implemented. There has been customer reaction to the new price for borrowing DVDs, and the 20-item loan limit The library website is updated at least weekly with information for customers. Most programmes will continue but are being designed to have less staff input, to save on staffing.

024

Libraries

1 Continue to collect, preserve, digitise and catalogue local heritage matenals in written or audio-visual formats. Work in partnership with museum staff, iwi and community groups.

Seek sponsorships, partnerships, and alternative funding sources to improve cost-effectiveness and/or service quality.

Major new works will be purchased and 1 catalogued. Donations of local history material will be stored with other uncatalogued material (approx 10,000 items) but will not be accessible to the public due to lower staffing.

During the coming year we will seek sponsorship for Large Print, the Summer Reading Programme, and the Mobile Library,

(ii) Progress towards 2010/11 Performance Targets

(Table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)

What this measure tells us

Measure



available)

Accessibility of libraries (perception)

Percentage of customers that are satisfied with library opening hours.

% 90

Data Source: survey

TCC - annual residents'

Not measured until June, but current arrangements are thought to be adequate.

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

Percentage of customers that are satisfied with the range of titles and of formats available.

% 90

Data Source: TCC • survey

annual residents'

Not measured until June, but current arrangements are thought to be adequate.

The value of Percentage of attendees that found % 90 literacy / education / cultural programme s provided (perception)

the literacy / education / cultural programme they attended valuable.

Data Source: TCC for programmes

evaluation form

Both attendance and satisfaction sampling show continued popularity of these programmes.

Provision of comfortable space for library users (perception)

Percentage of library users that can % find a comfortable space to sit down in their local library if they want to do so.

81

Data Source: TCC survey

• annual residents'

Not measured until June

Uptake of on-line access (factual)

Number of sessions on Libraries website each year.

Data Source: TCC

No, 120,000 Continues to rise

Levels of service .;;^ia

025

Libraries


Measure


available)

Service Stock items held per resident provision - (including 25% of the Western Bay of stock items Plenty District's residents), (factual) * Results will change as the Library

developments are completed, ** The long-term target is 2,35,

Data Source: TCC

No, 2.60 Currently 2.6.

Service Area of library space per 1,000 provision - population (including 25% of the library Westem Bay of Plenty District's space residents), (factual) * Results will change as the Library

developments are completed, ** The long-term target is 41,

Data Source: TCC

m 41 40.8m^, This will reduce as the population rises.

Service Hours per week that libraries are provision - open: opening (a) Tauranga = 52,5 hours, (b) Mount Maunganui = 42,5 accessibilit (c) Greerton = 41,5 y (factual) (d) Papamoa = 48

Data Source: TCC

Hours Achieved

per week

Present opening hours will be maintained. No changes planned.

We will survey regarding possible changes to opening hours at Papamoa (total hours will remain the same).

Service provision -programm es run (factual)

Key literacy / education / cultural programmes run each year.

Data Source: TCC

No, 300 program mes in total

Main regular programmes and visits will be maintained.


Throughput - Learning Centre (factual)

Number of customers using the Learning Centre each year.

Data Source: TCC

No, 10,000 Some Learning Centre functions are also provided in the branch libraries. These are not counted in this total.

026

Indoor Space and Active Living

6.1 Overview

Why We Do It

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


• Vibrant, Healthy and Diverse Communities • A Great Place to Grow Up

Forward Focus

The main area of focus for this year is project planning and delivery of the key projects detailed in the project section below.

The other main streams of work include:

Completion of a new Booking Prioritisation policy for indoor facilities in conjunction with facility managers, Sport Bay of Plenty, TCVL and other interested parties;

. Assisting with the review of Council's approach to Reserve Management Planning;

. Assisting with the Active Reserve's Demand Analysis project; Contributing to TCVL's operational planning for the Sports & Exhibition Centre regarding the relationship between the new centre and the rest of Council's network which will continue to be a key focus; Preparing for the Indoor Facilities Network Contract completion due in 2012;

• Development of a new three year Relationship Agreement with Sport Bay of Plenty; . Work with Sport BOP on the planning/establishment of new collaborative programmes to

help support more people participating and being active; Input into the delivery and monitoring of the Tauranga Harbour Recreation Strategy with EBOP and WBOPDC; Complete the update of the historic playground Community Share Agreements in line with current TCC policy.


New projects 2010/11:

Memorial Hall A maintenance upgrade to the kitchen, changing rooms and sports lighting of this facility is currently being planned with the works likely to be scheduled for approximately December 2010 / January 2011 to minimise disruption to regular user groups.

Historic Grave Artefacts Restoration and Relocation Working with interested parties (internal and external) to complete the restoration of Historic Grave artefacts currently located at the Historic Village. Some items will be returned to the Mission Cemetery whilst others will be stored with the Heritage Collection. Project planning is currently undenway and the focus in the coming months will be on communication and consultation. Restoration works are expected to commence in approximately November 2010 depending on site and weather conditions.

027


A number of projects for this activity area were commenced in the 2009/2010 financial year. Provided below is an update on progress for each of these multi year projects:

Sports & Exhibition Centre A key focus for this year will be finalising fit-out requirements including sports equipment items in conjunction with Sport BOP and relevant user groups.

Construction of this project is currently approximately 10 days behind schedule However, it is still anticipated that the facility will be close to completion by June 2011.

Arataki Community Centre

The Arataki Community Centre is currently being tendered by three companies Mainzeal, Marra and Arrow International. The tenders close 16'̂ August and will consist of concept design, methodology for construction and build price. The tenders will be evaluated and a recommendation presented to Council in September for approval.

The new centre is due to be completed during the 2010/11 financial year.

Mount Greens Sports

The most significant area of progress has been the completion and handover of the two natural bowling greens to Mount Greens Sports to allow their green keepers to carry out the grow-in of these areas. The handover took place on 16 July, The two natural greens were originally due for handover on 25 June but were delayed due to weather conditions which caused the top soil to be unworkable.

The project is still on track for completion by December 2010 which is within the original project timeframes.

Extend Papamoa Sport & Recreation Centre and Reserve Buildings

The storage facility and changing facility have now received practical completion. However, there are still some items yet to be fully completed around the changing facility. This delay has been due to weather issues, namely the ground reshaping around the exterior of the facility. This will be completed following a pehod of dry weather,

Tauranga Domain Grandstand Major Maintenance Major renewals / maintenance works which were intended to be completed on the grandstand were delayed until the 2010/11 financial year in order to minimise disruption to sports users. The Grandstand will be closed for maintenance for a period of approximately six weeks from mid-September 2010, The key maintenance items will include resealing expansion joints, repainting and seating repairs.

028



Project ID in LIPS 1151

612 2019 2112

Description

Property Portfolio Management Public Access and Community Use buildings CAPEX Renewals United Greens Complex Arataki Community Centre - Grenada Park Extend Papamoa Sport & Recreation Centre and Reserve Buildings

Carry Forward Amount

30,000

1,020,000 1,001,731

105,000



(key items from the 'how we are going to get there' section of the activity area plan)

Providing Indoor Facilities

• Construction of other new facilities or upgrades to existing facilities as outlined in the Sport and Active Living Strategy (Indoor Facilities blueprint), Our Community Places Strategy and Active Reserves Management Plan.

• Actively monitor the management contracts for all Indoor Facilities and look for enhancement opportunities through business planning and encouraging innovation.

New construction projects are covered in the projects section of this report.

Regular reporting is received and monitored from all contractors. Quarterly meetings are held with smaller contractors and fortnightly meetings are held with Tauranga Leisure Ltd. Business planning is part of contractual expectations/ KPI's.

Facilitating Use and Enjoyment of Indoor and Outdoor Facilities

Community Partnerships and collaboration Organisations

• Actively monitor the relationship agreement with Sport BoP to ensure outcomes are delivered.

Actively monitor the contract for Surf Lifesaving services.

Continue to provide Live to Play month by working in partnership and sourcing sponsorship funding.

Regular liaison and monitoring occurs including weekly meetings held with the Sport Development Coordinator. Reports are presented to Council on a six monthly basis.

Reports are presented to Council in line with contractual obligations. These include pre-season and post season reporting, and financial reporting.

Partnering with TCC for Live to Play 2010 are: Cooney Lees Morgan (major sponsor), BOP DHB and Fulton Hogan (minor sponsors); Sport BOP, YMCA and Tauranga Leisure Ltd. Planning is well underway.

029


Community Share Agreements

. Have formal monitoring systems in place (e.g. partnership forums and/or reporting) for all Community Share Agreements to ensure they operate effectively and are upheld,

Sportville

Work with Sport BOP and sports users to implement the recommendations of the Active Reserve demand analysis.

Quarterly meetings are held with key community share partners. Revised agreements with smaller community share halls and playgrounds partners are almost completed. Regular reporting on use of community shares is received and monitored.

The research/data gathenng for both winter and summer sports codes is complete, A full report and options/ recommendations for implementation will be developed this year.


1 What thi<: 1 measure tells 1 us




Whether more people are participating in active living opportunities (factual)

Diversity of active living opportunities that are available (factual)

Level of awareness of available active living opportunities (perception)

Number of people that participate in No, some sort of active living activities in Tauranga city, and the number of active living activities or events held in the city that are facilitated by Sport Bay of Plenty, * Many active living activities are self-initiated, so are not able to be formally recorded. ** The records of participation at events are observation-based estimates unless pre-entry is required.

Data Source: Sport Bav of Plentv

Range of active living opportunities Narr available, including identification of ative new categories of opportunities provided during the year and those that have ceased.

Data Source: TCC

Percentage of residents that feel they % know where, and how, to access information about active living opportunities that are available.


Minimum of 7000

Narrative report -increasing

Increasing (expect to be 55-70%)

The Sport BOP Active Living

team is responsible for delivering this outcome. This is reported every six months to Council,

TCC provides continuing support to Sport BOP and active living events.

Live to Play - October 2010 Planning for the 2010 event is underway.

The Sport BOP Active Living

team is responsible for delivering on this outcome.

TCC provides continuing support to Sport BOP and Active Living events.

This will be reported at the end of the year.

Sport BOP provide information services in the form of:

• E-newsletters (minimum of fortnightly)

• Website

• Active Living Guide

030




available)

• Sport Information Guide

• Regular releases, articles and promotions through various forms of media.

Indoor Facilities Contractors are required to regularty promote facilities and activities to the community.

Continued updating ofthe information provided on TCC's own website.

Type of benefit to the community from provision of indoor facilities (perception)

Three main reasons given why people use or go to community halls / centres or indoor sports facilities.

Data Source: Tauranga Leisure Limited and other providers' annual survey

Narr ative

Narrative This will be reported at the end of the year through facility manager's user surveys.

Participation in active living, recreation and leisure opportunities (factual)

Average percentage of available time that indoor facilities are used in peak and off-peak times (measured by bookings levels and including actual hours used).

Data Source: TCC

Increasing Regular reporting from management contractors and community share partners.

Participation in active living, recreation and leisure opportunities (factual)

Total user visits to indoor facilities in peak and off-peak times (measured by numbers of people participating.

Data Source: TCC

No, Increasing Regular reporting from management contractors and community share partners.


Level of quality Percentage of users that are satisfied of Council's with the quality of Council's indoor facilities community halls / centre and indoor (perception) sports facilities (including community

share facilities).

Data Source: Tauranga Leisure Limited and other service providers

% 80 This will be reported at the end of the year through facility manager's user surveys.

Continued work to make quality improvements through maintenance.

Whether people in the community know that they can use Council's and Council-provided, indoor facilities (perception)

Percentage of residents that are aware that Council's indoor facilities* are available for the community to use.

Council's indoor facilities include: Council-provided swimming pools, indoor sports facilities, community centres and community halls; and community-share community halls and indoor sports facilities.

% 60 This will be reported at the end of the year. All swimming pool / aquatic information is reported through TCAL, This activity area covers all other indoor facilities.

Indoor Facilities Contractors are required to regularly promote facilities and activities to the community.

031




available)


annual

Indication of sustainability of existing sports clubs (factual)

Percentage of sports clubs visited by Sport Bay of Plenty that have a current strategic plan in place.

Data Source: Sport Bay of Plenty

% Targets will be set once baseline established

Sport Bay of Plenty will continue to undertake the Organisational Development Tool (ODT) assessment with a number of codes/clubs.

Statistics are also gathered from each club assisted.

Levels of service

Provision of Council's public indoor facilities are: indoor facilities Sub-regional level facilities: QEYC / (factual) Memorial Hall, Mount Action Centre

(MAC to be replaced by the indoor sport and exhibition centre during the Ten Year Plan period). Local level sports facilities: Mount Sports Centre, Otumoetai Action Centre*, Merivale Community Centre*, Aquinas College Centre*, Community halls: Grenada Park, Welcome Bay, Maungatapu Primary*, Greerton, Papamoa, Matua, Matua Primary*, Pillans Point Primary*, Otumoetai Primary*, Selw/yn Ridge Primary*, Tauriko and Bethlehem, Community Centre: Papamoa, * denotes facilities that have Community Share Agreements, All sub-regional facilities are staffed, while some local facilities are staffed and the remainder have get-the-key service.

Data Source: TCC

Achieved Continue to provide facilities as indicated. Noting that Grenada Park Hall is now closed and will be replaced by the Arataki Community Centre,

Monitoring forums are important to ensure the successful operation of community share agreements. These are in place for Aquinas, Merivale and otumoetai.

Provision of The network of indoor sports facilities is indoor sports made up of: facilities (a) Sub-reaional level facilities that (factual) provide 1 court per 18,000 people*, as

per the Indoor Facilities Blueprint, * Based on sub-regional population, as these facilities serve the western Bay of Plenty sub-region not just the Tauranga City population, (b) Local level facilities that provide 1 court per 39,000 people* as per the Indoor Facilities Blueprint, * Based on Tauranga city's population, as these facilities primarily service their local area.

(a) Not Achieved

(b) Achieved

Measured at the end ofthe year based on up to date population statistics.

The Sports & Exhibition Centre project is the key project to deliver the level of service for court space.

032

Open Space

7.1 Overview

Why We Do It

To enhance social connectedness and peoples' health and wellbeing by having an open space network that provides community and recreational opportunities, as well as cultural, landscape and ecological protection and enhancement.


• Easy and Safe to Move Around. • Built To Fit our Hills Harbour and Coast. • A Clean, Green, Valued Environment • Vibrant, Healthy and Diverse Communities. • A Great Place to Grow Up.

Forward Focus

The start of the year focuses on the planning elements for the construction programme including consent applications, designs, and consultation. Once completed the implementation of the physical works will commence and be reported through this forum.

Other items being progressed during this period include:

• First leases on the TECT All Terrain Park have been approved and tenants are to commence earthworks to install their infrastructure.

• New public toilet block to be opened at Greerton at the end of August. • New facilities at Fergusson Park (public toilets and changing rooms) to be opened mid

August. • New paths on the summit of Mauao to be completed. • Blake Park Development Plan review.


• McLaren Falls Development • Coastal structures • TECT All Terrain Park

033

Open Space


1 Project ID in LIPS

850

1156

35

2132

1689

2030

1856

508

457

2241

Description

Coastal Structures (Parks and Leisure) Consents

Property Portfolio Management Public Access and Community Use buildings CAPEX Renewals

Blake Park - Cricket Pavilion, Public Toilets and Changing Rooms

BMX Track Relocation Infrastructure Development

Develop McLaren Falls

Greerton 24 Hour public toilets - Greerton Rd Shopping Centre Car park Grenada Park - Design and construct new amenities block

Harrison's Cut Reserve Improvements

Tauranga / Wharepai Domains - Development

Neighbourhood Reserve Land Purchase WB 1

Carry Forward Amount 115,000

33,000

543,720

104,462

98,748

61,391

116,000

12,481

6,543

300,000

034


(i) Activity Area Plan Progress Check (Key items from the 'how we are going to get there' section of the activity area plan)

1 Item status

Develop and implement the land acquisition plan to meet the required level of service.

Implement the Communications Plan, to promote the City's parks, open space and coastal areas to the community including education programmes,

• The use of agrichemicals is managed to comply within the policy and procedures adopted.

Parks - Sub-Regional

. Tauranga City Council, WBOPDC and Environment Bay of Plenty continue to meet and agree on future management processes and way forward including consideration of acquisition, funding, ownership, governance, management and development of sub-regional parks.

Review and implement the sub-regional parks policy with WBOPDC,

Parks - Passive

Complete education programmes and training for Park Rangers, including fire training,

• Set up systems for volunteer groups including recognition, clear objectives, leadership and co-ordination.

Coastal and Harbours

• Continue to be active in the implementation of the Councils Encroachment Policy,

Implement Coastal Structures Policy by commencing the maintenance programme (coastal consents were lodged in January 2009),

« Land acquisition plan module has been developed in GIS to represent land parcels to be purchased as determined through the Public Open Space Level of Service Policy, The module is to be populated this year.

Communications Plan is being implemented. Actions include the delivery of the annual Live to Play event, the Learning through Discovery programme, and the weekly media updates on activities and developments on the network.

The Policy has been operable since 1 February 2009, Full compliance has been achieved to date including reporting to Council on chemical usage statistics.

. The Joint WBOPDC/TCC Sub Regional Parks Policy will be reviewed in 2011,

• The Regional Council intend reviewing their own Sub Regional Parks Policy in 2011 and have indicated that both TCC and WBOPDC will be involved in that process.

. The Learning through Discovery Primary schools programme commenced in February 2010 and continues each term throughout the year. Park Rangers attend rural fire training opportunities as required.

A review of how this activity interacts with volunteers is being completed as a first step to achieve this goal.

Thirty Five coastal encroachments were removed in the 2009/2010 year. This year the target is 20, allowing for some uptake of the initiative on a voluntary basis,

A programme of coastal structure repairs was adopted by Council in the 2009 - 2019 LTCCP, The programme commenced implementation in 2009, including obtaining resource consent for several specific sites.

035

Open Space

Vegetation

• Target Industrial parts of the city for street tree planting.

Tree species and locations are determined prior to Christmas with the trees installed in early winter of the following year.

Walking and Cycling

Prioritise future links and continue implementation identified in the Strategy

Purchase land required for future links identified in the strategy.

• Develop and install signage for the network.

Complete condition rating survey of existing walkway network based on Tauranga's Track and Walkway Development Maintenance Manual, Implement levels of service for walkway and cycleway maintenance and replacement.

Mapping of walking and cycling routes including linkages has been completed. This work includes consideration of signage and land requirements.

Land acquisition requirements have been included in the Land Acquisition database. Walking/cycle paths are being constructed as resource allows.

Condition rating survey has been completed. Actions required as an outcome have been prioritised for implementation.

Active Reserves

Purchase of additional land in Papamoa East Stage I and Stage II,

• Complete the capacity assessment of existing active reserves and apply implications to the LTCCP.

Negotiations have commenced with landowners through the New Zealand Transport Agency, Research commenced in February 2009 and the analysis of both winter and summer demand for sports field space will be completed by the end of 2010. Outcomes from the study will be reflected through the development of the 2010/2011 or 2011/12 Annual Plan,

036

Open Space



1 What this 1 measure 1 tells us

Measure Unit 2010/11 ^ \ i 1 \ j i 1 1

Target



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


Level of protection of the natural environment (factual)

Level of accessibility of playgrounds (factual)

Percentage of residents that % consider they live within walking distance of their local reserve.


Percentage of residents that feel % Tauranga has enough, and enough variety of, parks or green space.


Amount of public land that is protected specifically for ecological. culture, landscape or conservation purposes (protection in the form of District Plan ecologically sensitive area zones, under the Reserves Act, QEII covenants or Department of Conservation land).

Data Source: TCC

Percentage of residents in urban % areas that are within 500m of a playground (or within 400m in an intensification area). * The adopted long-term target is 95%, it is not anticipated that this will be achieved within this ten year penod.

Data Source: TCC

88

72

Increasing

65

To improve the result of the past two years residents surveys on this factor, more focus is being put on the promotion of parks through Council's website, brochures and events such as Live to Play.

To meet this target, reserves are being acquired and developed in urban growth areas based on the land acquisition plan. The variety of experiences and opportunities available to residents is potentially a key factor in increasing resident satisfaction results. To improve on the feedback gathered from residents over the past two years, more focus is being put on promotion of parks through Council's website, brochures and events such as Live to Play.

The District Plan Review process has included completing an analysis of land that fits these criteria. The total area currently included is yet to be measured, a task that can be completed upon approval of the new City Plan,

At the beginning of the year the distribution of reserves across the city allows 56% of residents to live within 500m of a playground.

037

Open Space


Level of accessibility of open space areas (factual)

Measure

Percentage of residents that are within 500m of an open space area*, * The adopted long-term target is 95%, it is not anticipated that this will be achieved within this ten year period.

Data Source: TCC

2010/11 Target

90


At the beginning of the year the distribution of reserves across the city allows 90% of residents to live within 500m of an open space area.



Of residents that use Tauranga's % playgrounds, the percentage that are satisfied with the quality of their local playground.


69 Maintenance contracts are being managed to ensure that the highest safety levels are maintained and that the facilities are presented in the condition required. New playgrounds are being designed to ensure diversity and suitability to the demographics ofthe neighbourhood.

The open space network provides recreation opportunities (perception)

Percentage of sports field users that are satisfied with the quality ofthe playing surface.

Data Source: TCC - sports field users' survey)

77 Sport BOP will undertake a survey of sports users and provide results at the end ofthe year.

Level of reserve management plan implementati on (factual)

Reserve management plan implementation in terms of projects undertaken to deliver on RMP actions, comparing actual to planned implementation each year.

Data Source: TCC

% 100% planned RMP projects delivered this year (excluding any held up by land purchase issues)

The programme is in the planning phase with timeframes and tasks identified and allocated.

Volunteer Number of volunteer hours spent on participation the following projects / sites: in - Coastcare environmenta - Kopurererua Valley I restoration - McLaren Falls and - Urban greenspace enhancement - Mauao (factual)

Data Source: Different for each: -EBOP/TCC -TCC -TCC -TEC -TCC

No, of hours

13,000 hours in total (to be reported by project / site)

Volunteer hours will be recorded monthly and reported bi monthly.

038


Measure 2010/11 Target


Levels of service

Removal of coastal encroachmen ts (factual)

20 coastal encroachments are removed each year.

Data Source: TCC

No, 20 The target location for this year is the Taylor Road area. Thirty Five encroachments were removed along Karewa Parade last year.

Provision of regional and sub-regional parks (factual)

Number, type, size and location of regional and sub-regional parks.

Data Source: TCC

No, Three of the five sub-regional parks have been acquired and are in various stages of development,

Huharua Harbour Park at Plummers Point opened on the 18 June 2010, The TECT All Terrain Park at Pyes Pa is to be opened in December 2010, Papamoa Hills Cultural Heritage Park, owned and managed by the Regional Council, is fully operational.

With the pending development of the Papamoa East area the three Councils are liaising to ensure that any opportunities that arise in this area are considered in respect to the Sub Regional Parks Policy.

Provision of disabled facilities in public toilets (factual)

Number and percentage of public toilets that have disabled facilities.

Data Source: TCC

No, and %

Increasing As public toilets are replaced and upgraded, disabled facilities are incorporated into the design, 65 public toilets are now provided and 38 (or 59%) of them provide for the disabled. Staff regularly attend disability access group meetings, consult and implement recommendations.

Provision of Opening hours of public toilets in the public toilets - Tauranga CBD and Mount accessibility Maunganui and Greerton (factual) neighbourhood centres are:

at least 8am-9pm in summer and at least 8am-8pm in winter, with many being open longer hours.

Data Source: TCC

Achieved ^^^ opening hours for the public toilets in these areas align with this target. Extended hours are provided at beach locations and when special events demand.

Provision of public toilets -cleaning and maintenance (factual)

Public toilets are cleaned regularly and maintenance is carried out as required (for repairs) and as planned (for planned renewals).

Data Source: TCC

Achieved ^ cleaning regime is included in the contract specification that reflects the levels of use. The maintenance and renewal programme is scheduled for the year.

Provision of Council's network of playgrounds playground provides for a variety of experiences network - for young people. Some experiences playgrounds are targeted at older or (factual) younger children, to meet

predominant local demand.

Data Source: TCC

A variety of equipment is installed each year

Equipment type and age group is taken into account when planning new playgrounds,

A new facility for Tauranga will be developed this year when Kaka Street Reserve has a playground installed designed specifically for special needs children.

039

Open Space


Provision of playground network -safety (factual)

Measure

All playgrounds meet appropriate safety standards.

Data Source: TCC

%

2010/11 Target

90


Maintenance contracts are being managed to ensure that safety levels are maintained and that the facilities are presented in the condition required. New playgrounds are being designed to ensure diversity and suitability to the demographics of the neighbourhood.

Provision of All street gardens* for which Council street is responsible are maintained gardens - regularly (reported via the number of maintenance maintenance visits each year and (factual) the total area maintained each year),

* Excludes the annual (bedding) gardens, ** Additional areas of street gardens are vested to Council as new subdivisions are developed, so the total area is not within Council's direct control.

Achieved Contracts are audited monthly to ensure that maintenance standards are adhered to. Full compliance has been achieved year to date.

Data Source: TCC

Provision of street gardens -minimum size (factual)

Minimum size of gardens in new subdivisions (there is no maximum size).

Data Source TCC

m 45 This approach is being applied as landscape plans are submitted for approval.

Provision of street gardens -upgrading (factual)

Area of street gardens that is upgraded each year within the approved budget.

Data Source: TCC

m 3 QQo A programme of garden upgrades will be undertaken throughout the year to contribute to this target.

Provision of Walkways and cycleways are walkways developed each year in accordance and with the Integrated Transport cycleways Strategy for Tauranga, Refer to the (factual) Transportation activity for combined

Transportation / Open Space information on this level of service.

Refer to Transportati on activity for results

This tactics to achieve this measure are in development.

Data Source: TCC

040

Open Space

1 What this 1 measure 1 tells us

Safety of coastal structures (factual)

Measure Unit

Progress towards achieving No, compliance with Environmental Bay of Plenty resource consent conditions for coastal structures (number achieved compared to the planned programme each year, as well as total number that are compliant). * There are a total of 233 coastal structures managed by this activity. Of these, 35 have been assessed as being in 'poor' or 'very poor' condition. ** Council's upgrade programme focuses on these 35 worst condition structures and will ensure all 35 comply with resource consent conditions over the next 15 years.

Data Source: TCC

2010/11 Target

One additional structure compliant this year. Total of two of the35 structures now compliant.


Consent has been issued for two sites and a second consent is anticipated to be successfully approved in August 2010,

The programme of repairs approved in the 2009/2019 Ten Year Plan is being implemented.


Provision of open space -area (factual)

Throughput-use of open space (factual)

Throughput -use of open space (factual)

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

Data Source: TCC

Number of people walking: '^°-(a) Around Mauao (b) Up Mauao (c) Around Waikaraeo Walkway (d) Around Carmichael Reserve

Data Source: TCC

Numberof vehicles that enter '^°-McLarens Falls Park.

Data Source: TCC

n/a

n/a

n/a

52,268 people walked around the base track of Mauao in July and 10,622 people walked to the summit.

Track user numbers are not available for other sites at the time of writing.

Vehicle numbers are not available at the time of writing.

041

8.1 Overview

Why We Do It

To assist with the facilitation of recreation throughout the city in places and spaces for people to participate, interact and enjoy a diversity of sport, recreation and leisure opportunities.


• Vibrant, Healthy and Diverse Communities • A Great Place to Grow Up

Forward Focus

The 2010/11 year is TCAL's first year operating the network under "normal operations", that is no termination / liquidation, full complement of staff and all procedures and policies in place. The focus for the coming twelve months is to deliver on our financial and business goals, look for opportunities to improve business performance and instil a set of values that will ensure we provide quality facilities, programmes and customer service to our community.


The key projects for 2010/11 are:

• Aquatics Strategy 2012/22 - in progress in conjunction with TCC. • Schools in Pools - pilot programme, in conjunction with Sport Bay of Plenty, Kiwistart

Fundamentals, Swimming NZ and Water Safety NZ to commence late 2010 with a view to having a programme in place for 2011. The pilot is funded jointly by the above groups.

• Hot Pools Redevelopment - to progress with detailed design and resource consent application.

• Waterplay Area Baywave - the addition of a waterplay area is to invigorate use by families at Baywave. This is subject to 50%) external funding, which we are currently working on.

• Otumoetai Refurbishment - once an asset condition assessment is complete, and subject to the findings, undertake replacement of facilities at this pool.

0 4 2


Project ID in LIPS 991 919

2063 2007

Description

Redevelopment of Mount Hot Pools Plant renewals - Mount Hot pools Baywave Hydro Slide / Waterplay otumoetai Refurbishment

Carry Fwd Amt

500,000 116,012 300,000 500,000


(I) Activity Area Plan Progress Check (Key items from the 'how we are going to get there' section of the activity area plan)

Item status

1 To meet, and where possible exceed, the expectation of Tauranga City Investments Limited, Tauranga City Council, and all ofthe stakeholders of the company. To meet best practice standards in the management and maintenance of aquatic and leisure facilities. To develop the aquatic and leisure facilities within its control on a commercial basis to a funding model acceptable to the shareholder and with the objective of reducing the cost to the ratepayer. To work in partnership with Tauranga City Council Planning to develop plans for future delivery of aquatic and leisure facilities services in the Tauranga growth areas. To add long-term value to the company by exploring and adopting further business strategies. To develop strategic plans for both the short term and long term operation ofthe facilities. To so operate the aquatic and leisure facilities within its control that the company meets all of its financial and non-financial targets. To develop monitoring systems that will enable the Directors to measure the success of the company. Increase the awareness of TCAL facilities, programmes and services with an aim of increasing the community's physical activity levels by increased use of the aquatic leisure facility network.

Ongoing, 1

Ongoing,

Ongoing, Subject to any outcomes of the review by Council on commercial activities operating in Council facilities.

2012/22 Aquatics Strategy to be completed in next 12 months in conjunction with Council,

Ongoing,

SOI 2010/11 adopted. Strategic Plan in progress to link into SOI and Aquatic Strategy, Ongoing.

Ongoing,

Ongoing,


This is reported separately in the TCAL quarterly report to the shareholder, Tauranga City Investments Limited and in the six monthly reports to Council.

043

CBD and Neighbourhood Centre Revitalisation

9.1 Overview

Why We Do It

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


• Easy and Safe to Move Around • Built To Fit our Hills Harbour and Coast • Vibrant, Healthy and Diverse Communities • Strong Sustainable Economy

Forward Focus

Continue implementation of the City Centre Strategy. Working with members of the City Centre Action Group to maintain an active overview of City Centre issues and raise such issues with Council through the six monthly monitoring reports.


• Completion of the Central Parade upgrade, • Coronation Pier development, • Waterfront master plan consenting, • Masonic Park master plan development.

0 4 4


Project ID in LIPS

468 1641

Description

Revitalise Central Parade Shopping Centre, Coronation Pier - 2008/09 Year

Carry Forward Amount 73,943

470,829 1




CBD - The Whole Picture • Continue to focus on working with the private

sector to understand and respond to issues that Council can influence and to identify opportunities to deliver the City Centre Strategy, Continue to implement the City Centre Strategy focussing on delivery priority projects across the organisation in a coordinated manner for best efficiency and effectiveness,

• Key catalyst project to be delivered include: Redevelopment of the waterfront to demonstrate confidence and support for the city centre and to provide high quality urban open space. Undertake a city centre management model review to ensure the most efficient and effective management model is in place. Delivery of the District Plan review under the lead ofthe Environmental Policy Activity Area Plan.

Contract entered into with Priority One for resource to facilitate private sector investment.

Consenting process underway. Extensive public consultation planned for August through to October 2010,

Complete,

Underway,

Neighbourhood Planning and Revitalisation • Identify a coordinated approach to

Neighbourhood planning, linked to urban intensification demands and the pressures and opportunities of change in the neighbourhood centres. To do this effectively we need to:

Review the Guide to Developing Neighbourhood Plans, Work effectively on social change issues as well as structural change issues Establish a procedure to assist in the prioritisation of neighbour centre redevelopment. Establish and implement a Neighbourhood Centre Revitalisation and Neighbourhood Plan priority schedule.

Issues will be considered as part of the Intensification Project,

045

(ii) Progress towards 2010/11 Performance Target (Table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)

1 VVhat thi^ • V¥l I c l l i l 119

1 measure tells 1 us




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

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

Whether we're getting more

people, more often, staying longer in the city centre (factual)

Economic benefit from events (factual)

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

(perception)

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

Data Source: EBOP Community Outcomes Sun/ey (three yearly)

Size ofthe residential, retail and office- % based industries in the city centre compared to the city as a whole -including the change over time.

Data Source: Statistics New Zealand

Pedestrian counts at a number of No, locations around the Tauranga city

centre.

Data Source: Property Institute of New Zealand report (annual)

Range and number of significant events or activities provided in the city centre, and estimated participation in/attendance at them.

Data Source: TCC

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

Data Source: Quality of Life Survey (two yearly) and/or EBOP Community Outcomes Sun/ey (three yearly)

Increase

Increase

Increase

Increase

Increase

Ongoing implementation of City Centre Strategy,

Progress finalisation of Plan Change 48,

Proposed City Living zone in Proposed City Plan to enable more people to live in the City Centre fringe.

Working with developers on proposed developments in the City Centre,

Working with developers on proposed developments in the City Centre,

Implementation of Sub-regional

Events Strategy,

Implementation of Strand Night Time Management Plan,

046


Measure Unit 2010/11 " " ' * Target


; Levels of service

That the City Centre Strategy is being implemented (factual)

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

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

Data Source: TCC

Implementation of the three existing neighbourhood plans (for Greerton, Mount Maunganui North and Merivale) is monitored and reported at least annually - in particular actions that have been approved through an annual plan process. * This includes both TCC-led actions and actions led by other agencies, ** No further neighbourhood plans have been identified for development at this time.

Data Source: TCC

Continue to implement

Achieved

Contract signed with Priority One for implementation resource and establishment of City Centre Action Group,

Monitoring to be undertaken

annually.

047

Economic Development

10.1 Overview

Why We Do It

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


• Easy and Safe to Move Around • Vibrant, Healthy and Diverse Communities • Strong Sustainable Economy

• A Great Place to Grow Up

Forward Focus

Refer key projects below.


• Continued progress on Harbour Marine Precinct • Continued progress on tertiary education initiatives • Work with private sector to secure major hotel and conference facility in CBD.


None for this activity area,




In order to achieve the kind of economic opportunities that align with our environmental, social and cultural goals the Council will:

. Continue to work with Priority One to develop or facilitate programmes and activities,

. Continue to develop and maintain strong relationships with key economic development organisations e,g. Chamber of Commerce,

Contracts with Priority One and Chamber of Commerce for 2010/11 year agreed and signed.

Tourism

Support implementation ofthe Bay of Plenty Tourism Strategy to increase visitor numbers resulting in increased expenditure and investment in the area.

Through the service delivery contract, work with Tourism Bay of Plenty to ensure that the Visitor Information objectives are achieved.

Statement of Intent for Tourism Bay of Plenty signed by both Councils, Contract with TCC for Tourism BOP to deliver Visitor Information services signed by both parties.

048






available)


Enabling business growth (factual)

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

Ha No significant increase.

Continued implementation of SmartGrowth strategy.

Data Source: Survey

TCC - Industrial Land

Level of Average hourty income levels in increase in Tauranga as a percentage of the New wage levels Zealand average (this is a proxy for (factual) skill levels).

Data Source: Priority One

% 92 Implementation of SmartEconomy strategy.

Level of Annual growth in gross domestic grow/th of the product (GDP)* per Tauranga city's resident, economic base * Gross domestic product can be (factual) described as the total amount of

wealth generated by all businesses in the city.


2,5 Implementation of SmartEconomy strategy.

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

Exports as a percentage of total economic output.


% 50 Implementation of SmartEconomy strategy.

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

Percentage increase in the total number of businesses in Tauranga,


% 2,0 Implementation of SmartEconomy strategy.

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

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

Data Source: Tourism BOP

No, Implementation of SmartTourism Strategy,

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

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


% 0,8 Implementation of SmartTourism Strategy,

04y



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

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


%

2010/11 Target

3,4


Implementation of SmartTourism Strategy,

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

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


Increasing Implementation of SmartTourism Strategy,

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

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


Narr ative

Narrative Implementation of SmartTourism Strategy,

Levels of service

Visitor Tauranga and Mount Maunganui Information visitor information centres both Centre - maintain ISite qualification, by quality meeting Visitor Information Network standards minimum standards (for things such (factual) as staff qualifications and opening

hours).

Achieved Regular reporting arrangements agreed with Tourism Bay of Plenty.


050

strategic Property

11.1 Overview

Why We Do It

To maximise the Council's opportunities from property ownership, while minimising the holding costs of acquiring land in advance and ensuring high quality operational decisions are made in regard to the portfolio.


• Built to Fit our Hills Harbour and Coast • Strong Sustainable Economy

Forward Focus

• Continue with strategic property purchases as discussed with the Property Reference Group.

• Identified property sales will continue as per the appropriate market conditions. • The purchase and settlement of the Mount Greens property to be completed.




Project ID in LIPS

1499 1500 2084

Description

Growth Mgmt Land Purchases Various Land Purchases Mount Greens Sports Complex Land Purchase Only

Carry Fwd Amt 1

2,355,050 2,131,000 2,478,603



Develop a plan of acquisitions and disposals to enable as accurate as possible timing of purchases and disposals, having regard to an ability to progress unplanned purchases as they arise.

A plan of disposals was prepared for the LTCCP; this will be continually reviewed throughout the year.

Acquisitions are programmed per the Ten Year Plan.

To actively manage the portfolio and review it on a regular basis for the future needs of Council.

The strategic property portfolio is actively managed.


There are no performance measures or levels of service reported for this activity.

051

12.1 Overview

Why We Do It

To provide in a self-funding manner, quality housing for the elderly who may have difficulty providing it for themselves.


• Vibrant, Healthy and Diverse Communities

Forward Focus

It is intended to report to Council in September on the follow up from the report previously submitted to Council which considered options for the future of each village.

This will specifically consider options for the Clark Street village and Brookfield village where there is undeveloped land, as well as the possible purchase of land for a new village to replace the older Mount Maunganui villages.

There are no other significant issues planned for this activity this year.


There are only renewals projects planned for the villages to continue to maintain the units at the current level of service for the 2010- 2011 year.





Item status

Have a Ten Year Plan that ensures the activity is cost neutral, with a planned upgrade and maintenance programme.

Build a strong community spirit within villages and maintain a high quality tenant landlord relationship. Facilitate the provision of tenant social support through the appropriate agencies in our community.

The Ten Year Plan has been completed. Internal upgrade and exterior maintenance programme followed.

This work continues.

Tenants are referred to appropriate agencies as and when required.

052

Elder Housing

Continue investigating options to actively source Central Government funding for improvements and undertake a feasibility study to consider options for using existing land assets to fund newer units. Implement annual rent increases to cover the costs of operating this activity.

There is no longer central government funding for Local Government. The feasibility study is complete and options are being reported on to Council this year.

Rental increases will continue in increments on an annual basis.

(ii) Progress towards 2010/11 Performance Targets (Table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)

1 What this 1 measure tells 1 us




Quality of elder housing units (factual)

Level of demand for Council units (factual)

Percentage pass rate in the Quality % Homes Assessment (this assessment rates each unit on factors such as health, safety, security).

Data Source: TCC - Quality Homes Assessment (three-yeariy)

All of Council's residential units are fully occupied, averaged over all complexes, excluding refurbishment periods.

Data Source: TCC

Increasing

Achieved

Reviewing survey results.

Continue to turn over vacancies promptly to enable high occupancy

Levels of Service

Elder Housing activity is self funding (factual)

Provision of facilities (factual)

Waiting list size (factual)

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

Data Source: TCC

Council provides 254 units for tenants who meet the eligibility criteria as set out in Council's Tenancy Policy,

Data Source: TCC


Waiting list* size as a proportion of No, total Council residential units, *Waiting lists include only those who are eligible for Elder Housing units.

Data Source; TCC

Achieved

Achieved

n/a

Budget for this activity is from rental revenue only.

Number of units has not changed

'. :. ««MfassMasisa: J

We currently have a small waiting list for tenants seeking the newer more popular units at the Mount,

053

Solid Waste

13.1 Overview

Why We Do It

To ensure sustainable waste management (with a target of zero waste by 2015) that protects public health and the environment (subject to change in current review of Waste Management Plan).


• A Clean Green Valued Environment • Vibrant, Healthy and Diverse Communities • Living Well Wasting Less

Forward Focus

• Implementation of the principles and direction of the new Waste Management and Minimisation Plan to reduce waste.

• Manage litter collection, rubbish collection, street and footpath cleaning, abandoned cars, composting and transfer station services to the community to maximise value for money.


• Resource recovery development at Te Maunga and renewal of section of Maleme Street Transfer Station pit floor.


None for this Activity Area

054




Collection • Maintain a level of service acceptable to the

community and in accordance with the Waste Management Plan that is competitively priced by a contestable contract. Allow private enterprise to provide the higher level of collection service such as bins,

• Monitoring and enforcement of the Solid Waste Bylaw will maintain cleanliness of the streets after rubbish and recycling collection by private service providers.

Existing licences being monitored.

Disposal Facilitate the lease agreement for the operation of the Transfer Stations which allows for the separation of services.

Trials of various waste streams to recovery ongoing.

Waste Reduction and Environmental • Council will review its Waste Management

Plan in 2010. In the meantime, under the current plan, the Waste Minimisation Programme Leader will champion the Waste Management Plan promoting a programme for the progressive reduction of waste.

Council has agreed on the governance format between TCC/WBOPDC,



What th is measure tells us

Measure i Unit 2010/11 Target



Indication of the level of sustainable waste management (factual)

Average amount of domestic waste collected that is sent to the landfill each year (i,e, residual waste) per resident. * Household waste, which makes up around 40% ofthe waste stream, is being used as an indicator of changes in behaviour across the whole waste stream as there is no reliable data for non-household waste management.

Data Source TCC

Kg 438 per person

Facilitate kerbside recycling collection.

Promote home composting of kitchen waste by vermi-composting

055

Solid Waste

1 What this 1 measure tells

Indication of the level of sustainable waste management (factual)

r̂ ""*"""""' Quality of all residential rubbish collection services. Council and non-Council (perception)

Quality of litter collection services in public areas (perception)

Quality of service provided at the two transfer stations (perception)

Quality of footpath cleaning services (perception)

Measure

Percentage of all waste processed through the two transfer stations that is reused or recycled (including the greenwaste to the compost site, rather than to landfill).

Data Source: TCC


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


Percentage of residents that are satisfied with the management of loose litter and litter bins in our parks and streets.


Minimum percentage of customers that are satisfied with the operation of the two transfer stations.


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


Unit

%

%

%

%

%

2010/11 Target

16

72

70

80

65 for both (a) and (b)


Resource recovery at transfer stations

Optimise levels of service with available funding.


Transfer Station operation

agreement sets customer sen/ice standards.


Levels of service

Provision of waste minimisation education (factual)

Provision of transfer

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

Data Source: TCC

The two transfer stations, Maleme Street and Te Maunga, are open

Hours and narrati ve

_

Achieved, 12,000 participant hours (initiatives to be listed).

Achieved

30 Schools involved.

Monitor.

056


stations - seven days per week (except Good opening hours, Friday, Christmas Day and New Years accessibility Day),* (factual) *Weekdays 7:30am - 5pm and Sat,

Sun and Public Holidays 9am - 5pm,

Data Source: TCC


available)

Provision of residential refuse collection services (factual)

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

Data Source: TCC

Achieved Contract in place.

Provision of Litter bins are not allowed to get to litter bin overfilled stage. Frequency of services - emptying litter bins is driven by emptying demand rather than a set schedule, (factual) except that the plastic liners in all litter

bins are replaced at least twice a week.

Data Source: TCC

Achieved Level of service met through contract monitoring.

Provision of Footpaths are scrubbed once a month footpath in the Tauranga CBD and Mount scrubbing Maunganui and Greerton services Neighbourhood Centres (plus high (factual) pressure cleaning of all sections over

a three year period).

The footpaths on the west side of The Strand are cleaned daily (either wet or dry scrubbing).

There is no footpath cleaning carried out in other areas, other than on notification of a problem.

Data Source: TCC

Achieved Level of service met through contract monitoring.

Provision of Loose litter is collected from: loose litter - Tauranga CBD and the Mount collection Maunganui centre - at least once a services day, seven days a week, (factual) - 24 other suburban shopping

centres - once a day, Monday to Saturday, - 62 parks and reserves - between once a day and once a week, depending on the park, - Remaining parks and reserves on notification of a problem, - Road to beach accessways from Mount Main Beach to Papamoa Domain - once a week (2 metres either side of each accessway), - 47 km of road berms on mainly arterial roads - each week, - Remaining road berms - on notification of a problem. Data Source: TCC

Achieved -Level of service met through contract monitoring.

057

stormwater

14.1 Overview

Why We Do It

To manage stormwater so that property and people are protected from flood damage, and to minimise adverse effects on the harbour and waten^/ays from stormwater run-off.


• Built To Fit our Hills Harbour and Coast • A Clean Green Valued Environment • Vibrant, Healthy and Diverse Communities • Living Well, Wasting Less

Forward Focus

• Prepare Comprehensive Stormwater Consents for lodgement with Bay of Plenty Regional Council.

• Implement Proposed Stormwater By-Law, • Continue with Low Impact Design construction criteria


Papamoa East I - Bell Rd Flood Pump Station EBOP has decided to change the power supply from lines power to on site diesel generated power supply. This and other design changes required by EBOP and land use consent issues have resulted in significant delays to this project. Tenders will have to be called within the next two months in order to comply with the deadline for implementation stipulated in the Resource Consent conditions,

Wairakei Stream Pump Station Negotiations are underway to confirm the pipeline route selection. An Archaeological Authority has been granted and the draft design has been reviewed and comments sent to the consultant. Compliance with the deadline for implementation stipulated in the Resource Consent conditions will depend on successful negotiations regarding the route selection,

Stormwater Bulk Fund There are only two significant construction projects funded out of the Stormwater Bulk Fund this financial year. They are the Maxwells Road Pump Station and the Vale/Hinewa Stormwater Upgrade projects which are reported as follows.

Pillans Lower Catchment: Maxwells Road Pump Station An investigation is being carried out to determine the most cost effective power supply for the pump station. This could delay implementation of the project but it is still expected to complete this project in the current financial year.

Vale/Hinewa Stormwater Upgrade Construction of this project commenced in the previous financial year and is still on schedule for completion by Nov 2010. No major disruptions have been encountered to date.

058

stormwater


Project ID in LIPS

1099 1619 1984 2219

Descr ip t ion

Forward Design Papamoa East 1 - Bell Rd Flood Pump Station Wairakei Stream Pump Station Seventeenth Avenue Drainage relocation and cost shanng with Classic Builders

Carry Forward A m o u n t 93,800

1,204,248 1,514,000 164,000



1 Item status

Identify through actual occurrences and predictive modelling properties and areas which do not meet the accepted level of flood protection.

Maintain the integnty of the existing stormwater systems through regular asset monitoring, inspection and maintenance.

Identify and record all secondary flow paths and flood prone land. Design new and replacement works on the assumption that each catchment will be developed to the full extent permitted under the operative District Plan. Ensure through the audit and enforcement processes that industrial and commercial premises are not discharging pollutants to the stormwater system. Work collaboratively with EBOP, Toi te Ora Health, WBOPDC, Food Safety Authority and other agencies to identify the baseline state of health of estuarine water quality (receiving waters for stormwater discharges) so that appropriate system improvements and monitoring programmes can be designed and put in place for future years. Improve public education with the aim of reducing the extent of contaminants entering the stormwater system.

Ongoing with most sites identified during the next three years, Greerton, Mount Industrial and Mount South are major focus this year.

Operational staff and Asset Monitoring Officers continue inspections. Greater emphasis on smoke testing of low lying industrial areas.

Ongoing,

Ongoing with sites to be identified within the next two years.

Pollution Prevention staff currently completing Service Station audit reports.

Monitoring of known "trouble sites" continues with Pollution Prevention team seeking improvement plans from the companies involved.

Waterline Programme being revised to include a focus on stormwater issues,

• Monthly classes continue with Watehine Schools Educator including the Great Drain game

• Printing and release of updated Waterline educational resources - brochures, folders, schools programme booklets, merchandise

• Rollout of Waterline Education Programme, • Review of Web pages for City Waters and

Waterline • Develop Waterline presentation toolkit • TCC Elder housing checks by Waterline |

059

1 Update and review Stormwater ponds knowledge base, and implement a maintenance programme.

Research and write a Technical Guideline that supports Low Impact Design for TCC's Code of Practice and District Plan, set up an implementation schedule and actively promote it Provide additional operational and capital funding for initiatives to intercept contaminants so as to improve the quality of water being discharged into the harbour, rivers and the ocean.

Information base is now complete and condition 1 rating of the first 40 pond's being undertaken, A contract to clean and rehabilitate ponds is being prepared. Report being prepared. Several workshops have been scheduled.

Funds secured in LTCCP process and schedule being developed.





available)


Level of protection for people and property from flood damage (factual)

Number of residential buildings* that were flooded, and the number and degree of flood events that happened during the year, * Refers to habitable parts of residential buildings only, ** Target is to have no residential buildings flooding in a 'normal' year.

Data Source: TCC

No. Work continues on improvements to the reticulation system,

A number of small projects have been planned that will help improve isolated properties.

Effectiveness of pollution prevention education programmes (factual)

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

Data Source: TCC - CCM system

No, Less than 90

No incidents this period.


Level of protection for people and property from flood damage (perception)

Percentage of residents who feel that their homes and business buildings are adequately protected from flooding.

Increasing 73%


annual

Effectiveness of pollution prevention education programmes (perception)

Percentage of residents that correctly know that stormwater is treated before it is released into the harbour or ocean.


Increasing 9% know that it is treated

44% Think it is untreated

47% Unsure or don't know.

060

stormwater

What this measure tells

Reliability ofthe stormwater network (factual)

Measure

Number of stormwater incidents reported per year (both in total and average number per 100km of network), including key reasons for them, and the total length of the stormwater network.

Data Source: TCC

No,

2010/11 Target

101 incidents 14,9 incidents / 100km Total stormwater network = 675 km


No incidents to date.

Level of security Overview of how much more security from flooding from flooding has been provided for (factual) people in Tauranga as a result of this

year's flood protection work programme, including key areas that have been protected.

Data Source: TCC

No. Maxwells Road and Vale/Hinew a are main objectives this FY

Contracts currently being prepared.

Levels of service

Provision of All stormwater discharged into the environmentally harbour, ocean and streams meets sustainable ongoing resource consent conditions services - for water quality (these consent stormwater conditions, and any exceptions to discharge them, will be explained further then (factual) reporting).

Data Source: TCC

Achieved All network complies

Provision of Number and participation in the education following education programmes*: programmes - Wateriine schools' programme, (factual) - Public talks,

- Visits to domestic customers, - Visits to business customers, * The 'Wateriine' service will expand to cover all three waters from July 2009, only the Stormwater aspects of this service will be reported here.

Data Source: TCC

No, 27 school and visits narra tive

Programme for this FY is just getting undenway after School holidays.

Appropriateness ofthe stormwater system in new areas of the city (factual)

Stormwater systems in new subdivisions are designed to withstand a 50 year storm event, with building floors having 200mm -500mm of freeboard, depending on the type of building, * Retrofitting established areas is significantly more complex.

Data Source: TCC

Achieved ''^" ^ ^ ^ vjork complies with the Code of Practice and the Building Act,

Appropriateness ofthe stormwater system in existing areas of

Council delivers this year's programme of providing reticulation in those areas surveyed and identified as not being suitable (approved) for soak holes for stormwater, with

Achieved Tenders currently being prepared for work in Lower Pillans Catchment,

061

stormwater

What this measure tells

the city (factual)

Measure

comments on the key area of work, *Council has surveyed the city on an area basis to identify which areas are suitable for stormwater drainage via soak holes, ** Soak holes currently form over half of Tauranga's stormwater system and they work well as long as they are located in suitable ground conditions.


available)

Data Source: TCC

Provision of accurate information about areas that are flood prone (factual)

Records of known flood prone areas are up to date and are publicly available. Accurate assessments for specific properties are available for use in LIM and PIM processes on request.

Data Source: TCC - catchment modelling

Achieved Areas are still being modelled, Greerton, Mount Industrial and Mount South will be the major focus this year.

062

monitoring committee -...

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