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VOLUME

2014/2015

OUR PLAN
FOR 2014/2015

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

HE MIHI
Tr t waka te hoea ake e koe i te moana o te Waitemat kia
mai r ki te kau i kahu.
Ki reira, ka mihi ake ai ki ng maunga here krero,
ki ng pari whakarongo tai,
ki ng awa tuku kiri o na manawhenua, na mana -iwi
taketake mai, tauiwi atu
E koro m, e kui m i te whi ngaro, ko Tmaki Makaurau t
koutou i whakarere iho ai,
ki ng reanga whakaheke, ki ng uri whakatupu ki t iti, ki t rahi.
Tmaki makau a te rau, murau a te tini, wenerau a te mano.
Khore t rite i te ao.
T ahureinga titi rawa ki ng pmanawa o mtou kua
whakakinga ki roto i a koe.
Kua noho mai koe hei toka herenga i mtou manako katoa.
Kua hia nei mtou e koe ki te korowai o t atawhai,
ki te huru o t awhi,
ki te kuku rawa o t manawa.
He mea tturu tonu whakairihia,
hei thuhu m te rangi e t iho nei,
hei whriki m te papa e takoto ake nei
Kia kpakina mtou e koe ki raro i te whakamarumaru o u
manaakitanga.
E te marae whakatut puehu o te mano whioio,
e rokohanga nei i ng muna, te huna tonu i whruarua
i ng hua e taea te hauhake i mra kai,
i ng rawa e hei te kekerihia i pkoro.
Te mihia nei koe e mtou.
Tmaki Makaurau, ko koe me t kotahi i te ao nei, nku te
mringanui kia mhio ki a koe,
kia miria e te kakara o te hau pangi e kawe nei i rongo.
Ka whtiki nei au i taku hope ki ng pepeh o onamata, ki ku
tmanako m pp
me ku whakaritenga kua tutuki m te r nei.
Tmaki Makaurau, tukuna t wairua kia rere.

PART I: HE MIHI

Let your canoe carry you across the waters of the Waitemat
until you make landfall at kahu.
There, to greet the mountains, repository of all that has been
said of this place,
there to greet the cliffs that have heard the ebb and flow of the tides
of time,
and the rivers that cleansed the forebears of all who came,
those born of this land and the newcomers among us all.
To all who have passed into realms unseen, Auckland is the
legacy you leave to those who follow,
your descendants the least, yet greatest, part of you all.
Auckland beloved of hundreds, famed among the multitude,
envy of thousands.
You are unique in the world.
Your beauty is infused in the hearts and minds of those of us
who call you home.
You remain the rock upon which our dreams are built.
You have cloaked us in your care,
taken us into the safety of your embrace,
to the very soul of your existence.
It is only right that you are held in high esteem,
the solid ground on which all can stand.
You bestow your benevolence on us all.
The hive of industry you have become
motivates many to delve the undiscovered secrets of your realm,
the fruits that can still be harvested from your food stores
and the resources that lie fallow in your fields.
We thank you.
Auckland you stand alone in the world, it is my privilege to know you,
to be brushed by the gentle breeze that carries the fragrance of
all that is you.
And so I gird myself with the promises of yesteryear, my hopes for
tomorrow and my plans for today.
Auckland, let your spirit soar.

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

ABOUT THIS PLAN


This is Auckland Councils draft plan for delivering
services and building infrastructure during the
2014/2015 financial year, the third year of the
councils Long-term Plan (LTP) 2012-2022.

Part II covers the activities and services of


Auckland Council.

It was adopted by the councils governing body on


19 December 2013 for public consultation from
23 January to 24 February 2014.

Part IV contains information on our councilcontrolled organisations (CCOs).

An annual plan is produced for each year in between


long-term plans, which are prepared every three
years. It provides an opportunity to refresh the
information for the coming year and consult with
the community on any changes that are proposed.
The council will begin work on its next long-term
plan in 2014 for adoption in June 2015.

Part VI sets out the changes the council proposes to


the health protection licensing fees and any changes
to our regulatory fees and charges.

Part III contains detailed financial information


for 2014/2015.

Part V contains our rates related policies.

Part VII is the appendices and presents the structure


and contact information for council, a glossary of
terms, key word index and a submission form.

HOW THIS PLAN IS ARRANGED

2014/2015

This plan has two separate volumes. To find


information on a particular area of councils work
or services, you will need to look in the appropriate
volume. This is volume 1.
V O LU M E

UPDATE AT END

2014/2015

V O LU M E

UPDATE AT END

OUR PLAN
FOR 2014/2015

VOLUME 1: OUR PLAN FOR 2014/2015


This volume is divided into seven parts:
Part I provides context and background to the plan
including a message from the Mayor of Auckland.
It outlines what we propose to do for the year to
work towards the goals of the Auckland Plan. It also
contains information on how to have your say on
key consultation topics.

LOCAL BOARD INFORMATION


AND DRAFT AGREEMENTS

VOLUME 2: LOCAL BOARD INFORMATION


AND DRAFT AGREEMENTS
This volume is divided into two parts:
Part I provides information on the decision-making
responsibilities of local boards, the development of
local board plans and agreements and a summary of
planned local board expenditure for 2014/2015. It
also contains information on how to have your say
on the key consultation areas for each local board.
Part II contains specific information for each of
the 21 local boards, including a draft local board
agreement that contains detailed information about
local activities and the corresponding budgets for
2014/2015, along with an introductory section that
provides context for the draft agreement.

To request a hard copy, Microsoft Word or large print version of this document,
email annual.plan@aucklandcouncil.govt.nz or call 09 301 0101.
2

CONTENTS
PART I: AN OVERVIEW OF THE ANNUAL PLAN 2014/2015
Message from the mayor

Our plan for 2014/2015

Have your say

14

Our strategic framework

20

PART II: OUR ACTIVITIES


Introduction to themes and groups of activities

23

Governance theme

26

Planning theme

30

Commercial and investment theme

34

Economic development theme

38

Built and natural environment theme

47

Solid waste theme

55

Stormwater and flood protection theme

58

Water supply and wastewater theme

62

Transport theme

66

Community theme

73

Lifestyle and culture theme

84

Corporate support theme

99

PART III: FINANCIAL INFORMATION


Financial overview

103

Prospective financial statements and notes

110

Prospective funding impact statements for 2014/2015

141

Significant forecasting assumptions

184

Capital projects list for 2014/2015

186

PART IV: COUNCIL-CONTROLLED ORGANISATIONS (CCOs)


Overview

197

The substantive CCOs

197

The non-substantive CCOs

200

PART V: RATES RELATED POLICIES


Rating policy

201

Early payment and rates transition policies

213

Sample properties

214

PART VI: CHANGES TO FEES AND CHARGES


Introduction

217

Health protection licensing

218

Schedule of changes to regulatory fees and charges

220

PART VII: APPENDICES


How the organisation is structured

261

How to contact the council

266

Glossary of terms

268

Key word index

272

Submission form

273

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

MESSAGE FROM THE MAYOR


is New Zealands first urban redevelopment
organisation driving Australasias largest community
regeneration programme.

Aucklanders have made it clear they want financial


prudence, which is why I am focused on the principles
of ongoing savings, a low average rate increase and
judicious investment for the Annual Plan 2014/2015.

Auckland is still playing catch-up with underinvestment in some areas and it is important we
continue to invest for future growth. This budget
continues the push to deliver key projects for the
region, including the City Rail Link, our new electric
trains and some of our major roading projects such
as the Albany Highway and the Auckland Manukau
Eastern Transport Initiative.

Auckland Council continues to realise the savings


and efficiencies of a unified Auckland, allowing us to
achieve a 2.4 per cent average rates increase. This is
down from the forecast increase for this year of 4.9
per cent in the Long-term Plan (LTP) 2012-2022.
This is the fourth consecutive year of falling rates
increases, down from 2.9 per cent last year. It is also
the third and final year of the transition period as we
move to a single rating system in which properties of
a similar value will pay similar rates wherever they are
in Auckland.

In addition, we will continue to invest in local


communities through projects such as new libraries
in Massey North, Te Atatu Peninsula, Devonport,
Flatbush, Takanini and thuhu; town centre
upgrades in New Lynn, Westgate, Devonport,
MtAlbert and Pukekohe; and ongoing investment
inparks and sports fields.

This draft annual plan is year three of our LTP, the


10-year work programme for Auckland Council and
its council-controlled organisations. Our first LTP
was constrained by the amalgamation the clarity
of financial information from eight former councils
and the challenges of fully understanding the costs of
running the newly consolidated services and projects.

We all know we need to invest in Aucklands future


and I know Aucklanders want us to do that in a
prudent and balanced way, keeping rates down while
continuing to realise the efficiencies promised by a
united Auckland.

In early 2014, the council will start an 18-month


review of the LTP to construct the next 10-year
programme and budget. This will be a much more
in-depth analysis of major costs and priorities than
was possible in the first LTP. It will also be a timely
opportunity for us to have a frank conversation about
our capital expenditure programme, alternative
revenues, infrastructure funding and sustainable debt
levels. Council debt is projected to grow to $7.4 billion
by June 2015. Compared to our asset base and our
prudential ratios this is still well within our limits,
yet I share concerns about the level of borrowing
and the time has come for us to have an informed
and robust discussion with our community through
the LTP process.

Len Brown
Mayor of Auckland

On that basis, the approach to this draft annual


plan is to steadily continue the work of the last three
years, seeking balance between further savings
and maintaining service levels, a fairer cost split
between ratepayers and service users, and ongoing
wise investment.
Further funding has been included in this draft
annual plan for the Tmaki Redevelopment
Company. Jointly created by the council and central
government, Tmaki Redevelopment Company

PART I: OUR PLAN FOR 2014/2015

OUR PLAN FOR


2014/2015
AUCKLAND NOW AND IN THE FUTURE

INVESTING IN TRANSFORMING
AUCKLAND

Our vision is to make Auckland the worlds most


liveable city and deliver Aucklanders great value
for money.

Since Auckland Council was created


in November 2010, a diverse range of
improvement projects have been completed that
have begun to change the face of Auckland.

Aucklands population is projected to reach two


million people by 2031 which will significantly
increase demand for housing and transport. To
meet these challenges, Auckland needs to invest.

These include:
opening

the new environmentally sustainable
Wellsford Library and beginning work on six
new libraries

The Auckland Plan sets out our strategic plan


to address these challenges and deliver our
vision. Our LTP 2012-2022 sets out our 10-year
investment plan and how we will continue to
deliver existing services.

upgrading Massey stadium and pool


rolling out an integrated public transport
fare system
reopening the refurbished ASB Theatre
opening North Wharf and Silo Park at
Wynyard Quarter
delivering the first electric trains, which will
start carrying passengers in 2014
improving water supply in Pukekohe
adding six new dedicated cycle routes
creating four new artificial pitches that
have increased playing capacity by 234
hours each year
Auckland Manukau Eastern Transport
Initiative (AMETI) $177m invested over
last three years
opening the Merchant Quarter and
McCrae Way shared space in New Lynn
refurbishing Tepid Baths.

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

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

KEY PROJECTS FOR 2014/2015

$887M

INVESTMENT IN
TRANSPORT

$146m to purchase further electric trains


$193m to progress the City Rail Link
$68m of further investment in AMETI
$22m to progress the Albany Highway upgrade
$11m for the thuhu bus interchange

$345M

INVESTMENT IN WATER
SUPPLY AND SEWERAGE

$59m for the Hunua No 4 Water Supply Scheme


$43m to expand the treated water network
$63m to expand and improve the wastewater collection system
$24m to expand wastewater treatment

$264M

INVESTMENT IN LIFESTYLE
AND CULTURE

$106m to acquire new parks


$85m to invest in local and sports parks
$9.6m for the thuhu swimming pool
$7.5m for the Albany swimming pool
$11m to replace the Aotea Centre roof

PART I: OUR PLAN FOR 2014/2015

$101M

INVESTMENT IN DEVELOPING
LOCAL COMMUNITIES

$25m to progress the development of new libraries at Massey

North, Te Atatu Peninsula, Devonport, Flatbush, Takanini and thuhu

$13m to purchase library books and other collection items


$37m to redevelop Wilshire Village

$91M

INVESTMENT IN DRAINAGE
AND FLOOD PROTECTION

$75m to invest in the stormwater management


programme, including new infrastructure to support
Special Housing Areas

$16m to invest in the flood alleviation programme

$95M

INVESTMENT IN DEVELOPING
THE AUCKLAND ECONOMY

$15m to upgrade public spaces in the CBD, including Fort Street,


Federal Street and Freyberg Square

$17m to develop public spaces at the Wynyard Quarter


$16m to re-develop Westhaven Marina
$19m to upgrade town centres, including New Lynn, Westgate,
Devonport, Mt Albert and Pukekohe

$175M

INVESTMENT TO PROTECT
AND SUPPORT THE REGION

$15m for environmental and heritage protection


$19m investment in refuse and recycling infrastructure
$20m capital investment by Ports of Auckland
Note: The sum of the capital investment projects included in this plan is about $167 million more than the total capital expenditure projected
in our financial statements. This is because we anticipate that a proportion of our planned projects will be delayed and the money will be
spent in subsequent years. Auckland Council staff are working hard to address this and better align our list of planned projects with our overall
financial projections.

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

PAYING FOR THIS INVESTMENT


The $550 million it will cost during 2014/2015
to restore and replace existing assets (such as
transport, water, wastewater and stormwater
assets) is primarily paid for by rates.

a long period of time. Without the ability to use


debt in this way, the council would have to choose
between significantly higher rates or a significant
reduction in new assets and services.

The $1.25 billion investment in new assets is


primarily paid for by borrowing, so that we can
spread this cost over time. We consider this to be
the fairest and most appropriate approach because
these assets will provide benefits for people over

To ensure that we are using debt wisely, we monitor


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

Asset movement 2014/2015


Opening assets

$billion

Debt movement 2014/2015

38.5

$billion

Opening net debt

6.5

Investment in new assets

1.2

New borrowing requirement

0.9

Revaluation and other


movements

0.7

Closing net debt

7.4

Closing assets

40.4

Some of the key things we do to ensure that our use of debt remains prudent and sustainable include:
Ensuring that higher interest
bills in the future are
affordable for ratepayers

We prepare audited ten-year financial plans that demonstrate that our debt
levelscan be managed without the need for unsustainable increases in rates or
usercharges.
We have also set prudential debt limits and we ensure that debt levels remain
within those limits over a ten-year period.

Protecting ourselves from


rising interest rates

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

Ensuring that we are not


too dependent on financial
markets

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

Further information on the councils approach to financial management is included in the financial overview
in Part III.

PART I: OUR PLAN FOR 2014/2015

OPERATING BUDGETS FOR


DELIVERING SERVICES IN 2014/2015
Auckland Council continues to deliver the diverse range of services provided by the former councils,
with a focus on providing these more efficiently and tailored to address Aucklands future growth.

Our road network covers

7200km laid out

end-to-end, would stretch


from Auckland toInvercargill
and back three times

Our 2800 local parks,


240 sports fields and
40 regional parks cover
100,000 hectares 10 times
the area of Waiheke Island

Every day, we pick up


more than
tonnes
of general waste and

500

350 tonnes of recyclables


9

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

SOME OF THE COUNCIL SERVICES YOUR RATES PAY FOR ON ANY GIVEN DAY
Call councils 24/7 call centre
regarding dumped rubbish
Report street lights
not working

Drive past the North West


development projects

Waitkere Ranges
Regional Park

Use free internet


at local library

Take kids to Auckland


Call noise control to
Zoo and MOTAT Call dog
Report a burst
report noisy party
water main Swimming pool fence
patrol
Apply for a liquor
Read Civil Defence booklet
inspector visits
licence for a function
Get Ready, Get Thru

Some key initiatives to enhance our service delivery


in 2014/2015 include:

rolling out electric trains, new bus timetables


and integrated ticketing.

public engagement and hearings to agree a single


planning rulebook for Auckland (the Auckland
Unitary Plan)

The operating cost to deliver these services in


2014/2015 is projected to be $3.3 billion.

identifying, assessing and managing heritage


properties and sites of special significance
to Mori

TABLE 1: 2014/2015 GROSS OPERATING EXPENDITURE


FOR GROUP BY THEME
Theme

implementing the alcohol licensing reform,


including establishing District Licensing
Committees to grant alcohol licenses under the
Sale and Supply of Alcohol Act 2012

Transport

$000
1,013,935

Lifestyle and culture

534,505

Water supply and sewerage

504,972

supporting the establishment of Special Housing


Areas to enable a substantial acceleration in the
pace of construction of new homes

Built and natural environment

253,706

Commercial and investment

196,003

continuing

to work with Tmaki Redevelopment
Company, a partnership with the crown, to
achieve improved community housing solutions

Community

194,433

Economic development

160,120

supporting marae development and Mori


housing initiatives

Solid waste

112,136

Corporate support

104,354

implementing a single set of region-wide bylaws


to replace the 158 former council bylaws

implementing the first stages of the councils


Waste Minimisation Plan, including a $500,000
grants scheme to seed fund community, business
waste minimisation initiatives and implementing
the Low Carbon Auckland Action Plan
progressing

the councils Economic Development
Strategy, including setting up an innovation
precinct at the waterfront

Stormwater and flood protection

99,891

Planning

54,792

Governance

54,697

Total operating expenditure

10

3,283,543

PART I: OUR PLAN FOR 2014/2015

Enjoy a warm, insulated house as a result


of the Retro-fit Your Home scheme

Cycle with kids


along a cycle way

Walking school bus Repairing walkways


passes front gate
and planting trees

Road and footpath


improvements

Collection of business
Watch free
Check food grade
Ferries come and
waste and rubbish
event in the city
at local caf
go from terminal
Arrive by train or
Walk around
Visit Tepid
Street cleaning
bus at Britomart
the waterfront
Baths

PAYING FOR THESE SERVICES

TABLE 2: 2014/2015 RATES EXPENDITURE BY THEME

Rates provide approximately 43 per cent of the


councils operating revenue with the rest coming
from grants, subsidies, development and financial
contributions, user charges and fees.

Theme

We set rates at the level required to balance our


budgets after:

$000

Transport

449,695

Lifestyle and culture

386,317

Water supply and sewerage1

1. maximising efficiency savings

Built and natural environment

128,558

2. ensuring we recover a fair and appropriate


amount of our costs through user charges.

Commercial and investment2

-86,580

Community

160,106

Economic development

128,978

YOUR RATES
The councils large investment programme
means that asset related costs such as interest,
maintenance and depreciation are rising faster
than the rate of inflation. We are also incurring
new costs due to new alcohol control legislation,
bylaw consolidation and the need to accelerate
the pace of construction of new homes. However,
we have been able to find enough efficiency
savings within council to cope with these rising
costs with only a 2.4 per cent average rates
increase for 2014/2015.

Solid waste

83,929

Corporate support

13,707

Stormwater and flood protection

78,296

Planning

52,279

Governance

54,328

Total rates revenue

1,449,613

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

11

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

YOUR RATES CONTINUED


More information on how your rates are spent
is included in the Financial Overview section
in Part III of this plan. Full details of the
councils proposed rating policy for 2014/2015
including policies on discounts and penalties
are set out in Part V.
A central government subsidy is available
tosome low-income homeowners. You
may be eligible for a rebate on your rates
through the council-administered rates
rebate scheme.
Your eligibility depends on the amount of
rates you pay, your income and the number of
dependants you have.
The maximum rebate available in 2013/2014
was $595.
You also might be eligible for a reduction on
your rates.

RENTAL CHARGES FOR SOCIAL HOUSING


Rental charges and the level of services for
social housing for older people vary across the
region due to the different policies of the former
councils. For the 2014/2015 year, rental charges
are proposed to increase by a uniform five per
cent. This increase is more than the council
rate of inflation, due to the fact that rents have

The council has a remission and


postponement policy which:
provides

ratepayers with some financial
or other assistance where they might
otherwise have difficulty meeting
theirobligations
addresses

circumstances where the rating
system results in anomalies in how rates
are assessed
supports

organisations providing sporting
or other community services including
built, natural and cultural heritage.
For more information on rates rebates
orremission options please either contact
the council customer service centre on
09301 0101 or see the rates financial
assistance section on our website
www.aucklandcouncil.govt.nz/rates

not been adjusted for at least three years, and


in some cases, six years. For most tenants, the
increase (after government assistance is factored
in) would be no more than $4 a week. Differences
with service levels will be addressed as part of the
LTP 2015-2025, in consultation with tenants and
Auckland Councils Seniors Panel.

12

PART I: OUR PLAN FOR 2014/2015

HEALTH PROTECTION LICENCE FEES

the benefits associated with the activity are


mainly private. The resultant changes to
licence fees for currently registered premises
will range between a decrease of $62 and an
increase of $76 per annum. Premises that are
not currently registered will face a new fee of
either $240 or $300 per annum in 2014/2015
depending on number of services provided onsite. The details of the proposed changes are
included in Part VI of this document.

Auckland Council has adopted a new


region-wide health and hygiene bylaw that
standardises the regulation of services such as
tattooing, body piercing, hair removal, indoor
tanning and nail services across the region.
With the introduction of the new bylaw
and regulation approach, the associated
fees and charges should now be set on a
region-wide basis.
The council proposes to recover 90 per cent
of the cost of licensing these premises as

13

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

HAVE YOUR SAY


Auckland Council adopted its first LTP in June 2012, following an extensive consultation process.
This annual plan represents year three of the LTP and we are consulting primarily on the
proposed changes from what was originally set in the LTP 2012-2022. The proposed changes
and amendments are minor adjustments aimed at reducing costs (and therefore rates) and to
put additional resource into areas that have a shortfall. These changes do not alter the overall
direction of the Auckland Plan and the LTP 2012-2022.
Every year, each local board agrees with Auckland Councils governing body on the funding for
local activities and the local service levels for the coming year. The draft local board agreements
and local consultation topics for 2014/2015 are included in Volume 2 of the draft annual plan.

KEY CONSULTATION TOPICS


We are interested in your views on the investments, services and activities we have planned for
2014/2015.
We would also like to hear what you think about:
 Aucklands stadium strategy
 making the Auckland Arts Festival an annual event
 the projects and budget changes proposed by your local board in Volume 2.

14

PART I: HAVE YOUR SAY

AN ANNUAL AUCKLAND ARTS FESTIVAL


Auckland Arts Festival is a biennial event
operated by the Auckland Festival Trust (AFT).
The last festival was held in March 2013 and
the next is scheduled for 2015. AFT is one of
10 regional amenities that receives annual
operational funding through a statutory levy
from Auckland Council, under the Auckland
Regional Amenities Funding Act 2008.
The Auckland Regional Amenities Funding
Board (the funding board) administers the
provisions of the Act, including determining
the levy to be collected from Auckland Council,
and distributing the levy as a grant to
each amenity.
The AFT has approached the funding board
and Auckland Council to seek financial support
which would enable the festival to become
an annual event from 2016. Annualising the
event would require an additional $1 million
in council funding each year from 2015/2016,
taking Auckland Councils contribution
(through the Auckland Regional Amenities
levy) to $3.2 million per year.
AFT would also require additional external
funding of nearly $1 million per year from
other sources, such as sponsorship and grants
from Creative New Zealand and other trusts.
The funding from Auckland Council and
other sources supplements the income AFT
receives from ticket sales for festival events.
The funding board sets the annual levy under
the Auckland Regional Amenities Funding Act
2008. However it has asked Auckland Council,
as sole funder of the levy, to indicate whether
it supports the festivals goal of becoming an
annual event.

The council has chosen to ask the public for


their views at this time because:
the
 funding board will make its decision on
the levy for 2015/2016 before consultation
could be undertaken through the LTP 20152025 process
AFT

requires certainty of its funding in
advance as planning for each festival
begins at least 18 months ahead of time
major events are often booked two years
in advance.
AFT proposes annualising the Auckland Arts
Festival because it supports the objectives
of the Auckland Plan by integrating arts and
culture into the everyday lives of Aucklanders
and by fostering and encouraging the
development of Aucklands creative sector.
The Auckland Arts Festival adds life and
activity to Aucklands city centre, which
supports both the Auckland Plan and the
Economic Development Strategys aspirations
for a creative, liveable city.
Internationally, annual festivals, rather than
biennial festivals, are now the norm. AFT
expects that annualising the event will
make the festival more financially viable
while delivering a wider range of benefits to
Aucklanders and the arts and culture sector.
Although total ratepayer investment in the
festival would increase, AFT expects that the
benefits will improve the return from
ratepayer investment.

This proposal will have no impact on the


Annual Plan 2014/2015. If additional funding is
provided, it would begin in 2015/2016.

15

To have your say on this, see question 2


in the submission form on page 273
of this document, or go online to
www.annualplan.aucklandcouncil.govt.nz

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

AUCKLANDS STADIUM STRATEGY


Auckland has four major stadiums at Eden
Park, Mount Smart, Western Springs and North
Harbour. Western Springs Stadium and Mount
Smart Stadiums are owned and operated by
Regional Facilities Auckland (RFA). Eden Park is
owned and operated by the Eden Park Trust and
North Harbour Stadium is owned and operated
by the North Shore Domain and North Harbour
Stadium Trust.
Eden Park has undergone a major refurbishment;
however, it will need ongoing investment
to maintain these improvements. The other
stadiums need significant investment to
meet future needs. In their current state, the
stadiums will not meet the future needs of event
organisers, spectators and sporting codes.
The owners of each stadium currently find it
challenging to fund their operating costs and
maintain assets. Under the current operating
model, stadium owners cannot afford the future

costs of operating, maintaining and developing


the stadiums to the required standards.
RFA has proposed a strategy that will re-allocate
current funding to improve stadium facilities and
their long-term financial security. The proposed
changes will help the stadiums to have a more
viable future and meet the future needs of event
organisers, spectators and sporting codes. It will
also ensure Auckland has the capacity to keep
and support professional sporting franchises and
deliver the range and quality of events required
to maintain Aucklands reputation as a major
sporting and entertainment destination.
The proposed strategy considers the current and
future use of each stadium to ensure each venue
is more productive, cost efficient and creates a
better experience for users. The strategy also
proposes managing all four stadiums under a
new structure, to help the stadium network
operate more effectively and consistently.

16

PART I: HAVE YOUR SAY

Where possible, the developments proposed


in the strategy align with the relevant
sporting codes national and regional
facility strategies. They also complement
the facilities and services provided at other
venues around Auckland.

The strategy has been discussed extensively


withmajor stakeholders who largely agree with
RFAs proposals.
There are three key parts of the proposed
strategy, which are:
integrating

the operations of the four
main stadiums wherever possible, to avoid
duplication and save costs, this could include
having a single provider for maintenance
andticketing

Further detail on the proposed strategy will


be available from 22 January 2014 at
www.aucklandlive.co.nz, along with details
of other opportunities for you to have your
say. This information will also be available in
hard copy at Auckland Council service centres,
libraries and local board offices.

developing

high performance sports training
centres at Mount Smart and North Harbour
stadiums, providing training facilities for
sporting codes and franchises
re-defining

the purpose of the four stadiums,
which would mean:
-- Eden Park becomes the main stadium
where major rugby, league and football
games are played
-- North Harbour Stadium becomes the venue
where smaller rugby, league and football
games are played
-- Mount Smart Arena No2 developed as
a smaller (5000 seat) venue for small
rugby, rugby league and football games,
incorporating the existing international
standard athletics track
-- Mount Smart becomes the main venue
for speedway events (these currently take
place at Western Springs)

The council recognises that some aspects of


the strategy are beyond the direct control
of Auckland Council, some are subject to
commercial negotiations between parties
other than council and many aspects of the
strategy are interdependent. However, the
stadium strategy is about enhancing the live
sport and entertainment experience, making
best use of Aucklands stadium network
and strengthening the long-term success
of all sporting and entertainment events.
Cost will be an important consideration for
making decisions on the implementation of
the strategy. The focus will be to reallocate
current funding to support better use of the
facilities in order to remain at, or near to,
current levels of funding.
Your feedback will help inform the direction
RFA takes with stadium owners, sporting
codes and stadium hirers.

-- Western Springs becomes the main


Auckland venue for cricket matches
including Twenty20, domestic and
international one-day games and
testmatches.

To have your say on this, see question 1a


and 1b in the submission form on page 273
of this document, or go online to
www.annualplan.aucklandcouncil.govt.nz

Existing community uses of these stadiums will


be retained and enhanced as far as possible.

17

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

HOW TO HAVE YOUR SAY


This is your opportunity to ensure Auckland
Council hears your views about the draft Annual
Plan 2014/2015, draft local board agreements and
proposed changes and amendments to the LTP 20122022. The consultation and submission process is part

of the special consultative procedure outlined within


the Local Government Act 2002.
Submissions are accepted between Thursday 23
January and 4pm on Monday 24 February 2014.

18

PART I: HAVE YOUR SAY

HOW TO HAVE YOUR SAY:


ONLINE

HEARINGS

Go to www.annualplan.aucklandcouncil.govt.nz
This year we have a dedicated online hub to make
it quicker and easier to make a submission.

Auckland Council provides opportunities for


residents to have their say on the council plans
that affect them, consistent with legislative
requirements. Making an oral submission
provides you with the opportunity to reinforce
what you have said in your written submission.
It also gives elected representatives (such as the
mayor, councillors and local board members) the
opportunity to clarify any points you have raised
in your submission.

If you dont have internet access at home,


you canuse the internet free of charge at any
AucklandCouncil library.

EMAIL
You can send us your submission form via email.
Simply complete the submission form, scan it and
send it to annual.plan@aucklandcouncil.govt.nz
The submission form is available to download from our
website, in the February 2014 edition of OurAuckland
or you can request a copy at any Auckland Council
library, service centre or local board office.

BY POST
Post your completed submission using the freepost
details on the back of your submission form to:

When you complete your submission form youll


need to indicate whether you wish to speak in
support of your submission. If you indicate that
you do wish to attend a hearing, you will be
contacted regarding a time and place for you to
speak in support of your submission. Notification
may be at short notice and hearings are generally
open to the public and the news media.
In order to help coordinate the hearings schedule,
we need you to provide as much information as
possible on your submission form, including:

Draft Annual Plan 2014/2015


Auckland Council, Freepost Authority 182382
Private Bag 92 300
Auckland 1142
Please note: you can attach additional pages to your
hardcopy submission if you run out of space for
your answers.

IN PERSON
You can deliver your submission form in person to
your nearest local library, council service centre or
local board office. A list of our service centres and
contact information can be found in Part VII of this
document, or is available on the councils website or
by calling us on 09 301 0101.
The closing date for submissions is 4pm on Monday
24 February 2014. Please ensure we have your
submission before this time, as we will not accept
late submissions.
Please note that all submissions will be public
documents. However, your contact details
will remain private.

19

an
 indication of the most important topic
from your submission
your

local board area
an
 indication of which submitter group and/or
organisation you are submitting on behalf of
clearly

legible contact details.
To obtain further information on
the draft Annual Plan 2014/2015, go to
www.annualplan.aucklandcouncil.govt.nz
To request an additional copy of this
document, a Microsoft Word or large
print version, or for any other queries, email
annual.plan@aucklandcouncil.govt.nz or call
09 301 0101.

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

OUR STRATEGIC
FRAMEWORK
This draft annual plan has been shaped by Auckland Councils vision for the future
outlined in our key strategic planning documents the Auckland Plan (adopted in
March 2012) and the LTP 2012-2022.
These plans set the goals and outcomes that the community wants us to achieve, and
together these provide the overarching strategic direction for our decisions, projects
and priorities. These also reflect our commitment to our Mori identity and advancing
the position of Mori in our community.

20

PART I: OUR STRATEGIC FRAMEWORK

IMPLEMENTING THE AUCKLAND PLAN


The Auckland Plan is the councils strategy to
make Auckland an even better place than it is
now, and create the worlds most liveable city.
It describes the kind of place Aucklanders have
told us they want, and outlines what is needed
to achieve this. We are implementing this vision
year-by-year by providing services and facilities
that will enable us to reach our desired outcomes.
These activities have shaped the development of
this draft annual plan and have been reflected in
the themes, activities and budgets of the councils
projects. Work is continuing to ensure stronger
alignments in future annual and long-term plans.
Seven community outcomes have been identified
that represent what we want Auckland to be in
2040, and they have guided our decision-making
for this draft annual plan. They are:
1. a fair, safe and healthy Auckland

For further information on these outcomes, see


Part II of this volume.

TRANSFORMING AUCKLAND COUNCIL


To deliver on our vision to make Auckland
the worlds most liveable city, the council
recognises that it must improve its performance
across a number of areas. To achieve this, the
council has a transformation programme in
place. This programme focuses on creating
better customer service experiences, improving
operational efficiency to control costs and
building a staff culture of continuous
improvement and performance.
Notable achievements in recent months include:
the
 delivery of new digital customer services
including the first mobile apps
continued

merger and shutdown of former
councils technologies
better

processes and technologies in our
customer service centres and back-office
functions

2. a green Auckland
3. an Auckland of prosperity and opportunity
4. a well-connected and accessible Auckland
5. a beautiful Auckland that is loved by its people
6. a culturally rich and creative Auckland
7. Te Hau o Te Whenua, Te Hau o Te Tangata
a Mori identity that is Aucklands point of
difference in the world.

21

leadership

development programmes for
our people.
To deliver on its commitments to Auckland, the
transformation programme will continue for the
next three to five years to ensure Auckland Council
continues to improve performance.

THE DRAFT ANNUAL PLAN 2014/2015 VOLUME 1

OUR COMMITMENT TO MORI


The council is committed to enabling and
supporting mana whenua and mataawaka
aspirations and providing opportunities for
Mori to contribute to the future well-being
of Auckland.
These commitments are articulated in the
councils key strategic planning documents
the Auckland Plan and the LTP 2012-2022. The
overarching outcome being sought is a Mori
identity that is Aucklands point of difference
in the world. The councils strategic direction
is to enable Mori aspirations through
recognition of Te Tiriti o Waitangi/the Treaty
of Waitangi and customary rights.
The council is subject to a wide range of legal
obligations in relation to Te Tiriti o Waitangi/
the Treaty of Waitangi and/or to Mori. In
responding to the councils commitment
and legal obligations, we have developed a
framework focused on enhancing and guiding
Auckland Councils commitment to Mori.
The council works to ensure the integration
of Mori responsiveness goals as part of our
decision-making processes, policy thinking,
capability building and providing services.
Individual plans are being developed across
activities to assist the delivery of Mori
responsiveness through this annual plan cycle.
Te Waka Angamua (the councils Mori
Strategy and Relations department) is
supporting this process.
The council also recognises the important role
the Independent Mori Statutory Board (IMSB)
plays in advocating for issues of significance
for Mori and ensuring the council fulfils
its statutory obligations to Mori, including
statutory provisions related to Te Tiriti o
Waitangi/the Treaty of Waitangi. The council
is committed to working with the IMSB to
achieve its purpose.

As part of our commitment to Mori, the


following mayoral priority project areas
have been identified as a focus for making
contributions to Mori outcomes over the
course of this annual plan. The priority project
areas are:
events

complete consultation and
feasibility for a signature Mori event
and continue to provide funding to Mori
events through the contestable regional
events fund
Tmaki

Transformation project partner
with iwi to strengthen the role of marae,
work with iwi to protect cultural landmarks,
work with Nga Iwi Katoa to progress options
for affordable housing in Tmaki
The

Southern Initiative strengthen
governance through mataawaka
representation on the steering group and
deliver Mori outcomes through prioritised
action plans
transport

continue to engage mana
whenua on major projects using the
Te Aranga Mori urban design framework,
identify specific Te Reo signage and
Mori art projects in the cycle and
walking programme
stormwater

continue day-lighting
and restoration of streams with
Mori significance
Auckland

Unitary Plan give effect to
the Te Tiriti o Waitangi/the Treaty of
Waitangi provisions in the Resource
Management Act and identify and
protect sites of Mori significance.

22

Part II: Our activities


Introduction to themes and groups of activities

Part II: Our activities


Introduction to themes and groups of activities
The information in this chapter will provide you with a good understanding of Auckland Councils anticipated
activities over the 2014/2015 year. The many services the council provides and the things it does are grouped
into themes, groups of activities and activities.
We have identified the following seven key community outcomes, which are the key goals of the Auckland Plan.
They are what we want Auckland to be in 2040, and they have guided our decision-making for this draft annual
plan.
Each group of activities contributes to one or more of those outcomes.

Symbols guide
A fair, safe and healthy Auckland
Auckland is a strong and equitable society
where social and economic disadvantage
is reduced, particularly for children and
young people. It has strong families and
cohesive communities. People value the
excellent services available to them and
participation in civic activities is
significantly higher than at present.
Aucklanders are healthier, more active
and live in higher quality housing than in
2013.

An Auckland of prosperity and


opportunity
Auckland is a global city with a strong and
vibrant economy providing ample
business growth and job opportunities. We
are technological innovators with strong
high tech business clusters that work with
our excellent tertiary institutes and making
use of innovation and ideas from their
research. The region is home to many
flourishing small and medium-sized
businesses. The city centre and waterfront
are vibrant, attractive and well developed.
We have many business areas in villages
and hubs across the city that provide local
employment. Auckland has strong
connections internationally.

A green Auckland
Our waterways and coastlines are
cleaner, healthier and full of life. We
protect the natural environment and are
recognised for our clean air, quality water
supplies and low greenhouse gas
emissions, Our urban development is
world-leading. Many Aucklanders prefer to
use public transport or telecommute, our
energy supply is resilient (and sustainably
sourced) and our households are energy
efficient. Our richly bio diverse city is well
endowed with tree-lined streets, networks
of parks and protected areas of native
bush and wetlands. We leverage existing
expertise and our clean and green
reputation to develop important industries
in leading edge clean tech and green
technology.

A well connected and accessible


Auckland
Aucklands infrastructure is well-planned,
built to last, has kept up with growth and
meets the needs of its communities and
the economy. There is an effective,
efficient and integrated transport system,
offering choices, including a completed
road network and public transport that is
preferred by the majority of commuters
The movement of people and freight
around greater Auckland is considerably
easier than it is today. Our sea and
airports continue to play a crucial role in
New Zealands export economy and we
have a world class telecommunications
network including high speed broadband.

23

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Introduction to themes and groups of activities

A beautiful Auckland that is loved by


its people
Auckland remains one of the most
beautiful cities in the world, offering
superb lifestyle opportunities in a quality
environment, It has vibrant urban and
neighbourhood areas full of character,
stunning coastal areas with clean and
attractive beaches, many recreational
opportunities, and rural areas that are
easy to access and enjoy. Communities
take great pride in their surroundings and
work together with council to maintain and
improve those areas. Aucklanders love
exploring their diverse city in town and
country and visitors are drawn to explore
those attractions.

A culturally rich and creative


Auckland
Arts and culture are alive and well and
part of everyday life. We have a yearround arts and cultural programme that is
world class and offers something for
everyone. Our major arts and cultural
institutions are known internationally for
their excellence and innovation and are
major tourist draw cards. The many local
arts and cultural events are popular and
well attended and contribute to the export
earnings of our creative industries.

Te Hau o Te Whenua, Te Hau o Te


Tangata - A Mori identity that is
Auckland's point of difference in the
world
Mana whenua, who are the original
inhabitants of Tmaki Makaurau, and
other Mori originating from across
Aotearoa/New Zealand living in Auckland
have the opportunity to contribute to the
social, cultural, economic and
environmental success of Auckland. In
doing so, the Treaty of Waitangi is
appropriately recognised and provided for
through the statutory obligations of the
Auckland Council. The celebration of
Mori culture and identity highlights
Aucklands point of difference with the rest
of the world and opportunities that benefit
all.

Group of activities financial statements


The prospective group of activities statements have been prepared on a full group basis. They include the
activities and services provided by the Auckland Council, being the parent entity, and, where appropriate, the
activities and services provided by those entities that comprise the Auckland Council group entity (including all
subsidiaries, associates and joint venture arrangements). An outline of the Auckland Council group and the
basis for consolidation is set out in the notes to the prospective financial statements in Part III of this volume.

Auckland Council Draft Annual Plan 2014/2015

24

Part II: Our activities


Introduction to themes and groups of activities

Expenditure and income by group of activity


Auckland Council group
Financial year ending 30 June 2015
$000
Theme
Group of activity
Governance

Operating expenditure
Capital
(including depreciation)
expenditure
Expenditure
Income
Net
Total
expenditure

Governance and democracy


services

23,249

23,249

Local governance

31,448

244

31,204

2,425

Planning

Planning and strategy

54,792

2,116

52,676

Commercial and investment

Commercial

56,399

70,292

(13,893)

12,380

Investment
Economic development

Built and natural environment

145,771

239,880

(94,109)

19,901

Regional economic strategy and


initiatives

26,978

325

26,653

34,828

Local economic development

34,049

248

33,801

18,103

Tourism, major events and industry


development

53,221

6,701

46,520

Waterfront development

48,720

28,855

19,865

42,563

Environment and heritage protection

49,244

2,537

46,707

12,812

Local built and natural environment

3,243

3,243

1,143

Regulation

201,242

130,267

70,975

858

Solid waste

Waste and recycling services

112,136

27,648

84,488

19,227

Stormwater and flood protection

Stormwater management

114,264

114,264

75,317

5,587

5,587

16,002

Water supply

186,944

176,578

10,366

175,861

Wastewater treatment

319,845

316,721

3,124

169,481

Public transport and travel demand


management

525,606

245,973

279,633

411,686

Roads and footpaths

427,378

56,698

370,680

458,635

65,402

91,147

(25,745)

7,054

Cemeteries and crematoria

6,655

7,554

(899)

2,115

Emergency management

7,118

187

6,931

1,091

Regional library services

52,551

2,986

49,565

17,461

Local libraries

57,999

842

57,157

29,444

Regional community services

38,424

8,270

30,154

38,178

Local community services

32,934

2,568

30,366

12,447

Regional arts, culture and events


services

20,193

1,148

19,045

3,076

Local arts, culture and events


services

21,131

1,336

19,795

3,795

Regional event facilities

63,298

31,909

31,389

18,908

Regional parks services

49,239

2,643

46,596

117,022

191,745

1,196

190,549

80,892

24,818

437

24,381

Flood protection and control


Water supply and wastewater
Transport

Parking and enforcement


Community

Lifestyle and culture

Local parks services


Regional recreation services
Local recreation services
Corporate support

62,925

30,739

32,186

36,202

Regional collections and amenities

104,349

15,732

88,617

4,391

Organisational support

111,752

31,611

80,139

Capital expenditure deferrals


Adjustments

Less internal rates elimination


Add rates, development
contributions and capital subsidies
included in operating revenue

Total

(47,105)

(47,105)
1,855,987 (1,855,987)

3,283,543 3,391,375
25

106,318
(167,786)

(107,832)

1,781,827

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Governance theme

Governance theme
Through its governance activities the council enables decision-making and action to meet the current and future
needs of Aucklands communities.
The Auckland Council represents a unique model of local government in New Zealand comprising the governing
body (made up of the mayor and 20 ward councillors) and 21 local boards, the council-controlled organisations
(CCOs), the Independent Mori Statutory Board (IMSB) and a number of advisory panels and boards such as
the Pacific Peoples and Ethnic Peoples Advisory Panels.
The council is committed to enabling and supporting mana whenua and mataawaka aspirations and providing
opportunities for Mori to contribute to the future well-being of Auckland. Achieving this requires ensuring Mori
are fully engaged in decisions concerning matters of significance to them. These matters include decisions of
the governing body, local boards and CCOs.

Contribution to the Auckland Plan


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

Group of
activities
Governance
and
democracy

Local
governance

Governance activities support the councils contribution to a strong, inclusive and equitable society that provides
opportunity for all Aucklanders by ensuring that:

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

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

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

council is ready as an organisation to help generate the transformational shifts identified in the Auckland
plan.

Key projects that contribute to Mori outcomes


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

The Mori Responsiveness Portfolio is focussed on transforming councils responsiveness to Mori


including co-ordinating a cross-organisational response to Treaty of Waitangi settlements, communication
and engagement with Mori, contributions to Mori well-being and Treaty of Waitangi Audit Response
Programme.

The Mori Land Programme contributes to lifting social and economic wellbeing for Mori through
recognition of customary rights.

The Treaty Settlement Programme effective Mori participation in councils governance processes.

Te Waka Angamua, Councils Mori Strategy and Relations Department, continues to drive and champion
Mori responsiveness to ensure specific objectives are integrated into the councils decision-making
process, policy thinking, capability building and service delivery.

Auckland Council Draft Annual Plan 2014/2015

26

Part II: Our activities


Governance theme
Group of activities: Governance and democracy

Group of activities: Governance and democracy


The activities within this group lie at the heart of ensuring our governance is both effective and representative
through providing strong and efficient regional leadership.
The following activities are delivered:

Elections - conducting triennial elections and by-elections for the Mayor, councillors and local board
members.

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

Monitoring of council-controlled organisations (CCOs) - monitoring CCOs to ensure their activities


contribute to and align with the councils strategic direction.

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

Regional governance and democracy - supporting the decision-making process of the governing body
and its committees, administering remuneration and expenses of councillors, running hearings and
supporting advisory panels and boards, such as the Pacific Peoples and Ethnic Peoples Advisory Panels
and other panels established by the mayor.

Key priorities for 2014/2015


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

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

Reviewing the governance and operational model of our substantive CCOs.

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

How we measure performance


Level of service statement

Performance measure

Annual Plan
target
2013/2014
40%

Annual Plan
target
2014/2015
40%

No elections
held

2.5

2.5

The number of candidates per


available seat for local board
elections

No elections
held

Number of complaints regarding


electoral processes upheld

No elections
held

Manage council elections and byPercentage of eligible residents who


elections through fair and transparent voted in the local elections
processes
The number of candidates per
available seat (excludes local board
elections)

27

Actual
2012/2013
No elections
held

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Governance theme
Group of activities: Governance and democracy

Level of service statement

Performance measure

Actual
2012/2013

Annual Plan
target
2013/2014
50%

Annual Plan
target
2014/2015
50%

Ensure the community can


participate and contribute to
governing body decision-making

Percentage of residents who feel


they can participate in governing
body decision-making

26%

Percentage of Mori residents who


feel they can participate in governing
body decision-making

30%

Maintain or
improve

50%

Percentage of formalised relationship


arrangements between council and
mana whenua

53%

100%

100%

Percentage compliance with


statutory requirements for publishing
agendas and minutes

99%

100%

100%

Number of complaints regarding


council democratic processes upheld
by the Auditor General or
Ombudsman

81%

90%

90%

100%

90%

90%

Ensure Auckland Council is able to Percentage of CCO related LTP


govern its CCOs effectively and hold measures that met targets
them to account
Percentage of CCO related
monitoring and accountability
requirements that met targets
Note to table:

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)

Capital
expenditure

Expenditure

Income

Net expenditure

Total

450

450

Independent Mori Statutory Board support

2,957

2,957

Mayoral office

5,144

5,144

Elections

Monitoring of council-controlled organisations

1,288

1,288

Regional governance and democracy

13,410

13,410

Total

23,249

23,249

Auckland Council Draft Annual Plan 2014/2015

28

Part II: Our activities


Governance theme
Group of activities: Local governance

Group of activities: Local governance


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

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

make decisions on local matters

prepare a local board plan every three years

negotiate and monitor annual agreements with the governing body

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

advocate for regional projects or programmes

perform local civic duties.

Key priorities for 2014/2015


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

Engagement with the community on the proposed Unitary Plan.

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

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Annual Plan
target
2013/2014
Maintain or
improve

Annual Plan
target
2014/2015
50%

Ensure the community can


participate and contribute to local
board decision-making

Percentage of residents who feel


they can participate in local board
decision-making

25%

Percentage of Mori residents who


feel they can participate in local
board decision-making

29%

Maintain or
improve

50%

Percentage compliance with statutory


requirements for publishing agendas
and minutes for local board meetings

100%

100%

100%

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)

Capital
expenditure

Expenditure

Income

Net expenditure

Total

Local planning, policy and governance

31,448

244

31,204

2,425

Total

31,448

244

31,204

2,425

29

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Planning theme

Planning theme
Through its planning activities, the council plays a key role in achieving the vision of creating the worlds most
liveable city. The planning, strategy development and resource management functions are particularly important
in Auckland due to the scale and complexity of our area resulting from the recent amalgamation of former
councils into the Auckland Council.
This group is also involved in protecting and enhancing Aucklands character, history and environment, as well
as public health and safety, while ensuring Auckland remains an attractive and desirable city that is managing
the pressures of growth.

Contribution to the Auckland Plan


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

Group of
activities
Planning and
strategy

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

Key projects that contribute to Mori outcomes


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

The Southern Initiative (TSI) is one of the place based projects from the Auckland Plan. A number of our
initiatives involve Mori and will directly benefit Mori, including:
o

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

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

Supporting social and affordable housing projects of the Tmaki Makaurau Collective at Weymouth, the
Pukaki Marae and tara Papakainga developments.

Smokefree Policy implementation within the TSI area.

The Children and Young Peoples Strategic Action Plan (C&YSAP) supports Mori outcomes. The seventh
goal: Kia ora rawa atu e ng rangatahi katoa (all young people will thrive) and in doing so we acknowledge
Te Ao Mori. By 2014/2015, we expect to be implementing the plan. We are committed to achieving this
through working with rangatahi, mataawaka groups and iwi.
o

Action one: Create a Rangatahi Leadership Forum in accordance with the Mori Plan and the wishes of
young Mori who we worked with in the development of the action plan, a foundation leadership forum
will be developed by February 2014.

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

Auckland Council Draft Annual Plan 2014/2015

30

Part II: Our activities


Planning theme

Action three: The plan recognises that young Mori need to have ownership over actions that are
created and in doing so we are working with Rangatahi to create and implement those actions. While the
seventh goal has a specific focus on young Mori this goal also influence the actions created across the
rest of the plan.

Arts and Culture Strategic Action Plan - Ng Toi Mori aims to promote Mori culture and heritage as
Aucklands point of difference in the world the plan will be adopted in June 2014. The Arts and Culture
Strategic Action Plan (ACSAP) will take an integrated partnership approach consistent with the Treaty
Principles and Councils Mori Responsiveness Framework. After a draft of the ACSAP has been released
in February/March 2014, there will be widespread public consultation conducted with Mori and mataawaka
in the March June 2014. It is envisaged that this happens through Hui and Social Media/moving image.

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

Community development Strategic Action Plan - Actions in Thriving Communities of particular relevance to
Mori include: Mori wellbeing outcomes through procurement, including marae in councils Community
Facilities Network Plan, and the whnau ora community development approach.

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

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

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

air and water quality and coastal provisions.

Through the development of plans, policies and bylaws we intend to ensure statutory obligations are met in
effectively communicating and consulting with Mori to ensure that significant matters affecting Mori are taken
into account.

31

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Planning theme
Group of activities: Planning and strategy

Group of activities: Planning and strategy


The activities in this group help translate strategy into action for Auckland. We have a unique planning
framework supporting the mayor's vision, and are focused on tracking progress to ensure our plans remain
relevant, are focused on delivering the Auckland Plan and adapt to changing circumstances and community
preferences.
The following activities are delivered:

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

Long-term and annual planning delivery of the long-term plan (10-year) and annual plans to ensure
accountability, prudent financial management and that councils activities align with the Auckland Plan.

Unitary Plan and local area planning - progressing the Unitary Plan after its notification on 30 September
2013.

Research and monitoring - developing and implementing councils research strategy, maintaining an
evidence base and ensuring councils strategies and plans are empirically robust and stand up to critical
evaluation. Monitoring the state of the environment, the impact of development and change, the
performance of planning controls and modelling the effect of council strategy and policy.

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

Key priorities for 2014/2015


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

Leading the review of all 158 existing local bylaws in the Auckland region.

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

Implementing the Auckland Plan including the development of supporting strategies and action plans such
as the Children and Young Peoples, Community Development, Environment, Housing and Arts and Culture
Strategic Action Plans.

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

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

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

Continuing to work with Tmaki Redevelopment Company, a partnership with the crown, to achieve
improved community housing solutions.

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

Auckland Council Draft Annual Plan 2014/2015

32

Part II: Our activities


Planning theme
Group of activities: Planning and strategy

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013
100%

Annual Plan
target
2013/2014
100%

Annual Plan
target
2014/2015
100%

Percentage of unitary and area plan


changes and Notices of Requirement
processed within statutory
timeframes

100%

100%

100%

Percentage of adopted core


strategies, policies and plans that
were developed with Mori
participation

80%

Maintain or
improve

85%

Percentage of adopted core


strategies, policies and plans that
include Mori outcomes and/or
indicators

80%

Maintain or
improve

85%

Percentage of area spatial plans and


initiatives that met agreed milestones

80%

90%

90%

100%

100%

100%

100%

100%

100%

Produce all plans and agreements in Percentage compliance with


accordance with legislative
legislative planning requirements
requirements

Implement area spatial planning


initiatives for town centres, rural
centres, precincts, corridors, and
new growth areas

Monitor and report on social,


Availability of Headline Indicators
economic, environmental, and
report
cultural well-being accurately and on
time
Percentage compliance with annual
quality rating for ISO9001:2008
accreditation
Note to table:

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Long-term and annual planning

8,327

8,327

Research and monitoring

7,034

7,034

Spatial, strategic and infrastructure planning

7,675

7,675

Transport strategy

1,742

2,116

(374)

Unitary and area planning

30,014

30,014

Total

54,792

2,116

52,676

33

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Commercial and investment theme

Commercial and investment theme


Through its commercial and investment activities, the council achieves the best financial returns from its
commercial interests and investments while supporting broader goals that help Auckland to become the worlds
most liveable city.
Primarily, we use CCOs Auckland Council Investments Limited (ACIL) and Auckland Council Property Limited
(ACPL) to deliver these activities.

Contribution to the Auckland Plan


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

Group of
activities
Commercial

Investment

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

Delivery of our commercial property activities by ACPL, who work with stakeholders to develop affordable
housing and upgrade town centres. These contribute to Auckland Plan strategic directions of create a
stunning city centre, with well-connected quality towns, villages and neighbourhoods, and house all
Aucklanders in secure, healthy homes they can afford. ACPL is also contributing to the Southern Initiative,
which will tackle high social need and develop the human and economic potential of south Auckland.

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

Key projects that contribute to Mori outcomes


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

ACPL will be implementing a Mori Responsiveness Plan and monitoring its effectiveness. The Mori
Responsiveness Plan details how ACPL will give effect to Auckland Councils commitments to Mori as
outlined in the Mori Responsiveness Framework.

A key area of engagement will be increased input for Mori into ACPL development projects. Engagement
includes site visits and workshops with mana Whenua groups relevant to each area. Feedback areas
include incorporating Mori wellbeing outcomes into urban design, art and cultural expression, and
consideration of environmental concerns and potential uses for each development site.

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

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

These initiatives will contribute to the councils Mori Responsiveness Framework goals of capacity building and
enabling Mori participation in council decision making and outcomes related to the protection of Waahitapu and
fulfilment of Mana Whenua Kaitiaki roles.

Auckland Council Draft Annual Plan 2014/2015

34

Part II: Our activities


Commercial and investment theme
Group of activities: Commercial

Group of activities: Commercial


The activities within this group assist council deliver the best financial returns from its commercial interests while
supporting broader goals that help Auckland to become the worlds most liveable city.
The following activities are delivered:

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

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

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

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

Key projects for 2014/2015


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

Delivering housing developments with both the private sector and the not for profit sector to give effect to
Auckland Councils Housing Action Plan. ACPLs focus will be housing developments in the more affordable
spectrum of the market.

Developing 20 hectares at Hobsonville, 10 hectares as a world class marine industry precinct to boost job
creation and economic growth in the region and a further 10 hectares for residential housing. In the event of
presales not being achieved for the marine precinct, the whole 20 hectares will be a residential
development.

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

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

35

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Commercial and investment theme
Group of activities: Commercial

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Annual Plan
target
2013/2014
Maintain or
Improve

Annual Plan
target
2014/2015
Greater than or
equal to 4%

Manage commercial property to Return on investment (ROI) on


optimise returns
commercial properties on a like for like
basis

3.94%

Net surplus from property portfolio on a


like for like basis

$21.1m

Maintain or
Improve

Greater than or
equal to $21.1m

99%

90%

90%

11.1%

8%

8%

Manage quality and financially


prudent City Parks Services

Percentage of service requests


completed on time
Net surplus from city park services

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Income

Net
expenditure

Total

29,119

42,130

(13,011)

9,062

Commercial property
Holiday parks
Parks management services
Vehicle testing stations
Total

Auckland Council Draft Annual Plan 2014/2015

Capital
expenditure

36

1,502

3,198

(1,696)

19

24,386

23,927

459

3,299

1,392

1,037

355

56,399

70,292

(13,893)

12,380

Part II: Our activities


Commercial and investment theme
Group of activities: Investment

Group of activities: Investment


The activities in this group contribute to fulfilling the councils responsibility to be a good owner and manager of
its major shareholdings. Through ACIL, these activities deliver an efficient structure for managing major
investments including Ports of Auckland Limited (POAL), Auckland International Airport Limited (AIAL) and
Auckland Film Studios Limited (AFSL).
While these shareholdings are legally held by ACIL, these investments are ultimately owned by the public of
Auckland.
ACIL also manages the council's Diversified Financial Assets Portfolio.

Key priorities for 2014/2015


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

Capital investment ($19.9 million) designed to maintain and improve POALs current revenue earning
capacity and provide higher returns.

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Manage council investments to


optimise returns

Return on equity (ROE) for ACIL


group

11.2%

Rolling 10 year return on equity


(ROE) for diversified financial assets
portfolio

18.4%

Annual Plan
target
2013/2014
6.7%

Annual Plan
target
2014/2015
13.1%

Equal or
Equal or
exceed ROE on exceed ROE on
reference
reference
portfolio
portfolio

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Major shareholdings and investments

145,771

239,880

(94,109)

19,901

Total

145,771

239,880

(94,109)

19,901

37

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Economic development theme

Economic development theme


The council is committed to driving economic growth and development for Auckland, not only for the city but for
New Zealands future prosperity. We have developed an Economic Development Strategy (EDS) to identify how
Auckland can improve its economic performance.
The council, through regional and local economic strategies and initiatives, works with Auckland Tourism Events
and Economic Development (ATEED) and Waterfront Auckland to provide an integrated approach to promoting
industry, tourism, major events and the waterfront.

Contribution to the Auckland Plan


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

Group of
activities
Regional
economic
strategy and
initiatives
Local
economic
development
Tourism,
major events
and industry
development
Waterfront
development

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

Key projects that contribute to Mori outcomes


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

The development of an Auckland Mori Economic Development Framework to align and inform the
implementation of the Auckland Plan, Economic Development Strategy and various CCO work plans, and to
identify priority investment opportunities for Mori.

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

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

Develop place-making initiatives to attract a diversity of visitors to the waterfront including Mori and Pacific
peoples.

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

Auckland Council Draft Annual Plan 2014/2015

38

Part II: Our activities


Economic development theme

Waterfront Auckland invites iwi representatives to meet regularly to provide input to current and future projects.
The waterfront promenade and cycleway will include a cultural heritage component and will incorporate the
Tmaki Makaurau - Many Lovers of Auckland story-telling concept which will identify opportunities to tell cultural
and other stories.
ATEED will continue to support and promote Mori tourism ventures through assistance in trade marketing and
supporting the marketing and promotion of specific Mori tourism products, such as the Rangitoto and Motutapu
Haerenga multi-day walk experience. ATEED will also continue to promote Aucklands Mori identity, through
major events, such as the ITM500 (V8 Supercars), and by marketing the city as an exciting and culturally rich
destination for visitors, with Mori at the heart of its identity.

39

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Economic development theme
Group of activities: Regional economic strategy and initiatives

Group of activities: Regional economic strategy


and initiatives
Our goal is to develop Auckland as a vibrant, business-friendly world class city through enhancing both our
domestic and international connectedness, and becoming an innovation hub of the AsiaPacific Rim. The
activities in this group aim to support new transport, broadband and telecommunications infrastructure; deliver
transformational projects such as tertiary clustering; and foster and encourage entrepreneurship and innovation.
We seek to invest in people to grow skills and qualification levels of local workforces, through the Southern
Initiative and in conjunction with COMET Auckland.
The following activities are delivered:

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

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

Key priorities for 2014/2015


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

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

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

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

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

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

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

Development of the Mngere Gateway Visitors Centre at Otuatua.

Developing an integrated business precinct plan for the Industrial South.

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

Auckland Council Draft Annual Plan 2014/2015

40

Part II: Our activities


Economic development theme
Group of activities: Regional economic strategy and initiatives

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Annual Plan
target
2013/2014
69

Annual Plan
target
2014/2015
69

Support economic development of


the region and contribute to the
national economy

Auckland's OECD economic


performance rating

78%

Maintain or
improve

78%

Number of business opportunities


facilitated through international
relationships

50

60

60

Number of economic initiatives with


Mori

16

Maintain or
improve

16

Percentage of transformation and city


centre masterplan projects delivered
on time and within budget

88%

85%

90%

Percentage of city transformation


projects contributing to Mori
outcomes

100%

Maintain or
improve

100%

69

Percentage of Auckland Economic


Development Strategy KPIs that are
met or improving

Implement strategies for enhancing


the city centre and coordinate large
scale transformation projects

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

City transformation projects


Economic strategy and initiatives
Total

41

Capital
expenditure

Income Net expenditure

Total

19,531

325

19,206

34,678

7,447

7,447

150

26,978

325

26,653

34,828

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Economic development theme
Group of activities: Local economic development

Group of activities: Local economic development


Through its local economic development activities, we are building economic resilience, supporting employment
opportunities and creating a sense of local community through our Business Improvement District (BID)
partnership programmes and by creating attractive, well-maintained streets and town centres that are safe and
vibrant.
The following activities are delivered:

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

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

Key priorities for 2014/2015


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

Supporting prospective business areas to work towards establishing a BID programme and/or expanding
existing BIDs.

Progressing expansion of the Devonport Wharf boardwalk connecting the wharf to the new Devonport
marine square ($3.9 million).

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

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

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Develop local business precincts and Percentage of Business Associations


town centres as great places to do
meeting their Business Improvement
business
District (BID) Partnership Programme
obligations

100%

Annual Plan
target
2013/2014
75%

Annual Plan
target
2014/2015
85%

Develop and maintain safe, clean


Percentage of residents satisfied with
and vibrant commercial town centres the cleanliness of their local town
and street environments
centre

59%

65%

65%

Percentage of residents satisfied with


the quality and maintenance of the
street environment

43%

65%

60%

Percentage of agreed street


environment upgrade programmes
and initiatives completed on time and
within budget

100%

80%

90%

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Local business area planning and development

18,713

18,713

Local street environment and town centres

15,336

248

15,088

18,103

Total

34,049

248

33,801

18,103

Auckland Council Draft Annual Plan 2014/2015

42

Part II: Our activities


Economic development theme
Group of activities: Tourism, major events and industry development

Group of activities: Tourism, major events and


industry development
The activities in this group help to promote and attract businesses and visitors to Auckland to help lift the
economic wellbeing, and support and enhance the ability of the region to compete internationally.
The following activities are delivered:

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

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

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

Key priorities for 2014/2015


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

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

Continuing to grow the visitor economy, including launching a major new walk experience in the Hauraki
Gulf, initiating a new major international marketing joint venture and continuation of the Auckland domestic
campaign.

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

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

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

How we measure performance


Level of service statement

Performance measure

87%

Annual Plan
target
2013/2014
85%

Annual Plan
target
2014/2015
85%

Estimated number of attendees at


major events (million)

1.05

1.45

1.52

Return on Regional Investment


(RORI) from major events invested in
($million)

39.1

40

47

Attract, facilitate and fund delivery of Percentage of attendees satisfied


major events
with major events overall
Number of major international events
attracted or facilitated

43

Actual
2012/2013

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Economic development theme
Group of activities: Tourism, major events and industry development

Level of service statement

Performance measure

Actual
2012/2013
94%

Annual Plan
target
2013/2014
90%

Annual Plan
target
2014/2015
90%

Number of visitors to Auckland


(million)

13.7

13.3

13.7

Number of visitor nights in Auckland


(million)

26.7

25.2

26.6

Spend by visitors in Auckland


($million)

3,447

3,628

3,898

Percentage of stakeholders satisfied


with provision of business advice,
start-up, training and mentoring
programmes

95%

85%

85%

GDP Global investment promotion


(4)
agency (IPA) benchmarking

Biannual
measure 55%
(2011/2012)

65%

65%

Total GDP in targeted sectors


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

30.7%

Improve

Improve

Promote and develop Auckland as a Percentage of customers satisfied


national and international tourist
with visitor information centres and
destination
services

Deliver information, advice and


programmes to attract and develop
businesses and a skilled workforce

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Business attraction and development

15,287

2,455

12,832

Major events

22,056

1,073

20,983

Tourism and visitor centres

15,878

3,173

12,705

Total

53,221

6,701

46,520

Auckland Council Draft Annual Plan 2014/2015

44

Part II: Our activities


Economic development theme
Group of activities: Waterfront development

Group of activities: Waterfront development


Through the waterfront development activities, we will continue to deliver the waterfront key projects and
upgrades in accordance with the vision and goals of the Waterfront Plan.
The following activities are delivered:
Waterfront commercial initiatives - securing investment and facilitating private sector development of
Waterfront Auckland land, buildings and water space assets for commercial return. Coordinating private sector
with public projects, managing property and assets, including wharves and car parks.
Waterfront marina operations - managing marina facilities and upgrades, and providing moorings for a wide
variety of vessels at Westhaven, Viaduct Harbour, Hobson West, and Okahu Bay. Provide fishing industry
berths, and a public boat ramp at Westhaven.
Waterfront public initiatives - developing waterfront public infrastructure, including key projects: waterfrontwide promenade and cycleway, Daldy and Halsey Street upgrades. Place management, including
transformation of Wynyard Quarter. Managing clean-up of contaminated land under streets.

Key priorities for 2014/2015


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

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

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

Expanding infrastructure and commercial opportunities, and increasing water depth to accommodate larger
vessels at Westhaven Marina.

How we measure performance


Level of service statement

Performance measure

Deliver initiatives to make the


waterfront dynamic, well-connected
and safe

Number of annual visitors to the


waterfront

Manage assets and services in a


way that attracts investment and
optimises financial returns

Actual
2012/2013
792,000

Annual Plan
target
2013/2014
Maintain or
improve

Annual Plan
target
2014/2015
874,000

Hectares of public open space on the


waterfront

17.2

18.0

18.0

Percentage of annual waterfront


public works programmes achieved
on time and within budget

93%

100%

100%

Number of employees working in


Wynyard Quarter area

4,660

5,020

6,120

Return on investment (ROI) on


commercial waterfront activities and
marinas

3.58%

8%

8%

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

45

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Economic development theme
Group of activities: Waterfront development

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Waterfront commercial initiatives

18,077

11,492

6,585

903

Waterfront marina operations

14,238

16,277

(2,039)

16,607

Waterfront public initiatives

16,405

1,086

15,319

25,053

Total

48,720

28,855

19,865

42,563

Auckland Council Draft Annual Plan 2014/2015

46

Part II: Our activities


Built and natural environment theme

Built and natural environment theme


Through its built and natural environment activities, the council aims to protect and enhance Aucklands natural
environment through monitoring our air, land and water quality, promoting urban design, conserving our historic
places and regulating a number of associated activities.

Contribution to the Auckland Plan


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

Group of
activities
Environment
and heritage
protection

Local built and


natural
environment

Regulation

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

Identifying and protecting further historic heritage places and enabling communities to be better placed to
appreciate Aucklands heritage

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

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

Key projects that contribute to Mori outcomes


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

The Auckland Design Manual (ADM) - work with mana whenua to further develop the ADM as a guide to
achieving quality design outcomes in all development. The first release includes draft Te Aranga Mori
design principles, which provide a clear process for positively engaging with mana whenua and shaping a
built environment that fully acknowledges the citys cultural identity. Further modules will be added to the
ADM over 2014/2015.

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

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

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

47

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Built and natural environment theme
Group of activities: Environment and heritage protection

Group of activities: Environment and heritage


protection
The activities in this group contribute to ensuring our unique natural and built environments are protected and
preserved for generations to come. Retaining character and protecting the natural environment are central both
to the region and to the identity of individual communities and contribute to our sense of belonging and wellbeing. Effective management and maintenance of these assets contribute to Aucklands economic prosperity
through activities such as tourism, and ensuring it is a great place to live and work.
We plan, guide, regulate and support the protection of our environment and heritage; and using urban design
principles, we help manage urban growth and ensure we have continuous improvements in Aucklands overall
liveability.
The following activities are delivered:

Air, land and water monitoring and management - reducing emissions from home heating, transport and
industry. Rehabilitating landfills and managing pervasive sediment problems. Providing strategic direction to
Watercare, covering water services, and development of a regional water strategy.

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

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

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

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

Key priorities for 2014/2015


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

Pursuing the development of a marine spatial plan for the Hauraki Gulf Marine Park to find ways to address
existing problems to safeguard the Gulfs health and to sustainably manage activities.

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

Managing threatened ecosystems, working with iwi to restore and enhance ecosystems and ongoing monitoring, reporting and reviewing of the Biodiversity Strategy.

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

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

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

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

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

Auckland Council Draft Annual Plan 2014/2015

48

Part II: Our activities


Built and natural environment theme
Group of activities: Environment and heritage protection

How we measure performance


Level of service statement

Performance measure

Annual Plan
target
2013/2014
0

Annual Plan
target
2014/2015
0

100%

96%

97%

Monitor and protect freshwater


Proportion of stream samples that
ecosystems to maintain water quality exceed red alert level for stock
and biodiversity
watering

17%

Less than
12.5%

Less than
12.5%

Protect the natural character of the


coast from inappropriate
(4)
development

Perception of good balance between


built areas and natural environment
on the coastline

73%

70%

70%

Percentage of environmentally
significant catchments with
catchment management plans
(CMPs)

6%

10%

15%

93%

92%

92%

23,927

22,000

22,000

Number of schools registered for


Enviroschools programme

176

160

160

Reduction in emission of air pollutant


PM10 (Kg)

1610

1400

2100

Not reported

Maintain or
improve

5%

17.7%

Maintain or
improve

29%

73,300

60,000

62,000

Proportion of the region where


possum populations are maintained
under five per cent (residual trap
catch index)

47%

Maintain or
improve

50%

Percentage of Kauri dieback spread


on closed tracks in the Waitkere
Ranges

0%

Less than 10% Less than 10%


increase
increase

Percentage of Kauri dieback spread


on open tracks in the Waitkere
Ranges

25%

Establish target

Monitor and report on the quality and Number of sites exceeding regional
2
health of the regions air
air quality targets for NO
Number of sites exceeding regional
air quality targets for PM2.5 (particles
less than 2.5 microns in size)
Manage land use and development
to safeguard the region's
environment, productivity and
economic value of soil

Percentage of landfill aftercare


resource consents achieving
category 1 or 2 compliance

Provide safe access to beaches and Proportion of time bathing beaches


coastal areas for recreation
are suitable for contact recreation
Provide funding, support, and
environmental education to schools
and communities

Protect and enhance indigenous


biodiversity and natural heritage
resources

Number of students participating in


the Learning Through Experience
programme

Number of hectares of new habitat


established on regional parks
Percentage of indigenous
ecosystems under active
management
Percentage of threatened species
under active management

Reduce the impact of pest animals, Number of hectares under


plants, and pathogens on the natural community pest control
environment

49

Actual
2012/2013

Reduce

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Built and natural environment theme
Group of activities: Environment and heritage protection

Level of service statement

Performance measure

Actual
2012/2013

Provide support to protect and


conserve the region's historic
heritage

Number of historic heritage


resources formally protected in
council regional and district plans
and/or the unitary plan

2239

Annual Plan
target
2013/2014
2,240

Annual Plan
target
2014/2015
2600

Number of sites of Mori significance


including waahi tapu formally
protected or scheduled in council
regional and district plans or the
unitary plan

45

Maintain or
improve

61

Number of sites and places of value


to mana whenua formally protected
and scheduled in council regional
and district plans or the unitary plan

New measure

New measure

3600

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

Financial information
$000
Financial year ending 30 June 2015
Air, land and water monitoring and management
Cultural and built heritage protection
Environmental strategy and policy
Natural heritage protection and biosecurity
Urban design management

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

13,683

1,974

11,709

4,085

8,269

8,264

8,727

1,330

1,330

21,512

537

20,975

4,450

21

4,429

Total

49,244

2,537

46,707

12,812

Auckland Council Draft Annual Plan 2014/2015

50

Part II: Our activities


Built and natural environment theme
Group of activities: Local built and natural environment

Group of activities: Local built and natural


environment
The activities in this group contribute to ensuring our local natural and built environments are protected and
preserved for generations to come. This is achieved through wetland and habitat restoration, species
management, native planting, support for the appropriate use and re-use of heritage sites and items, funding to
help maintain a scheduled heritage site and providing free public information on heritage and related issues.
Local boards support a range of initiatives to restore significant environments and waterways through
participating in environmental programmes and partnering with trusts and volunteers; making decisions on local
stormwater quality projects and negotiating variations to region-wide service levels for services such as refuse
and recycling.

Key priorities for 2014/2015


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

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

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

On-going ecological restoration projects.

Working closely with heritage groups to document, celebrate and preserve Aucklands cultural heritage.

Enhancing biosecurity and pest management programmes on Great Barrier Island.

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

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Provide leadership and support to


protect and conserve the region's
natural environment and cultural
heritage

Number of environmental
programmes led or supported

69

Number of environmental
programmes with Mori participation

21

Annual Plan
target
2013/2014
Maintain or
improve

Annual Plan
target
2014/2015
69

Maintain or
improve

21

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Local environment and heritage protection

3,243

3,243

1,143

Total

3,243

3,243

1,143

51

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Built and natural environment theme
Group of activities: Regulation

Group of activities: Regulation


The activities in this group have a large impact on everyday life in communities across Auckland by providing
strong public health and safety guidelines for activities ranging from land use and subdivision consents to
environmental health, animal management and bylaw enforcement.
The following activities are delivered:

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

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

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

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

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

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

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

Key priorities for 2014/2015


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

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

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

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

Meeting the consenting demands arising from the Special Housing Area applications and increase in
general housing development.

Auckland Council Draft Annual Plan 2014/2015

52

Part II: Our activities


Built and natural environment theme
Group of activities: Regulation

How we measure performance


Level of service statement

Performance measure

64%

Annual Plan
target
2013/2014
60%

Annual Plan
target
2014/2015
60%

96%

100%

100%

Achieve and maintain BCA


accreditation by meeting standards
under the Building Act 2004

Maintain

Maintain

Maintain

Percentage operating cost recovery


from user charges for building
consents activity

101%

90%

90%

48%

55%

50%

95.5%

100%

100%

Percentage of notified resource


consent applications processed
within 70 days

78%

100%

100%

Percentage of air, land, coastal and


water consents with category 1 (full
compliance) or 2 (minor noncompliance)

94%

90%

90%

Percentage of operating cost


recovery from user charges for
resource consents activity

61%

60%

60%

100%

100%

Deliver a customer focused building Percentage of customers satisfied


consents and compliance monitoring with the overall quality of building
service that meets statutory
control service delivery
requirements
Percentage of building consent
applications processed within 20
working days

Process and monitor resource


Percentage of customers satisfied
consents and engineering approvals with the overall quality of resource
across the region on time and within consents service delivery
statutory requirements
Percentage of non-notified resource
consent applications processed
within 20 days

Actual
2012/2013

New measure
Percentage of requests by iwi for
applications identified in the consents
received report that are relevant and
within their area of interest and are
responded to within three days
Provide effective response services Percentage of environmental
for environmental pollution incidents pollution incidents responded to
within 24 hours

100%

100%

100%

Respond effectively and fairly to


Percentage of noise complaints
excessive noise related incidents and responded to within 30 minutes of
complaints
first report

84%

80%

80%

Protect public health in the areas of


food premises and sale of liquor
licensing

Percentage of customers satisfied


with the food and liquor licensing
service

77%

83%

85%

Percentage of liquor licensed


premises inspected at least once
annually

97%

80%

90%

Percentage of registered food


premises that are grading inspected
at least once annually

123%

97%

98%

Percentage of all identified noncomplying (D or E Grade) food


premises re-inspected within one
month.

90%

80%

85%

Percentage operating cost recovery


from user charges for environmental
health and licensing activity

37%

45%

45%

53

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Built and natural environment theme
Group of activities: Regulation

Level of service statement

Performance measure

Actual
2012/2013
60%

Annual Plan
target
2013/2014
70%

Annual Plan
target
2014/2015
Greater than
78%

Provide high quality dog and stock


control services to the people of the
region

Percentage of customers satisfied


with animal management service
Percentage of urgent animal
management complaints responded
to within one hour (dog attacks etc.)

99%

80%

80%

Percentage operating cost recovery


from user charges for animal
management activity

61%

60%

60%

47%

70%

70%

Percentage of significant risks


assessed and successfully mitigated
(no incidents)

100%

100%

100%

Ensure weathertightness claims are Percentage of settled


settled fairly, cost-effectively and are weathertightness claims that met
legally compliant
financial delegations and information
and legal requirements

100%

100%

100%

Maintain navigational safety, respond Percentage of harbour users and


to marine oil spills, and manage
stakeholders satisfied with harbour
moorings
management

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Animal management

15,167

9,405

5,762

92

Building consents

60,359

55,702

4,657

Environmental health and licensing

29,586

9,589

19,996

457

8,258

8,258

Land and property information


Marine safety
Resource consents
Weathertightness
Total

Auckland Council Draft Annual Plan 2014/2015

1,836

1,072

764

309

73,469

46,241

27,228

12,567

12,567

201,242

130,267

70,975

858

54

Part II: Our activities


Solid waste theme

Solid waste theme


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

Contribution to the Auckland Plan


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

Group of
activities
Waste and
recycling
services

Solid waste activities contribute to the Auckland Plan by:

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

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

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

Strengthening the connections between communities by starting to develop community recycling hubs
around reducing recycling and recovery.

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

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

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

Key projects that contribute to Mori outcomes


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

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

Planned initiatives in 2014/2015 to implement the Waste Management and Minimisation Plan are consistent
with Mori views - minimising environmental impact, providing low-impact solutions, promoting sustainable
management of natural resources and providing services that meet community needs.

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

55

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Solid waste theme
Group of activities: Waste and recycling services

Group of activities: Waste and recycling services


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

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

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

Key priorities for 2014/2015


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

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

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

Initiate the procurement process for delivery of the new services.

Community engagement to raise awareness of the upcoming changes.

Auckland Council Draft Annual Plan 2014/2015

56

Part II: Our activities


Solid Waste theme
Group of activities: Waste and recycling services

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013
99.9%

Annual Plan
target
2013/2014
99.5%

Annual Plan
target
2014/2015
99.5%

Provide reliable household waste


collection and disposal services

Percentage of waste collections


completed on time

Provide reliable waste recycling


services

Percentage of waste recycling


collections completed on time

99.9%

99.0%

99.0%

Percentage of material (refuse and


recycling) collected in domestic
kerbside collections that is recycled

40%

40%

40%

Domestic kerbside refuse per capita


(kg)

149.9

Less than or
equal to 160

Less than or
equal to 150

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

Financial information
$000
Financial year ending 30 June 2015
Recycling

Operating expenditure
Capital
(including depreciation)
expenditure
Expenditure
Income Net expenditure
Total
25,016
0
25,016
14,642

Waste collection and disposal


Total

57

87,120

27,648

59,472

4,585

112,136

27,648

84,488

19,227

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities and financial information


Stormwater and flood protection theme

Stormwater and flood protection theme


Through its stormwater and flood protection activities the council manages and operates stormwater
infrastructure (including treatment facilities) to minimise the impact of stormwater going into our streams,
beaches, harbours and surrounding habitats. As Auckland grows, we want to protect, restore and enhance our
natural environment, including improving our biodiversity, air quality, land, waters and seas.

Contribution to the Auckland Plan


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

Group of
activities
Stormwater
management

Flood
protection and
control

The key outcomes that these activities contribute to are a fair, safe and healthy Auckland, a green and beautiful
Auckland that is loved by its people, and a prosperous Auckland.
Improving Aucklands stormwater network is a part of our commitment to quality infrastructure needed to reach
the outcome of a green Auckland with waterways and coastline that are healthier and full of life. This is done by
ensuring that stormwater flows are managed cost-effectively, reducing any adverse impacts on public health
and safety, the environment, public and private property, and the economy and by minimising the potential for
damage to both our natural and built environments and disruption in basic services should flood events happen.

Key projects that contribute to Mori outcomes


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

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

Working with mana whenua to deliver iwi based projects in priority catchments to improve water quality,
stormwater and stream restoration via the Sustainable Catchments Programme.

As kaitiaki, water holds special value and obligations for Mori. We recognise these responsibilities and want to
ensure concerns are addressed where possible in the management of the public stormwater system.
We will endeavour to use sustainable design principles and treat stormwater prior to discharge and manage
floodwaters so that what returns into the ecosystem is in a clean state does not damage Mori relationships
with, and use of, that resource.

Auckland Council Draft Annual Plan 2014/2015

58

Part II: Our activities


Stormwater and flood protection theme
Group of activities: Stormwater management

Group of activities: Stormwater management


The activities in this group contribute to the management of stormwater throughout Auckland to minimise and
mitigate the adverse effects of heavy rainfall. This requires infrastructure including pipes, manholes and catch
pits, open channels, quality devices, inlets and outlets.
The following activities are delivered:

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

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

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

Key priorities for 2014/2015


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

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

Undertaking Stage 2 of the Wattle Farm project in Manurewa

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

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


o

Sheehan Avenue and Kelvin Road pipe works in Papakura, and Ranfurly Road project in tara
(stages 5 6)

Assisting the Housing Project Office to investigate and design stormwater infrastructure projects
within the Special Housing Areas. To achieve this, a Special Housing Design Group has been set
up that will focus on this key priority.

59

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Stormwater and flood protection theme
Group of activities: Stormwater management

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Annual Plan
target
2013/2014
Greater than
50%

Annual Plan
target
2014/2015
Greater than
50%

Mitigate the risks of flooding by


constructing and maintaining reliable,
effective, sustainable and future proofed
stormwater systems and networks and
manage the detrimental effects of
stormwater on the environment

Percentage of customers
satisfied with stormwater
management

55%

Percentage of mana whenua


satisfied with stormwater
management

0%

Maintain or
improve

10%

Number of blockages in the


stormwater network per 100km

6.96

Less than 20

Less than 20

Percentage of urgent
stormwater requests responded
to within two hours

93%

Greater than
85%

Greater than
90%

Percentage of non-urgent
stormwater service requests
responded to within three days

99%

Greater than
80%

Greater than
85%

Percentage of manhole popping


requests attended to and made
safe within two hours

93%

100%

100%

Percentage stormwater consent


conditions with no justified
abatement notices or
enforcement proceedings

100%

100%

100%

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

Financial information
$000
Financial year ending 30 June 2015
Network planning
Stormwater catchment

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

8,249

Total

8,249

35,542

8,771

8,771

17,445

97,244

97,244

22,330

Total

114,264

114,264

75,317

Auckland Council Draft Annual Plan 2014/2015

60

Stormwater operations and maintenance

Part II: Our activities


Stormwater and flood protection theme
Group of activities: Flood protection and control

Group of activities: Flood protection and control


Through this group of activities the council services and minimises flooding across the region by protecting
flood-prone buildings and environments, responding to flooding incidents, and improving the design of
stormwater infrastructure.

Key priorities for 2014/2015


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

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

Continuing with the Mead Street project (Whau)

Installing the Fred Thomas Overland Flowpath and commencing the Takapuna Beach Outfalls
project (Devonport-Takapuna).

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Plan and develop stormwater


Reduction of habitable floors that are
infrastructure and improve design to below the 100 year flood plain
help alleviate flooding
Percentage of catchments with
accurate flood hazard mapping
completed

53

Annual Plan
target
2013/2014
30

Annual Plan
target
2014/2015
30

22%

25%

30%

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Flood protection and control services

5,587

5,587

16,002

Total

5,587

5,587

16,002

61

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Water supply and wastewater theme

Water supply and wastewater theme


Through its water supply and wastewater activities, the councils CCO, Watercare, provides Aucklanders with
high-quality drinking water and provides a network to collect and treat wastewater before being discharged into
the receiving environment.

Contribution to the Auckland Plan


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

Group of
activities
Water supply

Wastewater

Access to safe and reliable drinking water and the collection, treatment and disposal of wastewater is an
essential part of a healthy, green and connected Auckland. Strict procedures are in place to check that the
highest-quality drinking water is maintained at every stage of its journey to the customers taps.
Effective treatment of wastewater is very important to safeguard human health and to protect our harbours and
waterways. Watercare maintains its infrastructure to improve wastewater collection, reduce overflows, and
ensure wastewater is treated to a standard that protects public health, and the local environment.

Key projects for Mori outcomes


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

Mana Whenua Kaitiaki Forum: Watercare has a statutory obligation to recognise and provide for the
relationship of Mori and their culture and traditions with their ancestral lands, water, sites Waahitapu and
other Taonga when building and maintaining its infrastructure.
To facilitate these obligations Watercare has engaged with Mana Whenua to establish the Mana Whenua
Forum. Through the Forum which comprises representatives from 13 of the 19 Mana Whenua from
throughout Tmaki Makaurau Watercare is able to seek iwi support and advice about important areas of
its business. The Forum meets quarterly and is currently chaired by Tame TeRangi.

Auckland Council Draft Annual Plan 2014/2015

62

Part II: Our activities


Water supply and wastewater theme
Group of activities: Water supply

Group of activities: Water supply


These activities supply Auckland with around 330 million litres of safe drinking water from 29 sources through a
distribution network of over 8900 kilometres of pipes.

Key priorities for 2014/2015


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

Progressing the installation of the Hunua 4 bulk water main to increase the security of Aucklands water
supply ($58.6 million).

Water treatment plant improvement ($23.2 million) through


o

Upgrading the Huia water treatment plant

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

Expansion of the Waikato Water Treatment Plant to 150 million litres per day to increase the security
of Aucklands water supply.

How we measure performance


Level of service
statement

Performance measure

Actual
2012/2013

Annual Plan Annual Plan


target
target
2013/2014
2014/2015
80%
Greater than or
equal to 80%

Provide uninterrupted
access to safe, clean and
drinkable water

Percentage of customers surveyed satisfied


with Watercares delivery of water and
wastewater services

81.4%

Percentage compliance with MoH drinking


water standards for graded plants (excluding
minor or technical non-compliance)

100%

100%

100%

Number of unplanned water interruptions per


1,000 connected properties

7.7

Less than 10

Less than 10

Percentage of metropolitan water treatment


plants achieving Grade A

100%

100%

100%

Percentage of metropolitan water supply


reticulation achieving Grade a

100%

100%

100%

Percentage of non-metropolitan water


treatment plants achieving Grade A

100%

45%

50%

Percentage of non-metropolitan water supply


reticulation achieving Grade a

83%

25%

50%

Percentage of unplanned water shut downs


restored within five hours

96.7%

Number of water quality complaints (taste,


odour, appearance) per 1,000 water supply
connections

4.6

Less than 5

Less than 5

Percentage of complaints being resolved and


closed within 10 working days

97.2%

95%

95%

Percentage of annual potable water network


losses measured as total network volume

14.8%

14%

13%

Greater than or Greater than or


equal to 95% equal to 95%

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

63

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Water supply and wastewater theme
Group of activities: Water supply

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Water supply services

186,944

176,578

10,366

175,861

Total

186,944

176,578

10,366

175,861

Auckland Council Draft Annual Plan 2014/2015

64

Part II: Our activities


Water supply and wastewater theme
Group of activities: Wastewater

Group of activities: Wastewater


These activities provide collection, treatment and disposal of wastewater for Aucklands homes and businesses
in a way that is safe, economical, sustainable and responsive to customer needs.

Key priorities for 2014/2015


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

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

Protecting the Manukau Harbour by upgrading the biological nutrient removal at Mngere Wastewater
Treatment Plant.

Upgrading the Army Bay outfall.

Planning and consenting for the Northern Interceptor, a project which will allow wastewater flows to be
diverted from the Northern Strategic Growth Area (NORSGA) and the Kumeu, Huapai and Riverhead areas
to the Rosedale Wastewater Treatment Plant.

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Annual Plan
target
2013/2014
Less than 10

Annual Plan
target
2014/2015
Less than 10

Provide reliable wastewater services Number of sewer bursts and chokes


and manage discharges to maintain per 1,000 properties
or improve the health of the
environment

6.8

Number of dry weather sewer


overflows per 100 km of wastewater
pipe length per year

2.7

Less than or
equal to 5

Less than or
equal to 5

Percentage of wastewater
discharged that is compliant with
consent discharge requirements
(excluding minor or technical noncompliance) for metropolitan areas

100%

100%

100%

Percentage of wastewater
discharged that is compliant with
consent discharge requirements
(excluding minor or technical noncompliance) for non-metropolitan
areas

60%

35%

35%

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Wastewater treatment and disposal

319,845

316,721

3,124

169,481

Total

319,845

316,721

3,124

169,481

65

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Transport theme

Transport theme
Through its transport activities the council, through its CCO, Auckland Transport, aims to provide an effective,
efficient and safe transport network by connecting people and places with easy, affordable access to safe and
sustainable transport choices.
Auckland Transport works closely with the New Zealand Transport Agency (NZTA), Kiwi Rail, Ports of Auckland
and Auckland Airport to provide an integrated transport system.

Contribution to the Auckland Plan


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

Group of
activities
Public
transport and
travel demand
management

Roads and
footpaths

Parking and
enforcement

The Auckland Plan identifies the transport system as crucial to achieving the vision of Auckland as the worlds
most liveable city. It recognises the need for significant improvements to the transport system so that it works
well for business, residents and visitors, supports Aucklands development, and contributes to the health and
safety of its people and character of its places.
The transport activities respond to these challenges by adopting a One System approach, which provides for
an integrated programme of infrastructure and operations. This approach will contribute to the Auckland Plan
through the following:

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

moving people and goods efficiently across Aucklands transport network.

increased access to a wider range of transport choices.

improved safety of Aucklands transport system.

reduced adverse environmental effects from Aucklands transport system.

Aucklands transport network effectively connecting communities and provides for Aucklands compact
urban form.

Auckland Council Draft Annual Plan 2014/2015

66

Part II: Our activities


Transport theme

Key projects for Mori outcomes


Engagement with Mana Whenua (iwi) authorities and Mataawaka organisations in planning improvements in the
public transport system is expected to improve connectivity to services, culture, and wider places significant to
Mori.
Auckland Transports Mori Engagement Framework enables project level engagement and consultation from
the inception of projects, plans and programmes, through to completion. In developing its partnership with Mori
through engagement, Auckland Transport recognises and provides for Mori cultural values and aspirations.
Protocols for engagement with Mori will be captured in Auckland Transports project management practices,
including:

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

Maintaining a relationship with the Independent Mori Statutory Board.

Approaching engagement with Mori as a partnership, with an emphasis on building relationships beyond a
specific project or programme.

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

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Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Transport theme
Group of activities: Public transport and travel demand management

Group of activities: Public transport and travel


demand management
The activities in this group contribute to providing a simpler, more frequent and more connected public transport
system of bus, rail and ferry services. This is being achieved through the introduction of integrated ticketing and
fares, new trains and buses, a redesign of the public transport route network, and the introduction of higher
frequency and more reliable services.
This group of activities also includes travel demand management to focus on travel choice and reduce
congestion by:

giving priority to walking, cycling and public transport

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

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

The following activities are delivered:

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

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

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

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

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

Key priorities for 2014/2015


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

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

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

Implementing the first stage of implementation of the public transport network upgrade, providing for a
simpler, connected network with more frequent services throughout the day. The first stage involves
implementation of new bus services in south Auckland, and new bus-rail interchanges at thuhu and
Manukau.

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

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

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

Auckland Council Draft Annual Plan 2014/2015

68

Part II: Our activities


Transport theme
Group of activities: Public transport and travel demand management

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013
69,075

Annual Plan
target
2013/2014
79,090

Annual Plan
target
2014/2015
78,155

Aucklands public transport


services respond to demand and
result in increased patronage

Total passenger transport patronage


(1)
(000's)
Rapid Transit Network rail boardings
per annum (000's)

10,039

14,423

13,041

Rapid Transit Network busway


boardings per annum (000's)

2,279

2,618

2,588

Quality Transit Network and Local


Connector Network bus boardings per
annum (000's)

51,251

56,305

56,627

Ferry boardings per annum (000's)

5,506

5,744

5,899

Public transport subsidy per


passenger kilometre

$0.27

$0.27

$0.26

Public and customer safety and


security incidents across public
transport network per 100,000
passenger boardings

0.054

0.0925

0.090

Customers are satisfied with


public transport services

Percentage of public transport


passengers satisfied with their PT
service

85%

87%

87%

Effective infrastructure and


services for walking, cycling and
ride-sharing that help reduce the
number of single-occupancy car
trips

Morning peak (7-9 am) car trips


avoided through travel planning
initiatives

14,781

12,800

13,400

Number of walking trips into the CBD


in the morning peak

4,633

5,511

5,500

Number of cycling trips throughout the


(2)
region

122,201 (AM
peak)
835,446 (all
day)

97,200

142,200 (AM
peak) 958,000
(all day)

Notes:
1.

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

2.

Measure and target changed to take account of new measurement approach. Total of morning peak cycle trips is recorded by
automatic counters at multiple locations in the region.

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Bus

Income Net expenditure

159,665

101,535

Ferry

22,021

Management of travel demand

16,850

Multi-modal

Capital
expenditure
Total

58,130

21,489

12,703

9,318

8,387

4,891

11,959

69,209

19,699

49,510

4,677

Rail

257,861

107,145

150,716

377,133

Total

525,606

245,973

279,633

411,686

69

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Transport theme
Group of activities: Roads and footpaths

Group of activities: Roads and footpaths


The activities in this group contribute to our social and economic well-being by providing a properly connected
and well-maintained road and footpath network to ensure people and goods can move efficiently around
Auckland.
The following activities are delivered:
Roads - providing well maintained, safe and efficient roads and roading infrastructure including lighting and
road marking.
Footpaths - providing well maintained footpaths that encourage walking as an alternative transport choice and
enabling pedestrians to engage with, and experience, their environment.

Key priorities for 2014/2015


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

Completing Phase 1 of AMETI (Auckland Manukau Eastern Transport Initiative), a major, multi-year project
for the Eastern Suburbs, which aims to give residents greater transport choices by improving public
transport, walking and cycling facilities, and reducing traffic congestion ($68 million).

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

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

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

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

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

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

Auckland Council Draft Annual Plan 2014/2015

70

Part II: Our activities


Transport theme
Group of activities: Roads and footpaths

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Aucklands arterial road moves


people and goods effectively and
efficiently

Arterial road network productivity


(Percentage of road corridor
productivity maintained or improving
on key arterial routes)

(1)

55.40%

Annual Plan Annual Plan


target
target
2013/2014
2014/2015
51% of the
52% of the
ideal achieved ideal achieved

Travel times along strategic freight


routes during the inter-peak (9am4pm)

Not achieved
on all routes

Maintain travel Maintain travel


times for 85th times for 85th
percentile on all percentile on all
nominated
nominated
freight routes freight routes

Percentage reduction in total fatal


and serious injuries on local road
(2)
network

7.30%

2.0% reduction 2.0% reduction

Customers are satisfied with the


quality of Aucklands roads

Percentage of residents satisfied with


the quality of roads in the Auckland
region

46%

No less than
75%

No less than
75%

Customers are satisfied with the


quality of Aucklands footpaths

Percentage of residents satisfied with


the quality of footpaths in their local
area

43%

No less than
75%

No less than
75%

Percentage of residents satisfied with


the quality of footpaths in the
Auckland region

41%

No less than
75%

No less than
75%

Notes:
1.

Road Corridor Productivity is measured by # of vehicles X their average speed X average vehicle occupancy by lane. Based on
considerable research, Austroads (association of Australian and New Zealand road transport and traffic authorities) has issued
recommendations for measuring this, based on ideal arterial road conditions. Taking these recommendations into account, an AT
corridor productivity ideal has been set at: 38,000 person km, per hour, per lane (900 vehicles travelling at an average speed of 35kph
in one lane, with an average of 1.2 occupants).

2.

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

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Footpaths

Capital
expenditure

Income Net expenditure

Total

26,317

32

26,285

45,922

Roads

401,061

56,666

344,394

412,713

Total

427,378

56,698

370,680

458,635

71

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Transport theme
Group of activities: Parking and enforcement

Group of activities: Parking and enforcement


The activities in this group contribute to the management of on-street parking and council-owned off-street
parking.
The following activities are delivered:
On-street parking and enforcement - balancing demand with the needs of road users, residents and
businesses using unrestricted, restricted and paid parking options.
Off-street parking business - providing and managing off-street parking facilities (including parking buildings).
Managing Park and Ride facilities which encourage the use of public transport.

Key priorities for 2014/2015


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

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

Implementing demand responsive pricing.

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Off-street car-parking meets


customer demand

Off-street parking occupancy rates

On-street parking facilities meet


customer demand

On street parking occupancy rates

(1)

(1)

Annual Plan Annual Plan


target
target
2013/2014
2014/2015
57%
57%
66%
(all day)
(all day)
(all day)
78.1% (average New measure Within 80-90%
for July to
range
December
(4 hour peak)
2012)
(4 hour peak)
60%
60%
59%
(all day)
(all day)
(all day)
75.8% (average New measure Within 80-90%
for August and
range
November
(4 hour peak)
2012)
(4 hour peak)

Note:
1.

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Off-street parking business

25,993

28,672

(2,679)

3,071

On-street parking and enforcement

39,409

62,475

(23,066)

3,983

Total

65,402

91,147

(25,745)

7,054

Auckland Council Draft Annual Plan 2014/2015

72

Part II: Our activities


Community theme

Community theme
Through its community activities the council leads and works in partnership with agencies and the community to
contribute to safe, healthy and inclusive communities by providing essential facilities and services such as
libraries, community services, cemeteries and emergency management. This assists people to get involved in
recreation, leisure, arts and cultural activities, heritage and supporting community volunteers and groups.

Contribution to the Auckland Plan


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

Group of
activities
Cemeteries
and crematoria

Emergency
management

Regional
library services

Local library
services

Regional
community
services

Local
community
services

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

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

partnering with community and ethnic groups to develop facilities, activities and events, and support
programmes to improve literacy and numeracy to help raise the regions skill levels and productivity and
prioritise children and young people

providing funding and grants to empower communities by building leadership, skills, capacity and resources
and provide opportunities for life-long learning

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

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

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Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Community theme

Key projects that contribute to Mori outcomes


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

Rangatahi Roopu - establish a rangatahi roopu who represents the voices of youth for iwi and mataawaka
as a way to foster whnau development.

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

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

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

Support mana whenua and mataawaka aspirations to contribute to Aucklands future development through
initiatives including papakainga development for kaumatua (older people) and marae development.

Support iwi and other Mori social enterprise and social entrepreneurs through Haere Whakamua which will
focus on developing governance, financial control systems and business planning within a Mori and marae
based context. Haere Whakamua will support participant groups to unlock potential business opportunities
in both the public and private sector.

Develop and pilot a partnership approach to emergency management readiness and response with marae
in Auckland.

As kaitiaki (guardians) of taonga, libraries hold relationships with iwi, hap and whnau to support the
preservation and use of mtauranga Mori (knowledge), whakapapa (family history) and Mori research.
We work with a small number of kohanga reo and have Mori programmes that includes whakapapa
activities, wnanga(learning and specialist talks) and events to mark Matariki. Local libraries will look to
increase engagement with mana whenua and mataawaka.

Auckland Council Draft Annual Plan 2014/2015

74

Part II: Our activities


Community theme
Group of activities: Cemeteries and crematoria

Group of activities: Cemeteries and crematoria


The activity of cemeteries and crematoria provides essential social and community services to maintain public
health and allow commemoration, cremation and burial of loved ones.

Key priorities for 2014/2015


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

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

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

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Maintain cemeteries, memorial


Percentage of customers satisfied
gardens and records for families,
with the cemeteries and memorial
friends and visitors to remember their gardens overall
loved ones
Percentage of visitor service
standards achieved
Capacity of cemeteries and
crematoria to meet current and
projected demand (years)

79%

Annual Plan
target
2013/2014
85%

Annual Plan
target
2014/2015
90%

92%

85%

85%

Not measured

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Cemeteries and crematoria management

6,655

7,554

(899)

2,115

Total

6,655

7,554

(899)

2,115

75

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Community theme
Group of activities: Emergency management

Group of activities: Emergency management


The activities in this group contribute to delivering emergency management of unanticipated natural and manmade events through our emergency management service. We have responsibility for civil defence emergency
management and rural fire readiness and response, ensuring the safety of our residents, the preservation of
property and the natural environment.
The following activities are delivered:

Emergency management and preparedness - ensuring effective response to, and recovery from, civil
defence emergencies through sound relationships, planning and exercising with the community and
stakeholders.

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

Key priorities for 2014/2015


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

Undertaking initiatives to ensure Aucklanders are well-prepared to respond to an emergency, and to


enhance rural fire readiness, are a key focus for Emergency Management.

Refurbishing fire tankers.

Continuing the refurbishment of rural fire stations.

Relocating and recalibrating remote automatic weather stations.

Updating public alerting systems ($188,000).

How we measure performance


Level of service statement

Ensure readiness to respond


Overall score achieved using the
effectively to emergency civil defence CDEM capability assessment tool
situations and hazards

70%

Annual Plan
target
2013/2014
80%

Provide education, support, and


training to develop a resilient
community

Percentage of community fully


prepared for an emergency

12%

15%

18%

Percentage of community prepared


at home for an emergency

21%

24%

27%

Number of local community


emergency management projects
completed

57

14

14

Percentage of incidents requesting


attendance by New Zealand Fire
Services responded to within 10
minutes

87%

85%

85%

Percentage of rural fire fighters who


meet national training standards

85%

92%

90%

Provide emergency management


and rural fire capability to manage
fire and emergencies quickly and
effectively

Performance measure

Actual
2012/2013

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

Auckland Council Draft Annual Plan 2014/2015

76

Annual Plan
target
2014/2015
80%

Part II: Our activities


Community theme
Group of activities: Emergency management

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Emergency management and preparedness

5,085

Rural fire services


Total

77

Capital
expenditure

Income Net expenditure

Total

159

4,926

274

2,033

28

2,005

817

7,118

187

6,931

1,091

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Community theme
Group of activities: Regional library services

Group of activities: Regional library services


The activities in this group provide for a range of needs in our community ranging from access to books and
other material, delivery of digital services and library systems, access to research and leisure resources; and
literacy and learning programmes.
The following activities are delivered:

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

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

Our local library activities are contained in the following section.

Key priorities for 2014/2015


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

Planning for new libraries and managing upgrades to existing libraries.

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

Renewing the library collection material ($13.1 million).

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013
87%

Annual Plan
target
2013/2014
85%

Annual Plan
target
2014/2015
85%

Provide access to a wide range of


information relevant to community
learning needs

Percentage of customers satisfied


with content and condition of
collections
The number of lending and reference
collection items available per capita

2.3

2.7

2.8

Percentage of customers satisfied


with the services available on library
computers, including databases and
catalogues

74%

75%

80%

Number of collection items borrowed/


issued per capita

10.9

12

12

Number of new collection items


purchased annually per capita

0.33

0.30

0.30

Number of people in reading and


information skill programmes per
capita

0.30

0.29

0.30

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Library collection management

35,656

2,645

33,011

16,797

Regional and corporate library management

16,895

341

16,554

664

Total

52,551

2,986

49,565

17,461

Auckland Council Draft Annual Plan 2014/2015

78

Part II: Our activities


Community theme
Group of activities: Local library services

Group of activities: Local library services


The activity of local library facilities and services contributes to the management and operation of local libraries,
including the development of approved new libraries and major library upgrades, as well as programmes and
events within local libraries.

Key priorities for 2014/2015


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

Completing the construction of the following libraries:


o

Devonport library ($4.5 million)

thuhu Library ($2.8 million)

Waiheke library ($0.4 million)

Te Atatu library ($4.6 million).

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


o

Massey Westgate ($8.1 million)

Ormiston ($2.6 million)

Takanini ($2.4 million).

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

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013
90%

Annual Plan
target
2013/2014
90%

Annual Plan
target
2014/2015
90%

Average number of library visits per


capita

8.8

10

10

Total library building floor space per


1,000 residents (m2)

41.5

35.2

40.3

Provide safe, welcoming, and


Percentage of customers satisfied
accessible library facilities for
with overall services provided by
customers to access library services libraries

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Local library facilities and services

57,999

842

57,157

29,444

Total

57,999

842

57,157

29,444

79

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Community theme
Group of activities: Regional community services

Group of activities: Regional community services


The activities in this group contribute to community development and safety, influencing people's sense of
security and quality of life by providing safe public places, events and accessible facilities to enable Aucklanders
to gather, learn, share and connect.
Our 1500 housing units enable eligible older persons to live independently within their communities in quality
accommodation.
The following activities are delivered:

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

Regional community development initiatives - providing initiatives that support the development of a
strong, inclusive and equitable society and ensuring opportunity for all Aucklanders. This includes Aucklandwide community funding and grants, and providing projects and regional initiatives of benefit to local
communities.

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

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

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

Key priorities for 2014/2015


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

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

Design and development of Wilsher village.

Continued implementation and development of the multi sector I am Auckland Children and Young
Persons Strategic action plan.

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

Delivering programmes that strengthen and connect communities, with a focus on youth, migrants and
those most in need; and to prevent and reduce violence, crime and injury, in delivering safer environments.
We will do this through the implementation of Thriving Communities action areas.

Implementing the regional Graffiti Vandalism Prevention Plan.

Development of the Local Alcohol Policy.

Auckland Council Draft Annual Plan 2014/2015

80

Part II: Our activities


Community theme
Group of activities: Regional community services

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Annual Plan
target
2013/2014
75%

Annual Plan
target
2014/2015
60%

Provide equitable and sustainable


community development policies,
resources and programmes that
support community wellbeing

Percentage of customers satisfied


with community development
programmes

43%

Percentage of Mori customers


satisfied with community
development programmes

50%

Maintain or
improve

60%

25

26

26

Percentage of residents satisfied with


Citizens Advice Bureau services

86%

76%

80%

Number of community development


programmes that specifically relate to
Mori

Maintain or
improve

Improve community safety through Number of volunteers actively


delivery of programmes and
involved in community patrolling
initiatives with partner organisations
and the community

989

500

500

Percentage of all assets that are


graffiti free across the city

90%

85%

85%

99.7%

90%

90%

76%

85%

80%

94.3%

90%

95%

Number of community development


programmes provided

Percentage of graffiti removal


requests completed within 24 hours
of reporting
Provide accessible and affordable
Percentage of tenants satisfied with
housing to eligible people within the provision and management of
community
housing facilities for the elderly
Percentage occupancy rate of
housing facilities for the elderly

Financial information
$000

Operating expenditure
(including depreciation)

Financial year ending 30 June 2015


Community development policy

Capital
expenditure

Expenditure

Income

Net
expenditure

Total

9,332

9,332

Regional community development initiatives

12,978

308

12,670

Regional community safety initiatives

11,952

1,484

10,468

4,162

6,478

(2,316)

38,178

38,424

8,270

30,154

38,178

Regional social housing


Total

81

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Community theme
Group of activities: Local community services

Group of activities: Local community services


The activities in this group help to strengthen communities and contribute to residents well-being by providing
local programmes and facilities, enabling people to connect, learn, interact and participate in their community.
The following activities are delivered:

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

Local community facilities ensuring everyone can access safe and affordable spaces to pursue their
interests locally. Community facilities include community centres and houses, venues for hire and leased
space.

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

Key priorities for 2014/2015


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

Streamline online application process for community funding and grants.

Deliver a Local Board summit /Thriving Neighbourhoods event.

Nurture community gardening and local food initiatives.

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

Town hall upgrade in Warkworth ($1.4 million).

Redevelop the Pioneer Womens and Ellen Melville Hall ($1.7 million).

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

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013
58%

Annual Plan
target
2013/2014
75%

Annual Plan
target
2014/2015
75%

Provide local community


development resources, funds and
programmes that build community
wellbeing

Percentage of community funding


applicants satisfied with information,
assistance and advice provided
Percentage of community
funding/grant recipients meeting
grant obligations

80%

95%

90%

89%

75%

80%

43%

50%

45%

Improve community safety through Percentage of respondents who


delivery of programmes and
perceive that their neighbourhood is
initiatives with partner organisations reasonably safe in the day time
and the community

85%

85%

85%

Percentage of respondents who


perceive that their neighbourhood is
reasonably safe at night time

42%

55%

55%

Provide community halls, centres


Percentage of users satisfied with
and houses that meet the
community centres and community
recreational and social needs of the houses
local community
Percentage of available time
community centres and halls are
used (actual hours used compared to
hours available)

Auckland Council Draft Annual Plan 2014/2015

82

Part II: Our activities


Community theme
Group of activities: Local community services

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Local community development initiatives

10,493

10,493

Local community facilities

21,171

2,568

18,603

11,840

Local community safety initiatives


Total

83

1,270

1,270

607

32,934

2,568

30,366

12,447

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Lifestyle and culture theme

Lifestyle and culture theme


Through its lifestyle and culture activities the council provides a wide variety of services and facilities that give
Aucklanders and visitors the opportunity to enjoy high quality arts, culture and recreation. This ranges from the
provision of arts programmes and events and parks across the region to art galleries, museums and local
community facilities, in venues large and small.
We also invest in facilities to attract world-class events here, and partner with organisations on arts and
recreation opportunities for cultural expression and enjoyment.

How the activities in this theme contribute to the Auckland Plan


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

Group of
activities
Regional arts,
culture and
events
services

Local arts,
culture and
events
services

Regional
events
facilities

Regional parks
services

Local parks
services

Regional
recreation
services

Local
recreation
services

Regional
collections and
amenities

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

valuing and fostering Aucklands cultural diversity, supporting our artists, creative sectors and cultural
institutions, and building healthy communities through offering more sporting and lifestyle opportunities for
everyone

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

recognising and promoting the contribution of our natural heritage to urban character, quality, amenity and
sense of place. Protecting, enhancing and increasing Aucklands parks and reserves helps tackle climate
change and increases energy resilience.

Auckland Council Draft Annual Plan 2014/2015

84

Part II: Our activities


Lifestyle and culture theme

Key projects that contribute to Mori outcomes


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

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

On-going work with the Auckland Art Gallery Mori advisory group assists with the implementation of those
aspects of the gallerys strategic plan, and advises and supports the gallerys management team. It
advocates strongly for increased Mori programming and representation within exhibitions and collections.

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

The EDGE engages with the Matariki Festival annually through public programmes, and has an on-going
relationship with Ngti Whtua o Orkei with regard to ceremonial activities. Programmes for Mori
focussed public performance across the region are under development.

Auckland Conventions is working with Ngti Whtua and Auckland Museum to develop Mori
welcome/pwhiri experiences as added value to conventions and event packages.

All RFA business will introduce bi-lingual signage and Mori design elements as part of scheduled
renewals.

85

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Lifestyle and culture theme
Group of activities: Regional arts, culture and events services

Group of activities: Regional arts, culture and


events services
The activities in this group promote arts, culture and events, by supporting this sector through a range of
regional programmes that include public art and regional events, and regional facilities. These include initiatives
for the preservation and expression of Mori, Pasifika and ethnic cultures.
The following activities are delivered:

Arts, culture and events policy - providing policies that guide the delivery of arts, culture and events.

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

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

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

Key priorities for 2014/2015


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

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

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

Auckland Council Draft Annual Plan 2014/2015

86

Part II: Our activities


Lifestyle and culture theme
Group of activities: Regional arts, culture and events services

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013
87%

Annual Plan
target
2013/2014
80%

Annual Plan
target
2014/2015
85%

Deliver, facilitate and fund diverse


and high quality arts and cultural
programmes and activities

Percentage of participants satisfied


with regional arts activities
Number of regional arts and cultural
activities delivered or funded by
(1)
council

1,822

5,000

1,000

Number of participants in arts and


cultural activities provided by council
per 1,000 residents

143

51

100

Number of public art partnerships

19

10

12

90%

85%

85%

36

73

36

2100

776

2100

8%

Maintain or
improve

11%

Deliver and facilitate regional events Percentage of attendees satisfied


targeted to attract regional, national with council delivered regional events
and international attendees
overall
Number of attendees at council
delivered regional events per 1,000
(2)
residents
Number of events permitted in
Auckland
Percentage of Mori participating in
council delivered regional events
Notes:
1.

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

2.

This measure was previously reported as the total number of attendees. The 2012/2013 results was 55,120 and the target was
110,000.

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Arts, culture and events policy


Regional arts and culture initiatives
Regional events
Total

Capital
expenditure

Income Net expenditure

Total

350

350

16,293

1,025

15,268

2,992

3,550

123

3,427

84

20,193

1,148

19,045

3,076

87

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Lifestyle and culture theme
Group of activities: Local arts, culture and events services

Group of activities: Local arts, culture and events


services
The activities in this group facilitate and deliver a wide range of local arts and cultural activities, and community
events, working with local communities and customising them to support diversity, reflect local needs and foster
local talents and skills.
The following activities are delivered:

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

Local arts and culture initiatives - providing programmes and grants to integrate art and culture into
everyday lives and creating opportunities for local people to participate in the arts, and develop creative
skills and knowledge.

Local events - facilitating, delivering and sponsoring local events.

Key priorities for 2014/2015


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

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

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

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

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

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013
89%

Annual Plan
target
2013/2014
85%

Annual Plan
target
2014/2015
85%

Number of visits to local arts facilities


per 1,000 residents

939

420

811

Number of participants in local arts


activities per 1,000 residents

131

104

104

Percentage of participants satisfied


with local arts activities

87%

80%

85%

Deliver, facilitate and fund diverse


and high quality arts and cultural
programmes

Number of local arts and culture


activities that contribute to Mori
(1)
outcomes

370

Maintain or
improve

107

Deliver and facilitate events that


meet local community needs

Percentage of attendees satisfied


with council provided local events
overall

81%

80%

85%

Estimated number of attendees at


council delivered and funded local
events per 1,000 residents

347

171

347

Provide opportunities and facilities


Percentage of visitors satisfied with
for the community to experience and council delivered or funded arts
enjoy the arts
facilities

Note:
1.

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

Auckland Council Draft Annual Plan 2014/2015

88

Part II: Our activities


Lifestyle and culture theme
Group of activities: Local arts, culture and events services

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Local arts and culture facilities

9,513

1,336

8,177

3,521

Local arts and culture initiatives

4,382

4,382

274

Local events
Total

89

7,236

7,236

21,131

1,336

19,795

3,795

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Lifestyle and culture theme
Group of activities: Regional events facilities

Group of activities: Regional events facilities


The activities in this group are delivered through our CCO, Regional Facilities Auckland and contribute to
providing high-quality performing arts, cultural, heritage, leisure, entertainment, sporting and conference
facilities that reinforce Aucklands national and international reputation as an exciting events destination. These
activities add vibrancy by giving Aucklanders and visitors the opportunity to attend events at world class venues.
The following activities are delivered:

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

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

The Edge event facilities management - managing and developing The Civic Theatre, Auckland Town
Hall, Aotea Square and Aotea Centre.

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

Key priorities for 2014/2015


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

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

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

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

Arena 2 renewal and capability enhancement and targeted health and safety works in Arena 1 ($2.8 million)
at Mt Smart Stadium.

Completing the process of the sale of the land adjacent to the Vodafone Event Centre, with the funds from
the sale being granted to the Counties Manukau Trust for the establishment of Wero at the Vodafone Event
Centre. Wero will be a world class tourism destination centred on a white water kayak and rafting facility.

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Provide fit for purpose regional event Total number of attendances at


facilities
regional event facilities (North
Harbour Stadium, North Shore
Events Centre, Vodafone Events
Centre, Bruce Mason Centre, The
Trusts Stadium)
Total number of event days (or
days open) held at regional event
facilities (North Harbour Stadium,
North Shore Events Centre,
Vodafone Events Centre, Bruce
Mason Centre, The Trusts
Stadium)
Provide fit for purpose regional event Total number of attendances at
facilities
regional event facilities at RFA
facilities (includes The Civic,
Auckland Town Hall, Aotea
Square, Aotea Centre, Viaduct
Events Centre, Mt Smart, Western
Springs)

Auckland Council Draft Annual Plan 2014/2015

90

1,972,035

Annual Plan
target
2013/2014
1,500,000

Annual Plan
target
2014/2015
1,600,000

1,575

1,390

1,400

1,369,236

1,075,000

1,125,000

Part II: Our activities


Lifestyle and culture theme
Group of activities: Regional events facilities

Level of service statement

Performance measure

Actual
2012/2013

Total number of event days held


at RFA Facilities (includes The
Civic, Auckland Town Hall, Aotea
Square, Aotea Centre, Viaduct
Events Centre, Mt Smart, Western
Springs)

Annual Plan
target
2013/2014
1,500

2,650

Annual Plan
target
2014/2015
2,055

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Regional event facility and stadium support

13,611

Stadium management
The EDGE event facilities management
Viaduct Events Centre management
Total

91

Capital
expenditure

Income Net expenditure


859

Total

12,752

15,700

8,205

3,747

4,458

3,056

41,087

27,303

13,785

395

395

152

63,298

31,909

31,389

18,908

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Lifestyle and culture theme
Group of activities: Regional parks services

Group of activities: Regional parks services


The activities in this group contribute to high quality local and regional parks, gardens and our volcanic cones,
which safeguard our natural environment while meeting our recreation and lifestyle needs and those of our
visitors.
The following activities are delivered:

Botanic Gardens - maintaining the Auckland Botanic Gardens, including creating opportunities for outdoor
recreation, accommodation and events.

Parks policy and acquisition - providing policy assistance around parks, street environments and related
maintenance services, and advising on acquisition of new local and regional parks.

Regional parks - managing and maintaining regional parks including ensuring natural environments are
protected and enhanced.

Farms - contributing to heritage, conservation and education, and promotion of environmentally sustainable
farming practices.

Volcanic cones - maintaining Aucklands volcanic cones, which incorporate the co-governance of sites of
particular significance and maunga with Mana Whenua.

As part of the Ng Mana Whenua o Tmaki Makaurau (Tmaki Collective) settlement, 12 maunga (volcanic
cones) will be governed by the Tpuna Maunga o Tmaki Makaurau Authority (Maunga Authority).
The Maunga Authority will be made up of representatives from both the Tmaki Collective and Auckland Council
and is expected to take effect in March 2014.
Maunga Authority draft Interim Operational Plan
An Interim Operational Plan for 2014/2015 will be established between the Maunga Authority and Auckland
Council and included in the final Annual Plan 2014/2015. This plan will set out the framework in which council
will carry out its functions in regards to the routine management of the maunga and administered lands.
The interim Operational Plan will outline funding requirements, capital and operational projects, maintenance
works, service level commitments and other cultural and educational activities and programmes planned for the
year.
In 2014/2015, we expect the key areas of focus to be:

Visitor experience Recreation use, development and events

Maintenance and infrastructure

Conservation and heritage

Community engagement and education

Policy and planning.

Key priorities for 2014/2015


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

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

Working to protect and enhance Aucklands natural environment and ecology through parks, and preserving
and protecting our volcanic landscape and the Hauraki Gulf islands.

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

Auckland Council Draft Annual Plan 2014/2015

92

Part II: Our activities


Lifestyle and culture theme
Group of activities: Regional parks services

How we measure performance


Level of service statement

Performance measure

83%

Annual Plan
target
2013/2014
75%

Annual Plan
target
2014/2015
75%

Develop a consistent and robust


approach to planning, managing and
developing Auckland's open space
network

Percentage of residents satisfied with


the provision (location and
distribution) of regional parks
Number of hectares of regional park
per 1,000 residents

26.5

30

30

Number of arrangements with Mori


that provide for kaitiaki management
(1)
of ancestral lands

Maintain or
improve

Protect and conserve the values and Percentage of public satisfied with
features of Aucklands volcanic
the quality of care of the volcanic
heritage
features

64%

70%

75%

Percentage of mana whenua


satisfied with the quality of care of
the volcanic features

8%

Maintain or
improve

75%

Percentage of volcanic landscape


maintenance standards achieved
based on contract requirements

97%

Greater than
98%

Greater than
98%

Percentage of visitors satisfied with


the overall quality of their visit to the
Botanic Gardens

95%

95%

95%

Number of participants in Botanic


Gardens education programmes

8,188

Greater than
7,842

8,000

Number of New Zealand native


plants grown for revegetation
programmes in the Botanic Gardens

53,793

60,000

60,000

Percentage of visitor service


standards achieved

92%

95%

95%

Percentage of park visitors satisfied


with the overall quality of their visit

98%

90%

90%

Percentage of public who have used


a regional park in the last 12 months

79%

Maintain or
improve

80%

Number of volunteer hours worked in


regional parks each year

88,347

88,000

92,000

Manage the Auckland Botanic


Gardens as a place for recreation
and to sustain the botanical heritage
of Auckland

Maintain the natural and cultural


settings and representative range of
regional parks for the use and
enjoyment of the community

Actual
2012/2013

Notes:
1.

For the purpose of this measure Mori are defined as mana whenua organisations and Kaitiaki is the exercise of guardianship.
Arrangements are defined as all organisational arrangements from co-management arrangements through to service contracts.

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

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Botanic gardens
Farms

Capital
expenditure

Income Net expenditure

4,549

70

4,479

Total
0

1,046

1,103

(57)

Parks policy and acquisition

13,157

13,157

102,350

Regional parks

28,492

1,470

27,022

14,241

Volcanic cones

1,995

1,995

431

49,239

2,643

46,596

117,022

Total

93

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Lifestyle and culture theme
Group of activities: Local parks services

Group of activities: Local parks services


These activities includes provision and maintenance of local parks, reserves, sports parks and beaches
including sports fields, walkways and cycle ways, toilets, changing rooms, beaches, watercourses and wetlands.
Additionally, we manage programmes including volunteers, environmental education, conservation, and guided
walks.

Key priorities for 2014/2015


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

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

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

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

Begin construction of Colin Dale Park in Papatoetoe which will be Aucklands first dedicated motor sports
park.

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

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013
72%

Annual Plan
target
2013/2014
75%

Annual Plan
target
2014/2015
75%

Develop and maintain local park


network to cater for community
needs

Percentage of residents satisfied with


the provision (location and
distribution) of local parks and
reserves
Percentage of residents satisfied with
the quality of parks, reserves, sports
fields and beaches

71%

85%

75%

Percentage of residents who visited


a local park or reserve in last 12
months

92%

80%

85%

The playing capacity of sports fields


(playing hours per week)

10,149

10,200

10,656

Percentage of local parks and


reserves maintenance standards
achieved as per contractual
requirements

94.9%

98%

98%

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)

Capital
expenditure

Expenditure

Income

Net expenditure

Total

Local parks

191,745

1,196

190,549

80,892

Total

191,745

1,196

190,549

80,892

Auckland Council Draft Annual Plan 2014/2015

94

Part II: Our activities


Lifestyle and culture theme
Group of activities: Regional recreation services

Group of activities: Regional recreation services


The activities in this group provide funding and develop partnerships to ensure there is a network of facilities
and programmes to encourage people to participate in informal recreation through to promoting sporting
excellence. We support recreational and sporting programmes and events, facility development, jobs and the
sports innovation, science and health industries.
The following activities are delivered:

Recreation policy preparing strategies to provide a range of recreation opportunities and facilities, which
deliver the actions in Chapter 5 of the Auckland Plan as well as support key focus areas such as children
and young people and Mori. Planning for local facilities, grants and funding relationships.

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

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

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

Key priorities for 2014/2015


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

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

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

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Provide the community and other


Percentage of residents participating
agencies with advice and resources at least once per week in sport and
(1)
to assist in the development of sport recreation
and recreation initiatives and events

Annual Plan
target
2013/2014
Maintain or
improve

70%

Annual Plan
target
2014/2015
80%

Note:
1.

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

Financial information
$000

Operating expenditure
(including depreciation)

Financial year ending 30 June 2015


Recreation policy

Capital
expenditure

Expenditure

Income

Net
expenditure

Total

443

443

Regional recreation facilities

14,152

37

14,115

Regional recreation initiatives

10,223

400

9,823

Total

24,818

437

24,381

95

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Lifestyle and culture theme
Group of activities: Regional collections and amenities

Group of activities: Local recreation services


The activities in this group promote local public participation in recreational and sporting events and
programmes and the use of local recreation facilities, enhancing opportunities for sport and recreation to
promote health and well-being.

Key priorities for 2014/2015


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

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

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

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

How we measure performance


Level of service statement

Performance measure

Actual
2012/2013

Provide safe and accessible facilities Percentage of customers satisfied


and programmes that support
with swimming pool facilities and
recreation and leisure activities at a programmes overall
local level

84%

Annual Plan
target
2013/2014
85%

Annual Plan
target
2014/2015
85%

Percentage of customers satisfied


with recreation centre facilities and
programmes overall (excluding
swimming pools)

85%

85%

85%

Average number of visits to


swimming pools per capita

6.97

3.15

Average number of visits to


recreation facilities per capita
(excluding swimming pools)

2.9

1.52

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Capital
expenditure

Income Net expenditure

Total

Local recreation initiatives and facilities

62,925

30,739

32,186

36,202

Total

62,925

30,739

32,186

36,202

Auckland Council Draft Annual Plan 2014/2015

96

Part II: Our activities


Lifestyle and culture theme
Group of activities: Regional collections and amenities

Group of activities: Regional collections and


amenities
The activities in this group manage our citys leading cultural and collection institutions which make a vital
contribution to advancing Aucklands social, cultural and economic well-being.
The following activities are delivered:

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

Regional amenities and museums under respective legislation, council allocates funding via rate levies
to Auckland Regional Amenities Funding Board (ARAFB), Auckland War Memorial Museum and Museum of
Transport and Technology (MOTAT). Auckland Regional Amenities Funding Board (ARAFB) subsequently
distributes funding to Stardome, Voyager Maritime Museum, Auckland Festival, Auckland Philharmonia, NZ
Opera, Auckland Theatre Company, Surf Lifesaving Northern Region, Coastguard Northern Region,
Watersafe Auckland, and Auckland Regional Rescue Helicopter.

The Auckland Art Gallery - managing the gallery and its art collections, including curating and
conservation, and its public exhibition programme; promoting public access, education and outreach
programmes and supporting services for donor and volunteer programmes; managing retail and other
commercial services to raise revenue.

Key priorities for 2014/2015


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

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

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

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

How we measure performance


Level of service statement

Performance measure

Provide an opportunity to learn and


experience heritage and culture
through museums

Percentage of visitors satisfied with


their overall visit to museums

95%

Annual Plan
target
2013/2014
90%

Annual Plan
target
2014/2015
90%

1,308,700

1,400,000

1,340,000

92%

88%

88%

Number of visitors to the Auckland


Art Gallery Toi o Tmaki

440,942

455,000

465,000

Number of participants in education


and public programmes at Auckland
Art Gallery Toi o Tmaki

24,823

40,000

40,000

Number of visitors to museums


Provide the opportunity to access,
learn and experience visual arts

Percentage of visitors satisfied with


their visit overall to the Auckland Art
Gallery Toi o Tmaki

97

Actual
2012/2013

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Lifestyle and culture theme
Group of activities: Regional collections and amenities

Level of service statement

Performance measure

Actual
2012/2013
95%

Annual Plan
target
2013/2014
88%

Annual Plan
target
2014/2015
88%

Number of visitors to Auckland Zoo

716,327

680,000

680,000

Number of species at Auckland Zoo


in conservation programmes

49

49

50

95%

90%

90%

53,686

50,000

50,000

Provide memorable, inspirational,


Percentage of visitors satisfied with
leisure and learning experiences with their overall visit to Auckland Zoo
wildlife
Support wildlife conservation in the
Auckland region and in the wild

Deliver educational and interpretive Percentage of participants satisfied


programmes to increase
their learning outcomes were
understanding and encourage wildlife achieved at the Auckland Zoo
conservation
Number of participants in education
programmes at the Auckland Zoo

Financial information
$000
Financial year ending 30 June 2015

Operating expenditure
(including depreciation)
Expenditure

Auckland Zoo

20,928

Regional amenities and museums


The Auckland Art Gallery
Total

Auckland Council Draft Annual Plan 2014/2015

Capital
expenditure

Income Net expenditure

Total

11,661

9,267

64,518

64,518

18,903

4,071

14,832

1,857

104,349

15,732

88,617

4,391

98

2,534

Part II: Our activities


Corporate support theme

Corporate support theme


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

Contribution to the Auckland Plan


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

Group of
activities
Organisational
support

Corporate support activities provide the policy and monitoring frameworks that ensure the organisation follows
the strategic direction set by the governing body, local boards and the Auckland Plan.
They also ensure the council is accessible and responsive to ratepayers, residents and stakeholders and
provide a variety of options for contact and interaction, including providing Aucklanders with appropriate
information and opportunities for consultation and engagement on our plans and policies.

Key projects that contribute to Mori outcomes


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

Treaty of Waitangi Audit Response Programme this will facilitate embedding Mori responsiveness as a
core element of the organisations culture, operations and service delivery. This includes delivery of Ng
Kete Akoranga, a learning and development programme to up skill staff in their use of te reo Mori and
knowledge of the Treaty and related legislation.

Treaty settlements programme aims to co-ordinate a cross-organisational response to Treaty of Waitangi


Settlements in Auckland.

Mori outcomes programmes aims to drive Councils contribution to Mori well-being. This includes
strengthening the councils relationships with Mori through relationship agreements, coordinating councils
contribution to papakinga and marae development and Mori economic development and enabling mana
whenua in their role as kaitiaki (guardians) in a range of activities including resource management, heritage
and parks management.

The service delivery model for the Future Service Centre programme will incorporate elements that enable
improved Mori outcomes by engaging with our Mori customers to gain insights and access to community
support. The centres physical spaces will display signage in both Te Reo Mori and English. Spatial design
will integrate Mori arts and culture and provide education and information on Mori culture and history.

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

To investigate the opportunity of the introduction of a web content management system allows for bilingual
translation.

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

99

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Corporate support theme
Group of activities: Organisational support

Group of activities: Organisational support


The activities in this group assist with the operational functioning of our day-to-day activities and operations
including administrative and back office support for both the governing body and local boards.
The following activities are delivered:

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

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

Customer service - managing customer contact centres, online services, service centre hubs and
community service centres.

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

Human resources - managing the organisations human resources functions, including health and safety
advice and initiatives.

Information technology services - providing IT and communications services to support business


processes, and manages and stores information.

Executive leadership - providing executive leadership and administrative support to the CEO and senior
management team.

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

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

Organisational improvement initiatives - leading continued improvements in project management skills


amongst management and staff to develop organisational capabilities.

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

Rating services - managing the councils rates and valuation function including efficient transaction
management systems.

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

Funds management - managing of the councils trusts and reserves.

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

Key priorities for 2014/2015


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

Progressing work programmes deriving from the Mori Responsiveness Framework for 2013/2014 including
Treaty Settlement Mori Capacity, Mori Land, Kaitiakitanga, Waahi Tapu and Mori Economic
Development.

Progressing delivery of the Newcore Programme, a programme designed to deliver consolidated,


standardized, and simplified systems and processes to enable delivery of world class service and value for
money ($18 million).

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

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

Auckland Council Draft Annual Plan 2014/2015

100

Part II: Our activities


Corporate support theme
Group of activities: Organisational support

Senior and People Leadership programmes, designed to for leaders develop, hone and improve their
leadership skills.

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

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

How we measure performance


Level of service statement

Performance measure

Provide communication related


support and improve brand
awareness of Auckland Council

Percentage of residents who


associate Auckland Council with the
Auckland Council logo (prompted)

78%

Annual Plan
target
2013/2014
64%

Annual Plan
target
2014/2015
79%

Percentage of residents who


associate Auckland Council with the
Auckland Council logo (unprompted)

40%

28%

45%

Develop and maintain relationships Percentage of Mori organisations


with iwi and Mori communities and who consider they have an
ensure their effective contribution to appropriate working relationship with
the decision-making processes of the council
council

23%

75%

75%

Provide efficient, effective and


convenient ways for customers and
stakeholders to contact and conduct
business with the Council

Percentage of calls that are


answered within 20 seconds

74%

80%

80%

Percentage of emails actioned and


responded to within 72 hours

70%

80%

80%

Ensure sound financial governance


and maintain an effective financial
transaction management centre for
account payables and receivables

Percentage net debt to total revenue

147.5%

187.2%

199.4%

Percentage net interest to total


revenue

9.2%

10.5%

11.5%

Percentage of receipts processed


within 24 hours from receipt

100%

97%

98%

Provide human resources and health Percentage employee engagement


and safety advice and initiatives to
Annual employee turnover
support Auckland Council and CCOs
Lost time injury frequency rate

66%

70%

75%

11%

10%

10%

4.88

5.00

5.00

Provide organisational leadership


and political support required for
council to function efficiently and
effectively

Percentage of LTP performance


measure targets met or exceeded

73%

90%

90%

Develop and maintain council


facilities and manage its core
property portfolio and tenants

Percentage of projects delivered


according to plan (time and cost)

67%

70%

70%

Create and maintain an efficient


transaction management centre to
manage the council rates and
valuation function

Percentage of rates revenue


collected

97.7%

97%

97%

Percentage of rates notices lodged


within legislative timetable for the first
instalment due date

99.4%

99%

99%

Maximum number of days to process


receipt

101

Actual
2012/2013

Auckland Council Draft Annual Plan 2014/2015

Part II: Our activities


Corporate support theme
Group of activities: Organisational support

Financial information
$000

Operating expenditure
(including depreciation)

Financial year ending 30 June 2015


Organisational support
Capital expenditure deferrals

Expenditure

Income

Net expenditure

Total

111,752

31,611

80,141

106,318

(1)

Total

Capital
expenditure

(167,786)

111,752

31,611

80,141

(61,468)

Note:
1.

This represents the proportion of capital expenditure planned for 2014/2015 that is anticipated to remain unspent by the end of the
financial year and carried forward into future years.

Auckland Council Draft Annual Plan 2014/2015

102

Part III: Financial information


Financial overview

Part III: Financial information


Financial overview
Our financial strategy
The Long-term Plan (LTP) 2012-2022 set the first budget for delivery of the aspirations of the Auckland Plan. It
also set the councils first financial strategy that enables the significant investment required to deliver on the
Auckland Plan, while maintaining affordability for current and future ratepayers.
In 2014/2015 we plan to maintain this momentum by investing $1.25 billion in new and improved assets.
Combined with $550 million to restore and replace existing assets, our total proposed capital expenditure
programme for 2014/2015 is $1.8 billion.
Our financial strategy sets limits on the councils borrowing to maintain debt at a sustainable level and provide
1
flexibility to deal with unforeseen events. While net debt for the group is projected to increase from $6.5 billion
to $7.4 billion in 2014/2015, it will still be well within prudential limits. Council considers that borrowing to fund
the investment in new assets is the fairest and most appropriate approach, as these assets will provide benefits
over a long period of time.
To provide a degree of certainty to ratepayers, our financial strategy also sets a limit on the average general
rate increases of 4.9 per cent for the financial years 2013/2014 to 2021/2022. The 2.4 per cent average rates
increase for 2014/2015 is well below that limit. Together with other revenue sources such as user charges,
grants and subsidies, general rates will help fund the $550 million of asset renewals and the $3.3 billion
operational cost of delivering council services in 2014/2015.
The following tables show how the key financial parameters for the annual plan compares to the LTP and the
limits set in the financial strategy.

Key financial parameters for 2014/2015


Parameter ($ Millions)
Total capital expenditure
Total assets

Annual Plan
1,782

Long-term Plan
1,678

40,394

41,708

Net borrowing

7,433

7,472

Total equity

30,267

31,705

Total operating expenditure

3,284

3,398

Rates revenue

1,450

1,527

Net debt represents total borrowing for the council group, less cash and cash equivalents

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Financial overview

Capital expenditure and debt levels


Capital expenditure
Capital expenditure (capex) is for purchasing, building, replacing or developing the citys assets (for example
roads, libraries, parks and sportsfields).
The following table provides an overview of capital expenditure by activity theme for 2014/2015. The majority of
capital expenditure is forecast to be spent on transport, followed by water supply and wastewater, and lifestyle
and culture themes.
2014/2015 gross capital expenditure for group by theme
Theme
Transport

$000 Percentage of total capex


884,444
50%

Water supply and wastewater

345,342

19%

Lifestyle and culture

264,285

15%

Community

100,735

6%

Corporate support

99,248

6%

Economic development

95,494

5%

Stormwater and flood protection

91,319

5%

Commercial and investment

32,281

2%

Solid waste

19,227

1%

Built and natural environment

14,813

1%

Governance
Carried forward capital expenditure

(1)

Total capital expenditure

2,425

0%

(167,786)

-9%

1,781,827

100%

Note:
1.

This represents the proportion of capital expenditure planned for 2014/2015 that is anticipated to remain unspent by the end of the
financial year and carried forward into future years.

The capital programme is driven by:

service level improvements - $842 million (47 per cent) including $590 million for roading and public
transport

renewal of existing assets - $550 million (31 per cent) including $295 million to maintain existing service
levels associated with network infrastructure (transport, water, wastewater, and stormwater)

growth - $385 million (22 per cent) to cater for additional demand arising from changes in population and
land use.

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Part III: Financial information


Financial overview

Capital funding
The following table shows how we plan to fund our capital expenditure and other capital outflows in 2014/2015.
Capital expenditure
2014/2015
Growth

Funding sources
2014/2015
Subsidies

$ million
385

$ million
287

Service level improvement

842

Development contributions

Renewals

555

Asset sales

Weathertightness / community loans


Total

60
1,842

158
39

Operating surplus

440

Borrowings

918

Total

1,842

The $550 million cost of restoring and replacing existing assets is primarily paid for by the depreciation charge
included in your rates, along with New Zealand Transport Agency subsidies for transport renewals.
The $1.25 billion investment in new assets is primarily paid for by borrowing to spread this cost over time. We
consider this the fairest and most appropriate approach because these assets will provide benefits over a long
period of time. As the above table shows, grants and subsidies, development contributions and the sale of
surplus assets are also important sources of capital funding.

Prudent financial management


To ensure that we are using debt wisely, we monitor our borrowing levels relative to our income and the value of
our assets. By June 2015 the value of council assets will grow to $40.4 billion and debt will increase to $7.4
billion.
Asset movement
2014/2015
Opening assets

Debt movement
2014/2015
Opening net debt

$ billion
38.5

Investment in new assets

1.2

Revaluation and other movements


Closing assets

$ billion
6.5

New borrowing requirement

0.9

Closing net debt

7.4

0.7
40.4

At $7.4 billion, our net debt at the end of the 2014/2015 year will remain at a prudent level relative to our
income. This is reflected in councils very high credit rating (an independent evaluation of our ability to repay
debt and the likelihood of us defaulting on our obligations).
Entity
New Zealand Government

S&P credit rating


AA+

Auckland Council
Bank of New Zealand (BNZ)

AA
AA-

Fonterra

A+

Telecom

A-

The council is required to prepare audited 10-year financial plans that demonstrate that our debt levels can be
accommodated over the medium to long term without the need for unsustainable increases in rates and user
charges.
To ensure that debt levels continue to remain prudent and sustainable, the council has set the following
prudential debt limits in our long-term plan:
Measure

Annual Plan

Long-term Plan

Limit

Net debt as percentage of total revenue

203.90%

199.40%

< 275%

Net interest as percentage of total revenue

11.60%

11.50%

<15%

Net interest as percentage of rates revenue

19.80%

19.50%

< 25%

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Part III: Financial information


Financial overview

These limits are indicators of the ability of council to cover its borrowing costs from its different revenue sources.
We ensure that debt levels will remain within those limits over a 10-year horizon.
For 2014/2015 we forecast that net interest expense will be $421 million or approximately $1 million per day.
During this year the council is planning on spending $1.2 billion, or about $3 million per day, on new or improved
assets. We will borrow about $840 million to pay for a proportion of these new assets and will receive total
operating revenue of over $3 billion, or more than $8 million a day.
The council uses a combination of operating income sources to pay for interest including, rates, fees and
charges such as water and wastewater tariffs, and investment income such as commercial rental revenue and
ports revenue. One dollar in every eight dollars of revenue funds interest.
In a similar way to how you might fix your mortgage, we protect the council from rises in interest rates through
the use of fixed interest rates and the use of interest rate hedging instruments. To a large extend, this locks in
councils future borrowing cost and protects us from rising interest rates.
To ensure that we do not become too dependent on the state of global financial markets, we ensure that we
always have sufficient cash, liquid investments and committed lines of credit available to allow us to pay our bills
for at least the next six months. We also make sure that we borrow from a range of domestic and international
lenders so that a problem with any one source of borrowings does not have too large an impact.

Financial sustainability
The council is using borrowing to fund investment in assets to accommodate a growing city and seeks to ensure
that the value created from this investment exceeds the whole-of-life cost of the investment. Without the ability
to use debt in this way, the council would have to choose between significantly higher rates or a significant
reduction in planned assets and services. The councils situation is different to a typical household in that the
city is expected to continue grow for a very long time and not transition into a retirement phase.
If Auckland was not growing and needing to lift the standard of the citys infrastructure, existing budgets would
be sufficient to support paying down debt. Over the next eight years to 2022, the councils operating budgets will
generate surplus cash of close to $6 billion. With approximately 70 per cent of these funds earmarked for
renewing and replacing existing assets, about $1.6 billion would be available to repay debt.
However, because the city is growing strongly and community expectations continue to rise, the council is
planning to invest $12.3 billion in new and upgraded public infrastructure over this period. This investment will
support growth and the demand for better quality public assets and related services. Rather than applying the
$1.6 billion to repaying debt, it is more efficient to use this to offset our borrowing requirements in relation to the
investment in these assets. In other words, we currently plan to use our surplus cash to invest in the city rather
than paying down debt.

Auckland Council Draft Annual Plan 2014/2015

106

Part III: Financial information


Financial overview

Operating expenditure and rates funding


Operating expenditure
Operating expenditure (opex) covers the councils day-to-day operations and services, from collecting rubbish to
maintaining parks and issuing building consents. It includes costs related to the capital expenditure programme
such as interest, maintenance and depreciation.
The following table provides an overview of capital expenditure by activity theme for 2014/2015. Transport is the
largest area of operating expenditure (31 per cent).
2014/2015 gross operating expenditure for group by theme
Theme

$000
1,013,935

Percentage of total
opex
31%

Lifestyle and culture

534,505

16%

Water supply and sewerage

504,972

15%

Built and natural environment

253,706

8%

Commercial and investment

196,003

6%

Community

194,433

6%

Economic development

160,120

5%

Solid waste

112,136

3%

Corporate support

104,353

3%

Stormwater and flood protection

99,891

3%

Planning

54,792

2%

Transport

Governance
Total operating expenditure

54,697

2%

3,283,543

100%

The councils large investment programme means that asset related costs such as interest, maintenance and
depreciation are rising faster than the rate of inflation. For example interest expense rises by $55 million, or 15
per cent from 2013/2014 to 2014/2015.
We are also incurring new costs due to new alcohol control legislation, bylaw consolidation and the need to
accelerate the pace of construction of new homes.
We have, however, been able to find enough efficiency savings to cope with these rising costs with only a 2.4
per cent average rates increase for 2014/2015. These savings generally represent reduced costs relative to the
legacy councils, while delivering the same or greater service levels. These have been achieved through
improved procurement practices, process automation, system rationalisation, better budgeting, resource
optimisation, and enhanced commercial management.

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Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Financial overview

Operational funding
Rates provide approximately 43 per cent of the councils operating revenue with the rest coming from grants,
subsidies, development and financial contributions, user charges and fees.
Operating revenue source
Rates

$000
1,449,613

Percentage of total
43%

Fees and user charges

1,006,926

30%

Subsidies and grants

510,450

15%

Development and financial contributions

157,957

5%

Other

262,060

7%

3,387,006

100%

Total operating revenue

We set rates at the level required to balance our budgets after:


1.

maximising efficiency savings, and

2.

ensuring we recover a fair and appropriate amount of our costs through user charges.

The following table shows how rates revenue is applied to activity theme for 2014/2015:
2014/2015 rates revenue by theme
Transport

$000
449,695

Lifestyle and culture

386,317
(1)

Water supply and sewerage

Built and natural environment

128,558

Commercial and investment

(2)

(86,580)

Community

160,106

Economic development

128,978

Solid waste

83,929

Corporate support

13,707

Stormwater and flood protection

78,296

Planning

52,279

Governance

54,328

Total rates revenue

1,449,613

Notes:
1.

Water supply and sewerage activities are funded through water charges rather than rates.

2.

The commercial and investment activities generate commercial revenue and return on investments that offset the overall rates
requirement. The rates revenue for this theme is therefore shown as a negative number.

User charges are the primary means of funding the water and wastewater services provided by Watercare.
Water and wastewater charges are maintained at minimum levels consistent with the effective conduct of
Watercares total business and the maintenance of the long-term integrity of its assets. For 2014/2015, water
and wastewater prices are projected to increase by around 3.5 per cent and 3.75 per cent as per the Long-term
Plan 2012-2022. This is under review with the intention to reduce the overall increase for 2014/2015. The total
revenue for water and wastewater in 2014/2015 is forecast to be $0.5 billion.

Auckland Council Draft Annual Plan 2014/2015

108

Part III: Financial information


Financial overview

Accounting surplus / deficit


Under local government legislation, New Zealand councils are required to follow prevailing accounting
standards and practices. These standards require us to prepare financial reports that are structured differently
to the way in which we assess our rates requirement. Some key differences are:
Depreciation - this is a non-cash operating expenditure item that must be expensed in full in our accounting
statements, although for the purpose of setting rates our current policy is to only partially fund this item (based
on the proportion of depreciation funded by the legacy councils). The council considers it fair and prudent for
each generation of ratepayers to pay for the assets they consume and therefore we are gradually moving
towards fully funding depreciation by 2025.
Grants, subsidies and contribution revenue to the extent that these items fund capital expenditure, we ignore
these items when determining the rates required to balancing our operating budgets. However, accounting
standards require that we recognise the full amount of these items as revenue in our accounting statements.
Investment income when we set rates we take into account our share of income from Auckland Airport.
However, the accounting rules place some restrictions on us presenting this as revenue in our financial
statements.
The Auckland Council group is projecting a net operating surplus of $108 million in 2014/2015 (refer table
below). This improves to a $148 million operating surplus before tax once the councils share of income from
Auckland Airport and the projected returns on our portfolio of financial investments are taken into account.
2014/2015 group operating surplus / deficit
Total revenue

$000
3,387,006

Total expenses

2,858,587

Net finance costs

420,587

Net operating surplus


Other gains

107,832
40,631

Surplus / (deficit) before income tax

148,463

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Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

Prospective financial statements and


notes
Prospective statement of comprehensive income
Auckland Council group consolidated
$000

Budget 2014

Long-term
Plan 2015

Draft Annual
Plan 2015

Variance Notes

1,394,418

1,527,240

1,449,613

(77,627)

Fees and user charges

949,768

1,053,511

1,006,926

(46,585)

Subsidies and grants

428,096

490,926

510,450

19,524

80,000

157,957

157,957

Financial year ending 30 June


Revenue
Rates

Development and financial contributions


Vested assets (non-Crown)
Other revenue

252,907

269,833

262,060

(7,773)

Total revenue

3,105,189

3,499,467

3,387,006

(112,461)

Employee benefits

677,010

642,294

679,272

36,978

Depreciation and amortisation

695,690

744,042

733,477

(10,565)

Grants, contributions and sponsorship

107,785

98,730

111,695

12,965

Other operating expenses

1,298,354

1,434,788

1,334,143

(100,645)

Total expenses

2,778,839

2,919,854

2,858,587

(61,267)

Finance income

3,648

2,724

4,369

1,645

Finance expense

370,416

448,282

424,956

(23,326)

Net finance costs

366,768

445,558

420,587

(24,971)

Operating surplus/ (deficit)

(40,418)

134,055

107,832

(26,223)

Assets vested by the Crown

Net other gains/ (losses)

Share of surplus/(deficit) in associates and jointly


controlled entities

36,806

37,351

40,631

3,280

Surplus/(deficit) before income tax

(3,612)

171,406

148,463

(22,943)

Income tax expense

12,415

18,351

12,579

(5,772)

Surplus/(deficit) after income tax

(16,027)

153,055

135,884

(17,171)

Surplus/(deficit) after income tax is attributable


to:
Auckland Council

(16,027)

153,055

135,884

(17,171)

(16,027)

153,055

135,884

(17,171)

Expenditure

Non-controlling interest

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110

Part III: Financial information


Prospective financial statements and notes

$000

Budget 2014

Long-term
Plan 2015

Draft Annual
Plan 2015

Variance Notes

620,038

1,172,916

698,750

(474,166)

Income tax on revaluation of property, plant and


equipment

Revaluation of cash flow hedges

Share of associates' and jointly controlled entities'


reserves

Gain on revaluation of financial assets classified as


held for sale

Total other comprehensive income

620,038

1,172,916

698,750

(474,166)

Total comprehensive income

604,011

1,325,971

834,634

(491,337)

604,011

1,325,971

834,634

(491,337)

604,011

1,325,971

834,634

(491,337)

Financial year ending 30 June


Other comprehensive income
Net gain on revaluation of property, plant and
equipment

Total comprehensive income is attributable to:


Auckland Council
Non-controlling interest

Notes:
1.

Prospective rates for 2014/2015 are lower than originally forecast in the long-term plan. This is due to a range of specific savings
initiatives and lower inflation projections, resulting in a lower rates requirement. For the purposes of this statement, rates includes rates
penalties income and are shown net of rates charged on property owned by the council group. Refer to the sources of income note for
further detail.

2.

The decrease in 2014/2015 fees and user charges revenue compared to the long-term plan forecast is mainly as a result of lower
activity revenue in water supply and wastewater activities.

3.

The increase in subsidies and grants is due to capital grants received for projects to be delivered in 2014/2015 that were deferred from
prior years.

4.

The variance in personnel costs from the long-term plan is due mainly to a reallocation of consultant and external contract budgets
included within other operating expenditure, to personnel costs, as the council moves to improve utilisation of its internal staff resource.

5.

The decrease in other operating expenditure is due to the combination of a range of specific savings initiatives, lower average rate of
inflation than forecast in the long-term plan and the transfer of budgets to personnel (see note 4 above).

6.

The decrease in interest expense for 2014/2015 is due to a lower average interest rate being budgeted on council borrowing compared
to that forecast in the long-term plan. This is partly offset by an amendment to the non-cash rediscounting of interest related to the
council's weathertightness provision.

7.

The decrease in net gain on revaluation of property, plant and equipment is due to a change in the forecast timing of revaluation of
council assets and a decrease in the rate of inflation applied.

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Part III: Financial information


Prospective financial statements and notes

Prospective statement of changes in equity


Auckland Council group consolidated
$000

Equity at 1 July
Total comprehensive income

Budget 2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes
2015

28,827,788

30,378,947

29,431,799

(947,148)

604,011

1,325,971

834,634

(491,337)

29,431,799

31,704,918

30,266,433

(1,438,485)

604,011

1,325,971

834,634

(491,337)

604,011

1,325,971

834,634

(491,337)

Movements in non-controlling interest


Equity at 30 June
Total comprehensive income is attributable to:
Auckland Council
Non-controlling interest

Notes:
1.

The reduction in opening equity for 2014/2015 reflects a lower closing equity position in the 2012/2013 annual accounts than was
anticipated when the long-term plan was prepared. This was due mainly to the reduced impact of asset revaluations, lower service and
other income and higher expenses to operate and maintain council assets as detailed in the 2012/2013 annual report.

2.

The variance between the 2014/2015 annual plan and long-term plan total comprehensive income is the result of a decrease in
revaluation of some fixed assets due to timing differences, and lower activity revenue on certain activities, partially offset by a decrease
in other operating expenditure due to the combination of a range of specific savings initiatives and a lower average rate of inflation than
forecast in the long-term plan.

Auckland Council Draft Annual Plan 2014/2015

112

Part III: Financial information


Prospective financial statements and notes

Prospective statement of financial position


Auckland Council group consolidated
$000
As at 30 June

Budget 2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Notes

ASSETS
Current assets
Cash and cash equivalents

233,147

16,860

231,742

214,882

Receivables and prepayments

286,239

440,853

305,528

(135,325)

Other financial assets

331,391

283,000

331,391

48,391

3,645

1,000

3,645

2,645

Inventories

18,131

20,000

18,131

(1,869)

Non-current assets held for sale

38,581

39,931

64,931

25,000

911,134

801,644

955,368

153,724

101,333

31,400

108,161

76,761

Other financial assets

95,602

96,600

101,452

4,852

Derivative financial instruments

74,702

33,000

74,702

41,702

35,721,733

39,461,403

37,550,030

(1,911,373)

414,429

331,670

426,643

94,973

Derivative financial instruments

Total current assets

Non-current assets
Receivables and prepayments

Property, plant and equipment


Intangible assets
Biological assets

1,722

5,000

1,722

(3,278)

Investment property

420,600

268,000

420,600

152,600

Investments in associates and joint ventures

753,648

679,382

755,220

75,838

Investments in subsidiaries
Deferred tax asset

Total non-current assets

37,583,769

40,906,455

39,438,530

(1,467,925)

TOTAL ASSETS

38,494,903

41,708,099

40,393,898

(1,314,201)

69,359

73,550

69,590

(3,960)

LIABILITIES
Current liabilities
Employee entitlements
Payables and accruals

594,360

633,084

612,348

(20,735)

1,164,071

1,479,682

1,217,341

(262,341)

Derivative financial instruments

12,987

11,000

12,986

1,986

Tax payable

10,499

1,000

10,499

9,499

Provisions

76,526

67,859

66,667

(1,192)

186

264

264

1,927,988

2,266,439

1,989,695

(276,743)

Employee entitlements

5,418

7,801

5,436

(2,365)

Payables and accruals

11,780

10,912

12,446

1,534

Borrowings

Other current liabilities


Total current liabilities
Non-current liabilities

Borrowings

5,579,434

6,009,041

6,447,648

438,607

Derivative financial instruments

213,698

162,365

213,698

51,333

10

Provisions

337,599

278,235

310,096

31,861

11

15,298

22,072

22,072

971,889

1,246,316

1,126,374

(119,942)

7,135,116
9,063,104

7,736,742
10,003,181

8,137,770
10,127,465

401,028
124,285

29,431,799

31,704,918

30,266,433

(1,438,486)

Other non-current liabilities


Deferred tax liabilities
Total non-current liabilities
TOTAL LIABILITIES
NET ASSETS

113

12

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

$000
As at 30 June

Budget 2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Notes

Equity
Contributed equity
Accumulated funds

26,733,340

26,354,000

26,733,340

379,340

(77,803)

129,458

52,686

(76,772)

2,775,262

5,220,460

3,479,407

(1,741,053)

Total ratepayers equity


Non-controlling interest

29,430,799
1,000

31,703,918
1,000

30,265,433
1,000

(1,438,485)
0

TOTAL EQUITY

29,431,799

31,704,918

30,266,433

(1,438,485)

Reserves

Notes:
1.

The increase in cash and cash equivalents is due mainly to a planned increase in cash holdings for liquidity purposes.

2.

Current and term receivables and payables have been updated to reflect balances in the audited 2012/2013 annual accounts.

3.

The variance in other financial assets is due to an increase in the value in the 2012/2013 annual accounts.

4.

The increase in non-current assets held for sale reflects council's decision to sell the land adjacent to the Vodafone Events Centre, with
proceeds to be distributed by Regional Facilities Auckland for the purposes of the Stage 2 development of this facility.

5.

The variance in property plant and equipment is due to lower closing balances in the 2012/2013 annual accounts and the 2013/2014
budget than forecast when preparing the long-term plan. This results from deferred capital expenditure and decreased asset
revaluation impact.

6.

The variance in intangible assets is due to increased capitalisation of computer software in the 2012/2013 annual accounts.

7.

The variance in investment property value is due a higher closing balance in the 2012/2013 annual accounts than originally forecast,
primarily as a result of investment property revaluation in prior years.

8.

The variance in investment in associates relates to the increase in the fair value of the council's shareholding in Auckland International
Airport Limited, as recorded in the 2012/2013 annual accounts.

9.

The borrowings opening balance was higher than forecast in the long-term plan due to a range of factors, including increased cash
holdings and lower development contribution revenue, offset by capital expenditure deferrals. Further increases in the 2014/2015 year
are due to additional capital spending on parks acquisitions and solid waste infrastructure.

10. The variance in derivative financial instruments is due to an increase in the value of interest rate swap liability recorded in the
2012/2013 annual accounts.
11. The variance in provisions is due to the increased provisions recorded in the 2012/2013 annual accounts.
12. The decrease in deferred tax liability is related to an increase in revaluation of Watercare Services Limited property, plant and
equipment, a portion of which increases deferred tax liability.

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114

Part III: Financial information


Prospective financial statements and notes

Prospective statement of cash flow


Auckland Council group consolidated
$000

Budget
2014

Financial year ending 30 June


Cash flows from operating activities

Long-term
Draft
Plan 2015 Annual Plan
2015

Variance Notes

Receipts from rates revenue

1,429,985

1,541,086

1,485,270

(55,816)

Receipts from customers and other services

1,679,799

1,926,700

1,896,269

(30,431)

3,648

2,724

4,369

1,645

35,158

32,696

39,059

6,363

(2,161,703) (2,238,408) (2,198,713)

Interest received
Dividends received
Payments to suppliers and employees
Interest paid
Income tax refund/(paid)

39,695

(352,263)

(448,017)

(410,063)

37,954

(16,383)

(18,351)

(16,436)

1,915

Goods and services tax paid (net)

Other

7,038

7,038

618,241

805,468

806,793

1,325

22,516

24,523

19,417

(5,106)

57,684

38,581

38,581

1,148

2,017

1,748

(269)

(1,631,322) (1,663,070) (1,761,068)

(97,998)

Net cash from operating activities


Cash flows from investing activities
Proceeds from medium term investments
Repayments of loans from subsidiaries
Proceeds from sale of property, plant and equipment
Proceeds from loan repayments
Proceeds from community loan repayments
Purchase of property, plant and equipment
Investment in subsidiaries
Purchase of intangible assets
Purchase of shares in subsidiary
Purchase of other investments
Community loans
Net cash from investing activities

(19,231)

(15,424)

(20,760)

(5,336)

(5,020)

(1,598)

(1,598)

(6,000)

(6,000)

(6,000)

(1,580,225) (1,620,971) (1,729,680)

(108,709)

Cash flows from financing activities


Proceeds from borrowings

1,263,295

Repayment of borrowings

(404,626) (1,370,496)

Payments of finance leases


Net cash from financing activities
Net increase/(decrease) in cash and cash equivalents and
bank overdraft
Cash and cash equivalents and bank overdraft at beginning of
the year
Cash and cash equivalents and bank overdrafts at end of
the year

115

2,166,960

1,127,750 (1,039,210)

6
6

(206,268)

1,164,228

858,669

796,464

921,482

125,018

(103,315)

(19,039)

(1,405)

17,634

336,462

35,899

233,147

197,248

233,147

16,860

231,742

214,882

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

Notes to previous table:


1.

Receipts from rates revenue are shown net of rates charged on property owned by the council group and working capital movements.
The decrease in prospective rates for 2014/2015 is due to a range of specific savings initiatives and lower inflation projections,
resulting in a lower rates requirement than previously forecast.

2.

The decrease in receipts from customers and services for 2014/2015 compared to the long-term plan forecast is mainly due to lower
activity user charge revenue for a range of services.

3.

The decrease in payments to suppliers and employees is due to a range of specific savings initiatives and a lower average rate of
inflation than forecast in the long-term plan.

4.

The increase in interest income is due to higher cash holdings. The decrease in interest paid for 2014/2015 is due to a lower average
interest rate being budgeted on council borrowing compared to that forecast in the long-term plan.

5.

The increase in purchase of property plant and equipment reflects additional capital expenditure planned for parks acquisitions and
solid waste infrastructure.

6.

For the purposes of this statement it is assumed that current borrowings in one year are repaid the following year and refinanced. The
movements in proceeds from and repayments of borrowing for 2014/2015 are indicative of the lower proportion of short-term (current)
borrowing in the 2012/2013 annual accounts. This impact has been carried through to subsequent years.

7.

The variance from the long-term plan in 2013/2014 cash and cash equivalents is due to a planned increase in the level of cash being
held for liquidity purposes.

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116

Part III: Financial information


Prospective financial statements and notes

Notes to the financial statements


Note 1: General information
Auckland Council (the council) is a local authority domiciled in New Zealand and governed by the Local
Government Act 2002 (LGA 2002) and the Local Government (Auckland) Act 2009 (LGAA 2009).
The Auckland Council group (the group) consists of the ultimate parent, the council and its subsidiaries,
associates and jointly controlled entities including council-controlled organisations (CCOs). All subsidiaries and
associates are domiciled in New Zealand. The council considers that full group information enhances the
transparency of information about the cost of services provided to Auckland ratepayers and enables ratepayers
to make more informed decisions about the impact of delivering on the Auckland Plan.
This draft annual plan is based on the Auckland Councils Long-term Plan 2012-2022 (LTP), updated for new
information arising since the LTP was adopted.
The council is responsible for the prospective financial statements included in the Draft Annual Plan 2014/2015,
including the appropriateness of the significant financial assumptions these are based on, and the other
disclosures in the document.
The prospective financial information has been prepared for the purposes of meeting councils requirements
under the LGA 2002, the LGAA 2009, and the Local Government (Auckland Transitional Provisions) Act 2010.
This information may not be suitable for use in any other context.
Since these prospective financial statements are for the period 1 July 2014 to 30 June 2015, actual results are
not reflected. The actual results achieved for the period covered by this plan are likely to vary from the
information presented in this document, and these variances may be material. The council does not intend to
update the prospective financial statements after publication.
The primary objective of the group is to provide services to the Auckland community for social benefit rather
than making a financial return. Accordingly, the council has designated itself and the group as public benefit
entities for the purposes of the New Zealand equivalents to International Financial Reporting Standards (NZ
IFRS).

Basis of preparation
Statement of compliance
These prospective financial statements are prepared in accordance with New Zealand Generally Accepted
Accounting Practice (NZ GAAP), the LGA 2002 and the LGAA 2009. They comply with NZ IFRS and other
applicable financial reporting standards, as appropriate for public benefit entities. In particular, these prospective
statements have been prepared in accordance with FRS-42: Prospective Financial Statements.

Basis of measurement
The prospective financial statements have been prepared on a historical cost basis, with the exception of certain
items identified in specific accounting policies. They are presented in New Zealand dollars (NZD) which is the
groups functional currency and are rounded to the nearest thousand ($000), unless otherwise stated.

Comparative information
Comparator information in this draft annual plan includes 2013/2014 budget information and 2014/2015 Longterm Plan information,
The 2013/2014 budget information is based on the published Annual Plan 2013/2014 but has been updated to
reflect any new information arising since its adoption including opening balances and capital expenditure
deferrals.
The Long-term Plan comparator information has not been updated but has, in some cases, been reclassified to
achieve disclosure consistency.

117

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Part III: Financial information


Prospective financial statements and notes

Cost allocation
Cost of service for each significant activity is calculated as follows:

Direct costs are those costs directly attributable to a significant activity

Indirect costs are those costs that cannot be identified in an economically feasible manner with a specific
significant activity. Indirect costs are charged to significant activities using appropriate costs drivers.

Note 2: Summary of significant accounting policies


Basis of consolidation
The group financial statements include the council and its subsidiaries, together with the results of its
associates, accounted for using the equity method.
Transactions and balances between the council and its subsidiaries are eliminated on consolidation. Noncontrolling interests and their movements are shown separately.
The basis of consolidation for joint ventures depends on the form of the joint venture:

For jointly controlled operations, the group recognises the assets it controls, the liabilities and expenses it
incurs and the share of income that it earns from the joint venture.

For jointly controlled assets, the group recognises its share of the jointly controlled assets, its share of any
liabilities and expenses incurred jointly, any other liabilities and expenses it has incurred in respect of the
jointly controlled asset and any income from the sale or use of its share of the output of the joint venture.

For jointly controlled entities, the group recognises its share of the entities' net assets at cost and
subsequently adjusts the cost for changes in the net assets. The group's share of the entities' surplus or
deficit is recognised in the statement of comprehensive income as a component of surplus or deficit.

In the council's financial statements investment in subsidiaries and jointly controlled entities are carried at cost
less any accumulated impairment.
Where necessary, adjustments are made to the financial statements of subsidiaries, associates and jointly
controlled entities to bring their accounting policies in line with those of the council.

Foreign currency translation


Foreign currency transactions are translated into the NZD using exchange rates prevailing at the dates of the
transactions. Monetary assets and liabilities in foreign currencies at balance date covered by forward exchange
contracts are translated to NZD at the contracted rate. Where the balance is not covered by the forward
exchange contract it is translated at the rate of exchange at balance date. Foreign currency differences arising
on translation are recognised in surplus or deficit.

Revenue
Revenue is measured at the fair value of the consideration received or receivable. It is recognised when the
amount of revenue can be reliably measured and when it is probable that future economic benefits will flow to
the entity.

Rates
Rates are assessed in full at the start of each financial year. They can be paid in full or by instalments. Where
rates are paid in advance of instalment due dates, the revenue is recognised on receipt. Where rates are paid in
instalments, the revenue is recognised evenly throughout the year.

Auckland Council Draft Annual Plan 2014/2015

118

Part III: Financial information


Prospective financial statements and notes

Fees and user charges


Significant items of fees and user charges revenue include:
Revenue item
Water and wastewater

Recognition criteria
Water and wastewater is recognised when services are invoices. Unbilled
amounts are accrued on an average usage basis.

Safe of goods and services

Revenue from the supply of services is recognised on a straight-line basis over


the specified period of the service unless an alternative method better
represents the stage of completion of the transaction.

Port operations

Revenue from port operations is recognised in the period the services are
rendered, by reference to the percentage of completion of the specific
transaction.

Consents, licences and permits

Revenue from consents is recognised by reference to the stage of completion


of the transaction at balance date based on the actual service provided as a
percentage of the total services to be provided. Revenue from licences and
permits is recognised on application.

Operating and capital grants


Operating and capital grants are recognised as revenue when conditions of the contract have been met. These
grants are predominately received from the government, New Zealand Transport Agency, which subsidises both
operational and capital expenditure for maintaining, renewal and construction of the local roading infrastructure
and improving public transport.
Operating grants are used to fund operating expenditure. Capital grants are used to fund the acquisition or
construction of long term assets.

Development and financial contributions


Development contribution revenue is recognised when the council is capable of providing the service for which
the contribution was levied. Financial contributions received by the council are recognised as revenue when
they are expended on the activity for which the contribution was levied.

Vested assets (non-Crown)


Assets vested to the group are recognised as revenue when control over the asset is obtained. Vested assets
included within other revenue exclude assets vested by the Crown.

Fair value through surplus or deficit financial assets


Realised and unrealised gains on investments designated as fair value through surplus or deficit are recognised
as revenue.

Grants, contributions and sponsorship expense


Where grants and subsidies are discretionary, the expense is recognised when the group has advised of its
decision to pay. Non-discretionary grants are recognised on receipt of application and when the specified
criteria have been met.

119

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Part III: Financial information


Prospective financial statements and notes

Net finance expense


Interest income and expense are recognised in surplus or deficit using the effective interest rate method.
Interest expense includes the amortisation of borrowing costs recognised over the borrowing term. Net finance
expense include unwinding of discounts on provisions and financial assets; and realised gains or losses on the
early close out of derivatives.

Assets vested by the Crown


Assets vested by the Crown are recognised at fair value when control of the asset is transferred to the group.

Leases
Lessee
The group leases certain property, plant and equipment. Payments made under operating leases (net of any
incentives received from the lessor) are expensed on a straight-line basis over the lease term. Operating leases
do not transfer substantially all the risks and rewards incidental to the ownership of an asset.
Lessor
Assets leased to third parties under operating leases are included in investment property in the statement of
financial position. Rental income (net of any incentives given to lessees) is recognised as income on a straightline basis over the lease term.

Income tax
Income tax comprises current tax and deferred tax calculated using tax rates (and tax laws) that have been
enacted or substantively enacted by the reporting date. Income tax is charged or credited to the surplus or
deficit, except when it relates to items charged or credited directly to equity or to the statement of
comprehensive income as a component of other comprehensive income (other comprehensive income).
Current tax is the amount of income tax payable for the current period, plus any adjustments to income tax
payable in respect of prior periods.
Deferred tax is the amount of income tax payable or recoverable in future periods in respect of temporary
differences and unused tax losses.

Cash and cash equivalents


Cash and cash equivalents include cash on hand, deposits held at call with banks and other short term highly
liquid investments with original maturities of three months or less.
Bank overdraft is included in borrowings in current liabilities within the statement of financial position and as a
component of cash and cash equivalents in the statement of cash flows.

Receivables
Receivables are initially measured at nominal or face value. Receivables are subsequently adjusted for
penalties and interest as they are charged and impairment losses. Non-current receivables are measured at the
present value of the expected future cash inflows.

Inventories
Inventories are recorded at the lower of cost using the first-in-first-out method (FIFO) or net realisable value
unless they are held for consumption in the provision of non-commercial services, which are recorded at cost
using FIFO, adjusted for any loss in service potential.

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120

Part III: Financial information


Prospective financial statements and notes

Biological assets
Biological assets are measured at fair value less estimated cost to sell with any realised and unrealised gains or
losses reported in surplus or deficit.

Property, plant and equipment


Initial recognition
Property, plant and equipment is initially recognised at cost or at fair value when an asset is acquired at no cost
or for a nominal cost.
Capital work in progress is recognised at cost less impairment and is not depreciated.
Transfers
When the use of a property changes from owner-occupied to investment property, the property is reclassified to
investment property at its fair value at the date of the transfer.
Transfers to group entities are done so at the carrying value at the time of transfer.
Subsequent costs
The cost of replacing or improving part of an item of property, plant and equipment is recognised in the carrying
amount of an item. The costs of day-to-day servicing of property, plant and equipment are recognised in surplus
or deficit as incurred.
Subsequent measurement
Subsequent to initial recognition, classes of property, plant and equipment are accounted for as set out in the
table on the following page. Depreciation is charged on a straight-line basis at rates calculated to allocate the
cost or valuation of an item of property, plant and equipment less any estimated residual value over its
remaining useful life.
Class of property, plant
and equipment
Infrastructural

Description and subsequent measurement policy

Estimated useful life

Includes systems and networks integral to the Auckland infrastructure


and intended to be maintained indefinitely, even if individual assets or
components are replaced or upgraded.
Indefinite

Land

Held at cost. It includes land under roads, land intended for roads and
associated roading infrastructure.

Roads

Held at fair value less depreciation and impairment losses accumulated


since last revalued.

6-120 years

Water and wastewater

Held at fair value less depreciation and impairment losses accumulated


since last revalued.

2-389 years

Stormwater

Held at fair value less depreciation and impairment losses accumulated


since last revalued.

10-200 years

Machinery

Held at fair value less depreciation and impairment losses accumulated


since last revalued.

1-175 years

Restricted

Includes property, plant and equipment where the use or transfer of title
outside of the Group is legally restricted.

Parks and reserves

Held at fair value less impairment losses, accumulated since last


revalued.

Improvements

Held at cost less accumulated depreciation.

Buildings

Held at fair value less depreciation and impairment losses accumulated


since last revalued.

Operational

Includes property, plant and equipment used to provide core council


services, either for administration, as a community service or as a
business activity (but not infrastructural or restricted property, plant and

Land

Held at fair value less impairment losses accumulated since last


revalued.

121

Indefinite
3-100 years
5-90 years

Indefinite

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

Class of property, plant


and equipment
Buildings

Description and subsequent measurement policy

Estimated useful life

Held at fair value less depreciation and impairment losses accumulated


since last revalued.

1-101 years

Marina structures

Held at fair value less depreciation and impairment losses accumulated


since last revalued.

40-100 years

Works of art

Held at fair value less impairment losses accumulated since last


revalued.

Indefinite

Specified cultural and


heritage assets

Held at deemed cost less any accumulated impairment losses. These


are not reported with a financial value in cases where they are not
realistically able to be reproduced or replaced, when they do not
generate cash flows and where no active market exists to provide a
valuation.

Indefinite

Wharves

Held at fair value less impairment losses accumulated since last


revalued.

2-100 years

Rolling stock

Held at fair value less impairment losses accumulated since last


revalued.

2-50 years

Other operational

Includes landfills, motor vehicles, office equipment, library books and


furniture and fittings and held at cost less accumulated depreciation and
impairment losses.

1-100 years

Revaluation
Property, plant and equipment is revalued on a class of asset basis. Net revaluation results are credited or
debited to other comprehensive income and are accumulated to the asset revaluation reserve in equity for that
class of asset. Where this would result in a debit balance in the asset revaluation reserve, the debit balance is
recognised in surplus or deficit. Any subsequent increase on revaluation is recognised first in the surplus or
deficit up to the amount previously expensed and then recognised in other comprehensive income.
Disposals
Realised gains and losses on disposal of property, plant and equipment are recognised in surplus or deficit. Any
amount included in the asset revaluation reserve in respect of the disposed item is transferred from the reserve
to accumulated funds.

Intangible assets
Initial recognition
Intangible assets are initially recognised at cost. The cost of an internally generated intangible asset represents
expenses incurred in the development phase of the asset only. Intangible assets acquired at no cost are initially
recognised at fair value where that is reliably measurable.
Subsequent measurement
Subsequent to initial recognition, intangible assets are accounted for as set out below. Amortisation is charged
on a straight-line basis at rates calculated to allocate the cost of the intangible asset to estimated residual value
over its useful life. Intangible assets with indefinite useful lives are not amortised but are tested at least annually
for impairment and carried at cost less accumulated impairment.
Class of intangible asset
Computer software

Subsequent measurement policy


Estimated useful life
Held at cost less accumulated amortisation and impairment losses. 1-10 years

Rights to acquire

Held at cost and tested annually for impairment.


Contracts for rights to acquire range from 4 to 40 years before the
asset passes to the group.

Intellectual property

Held at cost less accumulated amortisation and impairment losses. 4-35 years

Rights to occupy

Held at cost and tested annually for impairment.

Indefinite

Goodwill

Held at cost and tested annually for impairment.

Indefinite

Other Intangible assets

Held at cost less accumulated amortisation and impairment losses. 1-63 years

Auckland Council Draft Annual Plan 2014/2015

122

Not applicable

Part III: Financial information


Prospective financial statements and notes

Disposals
Realised gains and losses from the disposal of intangible assets are recognised in surplus or deficit.

Investment property
Investment property is initially recognised at cost. After initial recognition, investment property is carried at fair
value. Gains or losses arising from fair value changes are included in surplus or deficit.

Impairment
Impairment of non-financial assets
Non-financial assets are assessed at each reporting period for impairment. Impairment is first recognised as a
reversal of previously recorded revaluation reserves for that class of asset. Where no reserve is available, the
impairment is recognised in surplus or deficit.
Impairment of financial assets
Financial assets are assessed for impairment at each reporting period for impairment. Impairment is recognised
in surplus or deficit.

Employee entitlements
Pension liabilities
Contributions to defined contribution retirement plans are recognised in surplus or deficit as they fall due.
Contributions to the Defined Benefit Contributors Scheme, a multi-employer defined benefit scheme, are treated
in the same way as contributions to defined contribution retirement plans. This is because it is not possible to
determine the extent to which the surplus or deficit of the plan will affect future contributions by individual
employers as there is no prescribed basis for allocation.
Other employee entitlements
Employee entitlements for salaries and wages, annual leave, long service leave and other similar benefits are
recognised in surplus or deficit when they accrue to employees. Employee entitlements to be settled within 12
months are reported at the amount expected to be paid. The liability for long term employee entitlements is
reported at the present value of estimated future cash outflows.

Payables and accruals


Payables and accruals are stated at cost. Non-current payables and accruals are measured at the present value
of the expected future cash outflows.

Provisions
Provisions are measured at the present value of the expected future cash outflows required to settle the
obligation. The increase in the provision due to the passage of time is recognised as finance costs in surplus or
deficit.

Financial guarantee contracts


Where the group enters into contracts to guarantee the indebtedness of other entities, the contract is initially
recognised at its fair value based on actuarial assumptions. Assumptions are reviewed annually with any
change of the fair value recognised in surplus or deficit as other gains or losses.

123

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Part III: Financial information


Prospective financial statements and notes

Non-derivative financial instruments


Non-derivative financial instruments include cash and cash equivalents, receivables (net of prepayments),
community loans, unit trusts, other interest-bearing assets, investments in listed and unlisted shares, payables
and accruals, certain employee entitlements, tax payable and borrowings. These are recognised initially at fair
value plus or minus any directly attributable transaction costs.
Community loans made at below market interest rates or interest free are initially recognised at the present
value of their expected future cash flows. The difference between the face value and present value of expected
future cash flows of the loan is recognised as a grant in surplus or deficit.
Subsequent to initial recognition, non-derivative financial instruments are recognised as described below.

Financial assets
Cash and cash equivalents and receivables are described above earlier in this section.
Unit trusts and listed shares
Unit trusts and listed shares are subsequently measured at fair value. Changes in the fair value are recognised
through surplus or deficit.
Unlisted shares
Unlisted shares are subsequently measured at fair value. Unrealised gains and losses are recognised through
other comprehensive income. Cumulative gains or losses held in other comprehensive income are recycled
through surplus or deficit as realised.
Other interest-bearing assets
Other interest-bearing assets include bonds, loans to related parties and community loans. They are
subsequently measured at amortised cost using the effective interest method less any impairment losses, which
are recognised in surplus or deficit as incurred.

Financial liabilities
Payables and accruals, employee entitlements and tax payable are described earlier in this section.
Borrowings
Borrowings are subsequently measured at amortised cost using the effective interest rate method. Borrowings
are classified as current liabilities unless the group has an unconditional right to defer settlement of the liability
for more than 12 months after the balance date.

Derivative financial instruments


The group uses derivative financial instruments to hedge exchange rate and interest rate risks. The group does
not hold or issue derivative financial instruments for trading purposes.
Derivatives are initially recognised at cost and subsequently measured at fair value. Any resulting gains or
losses are recognised in surplus or deficit unless the derivative has been designated into a hedge relationship
that qualifies for hedge accounting.
Cash flow hedges
The group recognises the effective portion of changes in the fair value of derivatives that qualify as cash flow
hedges in other comprehensive income. Gains or losses relating to the ineffective portion are recognised in
surplus or deficit.
On de-recognition, cumulative gains or losses held in other comprehensive income are transferred from
reserves to surplus or deficit.

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124

Part III: Financial information


Prospective financial statements and notes

When a hedge of a forecast transaction subsequently results in the recognition of a non-financial asset or a nonfinancial liability then the associated gains and losses that were recognised in other comprehensive income are
transferred to the initial cost or carrying amount of the asset or liability.
Fair value hedges
The gain or loss from remeasuring hedging instruments at fair value, along with the changes in the fair value on
the hedged item attributable to the hedged risk, is recognised in surplus or deficit.
If the hedge relationship no longer meets the criteria for hedge accounting, the adjustment to the carrying
amount of a hedged item for which the effective interest method is used is amortised to the surplus or deficit
over the period to maturity.

Offsetting financial instruments


Financial assets and liabilities are offset and the net amount reported in the statements of financial position
when it is legally enforceable and there is an intention to settle on a net basis. Income and expenses arising as
a result of financial instrument earnings or fair value adjustments are recognised as a net result for like items.

Commitments
Commitments are classified as:

Capital commitments, which include capital expenditure contracted for but not recognised as paid or
provided for at balance date, and

Operating lease commitments.

Cancellable commitments that have penalty or exit costs explicit in the agreement are reported at the value of
that penalty or exit cost if such costs are less than the commitment.

Ratepayer equity
Ratepayer equity is the Auckland communitys interest in the group. Ratepayer equity has been classified into
various components to identify those portions of equity held for specific purposes.
Components of equity include:

Contributed equity

Contributed equity is the net asset and liability position excluding restricted reserves at the time the council
was formed.

Accumulated funds.

Accumulated funds are the groups accumulated surplus or deficit since formation, adjusted for transfers
to/from specific reserves.

Reserves

Revaluation reserves are for the revaluation of certain assets to fair value.

Cash flow hedge reserves comprise the effective portion of the cumulative net change in the fair value of
derivatives designated as cash flow hedges.

Restricted equity includes targeted rates and reserves, where use of the funds is specified by statute, trust
deed or contract.

Related parties
Related parties include key management personnel, the elected representatives of the council and their close
family members and entities controlled by them. Key management personnel are the chief executive and
executive leadership team. The elected representatives of the council are the Mayor and councillors. Close
family members are spouses or domestic partners, children and dependants.

125

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Part III: Financial information


Prospective financial statements and notes

Related party transactions do not include income from rates, water supply and wastewater, the supply of
services and consents, licences and permits.
Subsidiaries, associates and jointly controlled entities are also related parties. This is due to the council's
influence over these entities.

Future changes to financial reporting standards


The External Reporting Board (XRB) has introduced a revised Accounting Standards Framework. The revised
framework introduces Public Benefit Entity Accounting Standards comprising International Public Sector
Accounting Standards (IPSAS), modified as appropriate for New Zealand circumstances. These standards will
apply for years beginning on or after 1 July 2014. Council is in the process of transitioning to the revised
standards. To date no significant implications have been identified. Any changes as a result of the transition to
the new standards will be reflected in the final Annual Plan 2014/2015.
Financial reporting requirements for public benefit entities are frozen in the short term and all new NZ IFRS and
amendments to existing NZ IFRS with a mandatory effective date for annual reporting periods commencing on
or after 1 January 2012 are not applicable to public benefit entities. Accordingly, no disclosure has been made
about new or amended NZ IFRS that exclude public benefit entities from their scope.

New and amended standards adopted


No new or amended standards have been adopted by the group and council.

Standards, amendments and interpretations to existing


standards that are not yet effective
Certain new standards, amendments and interpretations to existing standards have been published that are
mandatory for the group and the councils accounting periods beginning on or after 1 July 2013 or later periods
but which the council and the group has not early adopted:
NZ IFRS9, Financial Instruments - This standard will eventually replace NZ IAS39 Financial Instruments Recognition and Measurement and is expected to be adopted by the group in the consolidated financial
statements for the year ending 30 June 2016. However, as the revised Accounting Standards Framework will
apply before this date, there is no certainty when an equivalent standard to NZ IFRS9 will be applied by public
benefit entities.

Auckland Council Draft Annual Plan 2014/2015

126

Part III: Financial information


Prospective financial statements and notes

Note 3: Sources of income


Auckland Council group
$000
Financial year ending 30 June

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes
2015

Rates revenue
Rates
General Rates

1,317,521

1,424,758

1,366,075

(58,683)

98,178

110,156

108,284

(1,872)

Targeted Rates
Rates penalties and postponements
Total rates revenue after remissions

21,484

22,612

22,359

(253)

1,437,183

1,557,526

1,496,718

(60,808)

Less:
42,765

30,286

47,105

16,819

1,394,418

1,527,240

1,449,613

(77,627)

Internal rates on Council Group properties


Total rates revenue after remissions & internal
rates

127

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

Note 4: Reconciliation between prospective statement of


comprehensive income and prospective consolidated activities
statement
This annual plan is prepared on a group basis. Under section 4(2) of the Local Government (Financial
Reporting) Regulations 2011 the Council is required to provide information outlining differences between its
statement of comprehensive income and funding impact statement. To meet this requirement this statement
should be read in conjunction with the Prospective Funding Impact Statement (group consolidated).
Auckland Council group
$000
Financial year ending 30 June

Budget
2014

Operating surplus/(deficit) after income tax per


Prospective Statement of Comprehensive Income

(16,027)

153,055

135,884

(17,171)

(190,757)

(264,601)

(287,477)

(22,876)

(80,000)

(157,957)

(157,957)

695,690

744,042

733,477

(10,565)

17,911

10,847

14,628

3,782

(186)

(186)

(186)

247

265

265

(1,648)

(4,655)

(1,572)

3,083

7,038

7,038

(3,968)

(11,415)

(3,857)

7,558

421,262

476,433

440,243

(36,189)

Items recognised as income in Statement of


Comprehensive Income and as capital expenditure
funding sources in Funding Impact Statement:
Capital subsidies
Development contributions
Recognition of revenue from vested assets
Non-cash items recognised in Statement of
Comprehensive Income and not included in Funding
Impact Statement:
Depreciation
Discounting of weathertightness provision
Amortisation of prepaid leases
Local government funding agency guarantee
Fair value movement in derivatives

Long-term Annual Plan


Plan 2015
2015

Variance Notes
2015

Other reconciling items:


Share of equity accounted surplus from associates not
distributed by way of dividends to Auckland Council
Prepaid lease revenue recognised in funding impact statement
Income tax credit recognised in statement of comprehensive
income not included in the funding impact statement
Operating funding surplus/(deficit) per Prospective
Funding Impact Statement

Auckland Council Draft Annual Plan 2014/2015

128

Part III: Financial information


Prospective financial statements and notes

Note 5: Prospective prudential financial ratios


This annual plan is prepared on a group basis. For the purposes of calculating the ratios under its Treasury
Management Policy, Auckland Council removes Watercare from the group financial information. The information
below summarises how each of these prudential ratios is calculated based on the prospective financial
information contained in this plan and provides a year by year comparison against the ratio limits.
Auckland Council group
Borrowing
$000
Auckland Council group borrowing

Budget
2014
6,743,505

Long-term Draft Annual


Plan 2015
Plan 2015

Variance
2015

Notes

7,488,723

7,664,986

176,263

(1,481,248)

(1,684,695)

(1,630,310)

54,385

Liquid assets (Diversified Assets Portfolio)

(331,391)

(283,000)

(331,391)

(48,391)

Electric Motor Units (trains) borrowing (NZTA share)

(163,406)

(236,603)

(236,603)

(0)

Cash and cash equivalents

(233,147)

(16,860)

(231,742)

(214,882)

Net borrowing
Net borrowing to total revenue limit (less than 275%)

4,534,312
6,801,358

5,267,565
7,265,424

5,234,939
7,063,548

(32,626)
378,811

Long-term Draft Annual


Plan 2015
Plan 2015

Variance
2015

Less Watercare Services Limited


Other adjustments:

Revenue
$000
Total rates per statement of comprehensive income

Budget
2014
1,394,418

Add back internal rates elimination

1,527,239

1,449,613

Notes

(77,626)

42,765

30,287

47,105

16,818

Gross rates

1,437,183

1,557,526

1,496,718

(60,808)

Total revenue per statement of comprehensive income

3,105,189

3,499,467

3,387,006

(112,461)

Adjustments:
Add finance income shown separately

3,648

2,724

4,369

1,645

Add back internal rates elimination

42,765

30,287

47,105

16,818

Add back dividend elimination reflected in share of


associate's surplus

35,158

32,696

39,059

6,363

(43,317)

(121,186)

(114,108)

7,078

Less development contributions to fund capital


expenditure

Less subsidies and grants to fund capital expenditure

(190,757)

(264,601)

(287,477)

22,876

Gross Group Operating Revenue

2,952,686

3,179,387

3,075,954

(103,433)

Less Watercare Services Limited

(467,868)

(528,895)

(493,299)

(35,596 )

(11,597)

(15,371)

(15,371)

2,473,221

2,635,121

2,567,284

(139,029)

Other adjustments:
Electric Motor Units (trains) Revenue (NZTA payments)
Adjusted revenue for ratio calculation

129

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

Interest
$000

Budget 2014

Long-term Draft Annual


Plan 2015
Plan 2015
431,682
410,064
(2,724)
(4,369)

Variance
2015
(21,618)
(1,645)

Notes

Auckland Council group interest expense


Auckland Council group interest income

352,263
(3,648)

Less Watercare Services Limited

(86,404)

(110,790)

(95,475)

15,315

(13,673)

(13,673)

262,211
370,983
359,296

304,495
396,296
389,382

296,547
385,093
374,179

(7,948)
(11,203)
(15,203)

Long-term Draft Annual


Plan 2015
Plan 2015
199.4%
203.9%

Variance
2015
4.5%

Other adjustments:
Electric Motor Units (trains) Interest (NZTA funded)
Net interest expense
Net interest to total revenue limit (less than 15%)
Net interest to total rates limit (less than 25%)

Ratios
Measure
Net debt as a percentage of total revenue

Budget 2014
183.3%

Net interest as a percentage of total revenue

10.6%

11.5%

11.6%

0.1%

Net interest as a percentage of annual rates income


(debt secured under debenture)

18.2%

19.5%

19.8%

0.3%

Notes

Notes:
1.
2.

Watercare is excluded from the calculation of prudential ratios as it is not reliant on Auckland Council to fund its operation.
The Diversified Financial Assets Portfolio is a portfolio of liquid assets that can be converted to cash if required in an emergency. For
the purposes of the prudential ratios the value of this portfolio is offset against borrowings.

3.

Borrowing, revenue and interest have been adjusted for the purchase of Electric Motor Units for Auckland Transport for which there is
a dedicated loan from central government.

4.

Development Contributions (DC) are recognised as operating revenue where they are charged to fund interest costs on DC-related
borrowing.

Auckland Council Draft Annual Plan 2014/2015

130

Part III: Financial information


Prospective financial statements and notes

Note 6: Reserve funds


Auckland Council group
The Local Government Act 2002 requires the annual plan to identify each reserve set aside by the council, the
purpose of each fund and funding flows through the period of the plan.
$000

Draft Annual
Plan 2015

Purpose

As at 30 June
Reserves
Asset revaluation reserve

Accumulated gains from asset revaluation

3,357,941

Restricted equity

22,775

See detail below

Targeted rates reserves

21,187

See detail below

Cash flow hedge reserve

(27,525)

Available-for-sale investment
revaluation reserve
Share of associates' reserves

Losses recognised as balance date revaluation of hedged funds

8,512

Gains from revaluation of the Diversified Financial Assets portfolio

96,517

Recognition in group accounts of associates' reserves

Other reserves

121,466

Total reserves

3,479,407

The funding flow reserves are:


$000

Annual
report
2013

IncomeExpenditure Transfers

Budget
2014

IncomeExpenditure Transfers

Draft
Annual
Plan 2015

As at 30 June
Reserves
Asset revaluation reserve
Restricted equity
Targeted rates reserves
Cash flow hedge reserve
Available-for-sale investment
revaluation reserve
Share of associates' reserves
Other reserves
Total reserves

2,039,153 620,038

0 2,659,191 698,750

0 3,357,941

27,449

282

(5,084)

22,647

289

(162)

22,775

9,092

80,987

(74,159)

15,920

88,806

(83,538)

21,187

(27,525)

0 (27,525)

0 (27,525)

8,512

8,512

8,512

96,517

96,517

96,517

114,045

81,269

(79,243)

0 116,071

89,095

(83,700)

0 121,466

2,153,198 701,307

(79,243)

0 2,775,262 787,845

(83,700)

0 3,479,407

131

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

Further details of restricted equity and targeted rates are shown below:
$000

Draft Annual
Plan 2015

Purpose

10,334

Funds accumulated under legislation (primarily related to subdivisions or


off-street parking).

879

These trusts are primarily related to assets held by council. The trust
deeds restrict council's action in relation to these assets.

Other restricted equity

11,562

Reserve funds related to particular projects or assets whereby council is


restricted in its decision-making ability.

Total restricted equity

22,775

As at 30 June
Restricted equity
Statutory funds
Trust and bequests

Targeted rates
City Centre targeted rate reserve

9,842

Targeted rate collected for enhancement of central business district as a


place to work, live, visit and do business

Glorit Flood Gate Restoration


targeted rate reserve

(131)

Targeted rate being collected to recover the costs of the restoration of the
Glorit flood gate

Riverhaven Drive targeted rate


reserve

(1,061)

Targeted rate being collected to recover the costs of the construction of a


road

Jackson Crescent wastewater


targeted rate reserve

(3)

Targeted rate collected to recover the cost of the council providing


financial assistance to connect to a wastewater scheme

(125)

Targeted rate collected to recover the cost of the council providing


financial assistance to connect to a wastewater scheme

Targeted Rate - Refuse

11,410

Targeted rate collected for delivery of refuse collection and disposal


services, refuse recycling and waste transfer stations (ACC)

Harbourview Orangihina Park


targeted rate reserve

1,255

Targeted rate collected for development of Harbourview Orangihina Park

Point Wells wastewater targeted


rate reserve

Total targeted rates

21,187

Auckland Council Draft Annual Plan 2014/2015

132

Part III: Financial information


Prospective financial statements and notes

The funding flows for these reserves are:


$000

Annual Income ExpenditureTransfers


report
2013

Budget Income ExpenditureTransfers


2014

Draft
Annual
Plan
2015

As at 30 June
Restricted equity
Statutory funds
Trust and bequests

9,809

259

10,068

266

10,334

873

23

(20)

876

23

(20)

879

Other restricted equity

16,767

(5,064)

11,703

(142)

11,562

Total restricted equity

27,449

282

(5,084)

22,647

289

(162)

22,775

(2,069)

20,211

(13,472)

4,670

20,383

(15,211)

9,843

(189)

38

(10)

(161)

38

(8)

(131)

(1,170)

117

(64)

(1,117)

117

(61)

(1,061)

(5)

(0)

(5)

(0)

(3)

(140)

15

(8)

(133)

15

(7)

(125)

Targeted rates
City Centre targeted rate
reserve
Glorit Flood Gate Restoration
targeted rate reserve
Riverhaven Drive targeted rate
reserve
Jackson Crescent wastewater
targeted rate reserve
Point Wells wastewater targeted
rate reserve
Targeted Rate - Refuse

11,410

60,605

(60,605)

11,410

68,251

(68,251)

11,410

Harbourview Orangihina Park


targeted rate reserve

1,255

1,255

1,255

Total targeted rates

9,092

80,987

(74,159)

15,920

88,806

(83,538)

21,187

133

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

Note 7: Auckland Council (parent) financial statements


Prospective statement of comprehensive income
Auckland Council parent
$000
Financial year ending 30 June
Revenue
Rates
Fees and user charges

Budget 2014

Long-term Draft Annual


Plan 2015
Plan 2015

1,405,804

1,531,416

1,461,556

Variance

Notes

(69,859)

194,343

202,074

203,814

1,740

Subsidies and grants

26,159

39,372

75,768

36,396

Development and financial contributions

80,000

157,957

157,957

Vested assets (non-Crown)

Other revenue

173,918

210,060

175,017

(35,043)

Total revenue

1,880,224

2,140,879

2,074,112

(66,766)

Employee benefits

443,379

424,007

442,607

18,600

Depreciation and amortisation

195,650

222,613

206,239

(16,374)

Grants, contributions and sponsorship

570,796

617,237

580,685

(36,552)

5
6

Expenditure

Other operating expenses


Total expenses

515,819

574,690

542,042

(32,648)

1,725,644

1,838,547

1,771,573

(66,974)

Finance income

82,017

61,343

97,593

36,250

Finance expense

313,072

327,492

363,860

36,368

Net finance costs

231,055

266,149

266,267

118

Operating surplus/ (deficit)

(76,475)

36,183

36,272

89

Assets vested by the Crown

Net other gains/ (losses)

Share of surplus/(deficit) in associates and jointly


controlled entities

(76,475)

36,183

36,272

89

(76,475)

36,183

36,272

89

(76,475)

36,183

36,272

89

(76,475)

36,183

36,272

89

Surplus/(deficit) before income tax


Income tax expense
Surplus/(deficit) after income tax
Surplus/(deficit) after income tax is attributable to:
Auckland Council
Non-controlling interest

Auckland Council Draft Annual Plan 2014/2015

134

Part III: Financial information


Prospective financial statements and notes

$000
Budget 2014
Financial year ending 30 June
Other comprehensive income
Net gain on revaluation of property, plant and equipment
223,003

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Notes

356,454

248,613

(107,841)

Income tax on revaluation of property, plant and


equipment

Revaluation of cash flow hedges

Share of associates' and jointly controlled entities'


reserves

Gain on revaluation of financial assets classified as held


for sale

Total other comprehensive income

223,003

356,454

248,613

(107,841)

Total comprehensive income

146,528

392,637

284,885

(107,752)

146,528

392,637

284,885

(107,752)

146,528

392,637

284,885

(107,752)

Total comprehensive income is attributable to:


Auckland Council
Non-controlling interest

Notes:
1.

Prospective rates for 2014/2015 are lower than originally forecast in the long-term plan. This is due to a range of specific savings
initiatives and lower inflation projections, resulting in a lower rates requirement. For the purposes of this statement, rates includes rates
penalties income and are shown net of rates charged on property owned by the council. Refer to the sources of income note for further
detail.

2.

The increase in subsidies and grants is due to capital grants received for projects to be delivered in 2014/2015 that were deferred from
prior years.

3.

The variance in other revenue is due to the reclassification of inter-entity parking revenue, included in other revenue in the long-term
plan but reclassified as reduced grants paid in the annual plan (see note 5 below).

4.

The variance in personnel costs from the long-term plan is due mainly to a reallocation from consultant and external contract budgets
included within 'Other operating expenditure' in the long-term plan, to personnel costs, as the council moves to improve utilisation of its
internal staff resource (see note 6 below).

5.

The decrease in grants, contributions and sponsorship expenditure is due mainly to a reduction in the funding by the council parent to
fund CCOs' operating expenditure and a reclassification of inter-entity parking revenue (see note 3 above).

6.

The decrease in other operating expenditure is due to the combination of a range of specific savings initiatives, lower average rate of
inflation than forecast in the long-term plan and the transfer of budgets to personnel costs (see note 4 above).

7.

The increase in both interest expense and interest income for 2013/2014 is mainly due to a combination of forecasting for a higher
cash holding for liquidity purposes and an increase in the proportion of debt requirements for Watercare Services Limited being
sourced through the council parent.

8.

The decrease in net gain on revaluation of property, plant and equipment is due to a change in the forecast timing of revaluation of
council assets and a decrease in the rate of inflation applied.

135

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

Prospective statement of changes in equity


Auckland Council parent
$000

Equity at 1 July

Budget 2014

Variance Notes
2015

26,466,365

27,630,386

26,612,893

(1,017,493)

146,528

392,637

284,885

(107,752)

26,612,893

28,023,023

26,897,778

(1,125,245)

146,528

392,637

284,885

(107,752)

Total comprehensive income


Movements in non-controlling interest
Equity at 30 June

Long-term Draft Annual


Plan 2015
Plan 2015

Total comprehensive income is attributable to:


Auckland Council
Non-controlling interest

146,528

392,637

284,885

(107,752)

Notes:
1.

The reduction in opening equity for 2014/2015 reflects a lower closing equity position in the 2012/2013 annual accounts than was
anticipated when the long-term plan was prepared. This was due mainly to the reduced impact of asset revaluations, lower service and
other income and higher expenses to operate and maintain council assets as detailed in the 2012/2013 annual report.

2.

The variance between the 2014/2015 annual plan and long-term plan total comprehensive income is mainly due an increase in
revaluation of some fixed assets due to timing differences.

Auckland Council Draft Annual Plan 2014/2015

136

Part III: Financial information


Prospective financial statements and notes

Prospective statement of financial position


Auckland Council parent
$000

Budget 2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Notes

As at 30 June
ASSETS
Current assets
Cash and cash equivalents

235,390

47,001

236,449

189,448

Receivables and prepayments

116,502

276,853

128,515

(148,338)

Other financial assets

415,808

275,000

415,808

140,808

8,524

8,524

8,524

Derivative financial instruments


Inventories
Non-current assets held for sale
Total current assets
Non-current assets
Receivables and prepayments
Other financial assets

4,231

2,000

4,231

2,231

38,581

39,931

39,931

819,036

640,785

833,458

192,673

67,281

31,400

74,219

42,819

1,707,956

1,126,264

2,263,719

1,137,455

Derivative financial instruments

91,979

21,000

91,979

70,979

10,182,295

11,881,377

10,640,911

(1,240,466)

Intangible assets

204,232

155,617

209,326

53,709

Biological assets

1,722

3,000

1,722

(1,278)

77,915

68,000

77,915

9,915

3,178

3,178

3,178

20,383,618

20,748,142

20,548,128

(200,014)

Total non-current assets

32,720,176

34,034,800

33,911,097

(123,703)

TOTAL ASSETS

33,539,212

34,675,585

34,744,555

68,970

Property, plant and equipment

Investment property
Investments in associates and joint ventures
Investments in subsidiaries
Deferred tax asset

LIABILITIES
Current liabilities
Employee entitlements

42,980

51,550

42,905

(8,645)

Payables and accruals

457,359

530,084

477,116

(52,968)

Borrowings

986,567

936,106

977,481

41,375

12,082

4,000

12,082

8,082

Derivative financial instruments


Tax payable
Provisions
Other current liabilities

4,000

(4,000)

72,934

66,859

63,435

(3,424)

1,571,922

1,592,599

1,573,024

(19,575)

Non-current liabilities
Employee entitlements

1,951

3,801

1,948

(1,853)

Payables and accruals

53,613

1,912

55,929

54,017

Total current liabilities

Borrowings

4,831,846

4,720,015

5,777,017

1,057,002

Derivative financial instruments

130,776

58,000

130,776

72,776

Provisions

336,211

276,235

308,083

31,848

0
0

0
0

0
0

0
0

5,354,397
6,926,319

5,059,963
6,652,562

6,273,753
7,846,777

1,213,790
1,194,215

Other non-current liabilities


Deferred tax liabilities
Total non-current liabilities
TOTAL LIABILITIES

137

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

$000

Budget 2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Notes

As at 30 June
NET ASSETS

26,612,893

28,023,023

26,897,778

(1,125,245)

Equity
Contributed equity

26,569,092

26,150,000

26,569,092

419,092

(559,037)

160,137

(528,160)

(688,297)

602,838

1,712,886

856,846

(856,040)

Total ratepayers equity


Non-controlling interest

26,612,893
0

28,023,023
0

26,897,778
0

(1,125,245)
0

TOTAL EQUITY

26,612,893

28,023,023

26,897,778

(1,125,245)

Accumulated funds
Reserves

Notes:
1.

The increase in cash and cash equivalents is due mainly to a planned increase in cash holdings for liquidity purposes.

2.

Current and term receivables and payables have been updated to reflect relative balances in the audited 2012/2013 annual accounts.

3.

The variance in other financial assets is due to opening values being updated to reflect the actual balances recorded in the 2012/2013
annual accounts and an increase in the proportion of Watercare Services Limited debt sourced through the council parent entity, partly
offset by the reduction in the internal loan from the council parent entity to Regional Facilities Auckland to provide for the conversion of
debt to equity within the CCO.

4.

This variance is due to the increased value of interest rate swap assets recorded in the 2012/2013 annual accounts.

5.

The variance in property plant and equipment is due to lower closing balances in the 2012/2013 annual accounts and the 2013/2014
budget than forecast when preparing the long-term plan. This mainly results from a decrease in the impact of asset revaluation.

6.

The variance in investment in subsidiaries is due to the decreased investment in CCOs by the council parent and the conversion of
loans to Regional Facilities Auckland to equity recorded in the 2012/2013 annual accounts, carried through to the 2014/2015 year.

7.

The borrowings opening balance was higher than forecast in the long-term plan due to a range of factors, including increased cash
holdings, an increase in the proportion of Watercare Services Limited borrowings sourced through the council parent entity and lower
development contribution revenue. Further increases in the 2014/205 year are due to additional borrowings by Watercare Services
Limited sourced through the council parent entity and additional capital spending by council on parks acquisitions and solid waste
infrastructure.

8.

The variance in derivative financial instruments is due to the increased value of interest rate swap liabilities recorded in the 2012/2013
annual accounts.

9.

The variance in provisions is due to the increased provisions recorded in the 2012/2013 annual accounts.

Auckland Council Draft Annual Plan 2014/2015

138

Part III: Financial information


Prospective financial statements and notes

Prospective statement of cash flow


Auckland Council parent
$000

Budget Long-term Draft Annual


2014 Plan 2015
Plan 2015

Variance

Notes

Financial year ending 30 June


Cash flows from operating activities
Receipts from rates revenue
Receipts from customers and other services
Interest received
Dividends received
Payments to suppliers and employees
Interest paid

1,437,984

1,530,747

1,483,145

(47,602)

452,156

574,461

587,759

13,298

82,017

61,343

97,593

36,250

(1,580,697) (1,674,354)

(1,630,755)

43,599

2
3

(295,167)

(327,227)

(349,232)

(22,005)

Income tax refund/(paid)

Goods and services tax paid (net)

Other

96,293

164,970

188,510

23,540

22,516

24,523

19,417

(5,106)

140,940

(140,940)

42,684

38,581

38,581

Net cash from operating activities

Cash flows from investing activities


Proceeds from medium term investments
Repayments of loans from subsidiaries
Proceeds from sale of property, plant and equipment
Proceeds from loan repayments
Proceeds from community loan repayments

1,148

2,017

1,748

(269)

Purchase of property, plant and equipment

(346,814)

(435,135)

(452,054)

(16,919)

Investment in subsidiaries

(150,021)

(327,506)

(164,510)

162,996

Loans to subsidiaries

(825,506)

(158,664)

(549,912)

(391,248)

(7,068)

(6,363)

(9,213)

(2,850)

Purchase of other investments

(5,020)

(1,598)

(1,598)

Community loans

(6,000)

(6,000)

(6,000)

(1,274,081)

(729,205)

(1,123,541)

(394,336)

Proceeds from borrowings

1,317,557

1,537,706

1,177,594

(360,112)

Repayment of borrowings

(201,612)

(994,402)

(241,509)

752,893

Purchase of intangible assets


Purchase of shares in subsidiary

Net cash from investing activities

5
4

Cash flows from financing activities

Payments of finance leases


Net cash from financing activities
Net increase/(decrease) in cash and cash equivalents
and bank overdraft
Cash and cash equivalents and bank overdraft at beginning
of the year
Cash and cash equivalents and bank overdrafts at end
of the year

1,115,945

543,304

936,090

392,786

(61,843)

(20,931)

1,059

21,990

297,233

67,932

235,390

167,458

235,390

47,001

236,449

189,448

Notes:
1.

The decrease in prospective cash flows from rates in 2013/2014 is mainly due to a range of specific savings initiatives and lower
inflation projections, resulting in a lower rates requirement than previously forecast. Receipts from rates revenue are shown net of rates
charged on property owned by the council parent entity and working capital movements.

2.

The decrease in payments to suppliers and employees is due to a range of specific savings initiatives and lower average rate of
inflation than forecast in the long-term plan.

139

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective financial statements and notes

3.

The increase in interest expense and interest income is due to a combination of a higher cash holdings, offset by higher borrowings,
and an increase in the proportion of Watercare Services Limited borrowings sourced through the council parent. The increase in
interest expense is partially offset by a lower average interest rate being budgeted on council borrowing compared to that forecast in
the long-term plan.

4.

The increase in loans to subsidiaries and reduction in repayment of loans from subsidiaries are mainly due to an increase in the
proportion of Watercare Services Limited borrowings sourced through the council parent entity where as a repayment was budgeted for
in the long-term plan.

5.

The increase in purchase of property plant and equipment reflects additional capital expenditure planned for parks acquisitions and
solid waste infrastructure.

6.

For the purposes of this statement it is assumed that current borrowings in one year are repaid the following year and refinanced. The
movements in proceeds from and repayments of borrowing for 2013/2014, are indicative of the lower proportion of short-term (current)
borrowing reflected in the 2012/2013 annual accounts. This impact has been carried through to subsequent years.

7.

The variance from the long-term plan in 2014/2015 cash and cash equivalents is due to a planned increase in the level of cash being
held for liquidity purposes.

Auckland Council Draft Annual Plan 2014/2015

140

Part III: Financial information


Prospective funding impact statements for 2014/2015

Prospective funding impact statements


for 2014/2015
This section includes:

Auckland Council group consolidated funding impact statement

Rating mechanism

Funding impact statements for each group of activities.

The council has prepared these prospective funding impact statements to meet the requirements of Clause 5 of
the Local Government (Financial Reporting) Regulations 2011 (LG (FR) R 2011). They cover the year from 1
July 2013 to 30 June 2014 and outline the council's sources of funding and our plan to apply them. The
statements proposed are for the whole council (group) and one for each group of activity.
The Prospective Group of Activities Funding Impact Statements have been prepared on a full group basis. They
include the activities and services provided by the Auckland Council, being the Parent entity, and, where
appropriate, the activities and services provided by those entities that comprise the Auckland Council group
(including all subsidiaries, associates and joint venture arrangements). A full outline of the Auckland Council
group and the basis for consolidation is set out in the prospective financial statements.

141

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Auckland Council group consolidated


$000

Budget 2014

Long-term
Plan 2015

Draft Annual
Plan 2015

Variance

Notes

1,296,243

1,417,085

1,341,328

(75,757)

98,179

110,157

108,285

(1,872)

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties
Targeted rates
Subsidies and grants for operating purposes
Fees, charges and targeted rates for water supply
Interest and dividends from investments

237,339

226,322

222,972

(3,350)

1,034,333

1,141,591

1,094,525

(47,066)

45,722

38,816

49,811

10,995

161,240

185,207

174,933

(10,274)

Total operating funding

2,873,056

3,119,178

2,991,854

(127,324)

Applications of operating funding:


Payment to staff and suppliers

2,083,147

2,175,811

2,125,112

(50,699)

352,264

437,170

410,063

(27,107)

Local authorities fuel tax, fines, infringement fees


and other receipts

Finance costs
Other operating funding applications

16,383

29,764

16,436

(13,328)

2,451,794

2,642,745

2,551,611

(91,134)

Surplus (deficit) of operating funding

421,262

476,433

440,243

(36,190)

Sources of capital funding:


Subsidies and grants for capital expenditure

190,756

264,600

287,478

22,878

80,000

157,956

157,956

858,665

806,472

921,480

115,008

57,683

38,581

38,581

Total applications of operating funding

Development and financial contributions


Increase (decrease) in debt
Gross proceeds from sale of assets
Lump sum contributions
Total capital expenditure and other funding
outflows

5
6

1,187,104

1,267,609

1,405,495

137,886

409,992

342,718

384,816

42,098

Application of capital funding:


Capital expenditure:
- to meet additional demand
- to improve the level of service

674,787

842,719

842,152

(567)

- to replace existing assets

565,771

493,061

554,859

61,798

Increase (decrease) in reserves

91,054

57,946

52,519

(5,427)

Increase (decrease) in investments

(133,238)

7,598

11,392

3,794

Total applications of capital funding

1,608,366

1,744,042

1,845,738

101,696

Surplus (deficit) of capital funding

(421,262)

(476,433)

(440,243)

36,190

Funding balance
Notes:
1.

Prospective rates for 2014/2015 are lower than originally forecast in the long-term plan. This is due to a range of specific savings
initiatives and lower inflation projections, resulting in a lower rates requirement. For the purposes of this statement, rates includes rates
penalties income and are shown net of rates charged on property owned by the council group.

2.

The decrease in 2014/2015 fees and user charges revenue compared to the long-term plan forecast is mainly as a result of lower
activity revenue on water and wastewater activities.

3.

The decrease in payments to staff and suppliers is due to the combination of a range of specific savings initiatives and a lower average
rate of inflation than forecast in the long-term plan.

Auckland Council Draft Annual Plan 2014/2015

142

Part III: Financial information


Prospective funding impact statements for 2014/2015

4.

The decrease in finance cost for 2014/2015 is due to a lower average interest rate being budgeted on council borrowing compared to
that forecast in the long-term plan.

5.

The increase in capital subsidies and grants is due to capital grants received for projects to be delivered in 2014/2015 that were
deferred from prior years.

6.

The increase in debt is mainly due to increased cash holding and additional capital expenditure (see note 7 below).

7.

The increase in capital expenditure is mainly due to increased spending planned on parks acquisitions and solid waste infrastructure.

143

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Rating mechanism
The following table sets out the revenue and financing mechanisms that the council intends to use, including
information about the different rates the council will levy for 2014/2015. More details on how each rate is applied
and the councils definition of a separately used or inhabited part of a property are outlined in the Rating Policy
in Part V of this volume.
Rate

Differential

Factor

Total value/
number of
charges

Rate/charge
($ including
GST)

Rates yield
($ excluding
GST)

Uniform annual
general charge

Not applicable

Separately used and inhabited part

570,963

373.35

185,363,138

Value based
general rates

Urban business
Franklin urban business

Capital value

56,329,315,954

0.00783172

383,613,908

Capital value

668,123,685

0.00718713

4,175,566

Urban residential

Capital value

231,975,915,030

0.00322293

650,124,101

Rural business

Capital value

8,542,282,918

0.00705822

52,428,945

Franklin rural business

Capital value

465,678,535

0.00647809

2,623,228

Rural residential

Capital value

14,564,026,170

0.00290064

36,734,843

Farm and lifestyle

Capital value

28,845,123,262

0.00257834

64,671,920

Sea only access

Capital value

524,051,628

0.00080573

367,172

Uninhabited island

Capital value

78,8000

Total value based general rates

1,194,739,682

Waste management Waste management - full service Number of available services


targeted rate (Solid
for properties in the district of the
waste services)

161,255

241.57

33,873,400

1,954

79.29

134,732

Number of available services


Waste management - waste
service where opt out of recycling
applies for properties in the
district of the former Auckland
City Council

43

182.63

6,829

Number of available services


Waste management waste
service where opt out of refuse
and recycling services applies for
properties in the district of the
former Auckland City Council

21,969

20.35

388,761

Waste management - additional Number of available services


recycling collection for properties
in the district of the former
Auckland City Council

720

58.94

36,904

Waste management - recycling Separately used and inhabited


collection for properties in the
part
district of the former Franklin
District Council (Rate applies to
rating units in the Pukekohe,
Waiuku and Clarks Beach/Waiau
Pa collection areas)

12,278

70.44

752,045

Waste management - refuse


Separately used and inhabited
collection for properties in the
part
district of the former Franklin
District Council (the rate applies
to rating units in the Pukekohe,
Waiuku and Clarks Beach/Waiau
Pa collection areas)

19,656

58.02

991,689

Waste management for properties Separately used and inhabited part

105,587

220.84

20,275,983

former Auckland City Council

Waste management - waste


service where opt out of refuse
applies for properties in the
district of the former Auckland
City Council

Number of available services

in the district of the former Manukau

Auckland Council Draft Annual Plan 2014/2015

144

Part III: Financial information


Prospective funding impact statements for 2014/2015

Rate

Differential

Factor

Total value/
number of
charges

Rate/charge
($ including
GST)

Rates yield
($ excluding
GST)

Separately used and inhabited


part

92,232

64.09

5,139,838

Waste management for


Separately used and inhabited
properties in the district of the
part
former Papakura District Council

18,306

111.15

1,769,332

Waste management for


properties in the district of the
former Rodney District Council

Separately used and inhabited


part

44,718

86.96

3,381,646

Waste management for


properties in the district of the
former Waitkere City Council

Separately used and inhabited


part

73,753

23.39

1,499,762

11,061,913,852

0.00211921

City Council

Waste management for


properties in the district of the
former North Shore City Council

Total Waste Management targeted rates

68,250,922

City centre
upgrade targeted
rate

Urban businesses in the city


centre area

Capital value

Business
Improvement
District targeted
rates

Urban businesses in the


Avondale BID area

Per property

108

0.00

Capital value

83,003,356

0.00160023

115,500

Urban businesses in the


Birkenhead BID area

Per property

137

0.00

Capital value

147,187,957

0.00137511

176,000

Urban businesses in the


Blockhouse Bay BID area

Per property

31

0.00

Capital value

30,224,468

0.00181157

47,612

85

0.00

159,084,933

0.00087469

121,000

Urban businesses in the Browns Per property


Bay BID area
Capital value

20,384,813

Urban businesses in the


Devonport BID area

Per property

N/A

N/A

Capital value

N/A

N/A

120,000

Urban businesses in the


Dominion Road BID area

Per property

70

0.00

Capital value

112,639,110

0.00131959

129,250

Urban businesses in the Ellerslie Per property


BID area
Capital value

52

0.00

53,035,579

0.00292938

135,097

Urban businesses in the Glen


Eden BID area

Per property

47

0.00

Capital value

37,892,996

0.00150226

49,500

Urban businesses in the Glen


Innes BID area

Per property

108

0.00

Capital value

94,105,811

0.00223476

182,873

Urban businesses in the Greater Per property


East Tmaki BID area
Capital value

1,938

195.00

328,627

3,663,302,002

0.00006949

221,373

Urban businesses in the Heart of Per property


the City BID area
Capital value

4,117

0.00

7,210,321,434

0.00071196

4,463,910

Urban businesses in the Howick Per property


BID area
Capital value

105

0.00

124,581,020

0.00136071

147,408

Urban businesses in the Hunters Per property


Corner BID area
Capital value

152

0.00

128,506,384

0.00116185

129,830

Urban businesses in the


Karangahape Road BID area

Per property

371

0.00

Capital value

590,415,541

0.00073227

375,953

Urban businesses in the


Kingsland BID area

Per property

229

0.00

Capital value

320,181,630

0.00079018

220,000

50

0.00

128,248,137

0.00070686

78,829

Urban businesses in the Mahunga Per property


Drive BID area

Capital value

145

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Rate

Differential

Factor

Total value/
number of
charges

Urban businesses in the Mairangi Per property


Bay BID area
Capital value

22

Rate/charge
($ including
GST)
250.00

33,172,947

0.00143581

Urban businesses in the Mngere Per property


Bridge BID area
Capital value

20

0.00

11,875,021

0.00271962

28,083

Urban businesses in the Mngere Per property


East Village BID area
Capital value

0.00

8,355,013

0.00092385

6,712

Urban businesses in the Mngere Per property


Town BID area
Capital value

52

0.00

58,449,965

0.00587332

298,518

Urban businesses in the


Manukau Central BID area

Per property

389

0.00

Capital value

424,081,138

0.00058791

216,803

Urban businesses in the


Manurewa BID area

Per property

118

0.00

Capital value

122,164,049

0.00130472

138,600

Urban businesses in the Milford


BID area

Per property

82

0.00

Capital value

143,194,984

0.00106009

132,000

N/A

N/A

N/A

N/A

151,254

Urban businesses in the Mission Per property


Bay BID area
Capital value

Rates yield
($ excluding
GST)
4,783
41,417

Urban businesses in the Mt Eden Per property


Village BID area
Capital value

70

0.00

91,770,690

0.00111013

88,589

Urban businesses in the New


Lynn BID area

Per property

226

0.00

Capital value

215,587,640

0.00070413

132,000

Urban businesses in the


Newmarket BID area

Per property

1,039

0.00

Capital value

1,671,774,908

0.00110335

1,603,951

Urban businesses in the North


Harbour BID area

Per property

2,261

150.00

294,902

Capital value

2,405,608,871

0.00013405

280,398

Urban businesses in the


Northcote BID area

Per property

34

0.00

Capital value

34,945,504

0.00434391

132,000

Urban businesses in the Old


Papatoetoe BID area

Per property

65

0.00

Capital value

58,010,816

0.00141618

71,438

Urban businesses in the


Onehunga BID area

Per property

156

0.00

Capital value

232,260,907

0.00210106

424,343

Urban businesses in the rewa


BID area

Per property

171

0.00

Capital value

196,479,531

0.00110738

189,198

Urban businesses in the thuhu Per property


BID area
Capital value

209

0.00

197,278,221

0.00249116

427,350

Urban businesses in the tara


BID area

Per property

55

0.00

Capital value

46,169,957

0.00190528

76,493

Urban businesses in the


Panmure BID area

Per property

178

0.00

Capital value

181,838,586

0.00294101

465,034

Urban businesses in the


Papakura BID area

Per property

250

0.00

Capital value

245,044,166

0.00089572

190,860

Urban businesses in the Parnell


BID area

Per property

274

0.00

Capital value

419,123,874

0.00093430

340,513

Urban businesses in the


Ponsonby BID area

Per property

250

0.00

Capital value

483,876,395

0.00076552

322,102

Franklin urban businesses in the

Per property

545

0.00

Pukekohe BID area

Capital value

628,300,639

0.00078263

422,290

Urban businesses in the


Remuera BID area

Per property

55

0.00

Capital value

163,215,621

0.00187999

266,820

Urban businesses in the


Rosebank

Per property

472

0.00

Capital value

775,013,865

0.00055985

377,300

Urban businesses in the St


Heliers BID area

Per property

34

0.00

Capital value

96,304,164

0.00181905

152,332

Auckland Council Draft Annual Plan 2014/2015

146

Part III: Financial information


Prospective funding impact statements for 2014/2015

Rate

Differential

Factor

Total value/
number of
charges
N/A

Rate/charge
($ including
GST)
N/A

Rates yield
($ excluding
GST)
0

Urban businesses in the State


Highway 16 BID area

Per property
Capital value

N/A

N/A

180,000

Urban businesses in the


Takapuna BID area

Per property

395

0.00

Capital value

743,496,413

0.00056744

366,856

Urban businesses in the Te Atatu Per property


BID area
Capital value

47

0.00

41,053,930

0.00252667

90,200

Urban businesses in the Torbay


BID area

Per property

11

0.00

Capital value

12,900,026

0.00124048

13,915

Urban businesses in the Uptown Per property


BID area
Capital value

704

0.00

772,616,595

0.00024560

165,000

Franklin rural businesses in the


Waiuku BID area

Per property

173

0.00

Capital value

98,354,793

0.00141477

121,000

Urban businesses in the Wiri BID Per property


area
Capital value

333

0.00

448,208,149

0.00046851

181,500

Ratepayers in first year of


Extent of financial assistance
repayment through targeted rate service provided

4,344,394

0.17083531

645,370

Ratepayers in second year of


Extent of financial assistance
repayment through targeted rate service provided

9,449,527

0.18652616

1,532,682

Ratepayers in third year of


Extent of financial assistance
repayment through targeted rate service provided

2,877,189

0.20681689

517,436

Total BID targeted rates


Retro-fit targeted
rate

15,437,316

Kumeu Huapai
Not applicable
Riverhead targeted
rate

Extent of financial assistance


service provided

2,663,958

0.12686375

293,878

Pt. Wells
wastewater
targeted rate

Properties in service area

Extent of financial assistance


service provided

24

Not Applicable fixed amount


based on level
of assistance
provided

15,288

Jackson Crescent Properties in service area


wastewater
targeted rate

Extent of financial assistance


service provided

608.88

529

Riverhaven Drive
targeted rate

Properties in service area

Per rating unit

12

10,317.02

107,656

Glorit flood gate


targeted rate

Properties in service area

Per hectare protected

Not Applicable fixed amount


based on land
area protected

38,198

Extent of septic tank pump out


service provided (per tank)

4,595

181.50

725,229

Mngere Residential properties in the


Separately used and inhabited
thuhu swimming Mngere - thuhu Local Board part
pool targeted rate

18,123

13.78

217,150

tara - Papatoetoe Residential properties in the


swimming pool
tara - Papatoetoe Local Board
targeted rate

20,572

31.34

560,550

Waitkere rural
Properties in service area
sewerage targeted
rate

Separately used and inhabited


part

Total rates

1,488,829,837

Note to table:
1.

The business properties in Devonport and State Highway 16 (Kumeu/Huapai/Helensville/Riverhead) areas are considering becoming
BIDs. Businesses in Mission Bay have also been invited to join the BID programme in order to fund the Mission Bay streetscape
upgrade. They will need to undertake ballots with the business ratepayers and owners and determine the budgets for these areas. The
Dominion Rd, Manukau Central, and thuhu BIDs are investigating possible extensions to their existing BID boundaries. Ballots will
also be necessary to extend these BID boundaries. If the ballots are successful then these BIDs may subsequently adjust their
budgets. In these cases the council will assess the appropriate targeted rates to fund the budgets.

147

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Part III: Financial information


Prospective funding impact statements for 2014/2015

The total rates yield of $1.489 billion in the previous table is the value of the prospective gross rates. The table
below outlines the reconciling adjustments for the net rates revenue shown in the Prospective Consolidated
Activities Statement and the Prospective Funding Impact Statement in this part III of this volume.

Total rates assessed (from Rating Mechanism table on the previous page)
Add on rates penalty revenue

22,359,000

Less for remissions

(14,027,817)

Less indicative new BID funding requirements not included in budget and other targeted rates adjustments
Less internal rates on council properties

(443,144)
(47,104,847)

Total rates revenue

Auckland Council Draft Annual Plan 2014/2015

Amount of rates
(excluding GST)
($)
1,488,829,837

1,449,613,029

148

Part III: Financial information


Prospective funding impact statements for 2014/2015

Governance and democracy


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

26,704

22,162

23,235

1,073

Targeted rates

Subsidies and grants for operating purposes

Fees, charges and rates for water supply

Internal charges and overheads recovered

1,240

27,944

22,162

23,235

1,073

21,776

17,081

18,084

1,003

(44)

(11)

(43)

(32)

6,185

5,062

5,170

108

27,917

22,132

23,211

0
1,079

27

30

24

(6)

Subsidies and grants for capital expenditure

Development and financial contributions

24

(30)

(24)

Local authorities fuel tax, fines, infringement fees and


other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

Sources of capital funding:

Increase (decrease) in debt


Gross proceeds from sale of assets
Lump sum contributions
Total capital expenditure and other funding
outflows

24

(30)

(24)

Application of capital funding:


Capital expenditure:
- to meet additional demand

51

- to replace existing assets

Increase (decrease) in reserves

- to improve the level of service

Increase (decrease) in investments


Total applications of capital funding
Surplus (deficit) of capital funding
Funding balance

51

(27)

(30)

(24)

Note:
1.

Application of operating funding - increase due to the cost of additional support resources provided to elected members.

149

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Part III: Financial information


Prospective funding impact statements for 2014/2015

Local governance
$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties
Targeted rates
Subsidies and grants for operating purposes

30,862

32,725

31,093

(1,632)

244

50

244

194

Fees, charges and rates for water supply

Internal charges and overheads recovered

Local authorities fuel tax, fines, infringement fees and


other receipts

38

(38)

31,106

32,813

31,337

(1,476)

23,785

25,441

24,316

(1,125)

622

525

904

379

6,545

6,647

5,926

(721)

30,952

32,613

31,146

(1,467)

154

200

191

(9)

Subsidies and grants for capital expenditure

Development and financial contributions

6,713

412

2,234

1,822

Total operating funding


Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

Sources of capital funding:

Increase (decrease) in debt


Gross proceeds from sale of assets
Lump sum contributions
Total capital expenditure and other funding
outflows

6,713

412

2,234

1,822

Application of capital funding:


Capital expenditure:
- to meet additional demand

- to improve the level of service

3,126

386

1,942

1,556

- to replace existing assets

3,741

226

483

257

Increase (decrease) in reserves


Increase (decrease) in investments

Total applications of capital funding

6,867

612

2,425

1,813

Surplus (deficit) of capital funding

(154)

(200)

(191)

Funding balance
Note:
1.

Application of capital funding - increase is mainly due to the inclusion of some small northern local improvement projects.

Auckland Council Draft Annual Plan 2014/2015

150

Part III: Financial information


Prospective funding impact statements for 2014/2015

Planning and strategy


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

49,570

Targeted rates

43,187

52,279

9,092

1,677

1,913

1,913

Fees, charges and rates for water supply

Internal charges and overheads recovered

201

209

203

(6)

51,448

45,309

54,395

9,086

36,142

30,312

39,489

9,177

Subsidies and grants for operating purposes

Local authorities fuel tax, fines, infringement fees and


other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications

918

788

1,114

326

13,957

13,090

13,119

29

51,017

44,190

53,722

9,532

431

1,119

673

(446)

Subsidies and grants for capital expenditure

Development and financial contributions

6,132

(1,119)

(673)

446

Total applications of operating funding


Surplus (deficit) of operating funding

Sources of capital funding:

Increase (decrease) in debt


Gross proceeds from sale of assets
Lump sum contributions

6,132

(1,119)

(673)

446

- to improve the level of service

4,594

- to replace existing assets

1,969

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

6,563

Surplus (deficit) of capital funding

(431)

(1,119)

(673)

446

Total capital expenditure and other funding outflows


Application of capital funding:
Capital expenditure:
- to meet additional demand

Funding balance
Note:
1.

Application of operating funding - increase is primarily due to additional funding for the Unitary Plan.

151

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Prospective funding impact statements for 2014/2015

Commercial
$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

(18,704)

(21,803)

(19,199)

2,604

Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply

46,241

41,760

46,150

4,390

Internal charges and overheads recovered

Local authorities fuel tax, fines, infringement fees and


other receipts

23,385

23,742

24,142

400

Total operating funding

50,922

43,699

51,093

7,394

Applications of operating funding:


Payment to staff and suppliers

38,644

35,805

39,976

4,171

Finance costs

(1,185)

(3,537)

(1,876)

1,661

Internal charges and overheads applied

10,437

10,721

10,045

(676)

47,896

42,989

48,145

5,156

3,026

710

2,948

2,238

6,030

13,633

23,305

9,672

Increase (decrease) in debt

(6,530)

(15,584)

(24,896)

(9,312)

Gross proceeds from sale of assets

16,006

11,023

11,023

Other operating funding applications


Total applications of operating funding
Surplus (deficit) of operating funding

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

Lump sum contributions

15,506

9,072

9,432

360

- to meet additional demand

5,584

1,609

2,698

1,089

- to improve the level of service

4,576

1,488

2,604

1,116

- to replace existing assets

8,372

6,685

7,078

393

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:

Increase (decrease) in reserves


Increase (decrease) in investments

Total applications of capital funding

18,532

9,782

12,380

2,598

Surplus (deficit) of capital funding

(3,026)

(710)

(2,948)

(2,238)

Funding balance

Notes:
1.

Operating funding sources - increase in revenue is primarily due to a rise in the number of properties under management and the
outcome of rental reviews.

2.

Application of operating funding - increase is primarily due to the increase in costs to manage additional commercial rental properties,
which is offset by increased rental revenue.

3.

Application of capital funding - increase is primarily due to the deferral of capital projects from 2013/2014, in particular - Marine Precinct
Development Yard 37 (Hobsonville).

Auckland Council Draft Annual Plan 2014/2015

152

Part III: Financial information


Prospective funding impact statements for 2014/2015

Investment
Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

(59,048)

(44,648)

(67,381)

(22,733)

Targeted rates

Subsidies and grants for operating purposes

195,115

197,396

197,414

18

38,621

36,103

42,466

6,363

174,688

188,851

172,499

(16,352)

93,750

102,243

90,367

(11,876)

Finance costs

29,259

33,102

32,620

(482)

Internal charges and overheads applied

(1,624)

271

(1,461)

(1,732)

Fees, charges and rates for water supply


Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding

Applications of operating funding:


Payment to staff and suppliers

Other operating funding applications

16,383

29,766

16,436

(13,330)

137,768

165,382

137,962

(27,420)

36,920

23,469

34,537

11,068

Subsidies and grants for capital expenditure

Development and financial contributions

(12,632)

(3,587)

(14,636)

(11,049)

Total applications of operating funding


Surplus (deficit) of operating funding

Sources of capital funding:

Increase (decrease) in debt


Gross proceeds from sale of assets
Lump sum contributions

(12,632)

(3,587)

(14,636)

(11,049)

- to meet additional demand

4,317

8,677

8,685

- to improve the level of service

1,800

1,846

1,848

18,171

9,359

9,368

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:

- to replace existing assets


Increase (decrease) in reserves
Increase (decrease) in investments
Total applications of capital funding
Surplus (deficit) of capital funding
Funding balance

24,288

19,882

19,901

19

(36,920)

(23,469)

(34,537)

(11,068)

Notes:
1.

Operating funding sources - increase is primarily due to a change in dividend policy from AIAL from 90 per cent to 100 per cent and
also an increase in AIALs underlying profit.

2.

Application of operating funding - decrease is primarily due to benefits gained from efficiencies associated with managing Auckland
Councils investments and changes to the group debt funding application.

153

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Part III: Financial information


Prospective funding impact statements for 2014/2015

Regional economic strategy and initiatives


$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

18,844

21,195

19,454

(1,741)

Targeted rates

20,053

20,226

20,226

Subsidies and grants for operating purposes

Fees, charges and rates for water supply

Internal charges and overheads recovered

Local authorities fuel tax, fines, infringement fees and


other receipts

765

325

(440)

38,897

42,186

40,005

(2,181)

Payment to staff and suppliers

11,382

10,518

11,327

809

Finance costs

10,396

14,779

11,514

(3,265)

3,450

3,478

3,591

113

(1)

Total applications of operating funding

25,228

28,774

26,432

(2,342)

Surplus (deficit) of operating funding

13,669

13,412

13,573

161

3,281

(3,281)

305

629

629

21,213

24,524

20,627

(3,897)

Total operating funding


Applications of operating funding:

Internal charges and overheads applied


Other operating funding applications

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions
Increase (decrease) in debt
Gross proceeds from sale of assets
Lump sum contributions
Total capital expenditure and other funding
outflows

21,518

28,434

21,256

(7,178)

29,447

15,368

18,847

3,479

5,413

26,312

15,832

(10,480)

327

166

150

(16)

Application of capital funding:


Capital expenditure:
- to meet additional demand
- to improve the level of service
- to replace existing assets
Increase (decrease) in reserves
Increase (decrease) in investments

35,187

41,846

34,829

(7,017)

(13,669)

(13,412)

(13,573)

(161)

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance
Notes:
1.
2.
3.

Application of operating funding - decrease is primarily due to lower finance costs through the reallocation of opening debt between
activities and lower debt levels achieved from reduced capital expenditure.
Sources of capital funding - decrease is due to the expectation that the revenue from strategic property development will not come on
stream until 2016/2017.
Application of capital expenditure - decrease is due to the cancellation of the Tmaki Innovation Precinct project, the deferral of the
Strategic Property Development budget and changes in timing for the Northern Strategic Growth Area (NORSGA) and the Fort Street
Area Upgrade projects.

Auckland Council Draft Annual Plan 2014/2015

154

Part III: Financial information


Prospective funding impact statements for 2014/2015

Local economic development


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

18,653

20,595

17,051

(3,545)

Targeted rates

13,624

15,439

14,986

(453)

233

248

248

Fees, charges and rates for water supply

Internal charges and overheads recovered

Local authorities fuel tax, fines, infringement fees and


other receipts

32,510

36,282

32,285

(3,998)

25,188

27,394

24,240

(3,155)

Finance costs

1,598

2,879

2,483

(396)

Internal charges and overheads applied

4,662

4,368

4,308

(60)

Subsidies and grants for operating purposes

Total operating funding


Applications of operating funding:
Payment to staff and suppliers

Other operating funding applications


Total applications of operating funding
Surplus (deficit) of operating funding

31,448

34,641

31,031

(3,611)

1,062

1,641

1,254

(387)

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

110

234

234

15,320

12,795

16,615

3,820

Gross proceeds from sale of assets

Lump sum contributions

15,430

13,029

16,849

3,820

939

1,917

734

(1,183)

10,973

6,742

8,823

2,081

4,580

6,011

8,546

2,535

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

16,492

14,670

18,103

3,433

Surplus (deficit) of capital funding

(1,062)

(1,641)

(1,254)

387

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service
- to replace existing assets

Funding balance

Notes:
1.

Application of operating funding - decrease is primarily due to operational savings.

2.

Application of capital funding - increase is primarily due to deferral of the Devonport Board Walk and Marine Square project to
2014/2015 offset by the deferral of the balance of the Highbury Main Street project to 2015/2016.

155

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Part III: Financial information


Prospective funding impact statements for 2014/2015

Tourism, major events and industry development


$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

43,491

Targeted rates

49,176

46,394

(2,782)

Subsidies and grants for operating purposes

2,243

1,306

1,248

(58)

Fees, charges and rates for water supply

4,149

11,141

4,289

(6,852)

1,153

1,007

1,165

158

51,036

62,630

53,096

(9,534)

40,426

51,512

43,648

(7,864)

Internal charges and overheads recovered


Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding

Applications of operating funding:


Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

55

58

151

93

10,491

10,955

9,084

(1,871)

50,972

62,525

52,883

(9,642)

64

105

213

108

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

291

(105)

(213)

(108)

Gross proceeds from sale of assets

Lump sum contributions

291

(105)

(213)

(108)

- to improve the level of service

150

- to replace existing assets

205

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

355

Surplus (deficit) of capital funding

(64)

(105)

(213)

(108)

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand

Funding balance
Note:
1.

Sources and Application of operating funding - decrease is primarily due to the decision to close loss-making i-SITE centres and
implementation of organisational efficiencies.

Auckland Council Draft Annual Plan 2014/2015

156

Part III: Financial information


Prospective funding impact statements for 2014/2015

Waterfront development
Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

8,315

9,256

10,867

1,611

Targeted rates

Subsidies and grants for operating purposes

26,833

28,607

27,193

(1,414)

1,213

8,436

8,515

79

36,361

46,299

46,575

276

26,767

21,871

27,335

5,464

6,523

7,346

9,028

1,682

7,807

(7,807)

Fees, charges and rates for water supply


Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

33,290

37,024

36,363

(661)

3,071

9,275

10,212

937

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

3,410

7,038

7,038

45,332

1,611

25,312

23,701

Gross proceeds from sale of assets

Lump sum contributions

48,742

8,649

32,350

23,701

- to meet additional demand

30,351

12,486

28,053

15,567

- to improve the level of service

16,588

4,938

14,014

9,076

4,874

500

495

(5)

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

51,813

17,924

42,562

24,638

Surplus (deficit) of capital funding

(3,071)

(9,275)

(10,212)

(937)

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:

- to replace existing assets

Funding balance

Notes:
1.

Application of capital funding - increase is primarily due to the bring forward of funding from outer years for the Wynyard Quarter
Central Precinct project, the 2013-2014 deferral of the Tram Extensions, and the Westhaven Marina Development projects.

157

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Environment and heritage protection


$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties
Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply
Internal charges and overheads recovered

47,069

48,813

44,418

(4,395)

2,504

3,850

3,421

(429)

140

476

141

(335)

872

562

2,396

1,834

50,585

53,701

50,376

(3,325)

35,398

36,907

34,925

(1,982)

2,489

4,075

3,563

(512)

11,463

10,528

10,159

(369)

49,350

51,510

48,647

(2,863)

1,235

2,191

1,729

(462)

Subsidies and grants for capital expenditure

Development and financial contributions

20,606

10,895

17,083

6,188

Local authorities fuel tax, fines, infringement fees and


other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

Sources of capital funding:

Increase (decrease) in debt


Gross proceeds from sale of assets
Lump sum contributions
Total capital expenditure and other funding
outflows

20,606

10,895

17,083

6,188

Application of capital funding:


Capital expenditure:
- to meet additional demand
- to improve the level of service
- to replace existing assets
Increase (decrease) in reserves
Increase (decrease) in investments

14,454

6,089

11,773

5,684

1,387

997

1,039

42

6,000

6,000

6,000

Total applications of capital funding

21,841

13,086

18,812

5,726

Surplus (deficit) of capital funding

(1,235)

(2,191)

(1,729)

462

Funding balance

Notes:
1.

Application of operating funding - decrease is primarily due to lower staff and corporate overhead costs.

2.

Application of capital funding - increase is primarily due to the deferral of expenditure for the 2012/2013 Built Heritage Protection Fund
and additional remediation works for landfills.

Auckland Council Draft Annual Plan 2014/2015

158

Part III: Financial information


Prospective funding impact statements for 2014/2015

Local built and natural environment


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

3,362

2,199

3,183

984

Targeted rates

Subsidies and grants for operating purposes

Fees, charges and rates for water supply

Internal charges and overheads recovered

Local authorities fuel tax, fines, infringement fees and


other receipts

3,362

2,199

3,183

984

2,802

1,619

2,411

792

Finance costs

141

262

306

44

Internal charges and overheads applied

413

253

365

112

Total operating funding


Applications of operating funding:
Payment to staff and suppliers

Other operating funding applications


Total applications of operating funding
Surplus (deficit) of operating funding

3,356

2,134

3,082

948

65

101

36

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

4,074

1,462

1,042

(420)

Gross proceeds from sale of assets

Lump sum contributions

4,074

1,462

1,042

(420)

- to improve the level of service

2,250

1,089

1,107

18

- to replace existing assets

1,830

438

36

(402)

Increase (decrease) in reserves

Increase (decrease) in investments

4,080

1,527

1,143

(384)

(6)

(65)

(101)

(36)

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance

Notes:
1.

Application of operating funding - increase is primarily due to the reallocation of cost from regional to local activities.

2.

Application of capital funding - decrease is due to the deferral of the Restoration and Improving Christmas Beach project to a minor
works programme out to 2018-2019.

159

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Regulation
$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

76,017

75,768

77,537

1,769

Targeted rates

Subsidies and grants for operating purposes

118,521

120,732

126,318

5,586

4,420

2,954

3,949

995

198,958

199,454

207,804

8,350

129,594

124,854

134,778

9,924

8,565

13,330

12,555

(775)

56,355

53,947

52,800

(1,147)

Fees, charges and rates for water supply


Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding

194,514

192,131

200,133

8,002

4,444

7,323

7,671

348

Surplus (deficit) of operating funding

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

88,922

51,067

45,706

(5,361)

Gross proceeds from sale of assets

Lump sum contributions

88,922

51,067

45,706

(5,361)

1,808

446

446

504

444

412

(32)

91,054

57,946

52,519

(5,427)

Total applications of capital funding

93,366

58,390

53,377

(5,013)

Surplus (deficit) of capital funding

(4,444)

(7,323)

(7,671)

(348)

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service
- to replace existing assets
Increase (decrease) in reserves
Increase (decrease) in investments

Funding balance

Notes:
1.

Application of operating funding - increase is primarily due to additional set up costs for both the new liquor licensing legislation and the
Integrated Bylaw Review and Implementation Project.

2.

Application of capital funding - decrease is due to the lower cost for weathertightness claims.

Auckland Council Draft Annual Plan 2014/2015

160

Part III: Financial information


Prospective funding impact statements for 2014/2015

Waste and recycling services


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Note

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

14,052

10,414

15,678

5,264

Targeted rates

60,606

69,963

68,251

(1,712)

4,396

4,585

4,541

(44)

20,188

20,828

20,287

(541)

2,819

2,819

2,819

102,061

108,609

111,576

2,967

86,658

96,422

86,198

(10,224)

(438)

144

(35)

(179)

14,892

10,961

24,462

13,501

101,112

107,527

110,625

3,098

949

1,082

951

(131)

Subsidies and grants for operating purposes


Fees, charges and rates for water supply
Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding
Sources of capital funding:
Subsidies and grants for capital expenditure
Development and financial contributions

239

4,021

18,276

14,255

Gross proceeds from sale of assets

Lump sum contributions

239

4,021

18,276

14,255

- to improve the level of service

289

4,411

18,704

14,293

- to replace existing assets

899

692

523

(169)

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

1,188

5,103

19,227

14,124

Surplus (deficit) of capital funding

(949)

(1,082)

(951)

131

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand

Funding balance

Note:
1.

Application of capital funding - increase is primarily due to the Waste Minimisation Project.

161

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Stormwater management
$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Note

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

77,415

83,964

73,248

(10,716)

Targeted rates

Subsidies and grants for operating purposes

Fees, charges and rates for water supply

Internal charges and overheads recovered

Local authorities fuel tax, fines, infringement fees and


other receipts

77,415

83,964

73,248

(10,716)

27,475

37,336

25,353

(11,983)

Total operating funding


Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications

8,044

8,878

9,050

172

16,608

10,623

15,055

4,432

Total applications of operating funding

52,127

56,837

49,458

(7,379)

Surplus (deficit) of operating funding

25,288

27,127

23,790

(3,337)

Development and financial contributions

15,604

29,792

29,792

Increase (decrease) in debt

16,968

16,966

21,735

4,769

Gross proceeds from sale of assets

Lump sum contributions

32,572

46,758

51,527

4,769

- to meet additional demand

21,497

34,478

34,920

442

- to improve the level of service

22,421

29,437

27,939

(1,498)

- to replace existing assets

13,942

9,970

12,458

2,488

Increase (decrease) in reserves

Increase (decrease) in investments

57,860

73,885

75,317

1,432

(25,288)

(27,127)

(23,790)

3,337

Sources of capital funding:


Subsidies and grants for capital expenditure

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance
Note:
1.

Application of operating funding - decrease is primarily due to savings in operating costs offset by the reallocation of corporate
overhead costs.

Auckland Council Draft Annual Plan 2014/2015

162

Part III: Financial information


Prospective funding impact statements for 2014/2015

Flood protection and control


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties
Targeted rates

4,339

5,256

5,010

(246)

38

42

38

(4)

Subsidies and grants for operating purposes

Fees, charges and rates for water supply

Internal charges and overheads recovered

Local authorities fuel tax, fines, infringement fees and


other receipts

4,377

5,298

5,048

(250)

Payment to staff and suppliers

1,199

2,687

1,228

(1,459)

Finance costs

2,903

4,209

3,664

(545)

532

(1,279)

472

1,751

Total operating funding


Applications of operating funding:

Internal charges and overheads applied


Other operating funding applications

Total applications of operating funding

4,634

5,617

5,364

(253)

Surplus (deficit) of operating funding

(257)

(319)

(316)

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

1,597

3,050

3,050

14,129

14,130

13,268

(862)

Gross proceeds from sale of assets

Lump sum contributions

15,726

17,180

16,318

(862)

2,320

2,529

2,400

(129)

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service

13,149

14,332

13,602

(730)

- to replace existing assets

Increase (decrease) in reserves

Increase (decrease) in investments

15,469

16,861

16,002

(859)

257

319

316

(3)

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance

163

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Water supply
$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

(1,599)

(1,817)

(1,817)

Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply

161,048

193,375

176,087

(17,288)

Internal charges and overheads recovered

471

982

491

(491)

159,920

194,357

174,761

(19,596)

Payment to staff and suppliers

75,675

85,152

76,745

(8,407)

Finance costs

11,730

22,930

17,125

(5,805)

Internal charges and overheads applied

Other operating funding applications

Total applications of operating funding

87,405

108,082

93,870

(14,212)

Surplus (deficit) of operating funding

72,515

86,275

80,891

(5,384)

Subsidies and grants for capital expenditure

Development and financial contributions

119,466

91,819

94,970

3,151

Local authorities fuel tax, fines, infringement fees and


other receipts
Total operating funding

Applications of operating funding:

Sources of capital funding:

Increase (decrease) in debt


Gross proceeds from sale of assets
Lump sum contributions

119,466

91,819

94,970

3,151

- to meet additional demand

83,452

72,993

69,909

(3,084)

- to improve the level of service

64,731

61,887

59,619

(2,268)

- to replace existing assets

43,798

43,214

46,333

3,119

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:

Increase (decrease) in reserves


Increase (decrease) in investments

Total applications of capital funding

191,981

178,094

175,861

(2,233)

Surplus (deficit) of capital funding

(72,515)

(86,275)

(80,891)

5,384

Funding balance
Notes:
1.

Source of operating funding - decrease is primarily in user fees and charges driven by reduced infrastructure growth charges relating to
lower projections for new connections.

2.

Application of operating funding - decrease is primarily due to improved business efficiencies and lower finance costs as a result of
reduced borrowing requirements.

Auckland Council Draft Annual Plan 2014/2015

164

Part III: Financial information


Prospective funding impact statements for 2014/2015

Wastewater
Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties
Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply
Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding

(419)

(283)

(283)

304,984

332,562

315,453

(17,109)

1,365

1,977

1,269

(708)

305,930

334,539

316,439

(18,100)

118,260

129,384

122,698

(6,686)

74,674

87,860

78,350

(9,510)

Applications of operating funding:


Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications

Total applications of operating funding

192,934

217,244

201,048

(16,196)

Surplus (deficit) of operating funding

112,996

117,295

115,391

(1,904)

Subsidies and grants for capital expenditure

Development and financial contributions

13,840

46,020

54,090

8,070

Sources of capital funding:

Increase (decrease) in debt


Gross proceeds from sale of assets
Lump sum contributions

13,840

46,020

54,090

8,070

- to meet additional demand

40,369

62,571

56,483

(6,088)

- to improve the level of service

48,069

53,025

71,390

18,365

- to replace existing assets

38,398

47,719

41,608

(6,111)

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:

Increase (decrease) in reserves


Increase (decrease) in investments

126,836

163,315

169,481

6,166

(112,996)

(117,295)

(115,391)

1,904

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance

Notes:
1.

Sources of operating funding - decrease is primarily in user fees and charges driven by reduced infrastructure growth charges relating
to lower projections for new connections.

2.

Application of operating funding - decrease is primarily due to improved business efficiencies and lower finance costs as a result of
reduced borrowing requirements.
Application of capital funding - increase is due primarily due to a review in the timing in delivery of the capital programme.

3.

165

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Public transport and travel demand management


$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

231,318

238,209

216,304

(21,905)

185,555

174,815

172,314

(2,501)

54,875

76,364

70,694

(5,670)

Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply
Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding

4,039

1,674

2,964

1,290

475,787

491,062

462,276

(28,786)

395,221

380,970

372,323

(8,647)

75,124

102,462

94,970

(7,492)

Applications of operating funding:


Payment to staff and suppliers
Finance costs
Internal charges and overheads applied

Other operating funding applications

(1)

470,345

483,431

467,293

(16,138)

5,442

7,631

(5,017)

(12,648)

18,392

99,740

109,315

9,575

6,637

12,570

12,570

381,698

265,014

294,818

29,804

Total applications of operating funding


Surplus (deficit) of operating funding

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions
Increase (decrease) in debt
Gross proceeds from sale of assets
Lump sum contributions

406,727

377,324

416,703

39,379

17,869

19,399

32,803

13,404

382,580

352,846

369,673

16,827

11,720

12,710

9,210

(3,500)

Increase (decrease) in reserves

Increase (decrease) in investments

412,169

384,955

411,686

26,731

(5,442)

(7,631)

5,017

12,648

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service
- to replace existing assets

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance

Notes:
1.

Sources of operating funding - decrease is primarily due to the delay in the CRL project related property acquisitions which will result in
a shortfall in rental revenue.

2.

Application of operating funding - decrease primarily relates to savings and efficiency targets within Auckland Transport and lower
finance costs due to a decrease in forecast debt.
Application of capital funding - increase is primarily the result of timing changes in the City Rail Link project.

3.

Auckland Council Draft Annual Plan 2014/2015

166

Part III: Financial information


Prospective funding impact statements for 2014/2015

Roads and footpaths


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

239,490

Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply
Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding

288,910

263,235

(25,675)

117

164

117

(47)

35,489

35,565

35,565

2,449

8,366

8,957

591

11,472

12,355

12,176

(179)

289,017

345,360

320,050

(25,310)

135,013

173,877

154,626

(19,251)

59,535

78,693

69,741

(8,952)

Applications of operating funding:


Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

194,548

252,570

224,367

(28,203)

94,469

92,790

95,683

2,893

159,247

138,971

115,515

(23,456)

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

16,070

30,381

30,381

170,533

186,045

217,056

31,011

15,000

360,850

355,397

362,952

7,555

38,741

36,795

34,024

(2,771)

- to improve the level of service

228,377

221,705

217,002

(4,703)

- to replace existing assets

188,201

189,687

207,609

17,922

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

455,319

448,187

458,635

10,448

Surplus (deficit) of capital funding

(94,469)

(92,790)

(95,683)

(2,893)

Increase (decrease) in debt


Gross proceeds from sale of assets
Lump sum contributions
Total capital expenditure and other funding
outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand

Funding balance

Notes:
1.

Application of operating funding - decrease is due to the removal of berm mowing services, and savings and efficiency targets within
Auckland Transport.

2.

Application of capital funding - increase is primarily driven by changes in the timing and cost of roading projects.

167

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Parking and enforcement


$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

(30,804)

(26,456)

(29,961)

(3,505)

Targeted rates

Subsidies and grants for operating purposes

287

Fees, charges and rates for water supply

922

262

262

Local authorities fuel tax, fines, infringement fees and


other receipts

77,327

92,008

90,886

(1,122)

Total operating funding

47,732

65,552

61,187

(4,365)

41,829

57,949

55,182

(2,767)

429

1,654

666

(988)

Internal charges and overheads recovered

Applications of operating funding:


Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

42,258

59,603

55,848

(3,755)

5,474

5,949

5,339

(610)

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

4,807

(2,750)

1,715

4,465

Gross proceeds from sale of assets

Lump sum contributions

4,807

(2,750)

1,715

4,465

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service

4,056

787

4,185

3,398

- to replace existing assets

6,225

2,412

2,869

457

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

10,281

3,199

7,054

3,855

Surplus (deficit) of capital funding

(5,474)

(5,949)

(5,339)

610

Funding balance
Notes:
1.

Application of operating funding - decrease primarily relate to savings and efficiency targets within Auckland Transport.

2.

Application of capital funding - increase is primarily due to an increase in renewals expenditure on-street parking machines.

Auckland Council Draft Annual Plan 2014/2015

168

Part III: Financial information


Prospective funding impact statements for 2014/2015

Cemeteries and crematoria


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

(1,723)

Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply
Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding

(1,814)

(1,129)

685

34

35

34

(1)

7,918

8,400

8,151

(249)

138

138

(632)

(770)

6,367

6,759

6,424

(335)

4,453

4,650

4,483

(167)

Applications of operating funding:


Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

529

746

717

(29)

1,238

1,260

1,106

(154)

6,220

6,656

6,306

(350)

147

103

118

15

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

4,241

2,155

1,996

(159)

Gross proceeds from sale of assets

Lump sum contributions

4,241

2,155

1,996

(159)

- to improve the level of service

2,126

1,130

953

(177)

- to replace existing assets

2,262

1,128

1,161

33

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

4,388

2,258

2,114

(144)

Surplus (deficit) of capital funding

(147)

(103)

(118)

(15)

(0)

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand

Funding balance

169

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Emergency management
$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

6,659

Targeted rates

6,915

6,713

(202)

157

187

187

Fees, charges and rates for water supply

Internal charges and overheads recovered

Local authorities fuel tax, fines, infringement fees and


other receipts

6,816

7,102

6,900

(202)

4,636

4,849

4,759

(90)

Subsidies and grants for operating purposes

Total operating funding


Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

120

159

179

20

1,769

1,720

1,604

(116)

6,525

6,728

6,542

(186)

291

374

358

(16)

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

1,255

678

733

55

Gross proceeds from sale of assets

Lump sum contributions

1,255

678

733

55

- to improve the level of service

579

280

274

(6)

- to replace existing assets

967

772

817

45

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

1,546

1,052

1,091

39

Surplus (deficit) of capital funding

(291)

(374)

(358)

16

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand

Funding balance

Auckland Council Draft Annual Plan 2014/2015

170

Part III: Financial information


Prospective funding impact statements for 2014/2015

Regional library services


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Note

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

41,121

34,564

42,093

7,529

Targeted rates

Subsidies and grants for operating purposes

3,290

3,567

2,957

(610)

361

317

29

(288)

44,772

38,448

45,079

6,631

23,507

21,808

21,679

(129)

925

1,517

1,356

(161)

10,695

6,690

9,767

3,077

Fees, charges and rates for water supply


Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

35,127

30,015

32,802

2,787

9,645

8,433

12,277

3,844

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

85

175

175

9,377

9,372

5,009

(4,363)

Gross proceeds from sale of assets

Lump sum contributions

9,462

9,547

5,184

(4,363)

187

300

294

(6)

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service

427

373

365

(8)

18,493

17,307

16,802

(505)

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

19,107

17,980

17,461

(519)

Surplus (deficit) of capital funding

(9,645)

(8,433)

(12,277)

(3,844)

- to replace existing assets

Funding balance
Note:
1.

Application of operating funding - increase is primarily due to a reallocation of efficiency targets and corporate overhead costs.

171

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Local libraries
$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Note

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

55,005

Targeted rates

55,579

54,664

(915)

Subsidies and grants for operating purposes

109

106

110

Fees, charges and rates for water supply

718

693

750

57

217

201

(18)

(219)

56,049

56,579

55,506

(1,073)

39,541

39,710

39,645

(65)

Internal charges and overheads recovered


Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications

2,509

4,430

4,117

(313)

15,204

13,307

13,451

144

Total applications of operating funding

57,254

57,447

57,213

(234)

Surplus (deficit) of operating funding

(1,205)

(868)

(1,707)

(839)

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

1,156

2,373

2,373

28,629

17,344

28,779

11,435

Gross proceeds from sale of assets

Lump sum contributions

29,785

19,717

31,152

11,435

10,800

6,539

17,331

10,792

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service

6,573

2,200

2,200

11,207

12,310

9,914

(2,396)

Increase (decrease) in reserves

Increase (decrease) in investments

28,580

18,849

29,445

10,596

1,205

868

1,707

839

- to replace existing assets

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance
Note:
1.

Application of capital funding - increase is due to the deferral of the Te Atatu Peninsula, Waiheke and Massey North Library projects
from 2013/2014.

Auckland Council Draft Annual Plan 2014/2015

172

Part III: Financial information


Prospective funding impact statements for 2014/2015

Regional community services


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

29,697

Targeted rates

40,666

28,981

(11,685)

Subsidies and grants for operating purposes

1,975

2,271

1,647

(624)

Fees, charges and rates for water supply

6,413

5,079

6,478

1,399

306

2,105

145

(1,960)

38,391

50,121

37,251

(12,870)

29,556

39,359

28,841

(10,518)

Internal charges and overheads recovered


Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

42

913

220

(693)

8,257

9,564

7,531

(2,033)

37,855

49,836

36,592

(13,244)

536

285

659

374

8,975

32,757

23,782

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

2,156

7,599

4,762

(2,837)

Gross proceeds from sale of assets

Lump sum contributions

2,156

16,574

37,519

20,945

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service

66

(66)

2,692

16,793

38,178

21,385

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

2,692

16,859

38,178

21,319

Surplus (deficit) of capital funding

(536)

(285)

(659)

(374)

- to replace existing assets

Funding balance

Notes:
1.

Application of operating funding - decrease is primarily due to the reallocation of efficiency targets, staff costs and corporate overhead
costs, as well as the reallocation of cost from regional activities to local activities.

2.

Source of capital funding - increase is primarily due to the Wiltshire Village Redevelopment project 2013/2014 deferral crystallising in
2014/2015.

173

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Local community services


$000

Budget
2014

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

27,207

15,958

28,784

12,826

Targeted rates

Subsidies and grants for operating purposes

233

(233)

2,275

2,494

2,396

(98)

505

33

172

139

29,987

18,718

31,352

12,634

23,126

14,782

24,275

9,493

Finance costs

1,220

1,988

2,212

224

Internal charges and overheads applied

5,921

2,466

5,529

3,063

Fees, charges and rates for water supply


Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers

Other operating funding applications


Total applications of operating funding
Surplus (deficit) of operating funding

30,267

19,236

32,016

12,780

(280)

(518)

(664)

(146)

660

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

673

1,411

1,411

21,343

8,988

11,700

2,712

Gross proceeds from sale of assets

Lump sum contributions

22,676

10,399

13,111

2,712

1,744

4,686

2,624

(2,062)

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service

8,218

1,493

1,866

373

12,434

3,702

7,957

4,255

Increase (decrease) in reserves

Increase (decrease) in investments

22,396

9,881

12,447

2,566

280

518

664

146

- to replace existing assets

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance

Notes:
1.

Application of operating funding - increase is primarily due to the reallocation of staff costs and corporate overhead costs, as well as
the reallocation of cost from regional activities to local activities.

2.

Application of capital funding - increase is due to the addition of the Warkworth Town Hall and the Pioneer Women's and Ellen Melville
Hall projects.

Auckland Council Draft Annual Plan 2014/2015

174

Part III: Financial information


Prospective funding impact statements for 2014/2015

Regional arts, culture and events services


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

13,227

Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply

15,738

13,823

(1,915)

1,025

920

1,025

105

121

163

122

(41)

Internal charges and overheads recovered

Local authorities fuel tax, fines, infringement fees and


other receipts

330

(330)

14,373

17,151

14,970

(2,181)

16,351

17,077

15,902

(1,175)

Total operating funding


Applications of operating funding:
Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications

347

904

737

(167)

2,288

2,454

2,278

(176)

Total applications of operating funding

18,986

20,435

18,917

(1,518)

Surplus (deficit) of operating funding

(4,613)

(3,284)

(3,947)

(663)

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

6,855

5,395

7,023

1,628

Gross proceeds from sale of assets

Lump sum contributions

6,855

5,395

7,023

1,628

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service

53

(53)

2,242

2,058

3,076

1,018

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

2,242

2,111

3,076

965

Surplus (deficit) of capital funding

4,613

3,284

3,947

663

- to replace existing assets

Funding balance

Notes:
1.

Application of operating funding - decrease is primarily due to the reallocation of staff and supplier costs from regional to local activities.

2.

Application of capital funding - increase is due to the addition of new Regional Public Art and Art Renewals projects.

175

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Prospective funding impact statements for 2014/2015

Local arts, culture and events services


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

19,095

14,213

18,814

4,600

158

159

159

77

77

77

1,088

1,200

1,101

(99)

151

119

158

39

20,569

15,768

20,309

4,540

14,913

12,244

15,110

2,865

Finance costs

1,053

1,856

1,790

(66)

Internal charges and overheads applied

4,239

2,053

3,709

1,656

Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply
Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers

Other operating funding applications


Total applications of operating funding
Surplus (deficit) of operating funding

20,205

16,153

20,609

4,455

364

(385)

(300)

85

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

18,584

5,241

4,094

(1,147)

Gross proceeds from sale of assets

Lump sum contributions

18,584

5,241

4,094

(1,147)

10,247

4,353

3,325

(1,028)

8,701

503

469

(34)

Increase (decrease) in reserves

Increase (decrease) in investments

18,948

4,856

3,794

(1,062)

(364)

385

300

(85)

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service
- to replace existing assets

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance

Notes:
1.

Application of operating funding - increase is primarily due to the re-allocation of staff and supplier costs from regional to local activities.

2.

Application of capital funding - decrease is primarily due to a delay in the final delivery of the Glen Innes Music and Arts Centre for
Youth project to 2015/2016.

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Part III: Financial information


Prospective funding impact statements for 2014/2015

Regional events facilities


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Note

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

26,286

23,699

25,137

1,438

Targeted rates

Subsidies and grants for operating purposes

30,052

35,057

30,766

(4,291)

554

836

1,143

307

56,892

59,592

57,046

(2,546)

36,664

39,859

36,915

(2,944)

Finance costs

7,002

5,759

7,364

1,605

Internal charges and overheads applied

5,854

8,705

5,457

(3,248)

Fees, charges and rates for water supply


Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers

Other operating funding applications


Total applications of operating funding
Surplus (deficit) of operating funding

49,520

54,323

49,736

(4,587)

7,372

5,269

7,310

2,041

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

4,629

6,819

11,597

4,778

Gross proceeds from sale of assets

Lump sum contributions

4,629

6,819

11,597

4,778

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service

538

1,990

1,990

11,463

12,088

16,917

4,829

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

12,001

12,088

18,907

6,819

Surplus (deficit) of capital funding

(7,372)

(5,269)

(7,310)

(2,041)

(0)

(0)

- to replace existing assets

Funding balance

Note:
1.

Application of capital funding - increase is primarily made up of the 2013/2014 deferral of both the Town Hall Acoustic Improvements
project and Aotea Centre renewals.

177

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Part III: Financial information


Prospective funding impact statements for 2014/2015

Regional parks services


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

27,053

24,255

30,340

6,085

Targeted rates

Subsidies and grants for operating purposes

2,459

4,730

2,555

(2,175)

207

247

88

(159)

29,719

29,232

32,983

3,751

23,042

19,609

24,334

4,725

Finance costs

9,887

10,530

13,300

2,770

Internal charges and overheads applied

7,134

6,176

6,518

342

Fees, charges and rates for water supply


Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers

Other operating funding applications

40,063

36,315

44,152

7,837

(10,344)

(7,083)

(11,169)

(4,086)

6,000

6,000

Total applications of operating funding


Surplus (deficit) of operating funding

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

24,697

50,586

50,586

Increase (decrease) in debt

55,308

(8,423)

71,604

80,027

Gross proceeds from sale of assets

Lump sum contributions

80,005

42,163

128,190

86,027

- to meet additional demand

51,564

22,143

25,260

3,117

- to improve the level of service

10,351

9,061

86,398

77,337

7,746

3,876

5,363

1,487

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

69,661

35,080

117,021

81,941

Surplus (deficit) of capital funding

10,344

7,083

11,169

4,086

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:

- to replace existing assets

Funding balance
Notes:
1.

Application of operating funding - increase is primarily driven by the reallocation of staff and occupancy costs and an increase in
finance costs due to increase in funding requirements.

2.

Application of capital funding - increase is due to the inclusion of an increase in budget to acquire additional land for parks.

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Part III: Financial information


Prospective funding impact statements for 2014/2015

Local parks services


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

157,458

Targeted rates

170,486

168,480

(2,007)

12

13

13

1,048

1,158

1,061

(97)

724

317

122

(195)

159,242

171,974

169,676

(2,299)

101,439

111,862

109,073

(2,790)

Finance costs

10,702

14,255

15,217

962

Internal charges and overheads applied

25,874

21,481

24,750

3,269

Subsidies and grants for operating purposes


Fees, charges and rates for water supply
Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding
Applications of operating funding:
Payment to staff and suppliers

Other operating funding applications


Total applications of operating funding
Surplus (deficit) of operating funding

138,015

147,598

149,040

1,441

21,227

24,376

20,636

(3,740)

6,427

586

586

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

7,535

15,368

15,369

103,401

32,559

44,301

11,742

Gross proceeds from sale of assets

Lump sum contributions

117,363

47,927

60,256

12,329

- to meet additional demand

57,706

23,091

35,063

11,972

- to improve the level of service

36,680

19,441

15,150

(4,291)

- to replace existing assets

44,204

29,771

30,679

908

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:

Increase (decrease) in reserves


Increase (decrease) in investments

Total applications of capital funding

138,590

72,303

80,892

8,589

Surplus (deficit) of capital funding

(21,227)

(24,376)

(20,636)

3,740

Funding balance

Notes:
1.

Application of operating funding - increase is primarily due to the reallocation of corporate overhead costs, partially offset by the
reallocation of staff, occupancy and utility cost from local activities to regional activities.

2.

Application of capital funding - increase is primarily due to 2013/2014 deferrals for Devonport's Victoria Wharf project, Onehunga Bay
Foreshore Upgrade, Waiuku Sports Park and stage one of the Metropark Sports Field as well as an acceleration in the delivery of
additional sports field capacity.

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Part III: Financial information


Prospective funding impact statements for 2014/2015

Regional recreation services


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

12,985

Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply
Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding

12,481

15,323

2,842

400

400

400

36

194

37

(157)

485

485

(485)

13,906

13,560

15,760

2,200

13,992

10,469

17,619

7,150

Applications of operating funding:


Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications

399

484

700

216

3,878

3,460

4,465

1,005

Total applications of operating funding

18,269

14,413

22,784

8,371

Surplus (deficit) of operating funding

(4,363)

(853)

(7,024)

(6,171)

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

4,363

3,408

7,024

3,616

Gross proceeds from sale of assets

Lump sum contributions

4,363

3,408

7,024

3,616

- to meet additional demand

- to improve the level of service

- to replace existing assets

2,555

(2,555)

Increase (decrease) in reserves

Increase (decrease) in investments

Total applications of capital funding

2,555

(2,555)

4,363

853

7,024

6,171

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:

Surplus (deficit) of capital funding


Funding balance
Notes:
1.

Application of operating funding - increase is primarily due to the reclassification of the Facility Partnership Funding Program from
capital to operating funding and the addition of a grant to support the establishment of the National Ocean Water Sports Centre.

2.

Application of capital funding - decrease is due to the reclassification of the Facility Partnership Funding Program to operating funding
as described above.

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180

Part III: Financial information


Prospective funding impact statements for 2014/2015

Local recreation services


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Note

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

21,819

Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply
Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding

25,408

27,586

2,178

770

778

778

2,701

2,442

2,681

239

27,825

32,021

29,119

(2,902)

1,135

50

(1,061)

(1,111)

54,250

59,921

59,103

(818)

38,760

41,662

42,774

1,112

Applications of operating funding:


Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

3,292

5,597

5,087

(510)

11,830

12,740

11,697

(1,043)

53,882

59,999

59,558

(441)

368

(78)

(455)

(377)

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

2,119

4,349

4,349

31,925

35,143

32,308

(2,835)

Gross proceeds from sale of assets

Lump sum contributions

34,044

39,492

36,657

(2,835)

- to meet additional demand

10,500

14,892

11,542

(3,350)

- to improve the level of service

13,824

18,551

19,116

565

- to replace existing assets

10,088

5,971

5,544

(427)

Increase (decrease) in reserves

Increase (decrease) in investments

34,412

39,414

36,202

(3,212)

(368)

78

455

377

(0)

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance

Note:
1.

Application of capital funding - decrease is mainly due to the deferral of the Whau Recreation Centre project to 2015/2016 offset by the
Mt Albert Aquatic Centre project 2013/2014 deferral.

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Part III: Financial information


Prospective funding impact statements for 2014/2015

Regional collections and amenities


Budget
2014

$000

Long-term Draft Annual


Plan 2015
Plan 2015

Variance

Note

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties

79,997

Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply
Internal charges and overheads recovered
Local authorities fuel tax, fines, infringement fees and
other receipts
Total operating funding

77,935

85,876

7,941

725

1,156

725

(431)

12,804

15,521

12,932

(2,589)

1,852

1,724

2,076

352

95,378

96,336

101,609

5,273

81,780

83,369

81,615

(1,754)

3,406

2,527

3,601

1,074

10,905

8,162

13,725

5,563

Applications of operating funding:


Payment to staff and suppliers
Finance costs
Internal charges and overheads applied
Other operating funding applications
Total applications of operating funding
Surplus (deficit) of operating funding

96,091

94,058

98,941

4,883

(713)

2,278

2,668

390

Sources of capital funding:


Subsidies and grants for capital expenditure
Development and financial contributions

5,142

1,687

1,723

36

Gross proceeds from sale of assets

Lump sum contributions

5,142

1,687

1,723

36

339

Increase (decrease) in debt

Total capital expenditure and other funding


outflows
Application of capital funding:
Capital expenditure:
- to meet additional demand
- to improve the level of service

526

523

512

(11)

3,564

3,442

3,879

437

Increase (decrease) in reserves

Increase (decrease) in investments

4,429

3,965

4,391

426

713

(2,278)

(2,668)

(390)

- to replace existing assets

Total applications of capital funding


Surplus (deficit) of capital funding
Funding balance
Note:
1.

Application of operating funding - increase is driven by a reallocation of corporate overhead.

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182

Part III: Financial information


Prospective funding impact statements for 2014/2015

Organisational support
$000

Budget
2014

Financial year ending 30 June


Sources of operating funding:
General rates, UAGCs, rates penalties
Targeted rates
Subsidies and grants for operating purposes
Fees, charges and rates for water supply

Long-term Draft Annual


Plan 2015
Plan 2015

Variance Notes

1,389

42,080

15,717

(25,084)

309

314

309

(5)

2,821

(293)

2,855

3,148

269,451

247,670

264,680

17,010

31,729

31,489

28,756

(2,733)

Total operating funding

305,699

321,260

312,317

(7,664)

Applications of operating funding:


Payment to staff and suppliers

264,393

265,168

273,096

9,207

19,493

5,079

7,616

2,537

Internal charges and overheads applied

Other operating funding applications

283,886

270,247

280,712

11,744

21,813

51,013

31,605

(19,408)

Sources of capital funding:


Subsidies and grants for capital expenditure

Development and financial contributions

(349,654)

(25,098)

(115,239)

(90,141)

26,677

27,558

27,558

Internal charges and overheads recovered


Local authorities fuel tax, fines, infringement fees and
other receipts

Finance costs

Total applications of operating funding


Surplus (deficit) of operating funding

Increase (decrease) in debt


Gross proceeds from sale of assets
Lump sum contributions
Total capital expenditure and other funding
outflows

(322,977)

2,460

(87,681)

(90,141)

Application of capital funding:


Capital expenditure:
- to meet additional demand

2,266

2,245

3,146

901

(244,757)

75

(130,500)

(130,575)

80,565

49,555

65,886

16,331

Increase (decrease) in investments

(139,238)

1,598

5,392

3,794

Total applications of capital funding

(301,164)

53,473

(56,076)

(109,549)

(21,813)

(51,013)

(31,605)

19,408

- to improve the level of service


- to replace existing assets
Increase (decrease) in reserves

Surplus (deficit) of capital funding


Funding balance

Notes:
1.

Application of operating funding - Increase is primarily due to the reallocation of efficiency targets which have been identified within
other activities.

2.

Application of capital funding - decrease is due to council providing for the expected carry forward of undelivered capital expenditure. It
is unlikely that the full capital expenditure programme will be completed due to changes in the timing of delivery, reprioritisation and
constraints in councils overall capacity to deliver.

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Part III: Financial information


Significant forecasting assumptions

Significant forecasting assumptions


Auckland Councils significant forecasting assumptions and the risks associated with those assumptions are set
out in Part IV of Volume Three of our Long-term Plan 2012-2022.
Where relevant, these assumptions have been reviewed and updated for this draft annual plan. The key
assumptions for 2014/2015 underlying the financial statements included in this plan are set out in the following
table.

Auckland Council's key forecasting assumptions for 2014/2015


Assumption

Inflation
Inflation rates for capital expenditure assumed for the draft annual plan are based on the inflation forecasts
prepared by Business and Economic Research Limited (BERL) and range from 2.2 per cent to 3.3 percent
depending on the type of capital expenditure (e.g. roading, water or property).
The council has used 2.3 per cent inflator for staff costs and 1.0 per cent inflation for all other operating
expenditure and revenue. However, for the purposes of this draft annual plan operating grants and subsidies
budgets are not subject to the inflators.
Interest rates
In preparing this plan it is assumed that the council will maintain its AA credit rating. The councils Treasury
department has then projected an average interest rate based on an assessment of market yields and
anticipated borrowing requirements. For the 2014/2015 year the forecast average interest rate on council
borrowing is 5.65 per cent, and on cash holdings is 3 per cent.
Growth assumptions
The growth figures are based on the growth projections published in the councils 2012-2022 Long-term Plan,
apart from the economic growth projection for Auckland region which is based on updated BERL projections.

Population growth population will increase by around 23,250 people (1.49 per cent) to 1,579,846 in
2014/2015

Economic growth 2.5 per cent annual change in the Auckland regions GDP adjusted for inflation

Development growth dwellings are projected to increase by around 7,480 (1.4 per cent) to 525,070 in
2014/2015

Growth in the rating base 1.28 per cent increase in capital values from property development.

Expected return on investments (i.e. dividends, return on shareholdings)


Dividends are forecast to be received from councils investments held by Auckland Council Investments Limited
(ACIL). Forecast ACIL dividends from its 22.35 per cent shareholding in Auckland International Airport Limited
(AIAL) are based on market analyst forecasts. Dividends from ACILs 100 per cent shareholding in Ports of
Auckland are based on a 75 per cent distribution of forecast after tax profit. AIAL has announced a proposal to
buy back 1 in 10 shares from its shareholders. If approved this would equate to a $102 million return to
Auckland. This would replace the $18 million interim dividend planned in 2013/2014.

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184

Part III: Financial information


Significant forecasting assumptions

Assumption

Timing of capital expenditure


This plan has been developed on the basis of the best available information of the likely timing of specific capital
projects and programmes. These timing estimates are reflected in the activity statements presented in the plan
and the consequential impact of this is reflected in operating expenditure figures for the projects relevant
activity.
In addition, Auckland Council has assumed that $168 million of capital expenditure will not be delivered within
2014/2015 due to constraints on its overall capacity for capex delivery; this expenditure has been re-phased
over future years.
As Auckland Council does not yet know the projects that will comprise these amounts, they are shown
separately from the activity-specific information in this plan. Savings in interest and depreciation costs
associated with these assumed timing changes are however incorporated into the overall funding information.
Weathertightness claims
The council has considered the financial impact of weathertightness claims, including those already lodged and
potential claims which may arise under the governments Weathertight Homes Financial Assistance Package.
On the basis of an actuarial assessment, a provision was established for future weathertightness claims. Based
on an updated assessment, the council is forecasting net claim payments of $53 million in 2014/2015.
The cost of funding these settlements should not fall unfairly on ratepayers in the year of settlement. Rather
than penalising current ratepayers with the full impact of these settlements, it is assumed they will be funded
from borrowings and the repayment of these borrowings spread over 30 years.

185

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Capital projects list for 2014/2015

Capital projects list for 2014/2015


Project description

Organisation

Location

Inflated 2014/2015
($000)

GOVERNANCE
Local governance
Community response fund

AC

tara-Papatoetoe

Other Projects < $250k

AC

Various

615

Small local improvement projects (North)

AC

Various

1,432

378

Total Local governance

2,425

Total Governance

2,425

COMMERCIAL AND INVESTMENT


Commercial
Commercial property renewals

AC

Regional

322

Commercial renewals

AC

Regional

1,623

Marine precinct development Yard 37 (Hobsonville)

AC

Regional

4,986

Other Projects < $250k

AC

Regional

126

Residential renewals

AC

Regional

1,707

Small plant replacement (City parks)

AC

Regional

333

Town centre development (Ormiston)

AC

Regional

316

Vehicle replacement (City parks)

AC

Regional

Total Commercial

2,966
12,380

Investment
Ports of Auckland LTD (growth)

ACIL

Regional

8,685

Ports of Auckland LTD (level of service)

ACIL

Regional

1,848

Ports of Auckland LTD (renewals)

ACIL

Regional

9,368

Total Investment

19,901

Total Commercial and investment

32,281

ECONOMIC DEVELOPMENT
Local economic development
Board walk extension and marine square upgrade
(Devonport)

AC

Devonport-Takapuna

Central area upgrade (Northcote)

AC

Kaiptiki

Mt Albert town centre renewal

AC

Albert-Eden

3,390

Other Projects < $250k

AC

Various

1,529

Renewal of village centres

AC

Albert-Eden

2,523

Street upgrade (Highbury Mainstreet)

AC

Kaiptiki

1,582

Town centre (Devonport-Barclay-Clarence)

AC

Devonport-Takapuna

Town centre revitalisation

AC

Other (Unallocated)

1,163

Town centre upgrade (Pukekohe)

AC

Franklin

1,266

Upgrade (Upper Onehunga Mall)

AC

Maungakiekie-Tmaki

480

Viewing deck and development (Highbury)

AC

Kaiptiki

934

Village Square development (Ponsonby)

AC

Waitemat

483

Total Local economic development

3,892
492

370

18,103

Regional economic strategy and initiatives


Area upgrade (Fort Street)

AC

Regional

3,244

Federal Street (Victoria Street - Fanshawe Street)

AC

Regional

4,793

FreyBerg Square Upgrade

AC

Regional

2,087

Main Street upgrades (Westgate Town Centre)

AC

Regional

524

Mngere Gateway Avenue Route

AC

Regional

586

Mngere Gateway Experience

AC

Regional

1,048

New canopy and redevelopment (Bledisloe Lane)

AC

Regional

2,070

Auckland Council Draft Annual Plan 2014/2015

186

Part III: Financial information


Capital projects list for 2014/2015

Project description

Organisation

Location

Other Projects < $250k

AC

Regional

Inflated 2014/2015
($000)
150

Playground and park upgrade (Myers Park)

AC

Regional

550

Public space upgrade (Beach Road)

AC

Regional

833

Public space upgrade (Emily Place)

AC

Regional

1,042

Quay Street Boulevard

AC

Regional

2,098

Regeneration project (New Lynn)

AC

Regional

260

Stage two upgrade (Lorne Street)

AC

Regional

1,472

Strategic property developments

AC

Regional

6,907

Street upgrade (Upper Queen Street)

AC

Regional

521

Town square PC15 (Massey North)

AC

Regional

786

Upgrade (Elliot-Darby Street)

AC

Regional

746

Upgrade (O'Connell Street)

AC

Regional

922

Victoria Street Green Link

AC

Regional

4,190

Total Regional economic strategy and initiatives

34,828

Waterfront development
Commercial property asset renewal

WDA

Regional

324

Marina development

WDA

Regional

16,435

Operations asset renewals (Westhaven Marina)

WDA

Regional

172

Private works (Wynyard quarter central area)

WDA

Regional

579

Public works (Teal Park)

WDA

Regional

658

Public works (Wynyard quarter Central precinct)

WDA

Regional

10,339

Public works (Wynyard quarter development sites)

WDA

Regional

2,499

Public works (Wynyard quarter Headland precinct)

WDA

Regional

2,908

Public works (Wynyard quarter Jellicoe precinct)

WDA

Regional

568

Tram extensions

WDA

Regional

7,369

Waitemat Plaza

WDA

Regional

713

Total Waterfront development

42,563

Total Economic development

95,494

BUILT AND NATURAL ENVIRONMENT


Environment and heritage protection
Built heritage protection fund

AC

Regional

8,728

Closed landfill asset management plan

AC

Regional

325

Closed landfill remediation - priority sites

AC

Regional

1,393

Landfill site improvements (Claris)

AC

Regional

366

Other Projects < $250k

AC

Regional

172

Reactive closed landfill remediation

AC

Regional

731

Reactive urban soils remediation

AC

Regional

553

Research and monitoring equipment replacement

AC

Regional

543

Total Environment and heritage protection

12,812

Local built and natural environment


Other Projects < $250k

AC

Various

481

Project Twin Streams

AC

Henderson-Massey

394

Project Twin Streams - further development

AC

Waitkere Ranges

268

Total Local built and natural environment

1,143

187

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Capital projects list for 2014/2015

Project description

Organisation

Location

Inflated 2014/2015
($000)

Regulation
Integrated Bylaw Review Programme

AC

Regional

446

Other Projects < $250k

AC

Regional

412

Total Regulation

858

Total Built and natural environment

14,813

SOLID WASTE
Waste and recycling services
Kerbside recycling bins - new

AC

Regional

Other Projects < $250k

AC

Regional

631

Waste minimisation project (WMP)

AC

Regional

14,000

Radio frequency enabled wheelie bin collection (RFID)

AC

Regional

508

4,088

Total Waste and recycling services

19,227

Total Solid waste

19,227

STORMWATER AND FLOOD PROTECTION


Flood protection and control
SWFA Flood alleviation - Other

AC

Regional

Total Flood protection and control

16,002
16,002

Stormwater management
Stormwater PC14 (Waiarohia ponds)

AC

Regional

4,371

Stormwater PC15 (Totara ponds)

AC

Regional

2,519

Stormwater pond (Crown Lynn precinct)

AC

Regional

3,657

SW Best practice guides

AC

Regional

1,302

SW Catchment plans - Other

AC

Regional

10,728

SW Forward design - Other

AC

Regional

7,291

SW Network consents and compliance

AC

Regional

989

SWAR Asset renewals - Other

AC

Regional

3,854

SWAR Pond desilting

AC

Regional

2,916

SWEI Environmental improvements - Other

AC

Regional

16,143

SWEI Flat bush water quality ponds

AC

Regional

5,013

SWG Network growth - Other

AC

Regional

16,534

Total Stormwater management

75,317

Total Stormwater and flood protection

91,319

WATER SUPPLY AND WASTEWATER


Wastewater
Central Interceptor

WSL

Regional

900

Collection System Expansion

WSL

Regional

38,000

Collection System Improvement

WSL

Regional

25,100

Collection System Replacement

WSL

Regional

24,800

Northern Interceptor

WSL

Regional

2,700

Other projects < $250k

WSL

Regional

281

Shared Services Plant and Equip Replacement

WSL

Regional

12,400

Shared Services Process Improvement

WSL

Regional

15,200

Wastewater Demolition

WSL

Regional

1,000

Wastewater Treatment Expansion

WSL

Regional

24,200

Wastewater Treatment Improvement

WSL

Regional

16,900

Wastewater Treatment Rehab/Replacement

WSL

Regional

6,700

Waterfront Interceptor

WSL

Regional

1,000

WWTP Regulatory Compliance

WSL

Regional

300

Total Wastewater

169,481

Water supply

Auckland Council Draft Annual Plan 2014/2015

188

Part III: Financial information


Capital projects list for 2014/2015

Project description

Organisation

Location

Dam Rehabilitation

WSL

Regional

Inflated 2014/2015
($000)
7,000

Hunua No. 4 Water Supply Scheme

WSL

Regional

58,600

Other projects < $250k

WSL

Regional

61

Raw Water Network Rehab/Replacement

WSL

Regional

3,400

Treated Water Network Expansion

WSL

Regional

43,000

Treated Water Network Improvement

WSL

Regional

8,700

Treated Water Network Rehab/Replacement

WSL

Regional

24,700

Water Shared ECS Improvement

WSL

Regional

500

Water Shared ECS Rehab/Replacement

WSL

Regional

500

Water Treatment Plant Expansion

WSL

Regional

1,100

Water Treatment Plant Improvement

WSL

Regional

23,200

Water Treatment Plant Regulatory Compliance

WSL

Regional

600

Water Treatment Plant Rehab/Replacement

WSL

Regional

4,500

Total Water supply

175,861

Total Water supply and wastewater

345,342

TRANSPORT
Parking and enforcement
ACC parking enforcement projects

AT

Regional

381

Capark building renewals (existing)

AT

Regional

1,851

On street parking machines

AT

Regional

2,299

On street parking machines (new areas)

AT

Regional

339

Other projects < $250k

AT

Regional

1,484

Parking ITS - P and E Wilson Parkings

AT

Regional

700

Total Parking and enforcement

7,054

Public transport and travel demand management


Botany town centre interchange environment

AT

Regional

Britomart asset renewals

AT

Regional

600

Bus lane priorities

AT

Regional

1,435

Bus shelter renewals

AT

Regional

900

Bus stop improvements

AT

Regional

5,879

Capex renewals (rolling stock)

AT

Regional

3,000

CBD Bus infrastructure requirement Albert St

AT

Regional

785

CBD Bus infrastructure requirement Fanshawe St

AT

Regional

1,500

CBD Bus infrastructure requirement Wellesley

AT

Regional

750

Chapel Rd / Ormiston Rd FTN crossing point

AT

Regional

500

City Rail Link (CRL)

AT

Regional

192,900

Devonport ferry terminal

AT

Regional

500

Electric multiple unit (EMU) procurement

AT

Regional

146,076

Ferry terminal renewals

AT

Regional

3,000

Glen Eden park n ride

AT

Regional

1,078

Half Moon Bay ferry terminal upgrade

AT

Regional

4,187

Homai station / bus connections

AT

Regional

1,500

Mngere town centre interchange - Iand

AT

Regional

1,750

Manukau city rail link

AT

Regional

5,166

Newmarket station

AT

Regional

1,050

On street information and retail capex

AT

Regional

1,600

thuhu bus interchange

AT

Regional

10,900

thuhu town centre stops

AT

Regional

1,200

Other projects < $250k

AT

Regional

640

Papatoetoe station / bus connections

AT

Regional

1,000

189

500

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Capital projects list for 2014/2015

Project description

Organisation

Location

Parnell train station

AT

Regional

Inflated 2014/2015
($000)
6,009

Princes St East burn turnaround facility

AT

Regional

800

Pukekohe station upgrade

AT

Regional

4,500

Rail crossing separation

AT

Regional

534

Rail station renewals

AT

Regional

1,570

Real time passenger information system

AT

Regional

2,827

SMART (formerly as SWAMMCP)

AT

Regional

2,050

Station amenity improvements

AT

Regional

1,000

Swanson station upgrade

AT

Regional

500

Takanini station bus turnaround facility

AT

Regional

800

Te Atatu motorway bus interchange

AT

Regional

500

Triangle road/Lincoln Road bus interchange

AT

Regional

1,500

Wharves minor capex

AT

Regional

700

Total Public transport and travel demand management

411,686

Roads and footpaths


09-12 W and C - Browns Road bridge

AT

Regional

1,250

09-12 W and C - Station Road Manurewa

AT

Regional

1,250

09-12 Walking and cycling - St. Georges St

AT

Regional

500

Albany Highway (Sunset to SH18)

AT

Regional

596

Albany Highway upgrade

AT

Regional

21,278

AMETI Package 1 - Panmure Phase 1

AT

Regional

317

AMETI Package 1 - Panmure Phase 2

AT

Regional

5,000

AMETI Package 1 - Panmure Phase 3

AT

Regional

3,167

AMETI Package 2 Sylvia Park bus lanes

AT

Regional

7,530

AMETI Package 4 Pakuranga Ti Rakau-Reeves Rd

AT

Regional

52,435

Beach Road cycle route

AT

Regional

1,900

Brigham Creek road corridor improvements

AT

Regional

1,050

CCTV - route optimisation, incident management,


intersection analytics

AT

Regional

1,450

CCTV New

AT

Regional

571

Central - Associated improvements (road)

AT

Regional

632

Central - Bridge structures renewals

AT

Regional

4,587

Central - Catchpit and lead renewals

AT

Regional

1,820

Central - Culvert renewals non-reticulated

AT

Regional

305

Central - External TSS contracts

AT

Regional

3,810

Central - Footpath renewals

AT

Regional

22,517

Central - Kerb and channel renewals

AT

Regional

6,306

Central - Pavement rehabilitation

AT

Regional

10,905

Central - Pavement resurfacing

AT

Regional

16,310

Central - Pre-seal repair

AT

Regional

3,109

Central - Road marking renewals

AT

Regional

941

Chapel Road realignment and new bridge

AT

Regional

375

Crash reduction implementation

AT

Regional

467

Dominion road corridor upgrade

AT

Regional

16,124

Flat bush School Road upgrade - stage 4

AT

Regional

2,485

Glen Innes to Tmaki drive scheme c/way

AT

Regional

800

Great south Road - Park estate to Slippery

AT

Regional

303

Hingaia Peninsula Road improvement

AT

Regional

1,100

Improvements complementing development

AT

Regional

1,000

Jenny's Road construction

AT

Regional

451

Auckland Council Draft Annual Plan 2014/2015

190

Part III: Financial information


Capital projects list for 2014/2015

Project description

Organisation

Location

JTOC - Traffic signals renewals

AT

Regional

Inflated 2014/2015
($000)
3,080

JTOC CCTV renewals

AT

Regional

484

Lincoln road corridor improvements

AT

Regional

4,568

Links to key destinations

AT

Regional

1,000

Linwood Road route improvements (Franklin)

AT

Regional

474

Local board initiatives

AT

Regional

10,805

Long Bay Glenvar Ridge Road

AT

Regional

520

Mngere safe routes scheme

AT

Regional

800

Mill road improvements

AT

Regional

1,900

MMEWS

AT

Regional

12,000

Mount Roskill safe routes scheme

AT

Regional

1,300

Murphys Road bridge improvements

AT

Regional

2,000

Network performance

AT

Regional

2,955

New footpaths (CT)

AT

Regional

1,500

Newmarket crossing

AT

Regional

5,207

NORSGA PC 15 Massey North T/C

AT

Regional

11,377

NORSGA PC14 Hobsonville Village

AT

Regional

3,787

North - Bridge structures cpt replacement

AT

Regional

2,146

North - Culvert renewals non-reticulated

AT

Regional

314

North - External TSS contracts

AT

Regional

3,197

North - Footpath renewals

AT

Regional

3,868

North - Kerb and channel renewals

AT

Regional

493

North - Pavement rehabilitation sealed

AT

Regional

15,769

North - Pavement resurfacing

AT

Regional

12,166

North - Preventive maintenance (slips)

AT

Regional

1,585

North - State Highway revocation renewal

AT

Regional

2,161

North - Unsealed Road metal (periodic)

AT

Regional

1,488

North - Urban fixtures renewals

AT

Regional

543

North area bus improvement programme - Onewa

AT

Regional

702

Ormiston road widening (Ti-rakau Dr and Chapel Road)

AT

Regional

1,561

Other projects < $250k

AT

Regional

4,555

Overhead electronic signs - arterial roads

AT

Regional

500

Penlink toll road

AT

Regional

2,620

Point England to Panmure

AT

Regional

280

Regional road reconstruction

AT

Regional

9,260

Regional safety programme

AT

Regional

1,478

Regional Transport Asset - Video Data

AT

Regional

948

Region wide RTN and corridor land purchase

AT

Regional

1,000

Safety and minor improvement

AT

Regional

13,388

Safety around schools

AT

Regional

8,003

Safety project opportunities

AT

Regional

450

Safety speed management

AT

Regional

550

Seal extensions and local transport improvements - North

AT

Regional

1,000

Seal extensions and local transport improvements

AT

Regional

400

South - Associated improvements

AT

Regional

876

South - Bridge structures cap replacement

AT

Regional

601

South - External TSS contracts

AT

Regional

2,263

South - Footpath renewals

AT

Regional

3,810

South - Kerb and channel renewals

AT

Regional

1,723

191

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Capital projects list for 2014/2015

Project description

Organisation

Location

South - Pavement rehabilitation

AT

Regional

Inflated 2014/2015
($000)
13,271

South - Pavement resurfacing

AT

Regional

16,158

South - Preventive maintenance (slips)

AT

Regional

664

South - Road marking renewals

AT

Regional

359

Special lanes - T3, bus and special vehicles

AT

Regional

2,500

Streetlight renewals - Central

AT

Regional

4,073

Streetlight renewals - North

AT

Regional

446

Streetlight renewals - Ohug - south

AT

Regional

258

Streetlight renewals - South

AT

Regional

2,245

Streetlight renewals - West

AT

Regional

1,093

Tmaki Dr and Ngapipi intersection safety improvements

AT

Regional

1,767

Tmaki Dr Takaparawha Pt. - Millennium Bridge

AT

Regional

563

Te Atatu road corridor improvements

AT

Regional

10,000

Tiverton - Wolverton stage 2

AT

Regional

8,000

Traffic operations corridor and intersection improvements

AT

Regional

985

Warkworth SH1 intersection improvements

AT

Regional

3,360

Waterview C/W connection

AT

Regional

600

WCC Great North Rd - Titirangi to McLeod

AT

Regional

525

West - Bridge structure cap replacement

AT

Regional

1,043

West - External TSS contracts

AT

Regional

4,497

West - Footpaths renewals

AT

Regional

2,439

West - Kerb and channel renewals

AT

Regional

1,248

West - Pavement rehabilitation sealed

AT

Regional

7,750

West - Pre-seal repairs

AT

Regional

2,445

West - Preventive maintenance (slips)

AT

Regional

990

West - Road furniture renewals

AT

Regional

667

West - Road resurfacing

AT

Regional

8,618

Whangapraoa Road four laning

AT

Regional

5,388

Whitford Maraetai Road - RT pocket

AT

Regional

315

Whitford Park Road - RT pocket

AT

Regional

270

Total Roads and footpaths

458,635

Total Transport

877,374

COMMUNITY
Cemeteries and crematoria
Cemeteries and crematoria renewals - regional

AC

Regional

971

Development of burial areas (Waikumete Cemetery)

AC

Regional

333

Other Projects < $250k

AC

Regional

289

Stormwater installation (Waikumete Cemetery)

AC

Regional

Total Cemeteries and crematoria

521
2,115

Emergency management
Other Projects < $250k

AC

Regional

293

Protective clothing and technical equipment

AC

Regional

499

Replace, refurbish regional fire appliances

AC

Regional

Total Emergency management

299
1,091

Local community services


Community facilities cluster

AC

Maungakiekie-Tmaki

537

Community facilities upgrades and renewals

AC

tara-Papatoetoe

537

Community facility (North)

AC

Upper Harbour

596

Community facility growth

AC

Papakura

270

Community facility renewals

AC

Various

Auckland Council Draft Annual Plan 2014/2015

192

2,129

Part III: Financial information


Capital projects list for 2014/2015

Project description

Organisation

Location

Multi-use community facility (Flatbush)

AC

Howick

Inflated 2014/2015
($000)
2,147

Other Projects < $250k

AC

Various

2,820

Redevelopment (Pioneer Womens and Ellen Melville Hall )

AC

Waitemat

1,652

Sports park pavilion extensions (Onetangi)

AC

Waiheke

376

Town Hall Upgrade (Warkworth)

AC

Rodney

1,383

Total Local community services

12,447

Local libraries
Library build (Massey North)

AC

Henderson-Massey

8,119

Library build (Te Atatu Peninsula)

AC

Henderson-Massey

4,563

Library build (Waiheke)

AC

Waiheke

Library development (Devonport)

AC

Devonport-Takapuna

4,516

Library development (Flatbush)

AC

Howick

2,577

Library development (Takanini)

AC

Papakura

2,428

Library furniture and fitting renewals

AC

Henderson-Massey

Library furniture and fittings (Flatbush)

AC

Howick

1,403

Library redevelopment (thuhu)

AC

Mngere-thuhu

2,839

Local library renewals

AC

Other (Unallocated)

Other Projects < $250k

AC

Various

Total Local libraries

440

257

704
1,598
29,444

Regional community services


Redevelopment (Wilsher Village)

AC

Regional

Social housing renewals

AC

Regional

Total Regional community services

36,808
1,370
38,178

Regional library services


Heritage material digitisation

AC

Regional

365

Libraries technology

AC

Regional

1,264

Library collection renewals (Central)

AC

Regional

13,107

Library collections (new builds)

AC

Regional

294

Library security radio frequency identification (RFID)

AC

Regional

412

Millennium Library Management System (LMS)

AC

Regional

1,096

Other Projects < $250k

AC

Regional

260

Regional library renewals

AC

Regional

664

Total Regional library services

17,461

Total Community

100,735

LIFESTYLE AND CULTURE


Local arts, culture and events services
Art centre redevelopment (Uxbridge)

AC

Howick

Glen Innes Music and Arts Centre for Youth

AC

Maungakiekie-Tmaki

524

Other Projects < $250k

AC

Various

801

Total Local arts, culture and events services

2,470

3,795

Local parks services


Artificial sportsfields (Upper Harbour)

AC

Upper Harbour

Bridge (Wairau Stream)

AC

Devonport-Takapuna

Carpark (Ashley Reserve)

AC

Hibiscus and Bays

411

Changing rooms (Blockhouse Bay Rec Reserve)

AC

Whau

304

Coastal walkway (Takapuna-Milford)

AC

Devonport-Takapuna

487

Coastal walkway (Waitemat)

AC

Waitemat

416

Coastline erosion control

AC

Howick

644

Courts and improvements (Brains Park)

AC

Whau

267

Croquet club (Cranwell Park)

AC

Henderson-Massey

270

193

607
2,150

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Capital projects list for 2014/2015

Project description

Organisation

Location

Cycle and walking track (Greenway)

AC

Kaiptiki

Development (Crown Lynn Park)

AC

Whau

Development (Premier Park)

AC

Various

2,094

Development (Royal Reserve)

AC

Henderson-Massey

1,218

Development of open space (Orkei Basin)

AC

Orkei

322

Development stage two playground (Royal Reserve)

AC

Henderson-Massey

397

Esplanade development

AC

Various

Foreshore upgrade (Onehunga Bay)

AC

Maungakiekie-Tmaki

3,352

Foundation infrastructure

AC

Various

1,695

Linkage improvements (Fearon Park - Harold Long


Reserve)

AC

Puketpapa

Local improvement projects (LIPS)

AC

Various

Local park car park renewals

AC

Henderson-Massey

Local park coastal structures renewals

AC

Various

2,240

Local park furniture and fixture renewals

AC

Various

2,524

Local park playspace renewals

AC

Various

1,382

Local park public convenience renewals

AC

Various

2,608

Natural outdoor sportsurface (Greville Reserve)

AC

Devonport-Takapuna

472

New sand field

AC

Rodney

389

Open space redevelopment (Stonefields)

AC

Orkei

832

Open spaces (Massey North)

AC

Henderson-Massey

2,786

Other Projects < $250k

AC

Various

22,202

Outdoor sport surfaces (Albany domain)

AC

Upper Harbour

Park improvements (general)

AC

Various

Park improvements (Harold Moody Park)

AC

Waitkere Ranges

Parks and reserves (Keith Hay Park)

AC

Puketpapa

Public convenience (Ashley Reserve)

AC

Hibiscus and Bays

370

Recreational boat ramps

AC

Waiheke

268

Reserve restoration Waterview Connection (SH16/20)

AC

Henderson-Massey

Reserve upgrades

AC

Papakura

Reserves one, two and three PC14 (Hobsonville corridor)

AC

Upper Harbour

Sand carpet installation

AC

Orkei

Showgrounds (Warkworth)

AC

Rodney

802

Sports park (Waiuku)

AC

Franklin

2,484

Sports park car park renewals

AC

Manurewa

331

Sports park utility renewals

AC

Howick

462

Sports parks

AC

Various

2,649

Sports playing surfaces and facility upgrades

AC

Kaiptiki

537

Sportsfield (Metropark)

AC

Hibiscus and Bays

320

Sportsfield development (Michaels Ave Reserve)

AC

Orkei

473

Sportsfield renewals

AC

Various

3,560

Stage one development (Sir Woolf Fisher Park)

AC

Maungakiekie-Tmaki

1,939

Upgrade (Mountfort Park)

AC

Manurewa

Victoria Wharf (Devonport)

AC

Devonport-Takapuna

Walkway (Manukau foreshore)

AC

Puketpapa

Total Local parks services

827

864

429
3,349
285

262
2,525
339
1,074

265
1,074
644
1,074

537
2,290
268
80,892

Local recreation services


Aquatic centre (Mt Albert)

AC

Aquatic facility equipment renewals

AC

Various

HBC leisure centre extension

AC

Hibiscus and Bays

Auckland Council Draft Annual Plan 2014/2015

Inflated 2014/2015
($000)
521

194

Albert-Eden

3,723
735
1,074

Part III: Financial information


Capital projects list for 2014/2015

Project description

Organisation

Location

Multi-sport facility (Ngati tara Park)

AC

tara-Papatoetoe

Netball complex, community and events centre (Manurewa)

AC

Manurewa

Other Projects < $250k

AC

Various

2,524

Outdoor pool upgrade (Moana-nui-a-kiwa leisure centre)

AC

Mngere-thuhu

1,074

Recreation centre (Whau)

AC

Whau

1,048

Recreation precinct (thuhu)

AC

Mngere-thuhu

5,369

Recreational facilities building renewals

AC

Other (Unallocated)

868

Recreational facilities equipment renewals

AC

Other (Unallocated)

301

Stadium Pool (Albany)

AC

Upper Harbour

7,525

Swimming pool development (thuhu)

AC

Mngere-thuhu

9,664

Total Local recreation services

Inflated 2014/2015
($000)
1,396
903

36,202

Regional arts, culture and events services


Other Projects < $250k

AC

Regional

516

Public art renewals

AC

Regional

459

Regional public artwork

AC

Regional

2,101

Total Regional arts, culture and events services

3,076

Regional collections and amenities


Art gallery collection development

RFA

Regional

307

Building renewals (Auckland Zoo)

RFA

Regional

187

Equipment and public furniture

RFA

Regional

205

Exhibits and enclosure renewals (Auckland Zoo)

RFA

Regional

1,768

Feature renewals (Auckland Zoo)

RFA

Regional

266

Framing

RFA

Regional

102

Renewals (Art Gallery)

RFA

Regional

1,242

Services renewals (Auckland Zoo)

RFA

Regional

313

Total Regional collections and amenities

4,391

Regional event facilities


Acoustic improvements (Town hall)

RFA

Regional

Minor capital equipment budget (RFA)

RFA

Regional

52

Renewals (Aotea Centre)

RFA

Regional

10,951

Renewals (Bruce Mason Centre)

RFA

Regional

386

Renewals (Mt Smart)

RFA

Regional

2,836

Renewals (The Civic)

RFA

Regional

2,104

Renewals (Town Hall)

RFA

Regional

215

Renewals (Viaduct Events Centre)

RFA

Regional

152

Renewals (Western Springs)

RFA

Regional

220

Total Regional event facilities

1,990

18,908

Regional parks services


Bastion point Whenua Rangatira

AC

Regional

Caf (Long Bay)

AC

Regional

303

Land acquisition (North Shore)

AC

Regional

5,655

Land acquisitions

AC

Regional

1,327

Land purchase and development (Franklin)

AC

Regional

362

Neighbourhood park land acquisition (Franklin)

AC

Regional

543

New regional parks developments

AC

Regional

1,389

Other Projects < $250k

AC

Regional

10

Regional park renewals

AC

Regional

4,015

Regional parks developments - land

AC

Regional

7,827

Replacement sportsfield land acquisition (Hobsonville Pt.)

AC

Regional

11,726

Reserve acquisition (Rodney)

AC

Regional

1,621

195

697

Auckland Council Draft Annual Plan 2014/2015

Part III: Financial information


Capital projects list for 2014/2015

Project description

Organisation

Location

Reserve open space strategy land acquisition

AC

Regional

Inflated 2014/2015
($000)
9,166

Runway replacement land acquisition (Hobsonville point)

AC

Regional

3,666

Sportsfield capacity

AC

Regional

3,566

Volcanic cones and landscape

AC

Regional

431

World War One memorials and heritage trail

AC

Regional

367

Parks acquisition (Central)

AC

Regional

64,350

Total Regional parks services

117,022

Total Lifestyle and culture

264,285

CORPORATE SUPPORT
Organisational support
Admin building renewals (Bledisloe House)

AC

Regional

Admin building renewals (Graham St)

AC

Regional

3,814

Administration renewals (135 Albert Street)

AC

Regional

19,517

Aquatic facility building renewals - regional

AC

Regional

1,047

Auckland Council Workplace Strategy

AC

Regional

711

Auckland plan enablement

AC

Regional

7,326

Business enablement

AC

Regional

6,803

Chillers upgrade (Aotea Square)

AC

Regional

804

Enterprise processes and systems

AC

Regional

2,706

IS operations stability and lifecycle

AC

Regional

22,355

Local Board office renewals

AC

Regional

712

NewCore

AC

Regional

18,279

Office fixtures, fittings and equipment

AC

Regional

1,053

Other Projects < $250k

AC

Regional

1,368

Service Centre renewals (Three Kings)

AC

Regional

1,713

Town hall Auckland Council renewals

AC

Regional

314

Town hall RFA renewals

AC

Regional

753

Vehicle replacement

AC

Regional

4,169

Business systems programme

AT

Regional

8,700

Fleet vehicle replacement

791

AT

Regional

2,250

ATEED

Regional

79

RFA information technology renewals

RFA

Regional

105

RFA IT transition set-up

RFA

Regional

948

Minor capital purchases

Total Organisational support

106,317

Total Corporate support

106,317

Inflated gross capex (before carry forwards)

1,949,613

Capital project deferrals

AC

Auckland Council capital expenditure funding


requirement

Auckland Council Draft Annual Plan 2014/2015

Regional

(167,786)
1,781,827

196

Part IV: Council-controlled organisations

Part IV: Council-controlled


organisations
Overview
A council-controlled organisation (CCO) is a company or organisation in which the council controls 50 per cent
or more of the votes or the right to appoint 50 per cent or more of the directors or trustees. Auckland Council
has seven substantive CCOs and nine non-substantive CCOs.
The primary role of Auckland Council is to develop policies, strategies, plans and regulations that drive the city
forward and help to achieve our goal of transforming Auckland into the worlds most liveable city. Councilcontrolled organisations (CCOs) are a way to manage council assets and services efficiently, using commercial
disciplines and specialist expertise, while allowing the council to focus on its core role.
Each CCO has its own specific objectives, but the Local Government Act 2002 identifies the principal objective
of all CCOs. In summary, this is to:

achieve the objectives of its shareholders

be a good employer

exhibit a sense of social and environmental responsibility

conduct its affairs in accordance with sound business practice.

Auckland Council was set up under the Local Government (Auckland Council) Act 2009. The Act makes it clear
that decision-making is shared between the governing body and local boards. CCOs therefore need to
recognise the unique nature of decision-making by council, including local boards, and carry out their business
accordingly.
CCOs are accountable to the council, which agrees the objectives and targets for each CCO and also monitors
their performance via the CCO Governance and Monitoring Committee. The council, in turn, is accountable to
ratepayers and residents for the performance of the CCOs.
Work is proceeding through the Statement of Intent process to improve the ways in which CCOs demonstrate
their contribution to Mori outcomes.
The council's accountability policy for CCOs is described in Volume Five of the Long-term Plan 2012-2022.
To find out more about each of the CCOs, refer to their Statements of Intent, which can found on the councils
website. Go to Home>About council> Representatives and bodies>Council-controlled organisations.

The substantive CCOs


A substantive CCO is either responsible for the delivery of significant service or activity on behalf of the council
or owns or manages assets with a value of more than $10 million. The council has seven substantive CCOs:

Auckland Transport (AT) - responsible for managing the regions transport system. It provides all of
Aucklands transport requirements (except state highways and Auckland motorways) ranging from roads
and footpaths to traffic signals, and managing bus and train services and street parking.

Auckland Council Property Limited (ACPL) - manages the non-service properties (properties that are
not immediately required for service delivery or infrastructure purposes), as well as commercial properties
(operated to generate revenue for the council) on behalf of Auckland Transport and the council. Also works
with stakeholders in the housing and development sectors to develop affordable housing projects, and
develop or initiate urban centre upgrades.

Auckland Council Investments Limited (ACIL) manages investments in Ports of Auckland Limited
(POAL), Auckland Film Studios Limited (AFSL), a large shareholding in Auckland International Airport
Limited (AIAL), and manages the Diversified Financial Assets Portfolio. ACILs role is to support the
councils vision of a robust, growing economy by bringing a strong commercial focus to the ownership and
management of the councils investments, securing a good economic return for the benefit of ratepayers.
197

Auckland Council Draft Annual Plan 2014/2015

Part IV: Council-controlled organisations

Auckland Waterfront Development Agency Limited (Waterfront Auckland) - works in partnership with
the private sector and other stakeholders, including other CCOs to achieve the vision and goals for
Aucklands central city waterfront as outlined in the Waterfront Plan. It owns and manages a large portion of
the Auckland waterfront, from Harbour Bridge Park to Teal Park (excluding Ports of Auckland). Its area of
influence also extends inland to Fanshawe and Customs Streets, Beach Road and The Strand.

Auckland Tourism, Events and Economic Development Limited (ATEED) - promotes economic
performance and growth in the region, including managing tourism and major events that are exciting,
successful and which attract visitors and revenue. In doing so, it helps towards the goal of transforming
Auckland into the worlds most liveable city.

Regional Facilities Auckland (RFA) - supports the councils vision for Auckland as a vibrant and dynamic
international destination city by managing arts, culture and heritage, leisure, sport and entertainment
venues. These venues include: Auckland Art Gallery Toi o Tmaki, Viaduct Events Centre, Auckland Zoo,
Mt Smart Stadium, Western Springs Stadium and The Edge (including The Aotea Centre, The Civic,
Auckland Town Hall and Aotea Square).

Watercare Services Limited (Watercare) - provides high quality drinking water supply and wastewater
treatment and disposal for the Auckland region.

Contribution to council strategies and activities


As this plan is prepared on a group basis, each of the substantive CCOs financial and performance information
is embedded with the council parent information in the activity and financial statements contained in this plan.
The groups of activities that each CCO contributes to is listed below. For more information specific to each CCO
refer to its Statement of Intent on the councils web site; Home > About council > Representatives and bodies >
Council-controlled organisations.
CCO

Group of activities

AT

Public transport and travel demand management


Roads and footpaths
Parking and enforcement

ACPL

Commercial (Commercial property)

ACIL

Investment

Waterfront Auckland

Waterfront development

ATEED

Tourism, major events and industry development

RFA

Regional events facilities


Regional collections and amenities

Watercare

Water supply
Wastewater treatment and disposal

Auckland Council Draft Annual Plan 2014/2015

198

Part IV: Council-controlled organisations

Substantive CCO financial information for 2014/2015


In 2014/2015 the seven substantive CCOs will deliver $1.3 billion of capital investment, representing 74 per cent
of the groups total investment. They will also spend $1.8 billion of operational expenditure, or 58 per cent of the
group total. Excluding the funding of interest on debt held by the council parent, the activities delivered by the
CCOs drive 32 per cent of the councils overall rates funding requirement.
The following tables summarise the gross operating and capital expenditure for each CCO for 2014/2015,
together with the forecast funding provided by the Auckland Council parent.
Summary of gross operating expenditure and funding from Auckland Council
$000
CCO

Auckland Transport
ACPL

Gross operating expenditure


Budget Long-term
2014 Plan 2015
855,255

Draft
Annual
Plan 2015
902,674
884,316

Operating funding from Council

Variance

Budget Long-term
2014 Plan 2015

(18,358)

230,138

Draft
Annual
Plan 2015
236,921
225,357

Variance

Notes

(11,564)

1
2

9,822

8,206

9,966

1,760

7,379

6,609

7,523

914

Waterfront
Auckland

40,082

43,619

43,561

(58)

8,290

9,058

8,537

(521)

ATEED

51,353

63,037

53,364

(9,673)

43,240

49,023

46,029

(2,994)

RFA

95,594

106,838

92,953

(13,885)

32,255

39,546

28,009

(11,537)

ACIL

173,451

175,522

174,960

(562)

(45,190)

(44,333)

(53,537)

(9,204)

481,619

533,819

502,932

(30,887)

1,707,176 1,833,715 1,762,052

(71,663)

276,112

296,824

261,918

(34,906)

Watercare
Total CCO
Notes:
1.

The reduction in gross operating expenditure, and operating funding from Auckland Council results from changes to the underlying
inflation assumptions, inter-company transfers and rates reduction initiatives.

2.

The ACPL financial information shown here is for the operations of ACPL, as a separate independent CCO. The increase in gross
operating expenditure and operating funding reflects increased personnel costs, which is offset by an increase in revenue in the
commercial property portfolio operations within the council parent. Financial information in respect of the commercial advisory and
property management services that ACPL provides to the group is included in the financial information for the council parent and
individual CCOs.

3.

The reduction in gross operating expenditure and operating funding from council results from changes to the underlying inflation
assumptions and rates reduction initiatives.

4.

Operating funding includes loans from Auckland Council to RFA ($0.7 million in 2014/2015) for the acquisition of elephants for the
Auckland Zoo. The reduction in gross operating expenditure and operating funding is primarily driven by a reduction in interest costs as
a result of the transfer of RFAs debt to the council parent. The transfer of the debt to the council parent has no impact to the council
group financials. Other reductions result from changes to the underlying inflation assumptions and rates reduction initiatives.

5.

ACIL requires no operating funding from Auckland Council as it generates operating surpluses which is returned to Auckland Council
by way of dividend. An increase in the dividend payable is due to a higher projected dividend pay-out from Auckland International
Airport Limited (AIAL) as a result of a change in the dividend distribution policy from 90 per cent to 100 per cent and an increase in
AIALs underlying profit. A higher dividend pay-out from Ports of Auckland Limited is also projected.

6.

The reduction in gross operating expenditure results from lower borrowing costs, and improved business efficiencies. Watercare
receives no operating funding from Auckland Council. Watercare receives the funding required for its operations through fees and
charges for services invoiced directly by Watercare to its customers.

199

Auckland Council Draft Annual Plan 2014/2015

Part IV: Council-controlled organisations

Summary of gross capital expenditure and funding from Auckland Council


$000

Gross capital expenditure

CCO

Budget Long-term
2014 Plan 2015

Auckland Transport

883,789

ACPL

Draft
Annual
Plan 2015
841,729
888,324

Capital funding from Council


Variance

46,595

Budget Long-term
2014 Plan 2015
706,150

Draft
Annual
Plan 2015
603,018
663,495

Variance

Notes

60,477

51,813

17,924

42,563

24,639

46,527

17,924

39,384

21,460

423

79

79

423

79

79

RFA

17,540

16,053

24,351

8,298

17,540

16,053

24,351

8,298

ACIL

24,287

19,881

19,901

20

318,817

341,408

345,342

3,934

1,296,669 1,236,995 1,320,560

83,565

770,640

636,995

727,309

90,314

Waterfront Auckland
ATEED

Watercare
Total CCO

3
4

Notes:
1.

Capital funding from Auckland Council includes capital expenditure grant funding, increased equity investment and/or loans from
Auckland Council parent to a CCO.

2.

The increase in Auckland Transports capital expenditure is primarily due to deferred budgeted capital expenditure on the City Rail Link
from prior years now being included in 2014/2015. The timing of the City Rail Link capital expenditure is currently being reviewed, and
any subsequent changes will be updated as part of the final annual plan.

3.

The increase in Waterfront Aucklands capital expenditure is due to the deferred budgeted capital expenditure for the Westhaven
Marina development and tram extension project from prior years.

4.

The increase in RFAs capital expenditure and capital funding is primarily due to additional renewals expenditure or the Aotea Centre
and the inclusion of the deferred 2013/2014 budgeted capital expenditure from the acoustics upgrade project at the Town Hall.

The non-substantive CCOs


The council also has nine non-substantive CCOs. These are smaller scale CCOs in terms of what they do, and
their budgets. Unless exempt, they are still required to meet CCO governance and monitoring activities such as
half-year and annual reports and Statements of Intent. The following three CCOs are required to complete the
above requirements:

City of Manukau Educational Trust Auckland (COMET) - promotes and supports better education and
training opportunities, especially for under-achieving communities across Auckland.

Te Puru Community Charitable Trust - promotes and supports programmes and initiatives to meet the
recreational, cultural and other community needs of the community in Beachlands / Maraetai. The trust's
principal role is the operation and management of the leisure facility at Te Puru Park in Maraetai.

Pakuranga Arts and Cultural Trust - promotes the arts through ownership and management of the Te
Tuhi Centre for the Arts, a public gallery in Pakuranga which hosts local, national and international art
exhibitions.

The following six non-substantive CCOs are exempt from the above requirements:

Safer Papakura Trust.

Highbrook Park Trust.

Manukau Beautification Charitable Trust.

Mngere Mountain Education Trust.

Mount Albert Grammar School Community Swimming Pool Trust.

Arts Regional Trust.

For more information on the roles, objectives and performance measures of these non-substantive CCOs, refer
to Volume five of the Long-term Plan 2012-2022 which is available on the Auckland Council website.

Auckland Council Draft Annual Plan 2014/2015

200

Part V: Rates related policies


Rating policy

Part V: Rates related policies


This section sets out how the council will set its rates for the 2014/2015 year. The rating policy explains the
basis on which each ratepayers rating liability will be assessed. In addition the section covers the calculation of
the discount for the early payment of rates and how the rates transition management policy will apply.

Rating policy
Policy purpose and overview
The purpose of the rates policies is to outline how the council will apply its rates for 2014/2015. These policies
explain how the rates will be assessed for each individual property to produce the rates requirement to fund the
councils activities and how changes in levels of rates due to the implementation of the uniform rating policy will
be managed.

Policy background
The 2014/2015 year is the third year of the councils single uniform rating policy. The new rating policy applies
rates consistently across the region with similar value properties paying similar amounts of rates.
The implementation of the uniform rating policy resulted in significant changes in the levels of rates for some
ratepayers. The council acknowledged that large and sudden changes in rates may cause affordability issues
for some ratepayers and therefore adopted a transition management policy to help manage the move to the
single uniform rating system. The key features of the transition management policy are:

residential and farm/lifestyle ratepayers will have changes in their rates (increases and decreases) capped
for three years

business ratepayers will move to a uniform rating policy over three years.

This approach slows the speed of increase for those whose rates will rise, and funds this by slowing the speed
of decrease for those whose rates will fall.

Policy details
This section provides the details for each of the different rates and how they will be applied. For properties that
have rate increases or decreases outside the change limits in the transition management policy, an automatic
adjustment to the rates may be applied.

How the increase in the rate requirement is applied


The increase in the rate requirement will be split to maintain the proportion between the UAGC and the valuebased general rate.

Uniform annual general charge (UAGC) and other fixed rates


The UAGC is a fixed rate that is used to fund general council activities. The council will apply the UAGC per
separately used and inhabited part (SUIP). The definition of a separately used or inhabited part of a rating unit is
set out in the following section.
Where two or more contiguous properties are owned by the same person or persons, and are used jointly as a
single unit, the ratepayer will be liable for only one uniform annual general charge.
The council will also set the following targeted rates which will have a fixed rate component:

waste management targeted rate

part of some Business Improvement District targeted rates


201

Auckland Council Draft Annual Plan 2014/2015

Part V: Rates related policies


Rating policy

Point Wells wastewater targeted rate

Jackson Crescent wastewater targeted rate

Riverhaven Drive targeted rate

Waitkere rural sewerage targeted rate

tara-Papatoetoe swimming pool targeted rate

Mngere-thuhu swimming pool targeted rate.

Funds raised by uniform fixed rates, which include the UAGC and any targeted rate set on a uniform fixed basis,
cannot exceed 30 per cent of total rates revenue. The council is proposing to set its uniform charges below the
maximum allowed level.
The council has proposed that a UAGC will be applied at $373.35 (including GST) per SUIP for 2014/2015. This
is estimated to produce around $185.4 million (excluding GST) for 2014/2015 and equates to 13.4 per cent of
general rates revenue and 12.5 per cent of total rates revenue. Revenue from all fixed charges (including the
UAGC and targeted rates listed above) is estimated to produce $255.9 million excluding GST (17.2 per cent) of
its rates revenue in 2014/2015.

The definition of a separately used or inhabited part of a rating unit


The council defines a separately used or inhabited part (SUIP) of a rating unit as any part of a rating unit that is
separately used or inhabited by the ratepayer, or by any other person having a right to use or inhabit that part by
virtue of a tenancy, lease, licence or any other agreement. For the purposes of this definition, parts of a rating
unit will be treated as separately used if they come within different differential categories, which are based on
use. An example would be a rating unit that has a shop on the ground floor (which would be rated as business)
and a residence upstairs (rated as residential).
Rating units used for commercial accommodation purposes, such as motels and hotels, will be treated for rating
purposes as having one separately used or inhabited part, unless there are multiple businesses within the rating
unit or another rating differential applies. Examples of how this might apply in practice are as follows:

a business operating a motel on a rating unit will be treated for rating purposes as a single separately used
or inhabited part. If that rating unit also includes a residential unit, in which the manager or owner resides,
then the rating unit will be treated for rating purposes as having two separately used or inhabited parts

a hotel will be treated for rating purposes as a single separately used or inhabited part, irrespective of the
number of rooms. If, on the premises, there is a florist business and a souvenir business, then the rating unit
will be treated for rating purposes as having three separately used or inhabited parts.

A similar approach applies to universities, hospitals, rest homes and storage container businesses. Vacant land
will be treated for rating purposes as having one separately used or inhabited part.
Properties that have licence to occupy titles, such as some retirement villages or rest homes, will be treated as
having a separately used or inhabited part for each part of the property covered by a licence to occupy.

Value-based general rate


The value-based general rate is used to fund council activities that are deemed to generally and equally benefit
Auckland and on activities which user pays are not applied. The value based general rate will be assessed on
capital value and is assessed by multiplying the capital value of a property by the rate per dollar that applies to
that ratepayer group.

Auckland Council Draft Annual Plan 2014/2015

202

Part V: Rates related policies


Rating policy

Rates differentials
General and targeted rates can be charged on a differential basis. This means that a differential is applied to the
rate or rates so that some ratepayers may pay more or less than others with the same value property.
The council has defined its rates differential categories using land use and location. The definition for each rates
differential category is listed in the table below.
Rates differential definitions
Differential
Definition
group
Urban business Land in the Metropolitan Urban Limit (MUL), including vacant land that has a land use classification of
commercial, industrial, transport, utility or public communal licensed. Also includes any property that is
used for community services, but which is used for commercial, or governmental purposes, or which is
covered by a liquor licence
Franklin urban
business

Land in Pukekohe township, including vacant land that has a land use classification of commercial,
industrial, transport, utility or public communal licensed. Also includes any property that is used for
community services, but which is used for commercial, or governmental purposes, or which is covered by
a liquor licence

Urban residential Land in the MUL, as well as land within the Pukekohe township that is used exclusively or almost
exclusively, for residential purposes, and includes tenanted residential properties, rest homes and geriatric
(1)
hospitals. It excludes hotels, motels, serviced apartments, boarding houses and hostels. Properties used
for community services and used by a not for profit ratepayer for the benefit of the community will be
charged the residential rate
Rural business

Land outside the MUL, including vacant land, that has a land use classification of commercial, industrial,
(2)
transport, utility network , or public communal licensed. Also includes any property that is used for
community services, but which is used for commercial, or governmental purposes, or which is covered by
a liquor licence

Franklin rural
business

Land outside Pukekohe township that is in the area of the former Franklin District Council, including vacant
(2)
land, that has a land use classification of commercial, industrial, transport, utility or public communal
licensed. Also includes any property that is used for community services, but which is used for
commercial, or governmental purposes, or which is covered by a liquor licence

Rural residential Land outside the MUL that is used exclusively or almost exclusively for residential purposes, and includes
tenanted residential properties, rest homes and geriatric hospitals. It excludes hotels, motels, serviced
(1)
apartments, boarding houses and hostels . Properties used for community services and used by a not for
profit ratepayer for the benefit of the community will be charged the residential rate
Farm and
lifestyle

Any property with a land use classification of lifestyle or rural industry, excluding mineral extraction

Sea only access Includes all coastal land (irrespective of land use) on Waiheke, Great Barrier and Rakino islands for which
direct or indirect access by road is not provided or available, and all land situated on the islands of
Ihumoana, Kaikoura, Karamuramu, Kauwahia, Kawau, Little Barrier, Mokohinau, Motahaku, Motuketekete,
Motutapu, Motuihe, Pakatoa, Pakihi, Ponui, Rabbit, Rakitu, Rangiahua, Rotoroa and The Noises
Uninhabitable
islands

Includes land on all Hauraki Gulf islands and Manukau Harbour other than the islands named in the
definition of Sea only access

Notes to table:
1.

Hotels, motels, serviced apartments, boarding houses and hostels will be rated business except when the property owner provides
proof that the property is used exclusively or almost exclusively for residential purposes. Property owners must provide proof of longterm stay (at least 90 days) for over 50 per cent of the units, as at 30 June each year. Proof should be in the form of a residential
tenancy agreement or similar documentation.

2.

Utility networks are classed as rural business differential. However, all other utility rating units are classified based on their land use
and location.

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Part V: Rates related policies


Rating policy

The long-term differential strategy


The council will apply a long-term differential strategy to its value-based general rate, lowering the differential for
businesses over 10 years. The urban business differential ratio will be reduced by 0.1 per annum in 2014/2015,
noting that changes in valuation may affect the calculation from time to time.
Moving to a lower differential for the business groups will involve progressively shifting some of the general
rates from business ratepayers to other ratepayers over the 10 years. About $11.1 million (excluding GST) will
be transferred in 2014/2015. The council considers that increases greater than this would be less affordable for
some residential ratepayers.
The Franklin business properties have a lower initial differential compared to other business properties. The
long-term differential strategy does not apply to Franklin business properties until they reach parity with the
other business differentials in 2015/2016.
The 2014/2015 period will be the second year of the application of the long term differential strategy. This
reduces the urban business differential to 2.43 and the rural business differential to 2.19. It will also be the
second year of the strategy to move the Franklin business differential in line with the business differential in the
rest of the region. This increases the urban Franklin business differential to 2.23 and the rural Franklin business
differential to 2.01.
The council also applies a lower rates differential to properties that are defined as rural, farm/lifestyle, and sea
only access properties.
The table below shows the rates differentials and rates in the dollar of capital value that the council proposes to
apply in 2014/2015. This is estimated to produce around $1,195 million (excluding GST) for 2014/2015.

Rates differentials for 2014/2015


Property category

Relative
differential ratio
for general rate for
2014/2015
2.43

Urban business

2022/2023 Estimated rate in


differential ratio
the dollar for
targets for the
2014/2015
general rate
(including GST)
1.63
0.00783172

Level of valuebased general


rate (excluding
GST)
383,613,908

Share of
value-based
general rate
32.11%

Franklin urban business

2.23

1.63

0.00718713

4,175,566

0.35%

Urban residential

1.00

1.00

0.00322293

650,124,101

54.42%

Rural business

2.19

1.47

0.00705822

52,428,945

4.39%

Franklin rural business

2.01

1.47

0.00647809

2,623,228

0.22%

Rural residential

0.90

0.90

0.00290064

36,734,843

3.07%

Farm and lifestyle

0.80

0.80

0.00257834

64,671,920

5.41%

0.25

0.25

0.00080573

367,172

0.03%

Sea only access


Uninhabitable island

Note to table:
1.

Uninhabitable islands ratepayers are liable for the UAGC only, which is automatically remitted through a specific rate remission policy.

Properties subject to section 22 of the Local Government (Rating) Act 2002, or Section 73 of the Local
Government Auckland Council Amendment Act 2010, for example Watercare properties and defence land, will
be assessed on the land value rates in the dollar shown in the following table.

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204

Part V: Rates related policies


Rating policy

Land value general rates


Differential group

Estimated rate in the dollar for 2014/2015 (including GST)


to be based on the land value of the property

Urban business

0.01810055

Franklin urban business

0.01661079

Rural business

0.01630680

Franklin rural business

0.01494790

Targeted rates
Waste Management targeted rate
Background
The level of waste management services provided, the cost of providing those services, and how they are
funded varies across Auckland according to the policies of the former councils. The former councils used
differing proportions of user charges, targeted rates and general rates to fund waste management services. In
many cases waste management services are supplied to the council under contract by third party companies.
The length of time that these contracts still have to run varies.
The council has developed a new solid waste strategy to be fully implemented by 2016. The strategy can be
found in the Auckland Waste Management and Minimisation Plan on the councils website. Until the regional
solid waste strategy is implemented, the council will continue with the service levels provided within former
council boundaries. The public benefit component of the service cost is funded through the general rate. This
proportion differs in each of the former council areas depending on the services provided. Where user charges
applied formerly, these will continue. The balance of funding required to pay for the cost of providing services
within each former council boundary will be met by targeted rates. These will differ for each former council area,
depending on the level of service provided and the proportion of cost recovery through user charges.
Activities to be funded
The targeted rate for waste management is used to fund refuse collection and disposal services (including the
inorganic refuse collection), refuse recycling and waste transfer stations.
How the rate will be assessed
For properties outside of the district of the former Auckland City Council where a service is provided or
available, the targeted rate for waste management will be charged on a per SUIP basis. See the UAGC section
prior for the councils definition of a SUIP. Properties which have an approved alternative service will not be
charged a targeted rate for waste management.
For properties within the district of the former Auckland City Council, the targeted rate for waste management
will be charged based of the number and type of services supplied to each rating unit. For rating units made up
of one SUIP, the council will provide one refuse collection service. For rating units made up of more than one
SUIP, the council will provide the same service as was provided at 1 July 2014, unless otherwise informed by
the owner of the rating unit (that is, at least one refuse collection service, and up to a maximum of one refuse
collection service per SUIP). If additional recycling services are supplied then the additional recycling service
rate will apply. Properties which have an approved alternative service will be charged the waste service charge
that excludes the approved alternative service or services.
The Waste management targeted rate in the former Auckland City Council area where both refuse and recycling
opt out applies is driven by the costs of the inorganic collection. The next inorganic collection is scheduled for
2014/2015 and the council is proposing to re-introduce this targeted rate.
In the future, the level of the waste management targeted rate may be adjusted to reflect changes in the costs of
providing waste management services.
The following table shows the waste management targeted rates that the council proposed to apply in
2014/2015. This is estimated to produce around $68.3 million (excluding GST) for 2014/2015.
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Part V: Rates related policies


Rating policy

Waste management rates


Former council district

Waste management targeted


rate

Auckland City

Waste management full service

Auckland City

Estimated amount of targeted


rate
($ including GST)
241.57

Per available service

Waste management where


refuse opt out applies

79.29

Per available service

Auckland City

Waste management where


recycling opt out applies

182.63

Per available service

Auckland City

Waste management where both


refuse and recycling opt out
applies

20.35

Per available service

Auckland City

Waste management additional


recycling charge

58.94

Per available service

Franklin District

Waste management refuse


collection

58.02

Per SUIP

Waste management recycling


collection

70.44

Per SUIP

Manukau City

Waste management

220.84

Per SUIP

North Shore City

Waste management

64.09

Per SUIP

Papakura District

Waste management

111.15

Per SUIP

Rodney District

Waste management

86.96

Per SUIP

Waitkere City

Waste management

23.39

Per SUIP

Franklin District

(1)

Charging basis

Note:
1.

The Franklin District recycling targeted rate applies to rating units in the Pukekohe, Waiuku and Clarks Beach / Waiau Pa collection
areas.

City Centre targeted rate


Background
The City Centre targeted rate is to help fund the development and revitalisation of the city centre. The rate
applies to business ratepayers in the City Centre area.
Activities to be funded
The City Centre redevelopment programme aims to enhance the city centre as a place to work, live, visit and do
business. It achieves this by providing a high-quality urban environment, promoting the competitive advantages
of the city centre as a business location, and promoting the city centre as a place for high-quality education,
research and development. The programme intends to reinforce and promote the city centre as a centre for arts
and culture, with a unique identity as the heart and soul of Auckland.
This targeted rate also funds the additional depreciation and operating expenditure for the higher quality assets
generated by the projects funded by the city centre targeted rate.
The planned expenditure under this programme is to be completed by 2015/2016, although this may occur
earlier. The targeted rate would then reduce in 2016/2017 or once the programme is completed to a residual
amount, to cover the additional depreciation and operational expenditure generated by the projects in the City
Centre redevelopment programme.

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Part V: Rates related policies


Rating policy

How the rate will be assessed


This targeted rate will apply to all business land, as defined for rating purposes, in the city centre. You can view
a map of the city centre area at www.aucklandcouncil.govt.nz/rates or at any Auckland Council library or service
centre.
The council proposes a rate in the dollar of 0.00211921 (including GST) of rateable capital value for 2014/2015.
This is estimated to produce around $20.4 million (excluding GST) for 2014/2015.

Business Improvement District targeted rate


Background
Business Improvement District (BID) programmes are areas within Auckland where local businesses have
agreed to work together, with support from the council, to improve their business environment and attract new
businesses and customers. The funding for these initiatives comes from BID targeted rates, which the
businesses within a set boundary have voted and agreed to pay to fund BID projects and activities.
Activities to be funded
The main objectives of the BID programmes are to enhance the physical environment, promote business
attraction, retention and development, and increase employment and local business investment in BID areas.
The programmes may also involve community development, and are intended to identify and reinforce the
unique identity of a place and to promote that identity as part of its development.
How liability will be assessed
The BID targeted rates will be applied to business land, as defined for rating purposes, that is located in defined
areas in commercial centres outlined in the following table. For maps of the areas where the BID rates will
apply, go to www.aucklandcouncil.govt.nz/rates.
The BID targeted rates will be assessed using a fixed rate and value-based rate on the capital value of the
property. Each BID area can decide to have part of its budget funded from a fixed rate of between $0 to $250
(including GST) per property. The remaining budget requirement will be funded from a value-based rate for
each area and be applied as a rate in the dollar. There will be a different rates for each BID programme.
The business properties in Devonport and State Highway 16 (Kumeu/Huapai/Helensville/Riverhead) areas are
exploring whether the BID model is appropriate for their areas. Businesses in Mission Bay have also been
invited to join the BID programme in order to fund the Mission Bay streetscape upgrade. If they decide to
proceed, they will need to undertake ballots and determine the budgets for these areas. The Dominion Road,
Manukau Central, and thuhu BIDs are investigating possible extensions to their existing BID boundaries.
Ballots will also be necessary to extend these BID boundaries. If the ballots are successful then these BIDs may
subsequently adjust their budgets. In these cases the council will assess the appropriate targeted rates to fund
the budgets.
The proposed budgets for each BID area shown in the table below are based on a 10 per cent increase on the
2013/2014 budgets. They do not reflect any decisions made by business associations on their proposed
budgets for 2014/2015. The proposed BID targeted rates budgets will be updated to reflect each business
association budget decision in time for the adoption of the Annual Plan and rates setting in June 2014.
The table below shows the budgets and proposed rates for each BID area that the council will apply in
2014/2015. This is estimated to produce around $15.4 million (excluding GST) for 2014/2015.

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Rating policy

Business improvement districts fixed rate per property and rates in the dollar of capital value
BID area

Proposed budget for


Amount to be
Fixed rate per
2014/2015 (excluding
funded by fixed
property for
GST) ($)
charge for 2014/15
2014/2015
(excluding GST) ($) (including GST) ($)

Amount to be funded Estimated rate in the


by property value rate dollar for 2014/2015 to
based on the capital
be multiplied by the
value of the property
capital value of the
for 2014/2015
property
(excluding GST) ($)

(including GST) ($)

Avondale

115,500

0.00

115,500

0.00160023

Birkenhead

176,000

0.00

176,000

0.00137511

Blockhouse Bay

47,612

0.00

47,612

0.00181157

Browns Bay

121,000

0.00

121,000

0.00087469

Devonport

120,000

N/A

120,000

N/A

Dominion Road

129,250

0.00

129,250

0.00131959

Ellerslie

135,097

0.00

135,097

0.00292938

Glen Eden

49,500

0.00

49,500

0.00150226

Glen Innes

182,873

0.00

182,873

0.00223476

Greater East
Tamaki

550,000

328,627

195.00

221,373

0.00006949

Heart of the City

4,463,910

0.00

4,463,910

0.00071196

Howick

147,408

0.00

147,408

0.00136071

Hunters Corner

129,830

0.00

129,830

0.00116185

Karangahape
Road

375,953

0.00

375,953

0.00073227

Kingsland

220,000

0.00

220,000

0.00079018

Mahunga Drive

78,829

0.00

78,829

0.00070686

Mairangi Bay

46,200

4,783

250.00

41,417

0.00143581

Mngere Bridge

28,083

0.00

28,083

0.00271962

Mngere East
Village

6,712

0.00

6,712

0.00092385

Mngere Town

298,518

0.00

298,518

0.00587332

Manukau Central

216,803

0.00

216,803

0.00058791

Manurewa

138,600

0.00

138,600

0.00130472

Milford

132,000

0.00

132,000

0.00106009

Mission Bay

151,254

N/A

151,254

N/A

Mt Eden Village

88,589

0.00

88,589

0.00111013

New Lynn

132,000

0.00

132,000

0.00070413

Newmarket

1,603,951

0.00

1,603,951

0.00110335

North Harbour

575,300

294,902

150.00

280,398

0.00013405

Northcote

132,000

0.00

132,000

0.00434391

Old Papatoetoe

71,438

0.00

71,438

0.00141618

Onehunga

424,343

0.00

424,343

0.00210106

rewa

189,198

0.00

189,198

0.00110738

thuhu

427,350

0.00

427,350

0.00249116

tara

76,493

0.00

76,493

0.00190528

Panmure

465,034

0.00

465,034

0.00294101

Papakura

190,860

0.00

190,860

0.00089572

Parnell

340,513

0.00

340,513

0.00093430

Ponsonby

322,102

0.00

322,102

0.00076552

Pukekohe

422,290

0.00

422,290

0.00078263

Remuera

266,820

0.00

266,820

0.00187999

Rosebank

377,300

0.00

377,300

0.00055985

St Heliers

152,332

0.00

152,332

0.00181905

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Part V: Rates related policies


Rating policy

BID area

Proposed budget for


Amount to be
Fixed rate per
2014/2015 (excluding
funded by fixed
property for
GST) ($)
charge for 2014/15
2014/2015
(excluding GST) ($) (including GST) ($)

Amount to be funded Estimated rate in the


by property value rate dollar for 2014/2015 to
based on the capital
be multiplied by the
value of the property
capital value of the
for 2014/2015
property
(excluding GST) ($)

(including GST) ($)

State Highway 16

180,000

N/A

180,000

N/A

Takapuna

366,856

0.00

366,856

0.00056744

Te Atatu

90,200

0.00

90,200

0.00252667

Torbay

13,915

0.00

13,915

0.00124048

Uptown

165,000

0.00

165,000

0.00024560

Waiuku

121,000

0.00

121,000

0.00141477

0.00

181,500

0.00046851

Wiri

181,500

Total

15,437,316

628,311

14,809,005

Note to table:
Properties subject to section 22 of the Local Government (Rating) Act 2002 or Section 73 of the Local Government Auckland Council
Amendment Act 2010 will be assessed on the land value rates in the dollar shown in table below.

Business improvement districts fixed rate per property and rates in the dollar of land value
BID

Estimated fixed rate per property for 2014/2015


Estimated rate in the dollar for 2014/2015
(including GST)
(including GST) to be based on the land value of
the property

Greater East Tmaki

195.00

0.00012555

Onehunga

0.00

0.00586393

Pukekohe

0.00

0.00167559

Rosebank

0.00

0.00123217

tara-Papatoetoe and Mngere-thuhu swimming pool targeted rates


Background
Auckland Council has a region-wide swimming pool pricing policy, whereby children 16 years and under have
free access to swimming pool facilities and all adults are charged. These targeted rates will fund free access to
swimming pools for adults 17 years and over in the Mngerethuhu Local Board and tara-Papatoetoe Local
Board areas.
Activities to be funded
To fund the cost of free adult entry to swimming pool facilities in the Mngerethuhu Local Board and taraPapatoetoe Local Board areas.
How liability will be assessed
These local activity targeted rates apply to all residential land, as defined for rating purposes that are located in
the Mngerethuhu Local Board and tara-Papatoetoe Local Board areas.
How the rate will be assessed
The local activity targeted rate will be assessed using a fixed rate applied to each separately used or inhabited
part of a residential property, as defined for rating purposes, in the Mngerethuhu Local Board and taraPapatoetoe Local Board areas. There will be a different fixed rate for each local board area.

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Part V: Rates related policies


Rating policy

The following table shows the proposed local activity targeted rates that will apply in 2014/2015 for the
Mngerethuhu Local Board and tara-Papatoetoe Local Board areas. This is estimated to produce around
$0.78 million (excluding GST) for 2014/2015.
Local activity targeted rates
Local board area

Estimated fixed rate for each separately

Mngerethuhu

used or inhabited part of a property


(including GST) ($)
13.78

tara-Papatoetoe

31.34

Revenue from the targeted rate


(excluding GST) ($)
217,150
560,550

Riverhaven Drive targeted rate


The council has constructed Riverhaven Drive for the benefit of those properties in the immediate area. The
construction of the road and the payment of the rate have been agreed with the association representing the
property owners. The Riverhaven Drive targeted rate is used to repay the council for the cost of the road,
including interest costs.
The targeted rate applies to the properties which benefit from the construction of a road that provides access to
the properties. The rate will apply until the cost of the project is recovered. The council will charge interest on
the financial assistance provided. The ratepayer will repay the financial assistance and interest on a table
mortgage basis. The council will calculate the level of the targeted rate each year to fund the interest and
principal repayment required for that year. The targeted rate will apply for 25 years (2006/2007 to 2030/2031).
The outstanding balance will reduce each year as the principal is repaid.
The council proposes a rate per property for 2014/2015 to be a uniform rate of $10,317.02 (including GST). This
is estimated to produce around $107,656 (excluding GST) for 2014/2015.

Glorit Flood Gate Restoration targeted rate


A targeted rate for three rating units, detailed below, to recover the cost of Glorit flood gate restoration. The rate
will apply until the cost of the project is recovered. The council will charge interest on the financial assistance
provided. The ratepayer will repay the financial assistance and interest on a table mortgage basis. The council
will calculate the level of the targeted rate each year to fund the interest and principal repayment required for
that year. The targeted rate will apply for 10 years (2009/2010 to 2018/2019). The cost of works, together with
interest and administration charges are apportioned on an area of benefit basis.
The following table shows the proposed Glorit Flood Gate Restoration targeted rates for 2014/2015. This is
estimated to produce $38,198 (excluding GST) for 2014/2015.
Glorit Flood Gate Restoration targeted rate
Valuation number

Legal description
(abbreviated)

Area of benefit in hectares

00910-00102

Sec 27 SO 59120

245

Estimated amount of targeted rate


(including GST) ($)
40,689.21

00910-00502

Lot 5 DP 127940

332.15

00910-00400

Sec 2 SO 69274

17.5

2,906.37

Waitkere rural sewerage targeted rate


The Waitkere rural sewerage targeted rate is set as a uniform charge on all rating units in the Non-Drainage
Area of the former district of the Waitkere City Council where there are on-site waste management systems
that are scheduled to be inspected and/or pumped out by the council within the three-yearly cycle, to recover
the costs of implementation of the On-site Waste Systems Management Plan. The uniform charge is levied in
respect of each on site waste management system utilised in conjunction with the particular rating unit.
For 2014/2015 the council proposes a uniform rate of $181.50 (including GST) for each on-site waste
management system utilised in conjunction with the rating unit. This is estimated to produce $0.7 million
(excluding GST) for 2014/2015.

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Part V: Rates related policies


Rating policy

Retro-fit your home targeted rate


The Retro-fit Your Home targeted rate is set on properties that have received financial assistance from
Auckland Council for the installation of clean heat or insulation in respect of the property.
The council will charge interest on the financial assistance provided. The ratepayer will repay the financial
assistance and interest on a table mortgage basis. The council will calculate the level of the targeted rate each
year to fund the interest and principal repayment required for that year. The targeted rate will apply for nine
years. The outstanding balance will reduce each year as the principal is repaid.
The targeted rate will apply as a rate in the dollar, which is multiplied against the ratepayers outstanding
balance as at 1 July each year. The rate in the dollar is set at different levels for each year that the ratepayer
has been repaying the financial assistance.
The following table shows the proposed Retro-fit Your Home targeted rate that the council will apply in
2014/2015. This is estimated to produce around $2.7 million (excluding GST) for 2014/2015.
Retro-fit Your Home targeted rate
Year of repayment
1

Estimated rate in the dollar for 2014/2015 to be multiplied by the ratepayers


outstanding balance as at 1 July 2014 (including GST) ($)
0.17083531

0.18652616

0.20681689

Kumeu Huapai Riverhead wastewater targeted rate


The Kumeu Huapai Riverhead wastewater targeted rate is set on properties that have received financial
assistance from Auckland Council for the purchase and installation of equipment for pumping waste from the
property to Watercares pressurised wastewater scheme.
The council will charge interest on the financial assistance provided. The ratepayer will repay the financial
assistance and interest on a table mortgage basis. The council will calculate the level of the targeted rate each
year to fund the interest and principal repayment required for that year. The targeted rate will apply for 15 years.
The outstanding balance will reduce each year as the principal is repaid.
The targeted rate will apply as a rate in the dollar, which is multiplied against the ratepayers outstanding
balance as at 1 July each year. The rate in the dollar is set at different levels for each year that the ratepayer
has been repaying the financial assistance.
The following table shows the proposed Kumeu Huapai Riverhead wastewater targeted rate that will apply in
2014/2015. This is estimated to produce around $294,000 (excluding GST) for 2014/2015.
Kumeu Huapai Riverhead wastewater targeted rate
Year of repayment
2

Estimated rate in the dollar for 2014/2015 to be multiplied by the ratepayers


outstanding balance as at 1 July 2014 (including GST) ($)
0.12686375

Point Wells wastewater targeted rate


The Point Wells wastewater targeted rate is set on rating units or separately used or inhabited parts of a rating
unit that received financial assistance to connect to the pressure wastewater collection (PWC) scheme in Point
Wells area.
The council will charge interest on the financial assistance provided. The ratepayer will repay the financial
assistance and interest on a table mortgage basis. The council will calculate the level of the targeted rate each
year to fund the interest and principal repayment required for that year according to the amount of assistance
provided. The targeted rate will apply for 15 years (2009/2010 to 2023/2024). The outstanding balance will
reduce each year as the principal is repaid.
The following table shows the proposed Point Wells wastewater targeted rate that will apply in 2014/2015. This
is estimated to produce around $15,288 (excluding GST) for 2014/2015.

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Part V: Rates related policies


Rating policy

Point Wells wastewater targeted rate


Total assistance provided

Estimated amount of targeted rate (including GST) ($)

$10,000

843.25

$9,500

801.08

$9,000

758.92

$8,500

716.76

$8,000

674.60

Jackson Crescent wastewater targeted rate


The Jackson Crescent wastewater targeted rate is set on the rating unit that received financial assistance to
connect to the pressure wastewater collection (PWC) scheme in Jackson Crescent, Martins Bay area.
The council will charge interest on the financial assistance provided. The ratepayer will repay the financial
assistance and interest on a table mortgage basis. The council will calculate the level of the targeted rate each
year to fund the interest and principal repayment required for that year. The targeted rate will apply for 15 years
(2009/2010 to 2023/2024). The outstanding balance will reduce each year as the principal is repaid.
For 2014/2015 a uniform rate of $608.88 (including GST) per rating unit will apply. This is estimated to produce
$529 (excluding GST) for 2014/2015.

Rates payable by instalment


The council proposes that rates are payable by four equal instalments due on:

Instalment 1: 29 August 2014

Instalment 2: 26 November 2014

Instalment 3: 26 February 2015

Instalment 4: 27 May 2015.

It is council policy that any payments received will be applied to the oldest outstanding rates before being applied
to the current rates.

Penalties on rates not paid by the due date


The council proposes to apply a penalty of 10 per cent of the amount of rates assessed under each instalment
in the 2014/2015 financial year that are unpaid after the due date of each instalment. Any penalty will be applied
to unpaid rates on the day following the due date of the instalment.
A further 10 per cent penalty calculated on former years rate arrears is proposed to be added on the first
business day of the new financial year (or five days after the rates resolution is adopted, whichever is the later)
and then again six months later.

Delegation of decision-making
Decisions relating to applying the rates under the rates related policies will be made by council officers.

Adoption and amendment of this policy


The council must use the special consultative procedure set out in the Local Government Act 2002 to adopt and
amend the rates related policies.

Auckland Council Draft Annual Plan 2014/2015

212

Part V: Rates related policies


Early payment and rates transition management policies

Early payment and rates transition management


policies
Application of early payment of rates policy
The councils policy on the early payment of rates is to pass on to ratepayers the interest costs savings to the
council from receiving rates early. The level of the discount available is therefore based on councils short term
cost of borrowing. The discount is estimated to be 1.1 per cent for 2014/2015, but this will be confirmed when
the annual plan is adopted in June 2014. The discount is available on the rates assessed in the 2014/2015
financial year if those rates are paid in full, together with any outstanding prior years rates and penalties, on or
before the due date of the first rates instalment (29 August 2014).
The full policy can be found on page 162 in volume three of the Long-term Plan 2012-2022.

Application of rates transition management policy


Overview of the policy
The council has adopted a rates transition management policy that sets the maximum change in rating liability
permitted in relation to an unchanged rating unit. The policy applies for three years from 1 July 2012.
Rates increases for residential, farm or lifestyle, and sea only access properties are limited to no more than 10
per cent of the previous years rates, for each year in which the policy applies. The cap on decreases must be
calculated each year to ensure that the overall financial impact on the council is neutral. It is based on the final
budget for the year and set by council resolution at the same time as the rates are set. The cap on rates
decreases for the 2014/2015 year is estimated to be three per cent. The actual decrease cap set for 2014/2015
may vary from this estimate in response to changes to the budget or underlying movements in values for
qualifying properties.
Summary of estimated non-business rates transition management policy adjustments for 2014/2015
Residential farm/lifestyle
and sea only access
properties impacted by
policy
Decrease capped

Number of properties

Proportion of properties

Range of adjustment

43,076

9.0%

$0.01 to $103,846

No cap

379,176

79.3%

N/A

Increase capped

56,194

11.7%

-$0.01 to -$79,046

For business properties, rate changes have been phased in over three years. In 2014/2015 business properties
will be fully transitioned to their new levels of rates and no transition limit will apply.
The transition management policy does not apply to properties that have changed in terms of the factors that
determine rates e.g. have undergone a subdivision, a change in use, or the construction or demolition of
buildings. The council has adopted a remission scheme to assist ratepayers of some changed properties who
experienced increases in rates due to the shift to the single uniform rating policy and would otherwise have
been eligible for a transition adjustment. For more information on this scheme see the Rates remission and
postponement policy.
The full Rates transition management policy can be found on pages 165 to 167 in Volume three of the Longterm Plan 2012-2022.

213

Auckland Council Draft Annual Plan 2014/2015

Part V: Rates related policies


Sample properties

Sample properties
The following section is intended to provide an indication of the individual rates impact for 2014/2015. Transition
management adjustments for 2014/2015 cannot be shown here as the impacts are individual to each ratepayer.
The following targeted rates are not shown:

Business improvement district targeted rates

Kumeu Huapai Riverhead wastewater targeted rate

Riverhaven Drive targeted rate

Glorit Flood Gate Restoration targeted rate

Point Wells wastewater targeted rate

Jackson Crescent wastewater targeted rate

For more information on these and other rates please see the relevant section of the Rating Policy.
All rateable properties are liable for general rates. The table below shows indicative general rates for fully
rateable properties with one SUIP at different property values for each of the main differential categories. An
extra UAGC charge should be added for each extra SUIP the property has.
Differential category

Urban - business

Capital value

250,000

UAGC
General rate (including
Total rates
GST) ($)
(including GST)
(including GST)
($)
($)
373
1,958
2,331

1,500,000

Franklin urban - business

Urban - residential

Rural - business

Franklin rural - business

Rural - residential

Farm/lifestyle

373

11,748

12,121

3,000,000

373

23,495

23,868

10,000,000

373

78,317

78,690

250,000

373

1,797

2,170

1,500,000

373

10,781

11,154

3,000,000

373

21,561

21,934

10,000,000

373

71,871

72,244

100,000

373

322

695

600,000

373

1,934

2,307

1,500,000

373

4,834

5,207

5,000,000

373

16,115

16,488

250,000

373

1,765

2,138

1,500,000

373

10,587

10,960

3,000,000

373

21,175

21,548

10,000,000

373

70,582

70,955

250,000

373

1,620

1,993

1,500,000

373

9,717

10,090

3,000,000

373

19,434

19,807

10,000,000

373

64,781

65,154

100,000

373

290

663

600,000

373

1,740

2,113

1,500,000

373

4,351

4,724

5,000,000

373

14,503

14,876

250,000

373

645

1,018

1,500,000

373

3,868

4,241

3,000,000

373

7,735

8,108

10,000,000

373

25,783

26,156

Auckland Council Draft Annual Plan 2014/2015

214

Part V: Rates related policies


Sample properties

The following tables contain indicative values for the most common proposed targeted rates. If a property is
liable for one of these, then the value shown should be added to the general rates figure from the table above to
determine the estimate for total rates liability.
Most properties are liable for waste management targeted rates. These vary depending on the former council
area that the property is located.
Area

Service

Auckland City

Franklin District

Number of waste management charges


2
3
5
483
725
1,208

Full service

1
242

Recycling only

79

159

238

396

793

Refuse only

183

365

548

913

1,826

Basic service

20

41

61

102

204

Additional refuse

59

118

177

295

589

Recycling

70

141

211

352

704

Refuse

10
2,416

58

116

174

290

580

Manukau City

221

442

663

1,104

2,208

North Shore City

64

128

192

320

641

Papakura District

111

222

333

556

1,112

Rodney District

87

174

261

435

870

Waitkere City

23

47

70

117

234

Business properties in the CBD are liable for the City Centre targeted rate.
Business properties located in
Auckland City centre area

Capital value
250,000

Rate (including GST) ($)


530

1,500,000

3,179

3,000,000

6,358

10,000,000

21,192

Residential properties in Mngere-thuhu and tara-Papatoetoe local boards are liable for Swimming Pool
targeted rates.
Residential properties
located in
Mngere-thuhu

1
14

tara-Papatoetoe

31

Number of separate dwellings/units


2
3
28
41
63

94

5
69

10
138

157

313

Some residential properties not connected to the wastewater system in the Waitkere City area are liable for the
Waitkere Rural Sewerage targeted rate.
Residential properties
located in
Waitkere City that have
septic tanks pumped out by
council

1
182

Number of septic tanks pumped out once every 3 years


2
3
5
363
545
908

10
1,815

Residential ratepayers who have taken advantage of the Retro-fit Your Home scheme repay the financial
assistance provided via a targeted rate.
Outstanding balance at
beginning of 2014/2015
1,500

Rate for first year of


repayment (including
GST) ($)
256

Rate for second year of


repayment (including GST)
($)
280

Rate for third year of


repayment (including
GST) ($)
310

2,000

342

373

414

2,500

427

466

517

3,500

598

653

724

215

Auckland Council Draft Annual Plan 2014/2015

Part V: Rates related policies


Sample properties

Auckland Council Draft Annual Plan 2014/2015

216

Part VI: Changes to fees and charges


Introduction

Part VI: Changes to fees and charges


Introduction
This section sets out the changes the council proposes to its regulatory fees and charges. The main area of
change is health protection licensing. Building control fees have also been reviewed in line with an ongoing
exercise to properly align costs with revenue and give as much certainty as possible to customers. This has
resulted in some, mostly minor, increases and decreases for 2014/2015.
Other changes to regulatory fees are driven by existing policies or arrangements adopted by the council
previously:

The animal management fees, food premises licensing fees and solid waste bylaw licensing fees were
reviewed by the council as part of its Annual Plan 2013/2014 and a decision was made to transition them
towards respective target levels. Increases to these fees for 2014/2015 will generally be greater than the
council rate of inflation.

Other regulatory fees will generally be adjusted for the council rate of inflation, as provided for in the
councils Revenue and financing policy.

The full schedule of changes to regulatory fees and charges for 2014/2015 is included later in this part.
Non-regulatory fees, apart from rental charges for social housing, will generally increase by the council rate of
inflation, subject to decisions by local boards on local activities fees. For 2014/2015, the inflation adjustor to be
applied to fees and charges is one per cent. One per cent is the average increase. Due to practical constraints
some fees will change by more or less than one per cent, and in some cases will remain the same.
Rental charges and the level of services for social housing for older persons vary across the region due to the
different policies of the former councils. This disparity will be addressed as part of the development of the Longterm Plan 2015-2025, in consultation with tenants and Auckland Councils Senior Panel. For the 2014/2015 year
rental charges are proposed to increase by a uniform five per cent. This increase is more than the council rate
of inflation, due to the fact that rentals have not been adjusted for at least three years and in some cases six
years. For most tenants the increase (after government assistance is factored in) would be no more than $4 a
week.
The schedules of non-regulatory fees will be published on the councils website in late June 2014.

217

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Health protection licensing

Health protection licensing


Background
Auckland Council is responsible for licensing tattooing, body piercing, hair removal, indoor tanning and nail
services which have health and hygiene risks for consumers. On 27 June 2013 the council adopted a region
wide health and hygiene bylaw replacing eleven legacy bylaws. The new bylaw will become operational on 1
July 2014.
The total number of premises to be licensed under the new bylaw will be around 1500 which includes
approximately 650 premises that are presently unlicensed.

Details of proposal
The council proposes to set three uniform licensing fees region wide:
Category of health
protection licence

Description

Single basic service

Premises providing a single service which is categorised as being at


risk of breaking or burning skin
Premises providing more than one service which is categorised as
being at risk of breaking or burning skin
Premises providing one or more services which are categorised as
piercing the skin e.g. acupuncture, body piercing , derma rolling,
electrolysis, extractions, red vein treatment, stamping, tattooing &
traditional tattooing

Multiple basic services


High risk service(s)

Proposed licensing fee


(incl. GST)
$240
$300
(1)

$360

Note:
1.

The high risk fee is to be applied from 1 July 2015 after adjusting for council rate of inflation.

Due to system and resource constraints the fee for licensing high risk premises cannot be implemented in
2014/2015. This fee will be applied from 1 July 2015. In the period between 1 July 2014 and 30 June 2015, high
risk premises will be registered as either providing a single basic service or multiple basic services and be
charged the relevant fee. Other fees will be effective from 1 July 2014.

Reasons for proposal


The council proposes to set uniform fees across the region. The services provided under the new bylaw will be
the same irrespective of location. The costs for inspections are similar for all the similar activities covered by the
bylaw. The costs are slightly higher for premises undertaking more than one regulated activity, and where the
activity is categorised as high risk (e.g. skin piercing). The proposed fee structure reflects these main cost
drivers as well as the regionally consistent regulation approach.
Licensing and the associated administrative activities are predominantly private good in nature and the costs
should be recovered primarily via user charges. The proposed recovery rate for health protection licensing costs
is 90 per cent.
For the 850 premises presently licensed, the proposed fee changes to single and multiple basic services are
minimal. The proposed increases for high risk services range between $18 and $76 per annum.
The 650 premises that are currently unlicensed will be subject to a new fee. These are located in the former
Rodney, Franklin, Manukau and Papakura districts where the legacy bylaws did not require licensing. As the fee
changes are not large no transition arrangements are proposed.

Auckland Council Draft Annual Plan 2014/2015

218

Part VI: Changes to fees and charges


Health protection licensing

Options considered
The council considered retaining the existing fee structure but rejected this on the basis that the same price
should be set where the bylaw requirements and the services provided are the same.

Consultation
Health protection licensing fees are regulatory fees set with regard to matters provided for in a bylaw.
Accordingly the council is required to consult on them using the special consultative procedure. This is
undertaken alongside the draft Annual Plan 2014/2015.
There is also targeted consultation on the proposed changes, with letters sent out to each of the affected
premises seeking their feedback and submission to the draft annual plan.

219

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Schedule of changes to regulatory fees and


charges
Part I: Building control and property information
Building control fixed fees and deposits
Type

Description

Current

Proposed

Fee (incl. Processing Inspection Current Fee from 1


Processing Inspection
Total
GST)
deposit (1) deposit (1)
total July 2014 deposit from 1
deposit deposit
deposit(1) (incl. GST)
July 2014 (1)
from 1 from 1
July
July
2014 (1) 2014 (1)

Pre-Application Pre-Application Meeting


Standard

$260

$265

Pre-Application Complex

$260

$260

$265

$265

Fire
Engineering
Briefs(New)

Fire Engineering
brief meeting-limited
to 1 hour(hourly
rates apply
thereafter)

$260

$260

$260

$260

LINZ
registration
(Land
Information
New Zealand)

Where land is
subject to natural
hazards, or when
building is across
more than one lot

$180

$180

$351

$351

Building
Application

Building applicationNational multiple use


approval (Based on
project value
$100,000-$499,999)

$900

$900

$1200

deposit $1200
based on
project
value

Building
Application

Building applicationNational multiple use


approval (Based on
project value over
$500,000) (new
deposit)

$2500

deposit $2500
based on
project
value

Solid Fuel
heating
appliances

Subsidised fee for


solid fuel heating
appliance if by an
approved installer,
otherwise fees as
per project value
below(includes code
compliance
certificate)

$180

$182

Solar Water or
Heat Pump
water heating
devices

Subsidised fee for


solar water or heat
pump water heating
devices

$226

$230

Temporary
Structures

Application for a
temporary structure
Additional charges
will apply for
processing

$410

$410

Separation

Application to
separate an existing
building consent that
relates to two or
more buildings on

$205

$205

$207

$207

Auckland Council Draft Annual Plan 2014/2015

deposit
based on
project
value

220

$415

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Type

Description

Current

Proposed

Fee (incl. Processing Inspection Current Fee from 1


Processing Inspection
Total
GST)
deposit (1) deposit (1)
total July 2014 deposit from 1
deposit deposit
deposit(1) (incl. GST)
July 2014 (1)
from 1 from 1
July
July
2014 (1) 2014 (1)

the same site


All other
building
applications

Project value up to
$1,999

$308

$260

$568

$430

$270

$700

Project value $2,000


to $4,999

$512

$390

$902

$708

$405

$1113

Project value $5,000


to $19,999

$820

$520

$1,340

$1,115

$540

$1,655

Project value
$20,000 to $99,999

$1,230

$650

$1,880

$1,650

$675

$2,325

Project value
$100,000 to
$499,999

$1,742

$1,300

$3,024

$2,402

$1,350

$3,752

Project value over


$500,000

$3,075

$1,560

$4,635

$4,114

$1,620

$5,734

Amended building
consent applications
- Project Value up to
$19,999

$256

$256

$305

$305

Amended building
consent applications
- Project Value up to
$20,000 to $99,000

$256

$256

$545

$545

Amended building
consent applications
- Project Value Over
$100,000

$256

$256

$865

$865

Application for
exemption from
building consent
requirements

$308

$308

$415

$415

Project
Issuing Project
Information
Information
Memorandum Memorandum
(PIM)

$389

$389

$390

$390

Building
Inspections

Building inspection
(per inspection)

$130

$130

$135

$135

Bond refund
inspection

Inspection for refund


of bonds

Amended
plans

Exemption

Accreditation
levy

Code
Compliance
Certificate
(CCC)

Product
assessment

$77

$78

20c per
$1000
value of
works

20c per
$1000
value of
works

Project value up to
$19,999

$112

$112

$125

$125

Project value
$20,000 to $99,999

$256

$256

$285

$285

Project value
$100,000 to
$499,999

$256

$256

$455

$455

Project value over


$500,000

$256

$256

$755

$755

Carrying out product


assessment

$487

$487

$1500

$1500

221

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Type

Description

Current

Proposed

Fee (incl. Processing Inspection Current Fee from 1


Processing Inspection
Total
GST)
deposit (1) deposit (1)
total July 2014 deposit from 1
deposit deposit
deposit(1) (incl. GST)
July 2014 (1)
from 1 from 1
July
July
2014 (1) 2014 (1)

Filing Fee

Receiving third party


reports or any other
information to place
on a property file at
the owners request

$165

$175

Extensions of Extension of time to


time
commence or
complete building
work under a
building consent

$92

$92

$92

$92

Lapsing

Lapsing of building
consent

$92

$92

$92

$92

Waiver

Building consent
subject to waiver or
modification of
building code

$107

$107

$107

$107

Certificate of Project value up to


(2)
Acceptance
$19,999

$564

$130

$694

$245

$595

Deposit
based on
project
value

Certificate of Project value over


(2)
Acceptance
$20,000

$564

$130

$694

$440

$925

Deposit
based on
project
value

Issuing
compliance
schedule

Base charge

$103

$108

Issuing
compliance
schedule

Additional charge
per specified system

$23

$24

Issuing
compliance
schedule

Amendment to
compliance schedule

$93

$98

Annual Renewal:
one specified system
only

$70

$85

Annual Renewal:
two or more
specified system

$102

$128

Registration costs
for IQP

$153

$160

Registration for each


specified system
IQP

$115

$120

Registration renewal
for IQP

$95

$100

Advisory Inspection

$130

$135

Notice to Fix

Issuing Notice to Fix

$230

$230

Certificate for
public use

Certificate

Building
Warrant of
Fitness
(BWOF)

$185

$130

Weekly (annual
subscription)
Issuing
consent report Monthly (annual
subscription)
Single request

$315

$460
$215

Extension of time
(new fee)
$1,112

$1,390

$540

$670

$105

$130

Auckland Council Draft Annual Plan 2014/2015

222

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Type

Description

Current

Proposed

Fee (incl. Processing Inspection Current Fee from 1


Processing Inspection
Total
GST)
deposit (1) deposit (1)
total July 2014 deposit from 1
deposit deposit
deposit(1) (incl. GST)
July 2014 (1)
from 1 from 1
July
July
2014 (1) 2014 (1)

Title search

Title search

$37

$37
$87

Liquor
Certificate that
(building code proposed use of
certificate)
premises meets
requirements of
building code

$130

$217

$109

Construction of Vehicle crossing


vehicle
permit (application
crossings
processing and
inspection)

$270

$300

Producer
Statement
Author
Register

Registration as a
Producer Statement
Author

$215

$300

Producer
Statement
Author
Register

Renewal of
registration

$40

$150

Swimming /
Spa Pool
Compliance
Inspection

1st inspection

$75

$75

Swimming /
Spa Pool
Compliance
Inspection

2nd and subsequent


inspections (each)

$125

$125

Swimming /
Spa Pool
Compliance
Inspection

Applications for
exemption under the
Fencing of
Swimming Pool Act

$435

$435

$270

$379

Notes:
1.

The processing deposit and the inspection deposit are payable when the application/service request is lodged. Where the actual costs
are lower than the deposit paid a refund will be made to the original payer. Where the actual costs exceed the deposit paid, the
additional costs (including charges by external specialists) will be invoiced. Interim invoices may be issued to avoid a large invoice at
the end of the process.

2.

It is proposed that applicants will pay a fixed fee plus the time based processing costs.

Building control bond or damage deposit


Category

Current bond
requirements

Project value less than $20,000

$500

Proposed bond
requirement from 1
July 2014
$500

Project value between $20,000 to $99,999

$500

$500

Project value more than $100,000

$1,000

$1,000

House removal or relocation

$1,000

$1,000

Building work within Auckland Central Business District and project value
more than $500,000

$5,000

$5,000

Significant projects (refer to notes section for criteria)

$5,000

$5,000

223

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Building control hourly rates


(1)

Description

Specialty

Current
hourly rate
(incl. GST)

Manager/project manager/legal services All areas

$175

Proposed
hourly rate
from 1 July
2014
(incl. GST)
$177

Team leader

All areas

$160

$162

Specialist/advisor/ senior

Planning, engineering, subdivisions, environmental


health, compliance and monitoring, urban designer,
arborist, licensing, incident investigators, other

$160

$162

Senior building processing and


inspections

Building processing and inspections

$157

$159

Planning, engineering, subdivisions,


urban designer, arborist, other
(excluding specialist/ advisor/ senior)

Planning, engineering, subdivisions, urban


designer, arborist, other

$145

$146

Building processing and inspections,


compliance, monitoring, environmental
health

Building, compliance , monitoring, environmental


health, licensing, incident investigators, other

$130

$135

Assistant/technician

Assistant planner, graduate development engineer,


graduate resource consent planner, planning
technician

$125

$126

Administration

All areas

$97

$98

Note:
1.

The categories denote descriptions of work performed by council officers. Position titles vary across the Auckland Council regulatory
departments.

Land and property information


Category

Service

LIM reports - residential and nonresidential

Standard service

$265

Proposed fee
from 1 July 2014
(incl. GST)
$265

LIM reports - residential and nonresidential

Urgent service (where service is available)

$365

$365

Property information

Property file CD immediate

$100

$100

Property information

Property file CD - standard (5 working days)

$50

$50

Property information

Property file CD - urgent (4 hours)

$80

$80

Property information

Hard copy property file viewing

$30

$30

Property information

Electronic property file viewing

$20

$20

Property information

Property search web delivery

$30

$30

Property information

Neighbourhood Development Report

$36

$36

Maps, reports and certificates

Building Consent Status Report per property

$10

$10

Maps, reports and certificates

Site remediation report

$10

$10

Maps, reports and certificates

Soil reports

$10

$10

Maps, reports and certificates

Private Drainage Plan

$10

$10

Maps, reports and certificates

Valuations certified copy

$10

$10

Maps, reports and certificates

Building inspection report

$10

$10

Maps, reports and certificates

Site consent summary

$10

$10

Maps, reports and certificates

Copy of Code Compliance Certificate (CCC)

$10

$10

Maps, reports and certificates

Copy of Building Warrant of Fitness (BWOF)

$10

$10

Maps, reports and certificates

Copy of LIM at the time of purchase of original LIM

$10

$10

Maps, reports and certificates

Combined public drainage & contour map

$51

$51

Maps, reports and certificates

GIS maps (including aerial maps)

A4 - $7.7

A4 - $7.7

Auckland Council Draft Annual Plan 2014/2015

Current fee
(incl. GST)

224

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Category

Service

Maps, reports and certificates

Printing

Photocopies

Miscellaneous

Current fee
(incl. GST)
A3 - $10

Proposed fee
from 1 July 2014
(incl. GST)
A3 - $10

District plan - zoning / designation maps

$10

$10

Paper size A0

$15

$15

Paper size A1

$10

$10

Paper size A2

$5

$5

Paper size A3

$2.50

$2.50

Paper size A4

$1

$1

Black and White Paper size A0 - Add $1.00 extra for


colour copy

$15

$0.50

Black and White Paper size A1 - Add $1.00 extra for


colour copy

$10

$0.50

Black and White Paper size A2 - Add $1.00 extra for


colour copy

$5

$0.50

Black and White Paper size A3 - Add $1.00 extra for


colour copy

$2.50

$0.50

Black and White Paper size A4 - Add $0.50 extra for


colour copy

$1

$0.50

Courier service

Overnight $5 To be charged at
cost
Same day $10
(a 15 minutes
admin charge will
apply for bulk
request)

Note to table:
Auckland Councils service centres offer a range of different services. Please check with your local service centre or call us on (09) 301
0101 for confirmation on which service centres provide the information you require.

Notes to building control fee schedules


Subject
Deposit versus actual
charge

Detail
Additional processing and administration charges may apply depending on actual time taken to
process applications. Additional Inspection charges may also apply if there is a need for
additional inspections.
The processing deposit and the inspection deposit are payable when the application/service
request is lodged. Where the actual costs are lower than the deposit paid a refund will be made to
the original payer. Where the actual costs exceed the deposit paid, the additional costs (including
charges by external specialists) will be invoiced. Interim invoices may be issued to avoid a large
invoice at the end of the process.

Deposit level

For complex and significant applications or if specialist input is needed, council may require a
higher deposit payment before proceeding. This will be discussed with the applicant in advance.

Financial and
development
contributions

Financial and/or development contributions may be payable in addition to the consent processing
charges. Please refer to the development or financial contributions policy and relevant district
plan for your development.

Value of work

The value of building work will be based on the New Zealand Building Economist set costs for
residential construction and Rawlinsons New Zealand Construction Handbook set costs for
commercial construction. Council staff will be able to assist with this.

Building Research
Levy

The Building Research Levy Act 1969 requires the council to collect a levy of $1 per $1,000 value
(or part thereof) of building work valued over $20,000. GST does not apply to this levy.

Department of Building The Building Act 2004 requires the council to collect a levy of $2.01 per $1,000 value (or part
and Housing (DBH)
thereof) of building work valued over $20,000.
Levy
Accreditation Levy

An accreditation levy is payable on all building consents to cover councils costs of meeting the
standards and criteria required under the Building (Accreditation of Building Consent Authorities)
Regulations 2006.

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Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Subject
Pre-application fee

Detail
The Pre-application meeting standard charge is a fixed fee, i.e. there will be no further charge.
Complex meetings will be charged based on the number and hourly rate of council staff attending.
This meeting is limited to 1 hour. Additional charges may apply for meetings exceeding 1 hour.
Please refer to the council website for further information.

Hearings

The hearing deposit fee is payable prior to the hearing proceeding. The actual costs of the
hearing that exceed the deposit fee will be charged as an additional charge, e.g. costs arising
from the use of a specialist consultant, independent hearing commissioner(s).

Bonds

The damage deposit charge with building consent applications will be held by council to ensure
any necessary remediation to Councils assets is undertaken. This includes assets such as
drainage, recreation reserves, street trees, street lights, piped services, road carriageways, kerbs,
footpaths and grassed berms. Any refunds are payable to the original payer.
Significant Project Criteria:
- Commercial Development > $500,000
- Vertical or horizontal attached multi-residential developments with four or more units
- four or more houses.

Other services

Other services will be charged at cost.

Part II: Resource management


Air and water consent fees/deposits
(1)

Type

Description

Fee from 1 Deposit f Fee from Deposit from


July 2013 rom 1 July 1 July 1 July 2014
(incl. GST)
2013
2014
(incl.
GST)
Consents may require further charges that exceed the initial lodgement deposit
Non-notified applications
Consent transfers

Transfer of coastal, water or discharge permits


(s135-s137 of the Resource Management Act
1991) (in part or whole of consent to another
person on the same site)

$213

Water allocation

$220

$2,045

Transfer of coastal, water or discharge permits


(s135-s137 of the Resource Management Act
1991) to another site
Surrender of consent

$213

$213

$213

$220

$3,500

$220

$220

Take, use or dam surface water

$2,045

$3,500

Take, use or divert groundwater

$2,045

$3,500

Drill or alter bore

$430

$500

Works in, on, under or over the bed of a lake /


river / stream

$2,045

$3,500

Divert surface water

$2,045

$3,500

Coastal

Coastal structures, activities and occupation

$2,045

$3,500

Stormwater
management

Stormwater diversion and/or discharge

$2,045

$3,500

Sediment control

Sediment control for earthworks, roading,


tracking, trenching and quarries

$2,045

$3,500

Water quality

Discharge of domestic wastewater (less than


or equal to 6m)

$2,045

$3,500

Discharge of domestic wastewater (greater


than 6m) and/or contaminants

$2,045

$3,500

Discharge contaminants from industrial or


trade processes (other than to air)

$2,045

$3,500

Farm dairy discharge

$2,045

$3,500

Contaminated sites and landfills

$5,110

$5,500

Lakes, rivers and


streams

Contaminated land

Auckland Council Draft Annual Plan 2014/2015

226

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Type

(1)

Description

Fee from 1 Deposit f Fee from Deposit from


July 2013 rom 1 July 1 July 1 July 2014
(incl. GST)
2013
2014
(incl.
GST)
Consents may require further charges that exceed the initial lodgement deposit
Air quality
$15,335
$15,335
Discharge contaminants to air (where main
discharge is odour)
Discharge contaminants to air (other than
odour)
Contaminated land site enquires
All

Permitted activity review

$5,110

$5,500

no deposit

no deposit

$250

$250

Notified applications
All

Limited notification (air and water)

$7,665

$10,000

Notified application (except discharge


contaminants to air where main discharge is
odour)

$7,665

$20,000

Discharge contaminants to air (where main


discharge is odour)

$15,335

$20,000

Permission to transfer water permit or


discharge permit (in whole or in part) to another
site (notified)

$3,065

Consolidated
into notified
application

Note:
1.

The deposit amount is payable when the application/service request is lodged. Where the actual costs are lower than the deposit paid,
a refund will be made to the original payer. Where the actual costs exceed the deposit paid, the additional costs (including charges by
external specialists) will be invoiced. Interim invoices may be issued to avoid a large invoice at the end of the process.

Resource consent related fees/deposits


(other than air and water)
(1)

Type

Description

Pre-application

Pre-application meeting standard

Non-notified

Fee from 1 Deposit


Fee from Deposit from
July 2013 from 1 July 1 July 2014 1July 2014
(incl. GST)
2013
(incl. GST)
(incl.GST)
$260
$265

Pre-application meeting complex


(initial deposit, with additional
charges by the hour)

$260

$265

Roof-mounted skylight, solar tubes,


roof window, sun tunnel/solar panels

$500

$500

Single infringement controlled or


restricted discretionary activity (for
example accessory building,
additions and alterations, signs)

$1,500

$2,500

Complex application (for example


density applications, four or more
dwellings units)

$4,000

$4,500

Other residential applications

$1,500

Consolidated
into single
infringement

Other non-residential applications

$2,500

Consolidated
into complex
applications

$615

$615

Tree works, where district plan


requires payment of a charge

227

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Type

Description

Subdivisions

Boundary adjustment

Subdivisions

(1)

Fee from 1 Deposit


Fee from Deposit from
July 2013 from 1 July 1 July 2014 1July 2014
(incl. GST)
2013
(incl. GST)
(incl.GST)
$1,500
$2,000

Freehold subdivision around existing


development

$2,000

Consolidated
into three or
more lots

Other freehold subdivision one or


two lots

$2,500

Consolidated
into three or
more lots

Other freehold subdivision three or


more lots

$3,500

$3,500

Cross lease: first stage, updates or


complete stage

$1,090

$1,200

Cross lease: subsequent stages or


update

$615

Consolidated
into first stage

Unit title: proposed unit


development, unit plan, substituted
proposed unit plan or redevelopment
plan

$1,090

Unit title: certificate or complete unit


plan - section 32(2)(a) of the Unit
Titles Act

$500

Consolidated
into unit plan

Unit title certificate; cross-lease or


unit title amendment or variation

$500

Consolidated
into unit plan

Consent to vary or cancel consent


notice condition

$1,020

$2,000

Approval of survey plan

$300

Not required

Certificate for completion of


conditions under section 224(c) of
the Resource Management Act 1991

$500

$1,000

Certificate under section 226 of the


Resource Management Act 1991

$500

Consolidated
into certificate
for completion

Consent for individual disposition of


land held in particular certificate of
title or cancellation of requirement
that allotments be amalgamated

$500

Consolidated
into certificate
for completion

Consent to create, surrender, merge


or vary easement and section 348 of
the Local Government Act 2002
approval (right of way)

$500

Consolidated
into certificate
for completion

Consent to alter or cancel building


line restriction

$500

Consolidated
into certificate
for completion

Consolidated
into first stage

Combined land use and


subdivision consent (nonnotified)

one to 10 lots

$3,500

$4,000

11 or more lots

$4,500

$5,000

Liquor

Resource management certificate


under the Sale of Liquor Act (reliant
on resource consent)

$220

Consolidated
into certificate
for completion

Liquor Planning Certificate


Permitted Activity

$650

Consolidated
into certificate
for completion

Liquor Planning Certificate Existing


use rights

$650

Consolidated
into certificate
for completion

Auckland Council Draft Annual Plan 2014/2015

228

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

(1)

Type

Description

Notified applications

Notified application for tree works,


where district plan requires payment
of a charge

Fee from 1 Deposit


Fee from Deposit from
July 2013 from 1 July 1 July 2014 1July 2014
(incl. GST)
2013
(incl. GST)
(incl.GST)
$530
$530
$530
$530

Application involving heritage item

$1,535

$1,535

Limited notification

$7,000

$10,000

Application to change or cancel


conditions of consent (notified)

$4,000

Consolidated
into notified
application

Review of consent conditions


(notified)

$4,000

Consolidated
into notified
application

Hearing of resource consent


application

$3,000

$3,000

Other notified applications

$10,000

$20,000

Compliance and monitoring

Compliance and monitoring

Deposit
charged
when
consent
granted

Deposit
charged when
consent
granted

Other

Certificate of Compliance

$750

Consolidated
into certificate
for completion

Existing Use Certificate

$750

Consolidated
into certificate
for completion

Confirmation of compliance with


National Environmental Standards

$750

Consolidated
into certificate
for completion

Application for extension of consent

$750

Consolidated
into certificate
for completion

Application to change or cancel


conditions of consent (non-notified)

$750

Consolidated
into to vary or
cancel

Review of consent conditions (nonnotified)

$750

Consolidated
into to vary or
cancel

Waiver of outline plan

$500

$500

Approval of outline plan of works


Bond or damage deposit as
condition of consent
Annual Coastal Licence renewal
Issuing consent report

Engineering

$1,000

$1,000

No deposit

No deposit

$140

$150

Weekly (annual subscription)

$1,112

$1,112

$1,390

$1,390

Monthly (annual subscription)

$540

$540

$670

$670

Single request

$105

$105

$130

$130

Approval of minor engineering works

$500

$500

Approval of major engineering works

$1,500

$1,500

$500

$500

$1,500

$1,500

Approval of engineering works


common access way
Consent to drainage works
construction of private drains
through adjoining premises or works
on private land

Note: 1. The deposit amount is payable when the application/service request is lodged. Where the actual costs are lower than the deposit
paid, a refund will be made to the original payer. Where the actual costs exceed the deposit paid, the additional costs (including charges by
external specialists) will be invoiced. Interim invoices may be issued to avoid a large invoice at the end of the process.

229

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Hourly rates
(1)

Description

Specialty

Hourly rate from 1


Hourly rate from 1
July 2013 (incl. GST) July 2014 (incl.GST)
$175
$177

Manager/project
manager/legal services

All areas

Team leader

All areas

$160

$162

Specialist/senior

Planning, engineering, subdivisions,


environmental health, compliance and
monitoring, urban designer, arborist,
licensing, incident investigators, other

$160

$162

Senior building processing


and inspections

Building processing and inspections

$157

$159

Planning, engineering,
Planning, engineering, subdivisions, urban
subdivisions, urban designer, designer, arborist, other
arborist, other (excluding
specialist/senior)

$145

$146

Building processing and


inspections, compliance,
monitoring, environmental
health

Building, compliance , monitoring,


environmental health, licensing, incident
investigators, other

$130

$135

Assistant/technician

Assistant planner, graduate development


engineer, graduate resource consent planner,
planning technician

$125

Not required

Administration

All areas

$97

$98

Note:
1.

The categories denote descriptions of work performed by council officers. Position titles vary across the Auckland Council regulatory
departments.

Additional notes to resource consent fee schedules above


Subject
Deposit vs. actual
charge

Detail
The processing deposit and the inspection deposit are payable when the application/service
request is lodged. Where the actual costs are lower than the deposit paid a refund will be made to
the original payer. Where the actual costs exceed the deposit paid, the additional costs (including
charges by external specialists) will be invoiced. Interim invoices may be issued to avoid a large
invoice at the end of the process.

Deposit level

For complex and significant applications or if specialist input is needed, the council may require a
higher deposit payment before proceeding. This will be discussed with the applicant in advance.

Hourly rates

The hourly rates displayed in the Hourly rates table above apply to all resource management
related services including private plan changes and notices of requirement.

Private plan changes


and notices of
requirement

The existing deposit requirements for private plan changes and notices of requirement remain in
force. These can be found in Volume 3 of the councils Annual Plan 2011/2012.

Financial and
development
contributions

Financial and/or development contributions may be payable in addition to the consent processing
charges. Please refer to the development or financial contributions policy and relevant district plan
for your development.

Pre-application fee

The Pre-application meeting standard charge is a fixed fee i.e. there will be no further charge.
Complex meetings will be charged based on the number and hourly rate of council staff attending.
Please refer to the council website for further information.

Other Services

Other services will be charged at cost.

Auckland Council Draft Annual Plan 2014/2015

230

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Administration, Monitoring and Supervision (AMS) charges and


Functions, Powers and Duties (FPD) charges
Background

Section 36 of the Resource Management Act (RMA) provides guidance on the charges payable by consent
holders of resource consents, for the carrying out by the local authority of its functions in relation to the
administration, monitoring and supervision of resource consents, and for the carrying out of its resource
management functions under section 35.

In order to achieve a fair and equitable sharing of the financial cost of this function the council has evaluated
its functions and decided what proportion of each work programme and consent related activity should be
recovered directly from individuals (either holders of resource consents, consent applicants or people
causing environmental degradation), and what should be funded by the community at large through general
rates. These funding decisions are made in accordance with section 36 of the RMA, and are set out in the
Revenue and financing policy section of the Auckland Council Long-term Plan 2012-2022.

This schedule sets out the proposed charges for monitoring and supervision and functions, powers and
duties (annual charges) for the period 1 July 2014 to 30 June 2015.

Key definitions

Administration, Monitoring and Supervision (AMS) Charges.

The AMS charges cover the cost of undertaking compliance monitoring inspections, reporting and
administration associated with ensuring activities are carried out in accordance with consent conditions.
This charge will vary between consents.

Functions, Powers and Duties (FPD) Charges.

The FPD charges cover consent holder contributions to Councils State of the Environment monitoring
programmes, environmental research and investigations, educational and advisory programmes as
provided for under section 35 of the RMA.

AR refers to actual and reasonable cost.

CMPD refers to cupid metre per day; CMP YR refers to cupid metre per year.

A. Discharges to air
Activity description

Number of visits

Total current charge (incl.


GST) (per annum)

Minor

0.25

$441.60 + AR

Total proposed charge from 1


July 2014
(incl. GST) (per annum)
$441.60 + AR

Very Low

0.50

$943.00 + AR

$943.00 + AR

Low

$1,768.70 + AR

$1,768.70 + AR

Medium

$3,536.25 + AR

$3,536.25 + AR

>2

$1768.70 per visit + AR

$1,768.70 per visit + AR

Major

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Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

B. Coastal activities
Activity description

Total current charge (incl. GST)


(per annum)

Seawalls

$111.55 + AR

Total proposed charge from 1


July 2014
(incl. GST) (per annum)
$111.55 + AR

Coastal structures (other than seawalls)


Coastal activity
Coastal event
Coastal other

$111.55 + AR

$111.55 + AR

Moorings

$88.55 + AR

$88.55 + AR

Dredging, reclamation

$554.30 + AR

$554.30 + AR

Vegetation removal, disposal / deposit


Extraction
Marine farm

$872.85 + AR

$872.85 + AR

$1,891.75 + AR

$1,891.75 + AR

$194.35 per ha of farm + AR

$194.35 per ha of farm + AR

C. Discharges to land and water (wastewater, discharge other,


dairy, landfill, contaminated sites, animal waste)
Activity description

Total current charge (incl. GST)


(per annum)

Total proposed charge from 1


July 2014
(incl. GST) (per annum)

$71.30 + AR

$71.30 + AR

AR

AR

Dairy Discharges to Ground


Farm Dairy Permitted Activities (Permitted Activity as
per Auckland Regional Plan Farm Dairy Discharges)
Discharges to Ground
Domestic Dwelling
Low

$77.05 + AR

$77.05 + AR

Medium

$100.05 + AR

$100.05 + AR

High

$154.10 + AR

$154.10 + AR

Major tier 1

$230 + AR

$230.00 + AR

Major tier 2

$465.75 + AR

$465.75 + AR

Major tier 3

$925.75 + AR

$925.75 + AR

Major tier 4

$1,850.35 + AR

$1,850.35 + AR

Assessed on individual basis

Assessed on individual basis

Contaminated Sites - Low

$242.65 + AR

$242.65 + AR

Contaminated Sites- Moderate

$539.35 + AR

$539.35 + AR

Major special

Discharges to open coast and harbours


Low

$106.95 + AR

$106.95 + AR

Medium

$134.55 + AR

$134.55 + AR

High

$188.60 + AR

$188.60 + AR

Major tier 1

$347.30 + AR

$347.30 + AR

Major tier 2

$701.50 + AR

$701.50 + AR

Major tier 3

$1,384.60 + AR

$1,384.60 + AR

Major tier 4

$2,776.10 + AR

$2,776.10 + AR

Assessed on individual basis

Assessed on individual basis

Low

$134.55 + AR

$134.55 + AR

Medium

$202.40 + AR

$202.40 + AR

High

$269.10 + AR

$269.10 + AR

$460 + AR

$460.00 + AR

Major special
Discharges to Streams/Lakes

Major tier 1

Auckland Council Draft Annual Plan 2014/2015

232

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Activity description

Total current charge (incl. GST)


(per annum)

Major tier 2

$931.50+ AR

Total proposed charge from 1


July 2014
(incl. GST) (per annum)
$931.50 + AR

Major tier 3

$1,805.35 + AR

$1,805.35 + AR

Major tier 4

$3,701.85 + AR

$3,701.85 + AR

Assessed on individual basis

Assessed on individual basis

Farm Dairy up to 6cmpd

$158.70 + AR

$158.70 + AR

Farm Dairy between 6cmpd and 30cmpd

$226.55 + AR

$226.55 + AR

Farm Dairy greater than 30cmpd

$293.25 + AR

$293.25 + AR

Major special
Dairy Discharges to Streams

Open Landfills
Small

$807.30 + AR

$807.30 + AR

$3,371.80 + AR

$3,371.80 + AR

$943 + AR

$943.00 + AR

Watercare Services Rosedale STP

$29,468.75 + AR

$29,763.44 + AR

Watercare Services Mngere STP

$58,937.50 + AR

$59.526.87 + AR

Watercare Services Army Bay STP

$6,070.85 + AR

$6,131.56 + AR

$194,376.45 + AR

$196,320.21 + AR

$6,012.20 + AR

$6,072.32 + AR

$64,831.25 + AR

$65,479.56 + AR

Medium - Large
Closed Landfills
Per site
Major Discharge Consents

Wastewater Network Overflows


Watercare Services Ltd
United Water
Auckland Network
Watercare Services Ltd existing use rights

D. Discharges of stormwater
Activity description

Total current charge (incl.


GST) (per annum)

Auckland Council

$707,250 + AR

Total proposed charge


from 1 July 2014 (incl.
GST) (per annum)
$714,322.50 + AR

Stormwater Discharge from Industrial/Commercial sites or an Industrial or Trade Activity


consent
Private Stormwater
N/A
AR

AR

Minor

Self-regulation

AR

Low

Every five years

AR

AR

Medium

Every two years

$287.50 + AR

$143.75 + AR

High

Every year

$575 + AR

$287.50 + AR

Major

>Once a year

$1,150 + AR

$575.00 + AR

AR

E. Land disturbance
Activity description

Total current charge (incl.


GST) (per annum)

Total proposed charge


from 1 July 2014 (incl.
GST) (per annum)

$47.15 per ha

$47.15 per ha

$47.15 per ha + AR

$47.15 per ha + AR

Quarries
A worked area less than 2 ha

$589.95 + AR

$589.95 + AR

A worked area greater than or equal to 2 ha and less than 5 ha

$848.70 + AR

$848.70 + AR

Vegetation Removal
Permitted Activity as per ARP: Sediment Control
Per vegetation removal operation

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Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Activity description

Total current charge (incl.


GST) (per annum)

A worked area greater than or equal to 5 Ha and less than 10 ha

$1,697.40 + AR

Total proposed charge


from 1 July 2014 (incl.
GST) (per annum)
$1,697.40 + AR

A worked area of 10.0 ha or greater

$2,593.25 + AR

$2,593.25 + AR

$483 per ha + AR

$483.00 per ha + AR

Earthworks
Duration of disturbance less than two months
Duration of disturbance is equal to or greater than two months and
less than six months
Duration of disturbance equal to or greater than 6 months
Riverbed / Stream Works
Length of disturbance less than 50m
Length of disturbance is equal to or greater than 50m
Diversion Of Surface Water
Diversion of surface water

$652.05 per ha + AR

$652.05 per ha + AR

$874 per ha + AR

$874.00 per ha + AR

$556.60 + AR

$556.60 + AR

$1,320.20 + AR

$1,320.20 + AR

$560.05 + AR

$560.05 + AR

F. Take, use, dam or divert water including freshwater,


geothermal water and coastal (sea) water
Consent category

Major Consents

Current AMS charge (incl.


GST) (per annum)

Proposed AMS charge


from 1 July 2014 (incl.
GST) (per annum)

AR

AR

Important monitoring consents


$196.65
CONSENTS TO TAKE OR DIVERT WATER FOR THE LISTED CATCHMENTS OR
AQUIFERS
Surface water catchments
Any take from stream flow or lake and greater than 50 cmpd
Aquifers (listed below)
Aquifer

$196.65

Criteria for important


monitoring consents
greater than 5,000 cmp yr

Criteria for important


monitoring consents
greater than 5,000 cmp yr

All

All

Waiwera Geothermal

greater than 10 cmpd

greater than 10 cmpd

Parakai Geothermal

greater than 10 cmpd

greater than 10 cmpd

Kumeu Hobsonville aquifer

greater than 3,000 cmp yr

greater than 3,000 cmp yr

Auckland Isthmus Aquifers

greater than 20,000 cmp yr greater than 20,000 cmp yr

Tomarata Waitemat sandstone aquifer


Omaha

Waiheke Island Aquifers

greater than 2,000 cmp yr

Manukau Waitemat aquifers

greater than 10,000 cmp yr greater than 10,000 cmp yr

greater than 2,000 cmp yr

Manukau Kaawa aquifer

greater than 10,000 cmp yr greater than 10,000 cmp yr

Clevedon Waitemat sandstone aquifer

greater than 10,000 cmp yr greater than 10,000 cmp yr

Drury Sand-Volcanic aquifers

greater than 2,000 cmp yr

greater than 2,000 cmp yr

Franklin volcanic aquifers (Pukekohe, Bombay and Glenbrook)

greater than 5,000 cmp yr

greater than 5,000 cmp yr

Franklin Kaawa ( Waiau Pa-Glenbrook zone) aquifer

greater than 2,000 cmp yr

greater than 2,000 cmp yr

Franklin Kaawa (Karaka and Pukekohe zones) aquifer

greater than 5,000 cmp yr

greater than 5,000 cmp yr

Franklin Kaawa (Bombay-Drury, Pukekohe West and Waiuku


zones) aquifer

greater than 10,000 cmp yr greater than 10,000 cmp yr

South Auckland Waitemat aquifer

greater than 10,000 cmp yr greater than 10,000 cmp yr

Low impact monitoring consents


$62.10
Consents to take or divert water that do not fall into any of the above categories and are not a
major or named consent.

$62.10

Dam water

$196.65

Auckland Council Draft Annual Plan 2014/2015

$196.65

234

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Consent category

Current AMS charge (incl.


GST) (per annum)

Proposed AMS charge


from 1 July 2014 (incl.
GST) (per annum)

Consents to dam water that do not fall into any of the above categories and are not a major or
named consent have a standard AMS charge
Dam water (engineering inspection completed and dam fully
$62.10
compliant or inspection not required)
Consents to dam water that do not fall into any of the above categories and are not a major or
named consent have a standard AMS charge

$62.10

Use type

Special catchments or aquifers


Authorised maximum daily quantity in cubic metres (cmpd)
T1
T2
T3
T4
T5
T6
T7
Tier 7
Tier 7 $/cmpd
$/cmpd
proposed
current charge from 1
charge
July 2014
(incl. GST) (incl. GST)
$0.80
$0.80
Take fresh water for vegetable 0-175 176-350 351-525 526-700 70110511401washing and irrigation of
1050
1400
1750
orchards, market garden,
pasture or sportsfield
Take fresh water for irrigation
of hothouse, shade house,
nursery, bowling green , golf
course

0-75 76-150 151-225 226-300 301-450 451-600 601-750

$1.90

$1.90

Take fresh water for industrial


use, municipal supply,
communal domestic use, stock
watering, dairy shed supply,
ground dewatering, other.
Diversion of groundwater
(taken from aquifer)

0-50 51-100 101-150 151-200 201-300 301-400 401-500

$2.85

$2.85

Take geothermal water

0-20

$7.10

$7.10

Diversion of groundwater
(remains in aquifer)

all

Take fresh water for


emergency/standby use only
from an alternative source.

all

Dam water (no take consent)


off stream or catchment up to
100ha

all

Dam water (no take consent)


on stream and catchment
greater than 100ha
Take coastal water

Use type

Take fresh water for vegetable


washing and irrigation of:
orchards, market garden,
pasture or sportsfield
Take fresh water for irrigation
of: hothouse, shade house,
nursery, bowling green, golf

21-40

41-60

61-80

81-120 121-160 161-200

all
Assessed individually based on authorised maximum daily amount

Not in special catchments or aquifers


Authorised maximum daily quantity in cubic metres (cmpd)
T1
T2
T3
T4
T5
T6
T7
Tier 7
Tier 7
$/cmpd
$/cmpd
current
proposed
charge
charge from
(incl. GST) 1 July 2014
(incl. GST)
0-250 251-500 501-750 751$0.57
$0.57
1001150120011000
1500
2000
2500

0-100 101-200 201-300 301-400 401-600 601-800

235

8011000

$1.45

$1.45

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Use type
T1

Not in special catchments or aquifers


Authorised maximum daily quantity in cubic metres (cmpd)
T2
T3
T4
T5
T6
T7
Tier 7
Tier 7
$/cmpd
$/cmpd
current
proposed
charge
charge from
(incl. GST) 1 July 2014
(incl. GST)

course
Take fresh water for industrial
use, municipal supply,
communal domestic use, stock
use, dairy shed supply, ground
dewatering, other. Diversion of
groundwater (taken from
aquifer)

0-70

71-140 141-210 211-280 281-420 421-560 561-700

$2.05

$2.05

Take geothermal water

0-40

41-80

$3.60

$3.60

Diversion of groundwater
(remains in aquifer)

all

Take fresh water for


emergency/standby use only
from an alternative source.

all

Dam water (no take consent)


off stream or catchment up to
100ha

all

Dam water (no take consent)


on stream and catchment
greater than 100ha
Take coastal water

81-120 121-160 161-240 241-320 321-400

all
Assessed individually based on authorised maximum daily amount

Activity description

Current FPD charge


(incl. GST) (per annum)

Proposed FPD charge from 1 July


2014 (incl. GST) (per annum)

Tier 1

$82.80

$82.80

Tier 2

$163.30

$163.30

Tier 3

$327.75

$327.75

Tier 4

$492.20

$492.20

Tier 5

$656.65

$656.65

Tier 6

$984.40

$984.40

Tier 7

$1,313.30

$1,313.30

Functions, Powers and Duties Tiers

> Tier 7

Use type charge per cubic metre Use type charge per cubic metre per
per day
day

Named Consent

Activity description

Watercare Services Ltd


Dam

Take from Dam per consent

$14,792.45

Total charge from 1 July


2014 (incl. GST) (per
annum)
$14,940.37

Watercare Services Ltd


Well

Take from Onehunga well per


consent

$21,281.90

$21,494.72

Auckland Council Draft Annual Plan 2014/2015

Total charge from 1 July 2013


(incl. GST) (per annum)

236

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Part III: Changes to animal management fees and charges for


2014/2015
As resolved by the council during the Annual Plan 2013/2014 process, the fees and charges for animal
management will be increased to recover a greater proportion of cost of delivering the service, with the level of
cost recovery reaching the target of 60 per cent in 2014/2015. The fees and charges included in this part reflect
this decision.

Fixed fees
Type

Description

Dog registration - if
paid on or before 1
August of the
registration year
(conditions apply)

Standard fee

Current fee (incl. Proposed fee from


GST)
1 July 2014 (incl.
GST)
$121
$134

(1)

Responsible Dog Owner Licence (RDOL) with de-sexed


(2)
dog

$55

$60

Responsible Dog Owner Licence (RDOL) with entire dog

$62

$69

$87

$96

$55

$60

$0

$0

$27

$30

150% of
applicable fee

150% of applicable
fee

$148

$164

$114

$126

$62

$75

$0

$0

De-sexed dog (no Responsible Dog Owner Licence)

(3)

(4)

Supergold Community Services Combo Card holder


Special category dog
Working dog

(5)

(6)

Classified dangerous dog


(1)

Dog registration - if Standard fee


paid after 1 August De-sexed dog
of the registration
(4)
Supergold Community Services Combo Card holder
year
(5)
Special category dog
Working dog

(6)

Classified dangerous dog


Licence application Responsible Dog Owner Licence application fee
Other animal
management

Multiple dog permit application fee

$30

$37

150% of
applicable fee

150% of applicable
fee

$0

$0

$37

$41

Replacement registration tag

$7

$8

Dog impoundment fee first offence

$70

$71

Dog impoundment fee second offence

$130

$133

Dog impoundment fee third and subsequent offence

$200

$205

Daily sustenance for impounded dog

$18

$18

Large animal impoundment fee

$27

$27

Large animal daily sustenance (excluding first day)

$16

$16

Small animal impoundment fee

$16

$16

Small animal daily sustenance (excluding first day)

$11

$11

Vet care, microchipping, de-sexing, adoption, handover of


ownership of dog

Contact the
council

Contact the council

Stock driving fee per kilometre

Actual cost

Actual cost

Notes:
1.

Dogs less than three months of age and imported dogs registered for the first time on or after 2 August pay a portion of the annual fee
based on the number of complete months remaining in the registration year. All other dogs registered for the first time on or after 2
August pay the fee listed under If paid after 1 August.

2.

To qualify, you must hold a current Responsible Dog Owner Licence (RDOL) prior to making your application and supplied the council
a valid veterinary certificate as proof your dog has been de-sexed prior to, or with your application. You only need to send the
certificate once. RDOL discount is only applicable to RDOL holders and RDOL status will be revoked for non-payment by due date (1
August). The fee category applicable then would revert to the underlying re-registration category.

237

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

3.

To qualify, you must supply the council with a valid veterinary certificate as proof your dog has been de-sexed prior to or with your
application. You only need to send the certificate once.

4.

To qualify, you must present your current Supergold Community Services (CSC) Combo Card to the council. You need only present
the card once.

5.

The term special category dog applies to dogs used for or by disability assist, Police, Department of State, Aviation Security Service,
Civil Defence, or Biosecurity Act 1993 as defined in section 2 of the Dog Control Act 1996 under the term Working Dog. It does not
apply to dogs used for herding or driving stock or by security guards.

6.

To qualify, the owner must sign a declaration and if requested demonstrate the dog's ability to herd or drive stock to the satisfaction of
council officer.

Hourly rates
Description

(1)

Specialty

Current hourly
rate (incl. GST)

Manager/project manager/legal services

All areas

$175

Proposed hourly
rate from 1 July
2014 (incl. GST)
$177

Team leader

All areas

$160

$162

$145

$146

Assistant planner, graduate


development engineer, graduate
resource consent planner, planning
technician

$125

$126

All areas

$97

$98

Planning, engineering, subdivisions, urban Planning, engineering, subdivisions,


designer, arborist, animal management,
urban designer, arborist, stock
other (excluding specialist/ advisor/ senior) impoundment, other
Assistant/technician

Administration
Note:
1.

The categories denote descriptions of work performed by council officers. Position titles vary across the Auckland Council regulatory
departments.

Auckland Council Draft Annual Plan 2014/2015

238

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Part IV: Changes to environmental health and licensing fees and


charges
Food premises licensing
As approved by the council during the Annual Plan 2013/2014 process, licensing fees for food premises will be
standardised across the region over a period of five years (2013/2014 2017/2018), with cost recovery rate for
the food licensing service increasing from 63 per cent to 90 per cent over the period. The detailed transition
pathway for each of the existing fees was included in the draft Annual Plan 2013/2014 for consultation. This
included changes proposed to each fee for each of the five years during transition. For 2014/2015 the council is
proposing no change to the fees consulted on. The tables below show the fees for 2014/2015 (the second year
of the transition period) as included in the draft Annual Plan 2013/2014, with the exception of fees that have
reached the cost recovery target in which case they are reduced slightly to reflect the councils latest inflation
forecasts. The fee levels vary depending on which former council area the premises are located in.
Premises that have a registered Voluntary Implementation Programme Food Control Plan with council will be
charged an annual fee based on the risk rating of the food premises (determined by Council) and using the
Grade category they achieve in the previous year.
Auckland central and islands
Transitional fee
(1)
category

Standardised fee
(1)
category

Fee for new premises and existing


transferred to new owners (incl. GST)
(2)
($)
Current fee Proposed fee from 1 July
2014

Fee for other existing premises


(incl. GST) ($)
Current fee

Proposed fee from 1


July 2014

Small high risk A


grade

Grade A, High risk

1,014

1,024

860

921

Small high risk B


grade

Grade B, High risk

1,194

1,206

1,092

1,145

Small high risk D


grade

Grade D, High risk

1,373

1,387

1,323

1,369

Small high risk E


grade

Grade E, High risk

1,731

1,748

1,649

1,712

Large high risk A


grade

Grade A, High risk

1,014

1,024

1,014

1,024

Large high risk B


grade

Grade B, High risk

1,194

1,206

1,194

1,206

Large high risk D Grade D, High risk


grade

1,373

1,387

1,373

1,378

Grade E, High risk

1,731

1,748

1,731

1,748

Small medium risk Grade A, Medium


A grade
risk

525

530

525

530

Small medium risk Grade B, Medium


B grade
risk

883

892

749

802

Small medium risk Grade D, Medium


D grade
risk

1,098

1,109

920

988

Small medium risk Grade E, Medium


E grade
risk

1,385

1,399

1,151

1,240

Large medium risk Grade A, Medium


A grade
risk

525

530

525

530

Large medium risk Grade B, Medium


B grade
risk

883

892

883

892

Large medium risk Grade D, Medium


D grade
risk

1,098

1,109

1,098

1,109

Large medium risk Grade E, Medium


E grade
risk

1,385

1,399

1,385

1,399

Large high risk E


grade

239

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Transitional fee
(1)
category

Standardised fee
(1)
category

Fee for new premises and existing


transferred to new owners (incl. GST)
(2)
($)
394
398

Small low risk A


grade

Grade A, Low risk

Small low risk B


grade

Grade B, Low risk

448

Small low risk D


grade

Grade D, Low risk

Small low risk E


grade

Fee for other existing premises


(incl. GST) ($)
308

338

452

382

409

609

615

479

524

Grade E, Low risk

824

832

610

680

Large low risk A


grade

Grade A, Low risk

394

398

394

398

Large low risk B


grade

Grade B, Low risk

448

452

448

452

Large low risk D


grade

Grade D, Low risk

609

615

609

615

Large low risk E


grade

Grade E, Low risk 824

832

822

832

571

577

Re-grading and re- Re-grading


inspections

571

577

New premises fee

239

241

New premises
(3)
fee

Notes:
1.

These two columns provide an indicative mapping between the transitional (legacy) fee categories and the standardised fee category
under the new grading system. The actual risk and performance grade of a specific licensee (and hence the standardised fee category
that it falls under) will be determined by the council, during the year prior.

2.

The fees shown in these columns apply to new premises and existing premises being transferred to new owners, where the transition
arrangement does not apply. Fees for other premises will be subject to the transition arrangement. These are displayed in the two right
most columns of the table.

3.

This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. The
transition arrangement does not apply to this fee.

Franklin
Fee category

Fee for new premises and existing


transferred to new owners (incl. GST)
(1)
($)
Current fee
Proposed fee from
1 July 2014

Fee for other existing premises


(incl. GST) ($)
Current fee

Proposed fee from 1 July


2014

Grade A, High risk

1,014

1,024

467

619

Grade B, High risk

1,194

1,206

503

692

Grade D, High risk

1,373

1,387

539

766

Grade E, High risk

1,731

1,748

610

913

Grade A, Medium risk

525

530

369

418

Grade B, Medium risk

883

892

441

565

Grade D, Medium risk

1,098

1,109

484

653

Grade E, Medium risk

1,385

1,399

541

771

Grade A, Low risk

394

398

343

364

Grade B, Low risk

448

452

354

387

Grade D, Low risk

609

615

386

453

Grade E, Low risk

824

832

429

541

571

577

296

374

239

241

Re-grading
New premises fee

Auckland Council Draft Annual Plan 2014/2015

240

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Notes to previous table:


1.

The fees shown in these columns apply to new premises and existing premises being transferred to new owners, where the transition
arrangement does not apply. Fees for other premises will be subject to the transition arrangement. These are displayed in the two right
most columns of the table.

2.

This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. The
transition plan does not apply to this fee.

Manukau
Transitional fee Standardised fee category
(2)
(2)
category

Up to 50m

Up to 200m

Up to 400m

Fee for other existing premises


(incl. GST) ($)
Current fee

Proposed fee
from 1 July 2014

Grade A, High risk

1,014

1,024

628

742

Grade B, High risk

1,194

1,206

664

816

Grade D, High risk

1,373

1,387

699

889

Grade E, High risk

1,731

1,748

771

1,036

525

530

525

530

Grade A, Medium risk

Fee for new premises and existing


transferred to new owners (incl.
(3)
GST) ($)
Current fee
Proposed fee
from 1 July 2014

Grade B, Medium risk

883

892

601

689

Grade D, Medium risk

1,098

1,109

644

777

Grade E, Medium risk

1,385

1,399

702

894

Grade A, Low risk

394

398

394

398

Grade B, Low risk

448

452

448

452

Grade D, Low risk

609

615

547

576

Grade E, Low risk

824

832

590

664

Grade A, High risk

1,014

1,024

736

825

Grade B, High risk

1,194

1,206

772

899

Grade D, High risk

1,373

1,387

807

973

Grade E, High risk

1,731

1,748

879

1,119

Grade A, Medium risk

525

530

525

530

Grade B, Medium risk

883

892

709

772

Grade D, Medium risk

1,098

1,109

752

860

Grade E, Medium risk

1,385

1,399

810

977

Grade A, Low risk

394

398

394

398

Grade B, Low risk

448

452

448

452

Grade D, Low risk

609

615

609

615

Grade E, Low risk

824

832

698

747

Grade A, High risk

1,014

1,024

824

893

Grade B, High risk

1,194

1,206

860

967

Grade D, High risk

1,373

1,387

895

1,040

Grade E, High risk

1,731

1,748

967

1,187

Grade A, Medium risk

525

530

525

530

Grade B, Medium risk

883

892

797

839

Grade D, Medium risk

1,098

1,109

840

927

Grade E, Medium risk

1,385

1,399

898

1,045

Grade A, Low risk

394

398

394

398

Grade B, Low risk

448

452

448

452

Grade D, Low risk

609

615

609

615

241

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Transitional fee Standardised fee category


(2)
(2)
category

Up to 800m

Over 800m

Regrading
New premises
fee

Fee for new premises and existing


transferred to new owners (incl.
(3)
GST) ($)
Current fee
Proposed fee
from 1 July 2014

Fee for other existing premises


(incl. GST) ($)
Current fee

Proposed fee
from 1 July 2014

Grade E, Low risk

824

832

786

815

Grade A, High risk

1,014

1,024

915

963

Grade B, High risk

1,194

1,206

951

1,037

Grade D, High risk

1,373

1,387

987

1,110

Grade E, High risk

1,731

1,748

1,058

1,257

Grade A, Medium risk

525

530

525

530

Grade B, Medium risk

883

892

883

892

Grade D, Medium risk

1,098

1,109

932

998

Grade E, Medium risk

1,385

1,399

989

1,115

Grade A, Low risk

394

398

394

398

Grade B, Low risk

448

452

448

452

Grade D, Low risk

609

615

609

615

Grade E, Low risk

824

832

824

832

Grade A, High risk

1,014

1,024

1,014

1,024

Grade B, High risk

1,194

1,206

1,074

1,132

Grade D, High risk

1,373

1,387

1,110

1,205

Grade E, High risk

1,731

1,748

1,181

1,352

Grade A, Medium risk

525

530

525

530

Grade B, Medium risk

883

892

883

892

Grade D, Medium risk

1,098

1,109

1,055

1,092

Grade E, Medium risk

1,385

1,399

1,112

1,210

Grade A, Low risk

394

398

394

398

Grade B, Low risk

448

452

448

452

Grade D, Low risk

609

615

609

615

Grade E, Low risk

824

832

824

832

571

577

221

317

239

241

Regrading
New premises fee

(4)

Notes:
1.

Fees applied in the former Manukau City Council area were based on size as opposed to risk and performance grade. Specific fees
were subject to a discount or surcharge up to plus or minus 20 per cent based on historical grades.

2.

These two columns provide an indicative mapping between the transitional (legacy) fee categories and the standardised fee category
under the new grading system. The actual risk and performance grade of a specific licensee (and hence the standardised fee category
that it falls under) will be determined by the council, during the year prior.

3.

The fees shown in these columns apply to new premises and existing premises being transferred to new owners, where the transition
arrangement does not apply. Fees for other premises will be subject to the transition arrangement. These are displayed in the two right
most columns of the table.

4.

This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. The
transition plan does not apply to this fee.

Auckland Council Draft Annual Plan 2014/2015

242

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

North Shore
Transitional fee Standardised fee
(1)
(1)
category
category

Fee for new premises and existing


transferred to new owners (incl. GST)
(2)
($)
Current fee
Proposed fee from
1 July 2014

Fee for other existing premises


(incl. GST) ($)
Current fee

Proposed fee from


1 July 2014

Food premises Grade A, High risk


category 2

1,014

1,024

614

732

Food premises Grade B, High risk


category 2

1,194

1,206

702

846

Food premises Grade D, High risk


category 2

1,373

1,387

1,373

1,387

Food premises Grade E, High risk


category 2

1,731

1,748

1,731

1,748

Food premises Grade A, Medium


category 1
risk

525

530

445

477

Food premises Grade B, Medium


category 1
risk

883

892

541

642

Food premises Grade D, Medium


category 1
risk

1,098

1,109

912

982

Food premises Grade E, Medium


category 1
risk

1,385

1,399

1,054

1,165

Food premises Grade A, Low risk


category 1

394

398

394

398

Food premises Grade B, Low risk


category 1

448

452

448

452

Food premises Grade D, Low risk


category 1

609

615

609

615

Food premises Grade E, Low risk


category 1

824

832

824

832

577

267

352

Re-grading
New premises fee

571
(3)

(3)

239

241

Notes:
1.

These two columns provide an indicative mapping between the transitional (legacy) fee categories and the standardised fee category
under the new grading system. The actual risk and performance grade of a specific licensee (and hence the standardised fee category
that it falls under) will be determined by the council, during the year prior.

2.

The fees shown in this column apply to new premises and existing premises being transferred to new owners, where the transition
arrangement does not apply. Fees for other premises will be subject to the transition arrangement. These are displayed in the two right
most columns of the table.

3.

This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. The
transition plan does not apply to this fee.

243

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Papakura
(1)

Transitional fee category

Category

Standardised
(1)
fee category

Description of
premises

Existing
General food
premises with A retailing
or B grading

Existing
Multi-licence
premises with A premises (e.g.
or B grading
supermarkets),
registration of
basic premises

Eating houses Take-away


(A or B grading) retailer

Eating houses Tea-rooms,


(A or B grading) coffee-bars,
restaurants &
licensed
premises with
seating for not
more than 50
persons

Grade A, High
risk

Fee for new premises and


existing transferred to new
(2)
owners (incl. GST) ($)
Current fee
Proposed fee
from 1 July
2014
1,014
1,024

Fee for other existing premises


(incl. GST) ($)
Current fee

592

Proposed fee
from 1 July
2014
715

Grade A,
Medium risk

525

530

494

514

Grade A, Low
risk

394

398

394

398

Grade B, High
risk

1,194

1,206

628

788

Grade B,
Medium risk

883

892

565

661

Grade B, Low
risk

448

452

448

452

Grade A, High
risk

1,014

1,024

592

715

Grade A,
Medium risk

525

530

494

514

Grade A, Low
risk

394

398

394

398

Grade B, High
risk

1,194

1,206

628

788

Grade B,
Medium risk

883

892

565

661

Grade B, Low
risk

448

452

448

452

Grade A, High
risk

1,014

1,024

592

715

Grade A,
Medium risk

525

530

494

514

Grade A, Low
risk

394

398

394

398

Grade B, High
risk

1,194

1206

628

788

Grade B,
Medium risk

883

892

565

661

Grade B, Low
risk

448

452

448

452

Grade A, High
risk

1,014

1024

592

715

Grade A,
Medium risk

525

530

494

514

Grade A, Low
risk

394

398

394

398

Grade B, High
risk

1,194

1206

628

788

Grade B,
Medium risk

883

892

565

661

Grade B, Low
risk

448

452

448

452

Auckland Council Draft Annual Plan 2014/2015

244

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

(1)

Transitional fee category

Category

Standardised
(1)
fee category

Description of
premises

Eating houses Tea-rooms,


(A or B grading) coffee-bars,
restaurants &
licensed
premises with
seating for more
than 50 but not
more than 100
persons

Eating houses Tea-rooms,


(A or B grading) coffee-bars,
restaurants &
licensed
premises with
seating for more
than 100
persons

Eating houses Wholesale


(A or B grading) manufacturing
(including
Section 5 of the
Food Hygiene
Regulations
1974 premises)

Fee for new


General food
premises or
retailing
registration and
if premises have
not been graded
or has a D or E
grading

Grade A, High
risk

Fee for new premises and


existing transferred to new
(2)
owners (incl. GST) ($)
Current fee
Proposed fee
from 1 July
2014
1,014
1024

Fee for other existing premises


(incl. GST) ($)
Current fee

669

Proposed fee
from 1 July
2014
774

Grade A,
Medium risk

525

530

525

530

Grade A, Low
risk

394

398

394

398

Grade B, High
risk

1,194

1206

705

848

Grade B,
Medium risk

883

892

643

721

Grade B, Low
risk

448

452

448

452

Grade A, High
risk

1,014

1024

746

833

Grade A,
Medium risk

525

530

525

530

Grade A, Low
risk

394

398

394

398

Grade B, High
risk

1,194

1,206

782

907

Grade B,
Medium risk

883

892

720

780

Grade B, Low
risk

448

452

448

452

Grade A, High
risk

1,014

1,024

631

745

Grade A,
Medium risk

525

530

525

530

Grade A, Low
risk

394

398

394

398

Grade B, High
risk

1,194

1,206

667

819

Grade B,
Medium risk

883

892

605

691

Grade B, Low
risk

448

452

448

452

Grade D, High
risk

1,373

1,387

783

954

Grade D,
Medium risk

1,098

1,109

728

841

Grade D, Low
risk

609

615

609

615

Grade E, High
risk

1,731

1,748

855

1,101

Grade E,
Medium risk

1,385

1,399

786

959

824

832

674

729

Grade E, Low
risk

245

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

(1)

Transitional fee category

Category

Description of
premises

Fee for new


premises or
registration and
if premises have
not been graded
or has a D or E
grading

Multi-premises
(e.g.
Supermarkets)
Registration of
basic premises

Eating houses (if Take-away


premises have retailer
not been graded
or have a D or E
grading)

Eating houses (if


premises have
not been graded
or have a D or E
grading)

Eating houses (if


premises have
not been graded
or have a D or E
grading)

Tea-rooms,
coffee-bars,
restaurants &
licensed
premises with
seating for not
more than 50
persons

Tea-rooms,
coffee-bars,
restaurants &
licensed
premises with
seating for more
than 50 but not
more than 100
persons

Standardised
(1)
fee category

Grade D, High
risk

Fee for new premises and


existing transferred to new
(2)
owners (incl. GST) ($)
Current fee
Proposed fee
from 1 July
2014
1,373
1,387

Fee for other existing premises


(incl. GST) ($)
Current fee

783

Proposed fee
from 1 July
2014
954

1,098

1,109

728

841

Grade D, Low
risk

609

615

609

615

Grade E, High
risk

1,731

1,748

855

1,101

Grade E,
Medium risk

1,385

1,399

786

959

Grade E, Low
risk

824

832

674

729

Grade D, High
risk

1,373

1,387

783

954

Grade D,
Medium risk

1,098

1,109

728

841

Grade D, Low
risk

609

615

609

615

Grade E, High
risk

1,731

1,748

855

1,101

Grade E,
Medium risk

1,385

1,399

786

959

Grade E, Low
risk

824

832

674

729

Grade D, High
risk

1,373

1,387

783

954

Grade D,
Medium risk

1,098

1,109

728

841

Grade D, Low
risk

609

615

609

615

Grade E, High
risk

1,731

1,748

855

1,101

Grade E,
Medium risk

1,385

1,399

786

959

Grade E, Low
risk

824

832

674

729

Grade D, High
risk

1,373

1,387

843

1,000

Grade D,
Medium risk

1,098

1,109

788

887

Grade D, Low
risk

609

615

609

615

Grade E, High
risk

1,731

1,748

915

1,147

Grade E,
Medium risk

1,385

1,399

846

1,005

824

832

734

775

Grade D,
Medium risk

Grade E, Low
risk

Auckland Council Draft Annual Plan 2014/2015

246

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

(1)

Transitional fee category

Category

Description of
premises

Eating houses (if


premises have
not been graded
or have a D or E
grading)

Tea-rooms,
coffee-bars,
restaurants &
licensed
premises with
seating for more
than 100
persons

Eating houses (if


premises have
not been graded
or have a D or E
grading)

Standardised
(1)
fee category

Grade D, High
risk

Fee for new premises and


existing transferred to new
(2)
owners (incl. GST) ($)
Current fee
Proposed fee
from 1 July
2014
1,373
1,387

Fee for other existing premises


(incl. GST) ($)
Current fee

929

Proposed fee
from 1 July
2014
1,066

1,098

1,109

874

953

Grade D, Low
risk

609

615

609

615

Grade E, High
risk

1,731

1,748

1,001

1,213

Grade E,
Medium risk

1,385

1,399

931

1,071

Grade E, Low
risk

824

832

819

832

Grade D, High
risk

1,373

1,387

759

935

Grade D,
Medium risk

1,098

1,109

704

822

Grade D, Low
risk

609

615

606

615

Grade E, High
risk

1,731

1,748

830

1,082

Grade E,
Medium risk

1,385

1,399

761

940

Grade E, Low
risk

824

832

649

710

Re-grading

Re-grading

571

577

332

401

New premises
fee

New premises
(3)
fee

239

241

Wholesale
manufacturing
(including
Section 5 of the
Food Hygiene
Regulations
1974 premises)

Grade D,
Medium risk

Notes:
1.

These three columns provide an indicative mapping between the transitional (legacy) fee categories and the standardised fee category
under the new grading system. The actual risk and performance grade of a specific licensee (and hence the standardised fee category
that it falls under) will be determined by the council, during the year prior.

2.

The fees shown in these columns apply to new premises and existing premises being transferred to new owners, where the transition
arrangement does not apply. Fees for other premises will be subject to the transition arrangement. These are displayed in the two right
most columns of the table.

3.

This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. The
transition plan does not apply to this fee.

247

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Rodney
Transitional fee
category
(assessment
(1)
banding)

Standardised fee
(1)
category

Fee for new premises and


existing transferred to new
(2)
owners (incl. GST) ($)
Current fee
Proposed fee
from 1 July
2014

1-3

Grade A, Low Risk

394

Grade B, Low Risk


Grade A, Medium risk

Fee for other existing premises


(incl. GST) ($)
Current fee

Proposed fee
from 1 July 2014

398

287

321

448

452

374

403

525

530

313

375

Grade B, Medium risk

883

892

461

581

Grade D, Low risk

609

615

559

586

Grade E, Low risk

824

832

678

733

Grade A, High Risk

1,014

1,024

411

576

Grade B, High Risk

1,194

1,206

524

708

Grade D, Medium Risk

1,098

1,109

657

787

Grade D, High Risk

1,373

1,387

712

899

Grade E, Medium Risk

1,385

1,399

791

963

>9

Grade E, High risk

1,731

1,748

860

1,105

Premises
reassessment

Re-grading

571

577

229

322

239

241

>3-5

>5-7

>7-9

New premises fee

(3)

Notes:
1.

These two columns provide an indicative mapping between the transitional (legacy) fee categories and the standardised fee category
under the new grading system. The actual risk and performance grade of a specific licensee (and hence the standardised fee category
that it falls under) will be determined by the council, during the year prior.

2.

The fees shown in these columns apply to new premises and existing premises being transferred to new owners, where the transition
arrangement does not apply. Fees for other premises will be subject to the transition arrangement. These are displayed in the two right
most columns of the table.

3.

This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. The
transition plan does not apply to this fee.

Waitkere
Transitional fee
(1)
category

Standardised fee
(1)
category

Fee for new premises and existing


transferred to new owners (incl. GST)
(2)
($)
Current fee

Food Premises
Up to 50m

Fee for other existing


premises
(incl. GST) ($)
Current
Proposed fee
fee
from 1 July 2014
549
682

Grade A, High risk

1,014

Proposed fee from 1


July 2014
1,024

Grade B, High risk

1,194

1,206

585

756

Grade D, High risk

1,373

1,387

621

829

Grade E, High risk

1,731

1,748

693

976

525

530

451

482

Grade A, Medium risk


Grade B, Medium risk

883

892

523

628

Grade D, Medium risk

1,098

1,109

566

716

Grade E, Medium risk

1,385

1,399

623

834

Grade A, Low risk

394

398

425

398

Grade B, Low risk

448

452

436

450

Grade D, Low risk

609

615

468

516

Grade E, Low risk

824

832

511

604

Auckland Council Draft Annual Plan 2014/2015

248

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Transitional fee
(1)
category

Standardised fee
(1)
category

Fee for new premises and existing


transferred to new owners (incl. GST)
(2)
($)
Current fee

Food Premises
51-100m

Fee for other existing


premises
(incl. GST) ($)
Current
Proposed fee
fee
from 1 July 2014
698
796

Grade A, High risk

1,014

Proposed fee from 1


July 2014
1,024

Grade B, High risk

1,194

1,206

734

Grade D, High risk

1,373

1,387

770

944

Grade E, High risk

1,731

1,748

841

1,090

Grade A, Medium risk

525

530

525

530

Grade B, Medium risk

883

892

672

743

Grade D, Medium risk

1,098

1,109

715

831

Grade E, Medium risk

1,385

1,399

772

949

Grade A, Low risk

394

398

394

398

Grade B, Low risk

448

452

448

452

Grade D, Low risk

609

615

609

615

870

Grade E, Low risk

824

832

660

719

Grade A, High risk

1,014

1,024

850

913

Grade B, High risk

1,194

1,206

886

987

Grade D, High risk

1,373

1,387

922

1,060

Grade E, High risk

1,731

1,748

993

1,207

Grade A, Medium risk

525

530

525

538

Grade B, Medium risk

883

892

824

860

Grade D, Medium risk

1,098

1,109

867

948

Grade E, Medium risk

1,385

1,399

924

1,065

Grade A, Low risk

394

398

394

404

Grade B, Low risk

448

452

448

459

Grade D, Low risk

609

615

609

624

Grade E, Low risk

824

832

812

835

Eating houses Seating Grade A, High risk


capacity up to 25
persons
Grade B, High risk

1,014

1,024

592

715

1,194

1,206

628

789

Grade D, High risk

1,373

1,387

664

862

Food premises
>100m

Grade E, High risk

1,731

1,748

736

1,009

Eating houses Seating Grade A, High risk


capacity between 26
Grade B, High risk
and 50 persons
Grade D, High risk

1,014

1,024

760

844

1,194

1,206

796

918

1,373

1,387

832

992

Grade E, High risk

1,731

1,748

904

1,138

Eating houses Seating Grade A, High risk


capacity over 50
Grade B, High risk
persons
Grade D, High risk

1,014

1,024

850

913

1,194

1,206

886

987

1,373

1,387

922

1,060

Grade E, High risk

1,731

1,748

993

1,207

571

577

303

379

239

241

Fee premises and


eating houses regrading

Re-grading

New premises fee

(3)

Notes:
1.

These two columns provide an indicative mapping between the transitional (legacy) fee categories and the standardised fee category
under the new grading system. The actual risk and performance grade of a specific licensee (and hence the standardised fee category
that it falls under) will be determined by the council, during the year prior.

249

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

2.

The fees shown in these columns apply to new premises and existing premises being transferred to new owners, where the transition
arrangement does not apply. Fees for other premises will be subject to the transition arrangement. These are displayed in the two right
most columns of the table.

3. This is a one-off charge applied to new premises, in addition to the annual fees charged against risk and performance grade. The
transition plan does not apply to this fee.

Health protection licence


The proposed fees and charges included in this section apply to premises providing a service that either, as
determined by the council,

pierces the skin,

risks breaking the skin, or

risks burning the skin.

Premises will be assessed and registered with the council as providing either a single basic service, multiple
basic services, or high risk service(s), defined as below:
Category of health
protection licence
Single basic service

Description
Premises providing a single service which is categorised as being at risk of breaking or burning
skin
Premises providing more than one service which is categorised as being at risk of breaking or
burning skin
Premises providing one or more services which are categorised as piercing the skin e.g.
acupuncture, body piercing , derma rolling, electrolysis, extractions, red vein treatment,
stamping, tattooing and traditional tattooing

Multiple basic services


High risk service(s)

The proposed changes to health protection licence fees under each category are displayed below. Only one
annual registration fee is required for each licensee.
I.

Single basic service

Former council area

Current fee description

Current fee (incl.


GST)

Proposed fee from 1


July 2014 (incl. GST)

Auckland central and


islands

Health protection licence: Basic (single service)

$212

$240

Franklin

No existing fee

Manukau

No existing fee

North Shore

Miscellaneous licences: health and beauty

Papakura

No existing fee

$240

Rodney

No existing fee

$240

Waitkere

Other fees and charges: Application fee for


premises subject to the Health Act 1956 registration

$153

$0

Waitkere

Other fees and charges: Beauty therapy clinic

$302

$240

$240
$240
$229

Note to table:
Where inspection or re-inspection is required, councils normal hourly rates for regulatory services apply.

Auckland Council Draft Annual Plan 2014/2015

250

$240

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

II.

Multiple basic services

Former council Current fee description


area
Auckland central Health protection licence: Multi basic (multiple services)
islands

Current fee (incl.


GST)

Proposed fee from 1


July 2014 (incl. GST)

$294

$300

Franklin

No existing fee

$300

Manukau

No existing fee

North Shore

Miscellaneous licences: health and beauty

Papakura

No existing fee

Rodney

No existing fee

Waitkere

Other fees and charges: Application fee for premises subject


to the Health Act 1956 registration

$153

$0

Waitkere

Other fees and charges: Beauty therapy clinic

$302

$300

$300
$229

$300
$300
$300

Note to the table:


Where inspection or re-inspection is required, councils normal hourly rates for regulatory services apply.

III.

High risk service(s)

Former council Current fee description


area
Auckland central Health protection licence: (involving skin
islands
penetration)

Current fee
(incl. GST)

Proposed fee from 1 July 2014 (incl. GST)

$294

Either $240 or $300 depending on number of


services operated on site

Franklin

No existing fee

Either $240 or $300 depending on number of


services operated on site

Manukau

Skin-piercing operation

$284

Either $240 or $300 depending on number of


services operated on site

Manukau

Additional fee per additional skin-piercing


operation

$71

$0

North Shore

Miscellaneous licences: Skin Piercer

$316

Either $240 or $300 depending on number of


services operated on site

Papakura

No existing fee

Either $240 or $300 depending on number of


services operated on site

Rodney

No existing fee

Either $240 or $300 depending on number of


services operated on site

Waitkere

Other fees and charges: Application fee for


premises subject to the Health Act 1956
registration

$153

$0

Waitkere

Other fees and charges: Tattoo/Body


Piercing Premises

$342

Either $240 or $300 depending on number of


services operated on site

Notes to the table:


1.

An annual registration fee of $360 plus council rate of inflation will apply to high risk premises from 1 July 2015. In the period between
1 July 2014 and 30 June 2015, high risk premises will temporarily be registered as providing either a single basic service or a multiple
basic service and be charged the relevant fee.

2.

Where inspection or re-inspection is required, councils normal hourly rates for regulatory services apply.

IV.

Changes to fees for premises no longer covered by the health and hygiene bylaw

The changes below apply only if none of the services provided at the premises, as determined by the council,

pierces the skin,

risks breaking the skin, or

risks burning the skin.

251

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Former
Legacy fee type
council area
Health protection licence
Auckland
central
islands
Auckland
central
islands

Health protection licence

Current fee
(incl. GST)

Swimming pool (12 months)

Proposed fee from 1


July 2014 (incl. GST)
Removed

$294
Swimming pool (6 months)

Removed
$155

North Shore Miscellaneous licences


Papakura

Description

Other premises

Swimming, Health and Beauty

$229

Massage Parlour - minimum fee plus


any additional costs. Charge at
appropriate hourly rate

$519

Removed
Removed

Removed

Papakura

Other premises

Charge for any health inspection for any


activity not specified in the schedule

$316

Waitkere

Health protection licence

Health and fitness centre

$302

Removed

Waitkere

Health protection licence

Massage premises or room

$302

Removed

Other environmental health and bylaw licensing


The fee structures for all other environmental health and bylaw licensing services (except liquor licensing) are
proposed to be maintained for 2014/2015 with a small increase to all fees to reflect the cost of inflation (one per
cent). These are based on fee structures inherited from the seven former councils. Fees applied within a former
council boundary are displayed below under that former council heading. These fees are proposed to be
regionally consolidated in the future.
The liquor licensing fees are currently set by the government. The Sale and Supply of Alcohol Act was passed
in December 2012, and has replaced the Sale of Liquor Act 1989. The new act will affect the way that alcohol is
sold, supplied and consumed across New Zealand. Licensing fees will also change to include an annual fee and
premises will be charged according to the cost/risk category that they fall under.
Follow the link below to read answers to some of the frequently asked questions regarding changes to alcohol
licensing fees:
http://www.aucklandcouncil.govt.nz/EN/licencesregulations/liquor/Documents/alcohollicensingchangesfeesFAQ.
pdf

Auckland central and islands


Type

Description

Current fee $
(incl. GST)

Proposed fee
from 1 July 2014
$ (incl. GST)

All licences (excludes food,


hairdressers and health
protection licences)

New premise application (excludes food and


hairdressers premises)

179

181

Brothel licence

Annual fee

701

708

Camping grounds

Annual fee

397

401

Funeral directors mortuary


licence

Annual fee

429

433

Gambling venues

New class 4 or New Zealand Racing Board (NZRB)


venue consent application

397

401

Hazardous substances
inspections

Bulk tank demolished

179

181

LPG storage tank installed

179

181

Storage tank installed

179

181

Tank removal

125

126

Test pipelines to bulk installations

136

137

Annual market organisers licence


(blanket licence held by market organiser covers
stalls selling fruit, vegetables and uncooked eggs
only)

162

164

Food Stalls

Auckland Council Draft Annual Plan 2014/2015

252

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Type

Description

Current fee $
(incl. GST)
No fee

Proposed fee
from 1 July 2014
$ (incl. GST)
No fee

Level two 6 months

125

126

Level two 12 months

190

192

Level three 6 months

223

225

Level three 12 months

364

368

Letter of exemption

Festival and Events

Hourly rate (per officer)

See hourly rates See hourly rates

Inspection Fee

Hourly rate (per officer)

See hourly rates See hourly rates

Offensive trades

Renewal

365

369

Street trading

Banner

179

181

Display of goods - per month

147

148

Flower sellers- per month

397

401

Newspapers - per seller, per site, per annum

125

126

Permanent banners - per annum

6,542

6,607

Recycling bins - per annum

342

345

Sports services vendors - per month

234

236

Street Trading Application Fee

179

181

Coffee vendors per six months

560

566

On-street outdoor seating (per m2 of site coverage)

70

71

Pie carts, Newmarket per month

1,103

1,114

Pie carts, Commerce Street per month

1,321

1,334

Strawberry and vegetable vendors per month

396

400

Transfer fee / duplicate / reissue of certificate/licence

Transfers of ownership,
all licences and re-issue of lost certificate/licence

98

99

Bylaw dispensation (other than


permanent signage)

Temporary sign

141

142

Billboard

Billboard dispensation

163

165

Other Fees

Certificate of Inspection

185

187

Return Fee for seized equipment (Noise)

273

276

Amusement Device Fee

Refer to the
Refer to the
Amusement
Amusement
Devices
Devices
Regulations 1980 Regulations 1980

Re-inspection Fee (Camping ground, Food


Premises, Funeral Director, Hairdresser, Health
Protection, Offensive Trade)

185

187

Recover cost of seized goods

Based on actual
cost and hourly
rates

Based on actual
cost and hourly
rates

Recover cost of works carried out in default (bylaw


notice)

Based on actual
cost and hourly
rates

Based on actual
cost and hourly
rates

Officer time (Bylaws)

Based on actual
cost and hourly
rates

Based on actual
cost and hourly
rates

253

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Franklin
Type

Description

Current fee $
(incl. GST)
72

Proposed fee
from 1 July 2014
$ (incl. GST)
73

Per response in a Metropolitan Zone

83

84

Per response in a Rural Zone

150

152

Up to 6 months

83

84

6-12 months

150

152

Camping Grounds

304

307

Umbrella Low Risk Food Licence Fee

736

743

Food premises Day Licences (excepting those


operated by non-profit organisations)

71

72

Mobile food vehicle

160

162

Offensive Traders

304

307

Funeral Parlours

260

263

Transfer of Licence

72

73

Return fee for seized appliances Administration fee per seizure

Trading in public places


Other licences/registration

Duplicate of Licence

39

39

Sale yards

219

221

Re-inspection fee for all Licence or Registered


premises - per inspection (except food premises)

122

123

Gaming Machine - class 4 Venue Consent - per


inspection

571

577

Relocatable Home Park Consent - per inspection

304

307

Manukau
Type

Description

Various other licence


types

Camping Grounds

Other fees

Current fee $ (incl. Proposed fee from


GST)
1 July 2014 $ (incl.
GST)
476
481

Funeral Director

386

390

Permits trading in public places

196

198

Permits markets and stalls

342

345

Offensive Trades

476

481

Temporary signs permit - general

269

272

Brothel Permit

269

272

Transfer of licence

117

118

Duplicate licence fee

118

119

Certificate of Inspection

185

187

Inspection fee (excludes food premises)

137

138

Provision of lists of premises

30

30

Return Fee for seized equipment

273

276

Permit application fee for permits not specified


elsewhere in Listing of Fees and Charges

283

286

Objection

478

483

6,935

7,004

Dispensation Deposit Fee


Hourly Staff Charge-out Rates (for bylaw related
applications where the application fee is a deposit)

Auckland Council Draft Annual Plan 2014/2015

254

As per hourly rates As per hourly rates

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

North Shore
Type

Description

Current fee $ (incl. Proposed fee from 1


GST)
July 2014 $ (incl.
GST)
196
198

Mobile shop Health Licence


Re-inspections

Based on actual cost Based on actual cost


and hourly rates
and hourly rates

Vendor

Mobile Shop Trading Permit

245

Noise control

Seizure of Equipment

191

193

Brothels

Applications for licence

289

292

Annual licence fee

289

292

Application for dispensations - base fee + actual


cost

560

566

Outdoor cafs in public


places

Application Fee

179

181

Annual Licence Fee m2

49

49

Miscellaneous licences

Amusement galleries

229

231

Camping Grounds

229

231

Funeral Director

247

289

292

Signs - Exceeding 1m under bylaw

135

136

Signs - All other signs under bylaw

76

77

Fire permit

98

99

Display of goods exemption - application Fee

179

181

Display of goods exemption - m

49

49

Licence transfer fees (any licence)

93

94

Pre-purchase checks (any licence)

196

198

Gambling Venue Application

436

440

Papakura
Type

Description

Other premises

Funeral Directors and Mortuaries

Bylaw licences

Statute based licences

Noise Complaints &


Seizure of Equipment

Current fee $ (incl. Proposed fee from


GST)
1 July 2014 $ (incl.
GST)
444
448

Offensive Trades

531

536

Camping Grounds

531

536

Brothel Application - minimum Fee plus any additional


costs. Charge at appropriate hourly rate

519

524

Non-food stalls (other than charitable or community


organisations) - licence per event

49

49

Non-food stalls (other than charitable or community


organisations) annual

316

319

Amusement Gallery

169

171

Special Events and minimum Fee

519

524

Mobile Shops/Roadside Traders (other charitable or


community organisations) - first month

101

102

Mobile Shops/Roadside Traders (other charitable or


community organisations) - per month after the first
month

53

54

Circuses (with menagerie)

517

522

Duplicate licence

70

71

Minimum fee

159

161

255

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Type

Description

Seized equipment administration and storage fee


Seized equipment administration and storage disposal Fee

Current fee $ (incl. Proposed fee from


GST)
1 July 2014 $ (incl.
GST)
159
161
126

127

175

177

Call out to deactivate


building security alarm
system that is causing
excessive noise

Attendance plus any other fees

Other fees

Street trading approval per year

159

161

Street dining approval per year

159

161

Single Sandwich Board approval per year

88

89

Application for dispensation from sandwich board,


street trading & street trading requirements

488

493

Rodney
Type

Description

Food stalls

Annual fee

267

one day up to and including 5 days fee

147

148

Camping ground

267

270

Camping grounds

Current fee $
(incl. GST)

Proposed fee from


1 July 2014 $ (incl.
GST)
270

Remote camp site

147

148

Offensive trades

Offensive Trade licences

267

270

Transfer of certificates

Noting or transfer of registration certificate

147

148

Health (burial)

Registration of funeral director

267

270

Bylaw administration

(i) Any certificate, authority, approval, permit, licence,


consent from or inspection by the Council, not specifically
covered by a fee under any chapter of the bylaw or any
other enactment

120

121

(ii) Charge for searching for documents, copying


certificates, consents or other authorising documents and
registers

87

88

(iii) Where the application for a licence is for a period of


less than 12 months the fee payable shall be reduced by
1/12 [one twelfth] for every complete month by which the
term of the licence is less than one year, but so as not in
any case less than:

104

105

82

83

147

148

267

270

Annual permit
Commercial open air
market (includes single Daily (or part thereof) permit
stall)

267

270

82

83

Small Owner operated brothel

278

281

Brothel

408

412

Rodney District Council Class 4 venue


gambling venue
Board venue
application fee

408

412

408

412

Other fees and charges Return Fee of Seized Equipment

385

389

142

143

121

122

Occupation fee:
business occupying
public footpath

Display of goods (per m per annum) applies where an


applicant wishes to occupy the footpath and a 1.5 metre
gap cannot be maintained

Trading in public places Hawker


licence fee
Mobile or travelling shop

Brothels and
commercial sex
premises licence fee

Processing application for Certificate of Exemption


Licence fee
(i) Keeping of pigs

Auckland Council Draft Annual Plan 2014/2015

2 and up to 2 adult pigs

256

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Type

Description

Over 2 and up to 50 adult pigs

142

Proposed fee from


1 July 2014 $ (incl.
GST)
143

Over 50 and up to 100 adult pigs

195

197

Over 100 adult pigs

257

260

(ii) Keeping of more than 12 head of poultry

121

122

5 30 persons

142

143

32 50 persons

195

197

Over 50 persons

257

260

168

170

1. Public or commercial

168

170

2. Non-profit organisations

(over 10 weeks old)

Current fee $
(incl. GST)

Assessment fee
(i) Travellers
accommodation

(ii) Public buildings or A. Theatres and / or cinemas


places of public resort B. Public halls

142

143

3. Churches or buildings used


solely as places of worship

No fee

No fee

C. Grandstands and stadiums

168

170

D. Showgrounds

168

170

E. Circuses per month or part


thereof

142

143

F. Public assembly in the open air or in marquees,


tents or other temporary structures:
1. For profit
Up to and including 2,000
persons for each day or part
thereof

168

Over 2,000 persons

$168 plus $27 per $170 plus $27 per


1,000 persons
1,000 persons

2. For non-profit organisations for


each day or part thereof
3. For public worship

170

142

143

No fee

No fee

Waitkere
Description

Current fee $
(incl. GST)

Offensive Trades

267

Proposed fee from 1


July 2014 $
(incl. GST)
270

Funeral Directors

309

312

Camping Grounds

330

333

Transfer fee for noting change of occupier

101

102

Hawkers licence

41

41

Mobile Shop licence

138

139

Inspection fee if food sold mobile shops

156

158

Inspection fee if food sold food stalls

156

158

As per hourly rates

As per hourly rates

Charge for any re-inspection for any activity not specifically scheduled

138

139

Return of seized property (noise) under section 336 RMA

457

462

Buskers licence

187

189

Markets licence excluding any individual vendor stall licences

187

189

Food Stalls licence

138

139

Outdoor Caf areas

259

262

Pre-application / licence, consent meeting (per hour)

257

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Hourly rates
Charges set out in the table below are generally applicable to the entire region. Where a different hourly rate is
set for a specific activity identified in Other environmental health and bylaw licensing, the rate in that schedule
will apply.
Description

(1)

Specialty

Current hourly
(incl. GST)

Proposed hourly
rate from 1 July
2014 (incl. GST)

$175

$177

Manager/project manager/legal
services

All areas

Team leader

All areas

$160

$162

Specialist/advisor/ senior

Planning, engineering, subdivisions,


environmental health, compliance and
monitoring, urban designer, arborist,
licensing, incident investigators, other

$160

$162

Building processing and


inspections, compliance,
monitoring, environmental health

Building, compliance , monitoring,


environmental health, licensing, incident
investigators, other

$130

$135

Assistant/technician

Assistant planner, graduate development


engineer, graduate resource consent
planner, planning technician

$125

$126

All areas

$97

$98

Administration
Note:
1.

The categories denote descriptions of work performed by council officers. Position titles vary across the Auckland Council regulatory
departments.

Hairdresser premises licensing


The annual licensing fees for hairdresser premises is standardised across the region. All fees are charged
annually and cover the cost of inspections, i.e. there will be no separate inspection fees (unless there is
significant non-compliance).
Current fee (incl. GST) $
Region wide hairdresser licence fee

Auckland Council Draft Annual Plan 2014/2015

207

258

Proposed fee from 1 July 2014


(incl. GST) $
209

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Part V: Harbourmaster management fees and charges


Fixed charges
Type

Description

Swing mooring

Standard annual licence fee

$215.50

Proposed fee
from 1 July 2014
(incl. GST)
$217.70

Pile mooring

Standard annual licence fee

$790.50

$798.40

Mud mooring areas

Standard annual licence fee

$63.00

$63.60

Privately owned piles

Standard annual licence fee

$215.50

$217.70

Standard mooring (weekly charge)

$80.50

$81.30

Heavy mooring (weekly charge)

$115.00

$116.20

Commercial swing mooring

Standard annual licence fee

$690.00

$696.90

Application and transfer for mooring site

Application / administration fee

$55.00

$55.50

Commercial vessel licence

Standard annual licence fee

$80.00

$80.80

Registration fee

$50.00

$50.50

Pilotage Assessment

Assessment fee

$230.00

$232.30

Harbourmaster vessel

Hourly charge (includes one crew)

$287.50

$290.40

Emergency mooring

(1)

Personal Watercraft Registration

(2)

Current fee
(incl. GST)

Notes:
1.

Minimum charge of one week applicable.

2.

One off registration payment per personal watercraft.

Hourly rates
The rates below relate to officer hours spent on planning, co-ordination, liaison and operations of events, and
auditing of hire craft.
(1)

Description

Specialty

Current hourly
rate
(incl. GST)

Manager/project manager

All areas

$175

Proposed hourly
rate from 1 July
2014
(incl. GST)
$177

Team leader

All areas

$160

$162

Specialist/senior

All areas

$160

$162

Assistant/technician

All areas

$125

$126

Administration

All areas

$97

$98

Note:
1.

The categories denote descriptions of work performed by council officers. Position titles vary across the Auckland Council regulatory
departments.

259

Auckland Council Draft Annual Plan 2014/2015

Part VI: Changes to fees and charges


Schedule of regulatory fees and charges

Part VI: Solid waste bylaw licence


Licensing and authorisation fees under the Solid Waste Bylaw
2012
Type

Description

Waste collector licence

Waste collector licence (including one waste


collection vehicle)

Current annual fee Proposed annual fee


(incl. GST)
from 1 July 2014 (incl.
GST)
$350
$435

Additional waste collection vehicle (per vehicle)

$70

$88

Donation collection point


licence

Donation collection point licence (1 to 10 containers)

$300

$305

Donation collection point licence (more than 10


containers)

$500

$505

Collection of diverted
material

Authorisation to use public places for collection of


diverted material (1 to 10 locations)

$300

$350

Authorisation to use public places for collection of


diverted material (11 to 30 locations)

$450

$500

Authorisation to use public places for collection of


diverted material (31 to 100 locations)

$600

$700

Authorisation to use public places for collection of


diverted material (101 to 500 locations)

$1,000

$1,200

Authorisation to use public places for collection of


diverted material (more than 500 locations)

$1,500

$1,800

Waste facilities licensing fees under former council bylaws


Former council area

Description

North Shore City

Waste operator (facilities) licence

Rodney District

Waste operator (facilities) licence

$335

$450

Waitkere City

Waste facilities licence

$342

$450

Auckland Council Draft Annual Plan 2014/2015

Current annual fee (incl. Proposed annual fee from 1


GST)
July 2014 (incl. GST)
$335
$450

260

Part VII: Appendices


How the organisation is structured

Part VII: Appendices


How the organisation is structured
The council has a two-tier governance structure, with shared decision-making. The two tiers are:

the governing body, consisting of the mayor and 20 councillors

21 local boards.

Auckland Council also has council-controlled organisations (CCOs) to carry out certain functions and provide
services. They are independent in their operations but are accountable to the council.
The Independent Mori Statutory Board (IMSB) is an independent board established by the Local Government
(Auckland Council) Amendment Act 2010.
There are also eight advisory panels that advise the council on its strategies, policies, plans and bylaws and
mechanisms for engagement.

The governing body


This consists of the mayor and 20 councillors who are elected on a ward basis. The governing body focuses on
the big picture and on Auckland-wide strategic decisions that are important to the whole region. Auckland is split
into 13 wards, which are used for council elections. Councillors are elected to represent wards and they also sit
on council committees. Our councillors contact details can be found on the next page.

The Mayor
The Mayor is elected by residents directly. The mayor leads the council and has enhanced responsibilities
including promoting a vision for Auckland, providing leadership to achieve the vision, leading development of
council plans, policies and budget, and engaging with the people of Auckland and its many communities and
stakeholders.

261

Auckland Council Draft Annual Plan 2014/2015

Part VII: Appendices


How the organisation is structured

Mayor and councillors contact details


Len Brown, JP. MAYOR
Auckland Council
Private Bag 92300
Auckland 1142
Ph: (09) 301-0101
len.brown@aucklandcouncil.govt.nz
Chair Budget Committee

Penny Hulse, DEPUTY MAYOR


[Waitkere]
Auckland Council
Private Bag 92300
Auckland 1142
Ph: (021) 273-4663
penny.hulse@aucklandcouncil.govt.nz
Chair - CCO Governance and Monitoring
Committee; Auckland Development
Committee

Arthur Anae [Manukau]


560 Great South Road
thuhu
Auckland 1062
Ph: (021) 921 941
arthur.anae@aucklandcouncil.govt.nz
Chair Economy Development
Committee

Cameron Brewer [Orkei]


PO Box 9733
Newmarket
Auckland 1149
Ph: (021) 828 016
cameron.brewer@aucklandcouncil.govt.nz

Bill Cashmore [Franklin]


389 Kawakawa-Orere Rd
RD5, Papakura 2585
Ph: (021) 283 3355
bill.cashmore@aucklandcouncil.govt.nz

Dr Cathy Casey [Albert-Eden-Roskill]


66 Allendale Road
Mt Albert
Auckland 1025
Ph: (027) 474 4231
cathy.casey@aucklandcouncil.govt.nz
Chair - Community Development and
Safety Committee

Ross Clow [Whau]


1 Greys Avenue
Level 15
Auckland 1010
Ph: (021) 808 214
ross.clow@aucklandcouncil.govt.nz

Linda Cooper [Waitkere] JP


41 Renoir Street
West Harbour
Auckland 0618
Ph: (021) 629 533
linda.cooper@aucklandcouncil.govt.nz
Chair - Hearings Committee

Chris Darby [North Shore]


1 Greys Avenue
Level 15
Auckland 1010
Ph: (021) 284 2888
chris.darby@aucklandcouncil.govt.nz

Alf Filipaina [Manukau]


32 Miller Road
Mngere Bridge
Auckland 2022
Ph: (021) 280 0999
alf.filipaina@aucklandcouncil.govt.nz
Chair - Unitary Plan Committee; Arts,
Culture and Events Committee

Hon Christine Fletcher, QSO


[Albert-Eden-Roskill]
7 Bourne Street
Mt Eden
Auckland 1024
Ph: (027) 276 0013
chris.fletcher@aucklandcouncil.govt.nz
Chair - CEO Review Committee; Parks,
Recreation and Sport Committee

Denise Krum [Maungakiekie-Tmaki


1 Greys Avenue
Level 15
Auckland 1010
Ph: (021) 629 648
denise.krum@aucklandcouncil.govt.nz

Auckland Council Draft Annual Plan 2014/2015

262

Part VII: Appendices


How the organisation is structured

Mike Lee [Waitemat and Gulf]


15A Burrows Avenue
Parnell
Auckland 1052
Ph: (021) 281 8000
mike.lee@aucklandcouncil.govt.nz
Chair - Infrastructure Committee

Calum Penrose [Manurewa-Papakura]


Auckland Council
Private Bag 92300
Auckland 1142
Ph: (027) 217 0760
calum.penrose@aucklandcouncil.govt.nz
Chair - Regulatory and Bylaws Committee

Dick Quax [Howick]


PO Box 51-752
Pakuranga
Auckland 2140
Ph: (021) 286 7766
dick.quax@aucklandcouncil.govt.nz
Chair - Tenders and Procurement
Committee

Sharon Stewart [Howick] QSM


21 Treeway
Sunnyhills
Auckland 2010
Ph: (021) 282 1144
sharon.stewart@aucklandcouncil.govt.nz
Chair - Civil Defence and Emergency
Management Committee

Sir John Walker, KNZM, CBE


[Manurewa-Papakura]
6 Railway Street
Newmarket
Auckland 1023
Auckland Ambassador
Ph (09) 266 6616
john.walker@aucklandcouncil.govt.nz

Wayne Walker [Albany]


Auckland Council
Private Bag 92300
Auckland 1142
Ph: (021) 882-861 or (09) 424-3121
wayne.walker@aucklandcouncil.govt.nz
Chair - Environment, Climate Change and
Natural Heritage Committee

Chair - Audit and Risk Committee


John Watson [Albany]
Auckland Council
Private Bag 92300
Auckland 1142
Ph: (021) 287 5999
john.watson@aucklandcouncil.govt.nz

Penny Webster [Rodney]


61 Fidelis Avenue
Snells Beach
Warkworth 0920
Ph: (021) 390 317
penny.webster@aucklandcouncil.govt.nz
Chair - Finance Performance Committee

George Wood, CNZM [North Shore]


54 Grenada Avenue
Forrest Hill
Auckland 0620
Ph: (021) 281 5555
george.wood@aucklandcouncil.govt.nz
Chair - Regional Strategy and Policy
Committee

263

Auckland Council Draft Annual Plan 2014/2015

Part VII: Appendices


How the organisation is structured

Local boards
There are 21 local boards, with a purpose to enable democratic decision-making by, and on behalf of, their
communities and promote the social, economic, environmental and cultural well-being in their area.
Key responsibilities of local boards include:

a voice of their community to the governing body;

advocate and have input into governing body and CCO decisions, policies and strategies that will impact
across the region, including the long term plan and annual plans;

develop and propose local bylaws for adoption by the governing body;

provide leadership and create a strong local identity for their area, including making decisions on
management and use of a range of local activities and facilities (such as parks, community halls and
swimming pools);

perform civic duties (such as ANZAC Day activities and citizenship ceremonies);

carry out other responsibilities delegated by the governing body and CCOs.

Each year, local boards and the governing body agree individual local board agreements, which state what will
be done over that period, including targets and activities. The agreements for 2014/2015 are included in this
annual plan. Detailed information on the key priorities and budgets allocated to each local board can be found in
Volume 2 of this annual plan.
To find out which local board area you are in, follow this path from the website home page:
About Council > Representative Bodies > Local Boards > Pages > Find your ward and local board

Council-controlled organisations
Auckland Council provides a range of services and programmes to the Auckland region through seven
substantive and a range of non-substantive CCOs which participate in, and contribute to, the plans made by the
council, as well as managing services such as transport.
CCOs fulfil two key roles. They provide commercial or specialist expertise that may not be available within the
council organisation, and allow the council to focus on its core responsibilities such as strategy, policy or
regulatory functions.
For more information on the policies, objectives, activities and performance targets of CCOs, see Part II of this
volume or Volume Five of the Long-term Plan 2012-2022.

Independent Mori Statutory Board (IMSB)


The IMSB is an independent board, whose purpose is to assist the council to make decisions, perform functions
and exercise powers, taking into account the cultural, economic, environmental and social issues of significance
for Mana Whenua groups and mataawaka of Tmaki Makaurau - Auckland. It also ensures the council acts in
accordance with statutory provisions referring to the Treaty of Waitangi.
The board:

will identify and prioritise issues that are significant to Mori to help guide the councils work programme

advise the council about issues that affect Mori in Auckland

work with the council to help it meet its statutory obligations to Mori in Auckland.

Auckland Council Draft Annual Plan 2014/2015

264

Part VII: Appendices


How the organisation is structured

The board and the council will also meet at least four times each year to discuss the councils performance of its
duties. The nine members are:
Mana Whenua representatives

Mataawaka representatives

Mr David Taipari, Chairperson (Ngti Maru, Ngti


Whnaunga, Ngti Tamatera, Ngti Paoa)

Mr Tony Kake (Ngapuhi, Waikato/Tainui)

Mr Glenn Wilcox, Deputy Chairperson (Ngti


Whatua)

Mr John Tamihere (Ngti Porou, Whakatohea,


Tainui)

Ms Precious Clark (Ngti Whatua, Waikato)

Ms Karen Wilson (Te Akitai Waiohua, Ngati Te Ata,


Ngati Pikiao, Ngati Hau)

Kristan McDonald (Ngti Wai, Ngti Rehua)

Ms Liane Ngmane (Ngti Tamatera, Ngti Maru,


Ngti Whnaunga, Ngti Paoa)

Ms Josie Smith (Ngati Te Ata, Ngati Tipa, Ngati


Whatua and Ngapuhi)

For more details on the IMSB, please visit www.imsb.mori.nz

Advisory panels
Eight advisory panels advise the mayor, governing body and local boards on matters affecting the specific
communities or sectors they represent:

Business Advisory Panel

Pacific Peoples Advisory Panel

Disability Strategic Advisory Group

Rural Advisory Panel

Ethnic Peoples Advisory Panel

Seniors Panel

Heritage Advisory Panel

Youth Advisory Panel

For more detail on Auckland Councils advisory panels, please visit our website www.aucklandcouncil.govt.nz
Information can be found under: About the council > How council works > Advisory panels

265

Auckland Council Draft Annual Plan 2014/2015

Part VII: Appendices


How to contact the council

How to contact the council


Telephone:

(09) 301 0101 (toll-free)

In person:

at our customer service centres

Via our website:

using our online form at www.aucklandcouncil.govt.nz

Fax:

(09) 301 0100

Write to us:

at Auckland Council, Private Bag 92300, Auckland 1142

Customer service centres


Customer service centres allow Aucklanders to interact with us in person. We have over 25 customer service
centres operating around Auckland. Currently, there are a variety of different services delivered to different
levels across the centres, but overall they deliver:

general information on all council services, products


and events

property information

payments for dog registration rates and other services

lodgement of building and resource consents

dog renewal registration

lodgement of licences and LIM applications

copies of publications and reports

payment of parking infringements.

specialist advice

Service centre

Physical address

Greys Avenue

1 Greys Avenue, CBD Auckland - Ground Floor, Civic Building


(for payments only)

Takapuna

1 The Strand, Takapuna

rewa

50 Centreway Road, rewa

Whangapraoa

9 Main Street, Whangapraoa

Warkworth

1 Baxter Street, Warkworth

Glenfield

90 Bentley Avenue, Glenfield

Browns Bay

Corner of Bute and Glen Roads, Browns Bay

Devonport

3 Victoria Road, Devonport

Albany

30 Kell Drive, Albany

Manukau

Manukau City Centre, Ground Floor, Kotuku House, 4 Osterley Way

Papakura

35 Coles Crescent, Papakura

Pukekohe

82 Manukau Road, Pukekohe

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Part VII: Appendices


How to contact the council

Service centre

Physical address

Waiuku

Corner of King Street and Constable Road, Waiuku

Henderson

6 Henderson Valley Road, Henderson Waitkere

Helensville

49 Commercial Road, Helensville

Huapai

296 Main Road (SH16) Huapai

West - Titirangi Library

500 South Titirangi Road, Titirangi

West - New Lynn Library

3 Memorial Drive, New Lynn

West - Massey Library

Corner of Don Buck Road and Westgate Drive, Massey

West - Glen Eden Library

12-32 Glendale Road, Glen Eden

West - Te Atatu Peninsula Library 556 Te Atatu Road, Te Atatu Peninsula


North - Birkenhead Library

Nell Fisher Reserve - Hinemoa Street, Birkenhead

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Part VII: Appendices


Glossary of terms

Glossary of terms
Term
ACIL

Definition
Auckland Council Investments Limited

Activity

The goods or services the council provides

ACPL

Auckland Council Property Limited

Amenity

The liveability or quality of a place that makes it pleasant, attractive and agreeable for
individuals and the community

Amortisation

The systematic allocation of the value of an intangible asset over its useful life

Annual Plan

The plan that sets out what the council will be working to achieve in a financial year,
how it will spend its money, the level of service to be provided, and the level of rates
and other revenue required to fund that spending

Annual Report

The document that tracks the councils yearly performance and reports against the
relevant annual plan

Asset

An item of value, usually of a physical nature, that has a useful life of more than 12
months and has future economic benefits over a period of time. Infrastructural assets
provide the basic facilities, services and installations needed for a community or
society to function, such as stormwater drainage pipes. Non-infrastructural assets are
the organisations other assets that provide either administrative or operational
functions, such as computer software

AT

Auckland Transport

ATEED

Auckland Tourism, Events and Economic Development Limited

Auckland Council or the council

The local government of Auckland established on 1 November 2010. The council is


made up of the governing body, 21 local boards, and the council organisation
(operational staff)

BID

Business improvement district

Biodiversity

The variety of life in a particular habitat or ecosystem, including the totality of genes,
species, and ecosystems

Broadband

Data transmission technology that provides for high speed internet services

Capitalised interest

The borrowing costs directly attributable to the acquisition or construction of qualifying


assets, which are capital projects that span more than one financial year and require
funding of more than $2 million, added to the cost of those assets, until such time as
the assets are substantially ready for their intended use

Centres

Localities identified as urban centres which include the city centre and fringe,
metropolitan centres, town centres and local centres. Centres are typically higher
density, compact mixed-use environments with high quality public transport links and
provide a wide range of community, recreational, social and other activities

COMET

City of Manukau Education Trust

Commercial activities

Retail, information and communication, finance and insurance, and other service
sectors. These sectors typically can afford relatively higher land prices/rents, and
locate well in town centres

Corridors

Strategic and arterial road, bus and rail alignments, and land located adjacent to these
corridors, which generally link Aucklands centres. They include but are not limited to
urban growth corridors

Council-controlled organisation
(CCO)

A company or other entity under the control of local authorities through their
shareholding of 50 per cent or more, voting rights of 50 per cent or more, or right to
appoint 50 per cent or more of the directors. Some organisations may meet this
definition but are exempted as council-controlled organisations

Councils rate of inflation (CROI)

The rate produced by the council which reflects the increase in costs that the council
faces to fund the current activities it provides at existing service levels. Does not
include consumer items such as food and beverages

Depreciation

The charge representing consumption or use of an asset, assessed by spreading the


assets value over its estimated economic life. Depreciation includes amortisation of
intangible assets unless otherwise stated

Development contributions

Contributions from developers, collected to help fund new infrastructure required by


growth, as set out in the Local Government Act 2002. This can be a financial
contribution or provision of services or an asset of the same value.

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Part VII: Appendices


Glossary of terms

Term
Governing body

Definition
The governing body is made up of the mayor and 20 councillors. It shares its
responsibility for decision-making with the local boards. The governing body focuses
on the big picture and on Auckland-wide strategic decisions. Because each ward may
vary in population, some wards have more than one councillor

Grants and subsidies

Revenue received from an external agency to help fund an activity or service that the
council provides

Gross Domestic product (GDP)

The market value of all goods and services produced in a country or region in a given
period

Gross operating expenditure

Total without deductions of depreciation and finance costs

Groups of activities

Goods or services provided by, or on behalf of, a local authority or a council-controlled


organisation, including facilities and amenities, the making of grant, and the
performance of regulatory and other governmental functions

Greenhouse gas (GHG)

GHGs are made up of a variety of gases (including carbon dioxide, methane, nitrous
oxide, water vapour, ozone, and fluorinated gases) which trap infrared heat in the
upper atmosphere and contribute to global warming

Hap

Kinship group, clan, tribe, sub tribe - section of a large kinship group

Hau

Disabled people

Household

One or more people usually resident in the same dwelling, who share living facilities. A
household can contain one or more families, or no families at all. A household that
does not contain a family nucleus could contain unrelated people, related people, or
could simply be a person living alone

Infrastructure

The fixed, long-lived structures that facilitate the production of goods and services and
underpin many aspects of quality of life. Infrastructure refers to physical networks,
principally transport, water, energy, and communications

Intensification

Redevelopment, conversion and retrofitting where land is developed with a greater


coverage or intensity of building, or accommodates a greater residential population or
workforce than previously.

Iwi

Groups of whnau or hap related through a common ancestor

Kaitiaki

Guardians of the environment

Kaitiakitanga

Guardianship including stewardship; processes and practices for looking after the
environment, guardianship that is rooted in tradition

Kaumtua

Elder/elderly (male or female)

Khanga reo

Mori language preschool

Kura

School

Local boards

There are 21 local boards which share responsibility for decision-making with the
governing body. They represent their local communities and make decisions on local
issues, activities and facilities

Local Board Agreement

An annual agreement between the governing body and each local board, outlining its
priorities and preferences in its local board plan for the year

Local Board Plan

A plan that reflects the priorities and preferences of the communities within the local
board area in respect of the level and nature of local activities to be provided by the
council over the next three years

Local Government Act 2002 (LGA


2002)

Legislation that defines the powers and responsibilities of territorial local authorities
such as Auckland Council

Local Government (Rating) Act 2002 Defines how territorial local authorities such as Auckland Council can assess and
(LGRA)
apply their rating policy
Long-term Plan 2012-2022 or the
LTP

This document sets out the councils vision, activities, projects, policies, and budgets
for a 10-year period. Also commonly referred to as the LTP, LTCCP and the 10-year
plan

Mana whenua

Iwi, the people of the land who have mana or customary authority. Their historical,
cultural and genealogical heritage are attached to the land and sea

Manaakitanga

Hospitality, generosity, especially host to visitors

Mataawaka

Mori who live in Auckland but do not whakapapa to mana whenua.

Mtauranga Mori

Mori wisdom. In a traditional context, this means the knowledge, comprehension or


understanding of everything visible or invisible that exists across the universe

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Part VII: Appendices


Glossary of terms

Term
Maunga

Definition
Mountain, mount, peak; Aucklands volcanic cones

Mauri

Mauri is the pure state of an object or substance. Sometimes referred to as the 'life
force, mauri is contingent upon all things being in balance or in harmony

Natural areas

Places characterised by indigenous species or ecosystems, or a place or landform not,


or scarcely, modified from an indigenous condition

Natural character

Those qualities and values of the coastal environment, wetlands, lakes, rivers and their
margins that derive from the presence of natural elements, natural patterns and natural
processes. These qualities include the presence of indigenous and exotic vegetation,
including pasture, terrestrial, aquatic and marine habitats, landforms, landscapes, and
seascapes, the function of natural processes and the maintenance of water and air
quality. The lower the degree of human modification, the higher the level of natural
character

Natural heritage

Includes indigenous flora and fauna, terrestrial, marine and freshwater ecosystems
and habitats, landscapes, landforms, geological features, soils and the natural
character of the coastline

New Zealand Transport Agency


(NZTA)

Plans and delivers sustainable transport networks across New Zealand, In Auckland
and has responsibility for maintaining the state highway network roads

Mori settlements, villages and towns

Pkeh

A New Zealander of European descent

Papakinga

A location including meeting facilities, homes, vegetable gardens, a cemetery and


other things required to sustain a whnau, hap or iwi

Papakinga housing

Housing development within a papakinga framework

Performance measures

A method for gauging progress towards the meeting of objectives. Measures usually
relate to agreed levels of performance and types of services provided

Quality Transit Network (QTN)

Provides high-frequency, high-quality public transport. The majority of these are bus
services operating bus priority measures between key centres and over major
corridors. The QTN complements the RTN by connecting at key hub locations

Rapid Transit Network (RTN)

Provides fast, high-frequency service in its own right of way, unaffected by traffic
congestion. It aims to provide longer-term support for the more intensive growth
proposed by the Auckland Plan and to improve the regions transport system

Rangatahi

Younger generation, youth

Rangatira

Chief

Rangatiratanga

Chiefly authority. A state of being. It is expressed in who we are, and how we do


things; ability to make decisions for the benefit of their people and the community in
general; confers not only status but also responsibility to ensure that the natural world
and its resources are maintained into the future; recognises iwi and hap right to
manage resources or kaitiakitanga over the ancestral lands and waters. The Mori
version of article 2 of the Treaty uses the word 'rangtiratanga' in promising to uphold
the authority that tribes had always had over their lands and taonga.

Rates

A charge against the property to help fund services and assets that the council
provides

RFA

Regional Facilities Auckland

RMA

Resource Management Act

Rnanga

Assembly or council in an iwi context

SLIPS

Small Local Improvement Projects

Takatpui

Close friend (of the same gender - lesbian, gay, homosexual)

Taonga

A treasured item, which may be tangible or intangible

Tmaki Makaurau

The Mori name for Auckland

Tangata Whenua

Indigenous peoples of the land

Targeted rates

A targeted rate to fund activities where the council considers the cost should be met by
particular groups of ratepayers, as they will be the prime beneficiaries of the activity.

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Part VII: Appendices


Glossary of terms

Term
Te Tiriti o Waitangi / The Treaty of
Waitangi

Definition
The written principles on which the British and Mori agreed to found a nation state
and build a government

Tikanga

Customary lore and practice

Travel demand management

Initiatives aimed at modifying travel behaviour to maximise the efficient use of


transport systems (e.g., tele-working, ride sharing, more flexible work and educational
hours, parking constraints, cycling and walking)

Waahi tapu

Sacred ancestral sites and places of significance to iwi, hap or whnau

Wnanga

Mori knowledge, lore and learning of the esoteric kind. A Mori tertiary education
institution.

Waka

Canoe, vehicle, conveyance

Waste

Any matter, whether liquid, gas or solid, which is discharged, unwanted or discarded
by the current generator or owner as having little or no economic value, and which
may include materials that can be reused, recycled or recovered

Watercare

Watercare Services Limited

Waterfront Auckland

Auckland Waterfront Development Agency Limited

Whakapapa

The pedigree of a person, whnau, hap or iwi which begins at an ancestor and works
down to the individual; the genealogies and stories that accompany a family history

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Part VII: Appendices


Key word index

Key word index


Public transport and travel demand management
...................................................................... 68
Regional arts, culture and events services ....... 86
Regional collections and amenities .................. 97
Regional community services ........................... 80
Regional economic strategy and initiatives ...... 40
Regional events facilities .................................. 90
Regional library services ................................... 78
Regional parks services .................................... 92
Regional recreation services ............................ 95
Regulation ......................................................... 52
Roads and footpaths ......................................... 70
Stormwater management ................................. 59
Tourism, major events and industry development
...................................................................... 43
Waste and recycling services ........................... 56
Wastewater ....................................................... 65
Water supply ..................................................... 63
Waterfront development ................................... 45
Growth .................................................. 4, 9, 38, 184
Health protection licensing ................... 13, 218, 250
Housing developments ....................... 32, 35, 52, 59
Independent Mori Statutory Board ....... 22, 27, 264
Mori ..... 10, 20, 22, 26, 30, 34, 38, 47, 55, 58, 74,
85, 99
Mayor .............................................................. 4, 261
Mooring fees ....................................................... 232
Museums ........................................................ 84, 97
Public transport................................. 5, 66, 104, 166
Rates ........................ 4, 8, 10, 12, 14, 144, 201, 212
Rating policy ....................................................... 201
Reserve funds .................................................... 131
Resource consent fees ............................... 227, 231
Social housing .................................. 12, 80, 81, 217
Swimming pool ......................... 6, 96, 147, 195, 252
Targeted rates ............ 132, 145, 147, 201, 205, 215
The Southern Initiative ............................. 22, 30, 73
Transforming Auckland ...................... 5, 21, 41, 197
Unitary Plan .......................................................... 29
Volcanic cones ..................................................... 92
Wynyard ......................................... 5, 7, 38, 45, 187

Acquisition............................... 70, 92, 119, 195, 268


Affordable housing .............................. 22, 30, 34, 35
Art galleries ............................................. 85, 97, 195
Auckland Arts Festival .............................. 14, 86, 88
Auckland Plan ..... 5, 21, 26, 30, 34, 38, 47, 55, 58,
62, 66, 73, 84, 99
Auckland's stadiums ........................... 14, 16, 90, 96
Beaches ............................................ 24, 49, 94, 144
Borrowings .................................................. 4, 8, 124
Broadband ...................................................... 23, 40
Building consents .......................................... 52, 220
Business Improvement District (BID) .... 42, 145, 207
Capital investment .................. 6, 7, 37, 70, 185, 199
City Rail Link ................................. 4, 6, 68, 189, 200
Community facilities .......................... 40, 82, 94, 192
Consultation .............. 2, 14, 18, 22, 31, 48, 217, 219
Council debt ................................................ 4, 8, 103
Dog fees ...................................................... 237, 266
Fees and charges ......................................... 13, 220
Financial strategy ................................................ 103
Financial sustainability ........................................ 106
Food premises licensing ............................. 239, 243
Groups of activities
Cemeteries and crematoria ............................... 75
Commercial ....................................................... 35
Emergency management .................................. 76
Environment and heritage protection ................ 48
Flood protection and control.............................. 61
Governance and democracy ............................. 27
Investment ......................................................... 37
Local arts, culture and events services ............. 88
Local built and natural environment .................. 51
Local community services ................................. 82
Local economic development............................ 42
Local governance .............................................. 29
Local library services ......................................... 79
Local parks services .......................................... 94
Local recreation services .................................. 96
Organisational support .................................... 100
Parking and enforcement .................................. 72
Planning and strategy ....................................... 32

Auckland Council Draft Annual Plan 2014/2015

272

SUBMISSION FORM
DRAFT ANNUAL PLAN 2014/2015
Have your say

1a. Stadium strategy: Do you support the proposed strategy

Did you know its easier to make a submission online?


Go to www.annualplan.aucklandcouncil.govt.nz for more information.
If you are completing this form rather than submitting online,
please tell us why:
Its easier

No internet access

regarding Aucklands four major stadiums? Why?

Support

Do not support

Unsure

Privacy/safety

Other, please specify:

1b. Do you have any comments on the proposed uses for each stadium?
Eden Park:

Your submission
All submissions, including your name, will be public documents.
Contact details will remain private.
For your submission to be valid, you must include your full name,
a postal address and/or email address. Please also provide a contact
number if you wish to speak at a hearing.

Mount Smart:

Do you wish to speak in support of your submission at a public hearing?


Yes

No

Western Springs:

What is your key topic:

Is your submission on behalf of an organisation? (If yes, this confirms


you have authority to submit on the organisations behalf).
Yes

North Harbour:

No

Name of organisation:

Before making a submission, we recommend you read the online


summary information or the full draft plan. Reference copies of the
full draft plan and factsheets areavailable:
online at www.annualplan.aucklandcouncil.govt.nz
at Auckland Council libraries, service centres and local board offices.

2. Auckland Arts Festival: Do you support making the Auckland Arts


Festival an annual event? Why?

Support

Do not support

Unsure

You can also call 09 301 0101 to request a hard copy of the full
draft plan.
Your details

3a. Your community: Which local board does your submission relate to?

Local board area:


First name:

3b. Which local board proposed budget changes do you support/not


support (if applicable)? Why?

Last name:

Support:

Email:
Postal address:

Suburb:
Cut here

Phone:

Postcode:

Do not support:

Mobile:

Signature:
Date:

Attach additional pages to your submission if you need


more room for your answers. You can also submit
online at www.annualplan.aucklandcouncil.govt.nz
Please turn over

4. Do you have any other comments on the draft local board agreement
or local consultation topics?

Fold here

5. Do you have any other comments on the draft Annual Plan 2014/2015?

Please seal on all sides.

If you have any questions on the draft plan or the submissions


process, please email annual.plan@aucklandcouncil.govt.nz or
call 09 301 0101.
Submissions can be made online, posted using this freepost form,
or delivered to an Auckland Council library, service centre or local
board office.
Submissions open Thursday 23 January 2014 and must be
received by 4pm on Monday 24 February 2014.

2014/2015

Fold here

Please seal on all sides.

Draft Annual Plan 2014/2015


Attention: Brina Burden
Auckland Council
Freepost Authority 182382
Private Bag 92300
Auckland 1142

Cut here

Freepost Authority Number 182382