Auckland Council Draft Long Term Plan Volume Two 22dec 1426

Auckland Council draft Long-term Plan 2012-2022
Volume Two: Activities, What we plan to do for Auckland
Volume Two: Activities, What we plan to do for Auckland Auckland Council draft Long-term Plan 2012-2022
Contents
How to read this volume How to read this volume Chapter one: Activities Introduction to themes and groups of activities Governance Planning Commercial and investment Economic development Built and natural environment Solid waste Stormwater and flood protection Water supply and sewerage Transport Community Lifestyle and culture Corporate support Chapter two: Financial information Consolidated funding statements Prospective financial statements and notes Significant forecasting assumptions Local board financial information Capital expenditure projects Chapter three: Other statutory financial statements Funding impact statements for 2012-2022 Chapter four: Draft Audit opinion Draft Audit opinion Significant legislation 392 394 350 262 265 285 293 297 10 11 25 35 49 79 103 111 125 141 163 199 251 3
Auckland Council draft Long-term Plan 2012-2022 Volume Two: Activities, What we plan to do for Auckland
Contents
How to read this volume

This volume is in four chapters and provides information about the activities of council, our services, programmes and projects, performance measures and how we propose to align to the strategic directions and outcomes (1) that have been agreed. It also provides other key financial information such as statements and assumptions, an opinion from our auditors, and other general information on legislation. About Chapter One: The Activities of Council We have structured this chapter by grouping activities, services and functions into 12 separate and distinct themes. These themes include groups of activities which contribute to delivering the outcomes that are common to them all. Further detail is provided on specific activities within each group of activities. Most of these activities have an Auckland-wide focus, with local groups of activities listed within their respective themes. The 12 themes are: Governance Planning Commercial and investment Economic development Built and natural environment Solid waste Within each theme are the following sub sections: Groups of activities Each group of activities starts with an overview of that group. The activities This section outlines the activities that deliver the services the group or activities are responsible for. How does this group of activities benefit Auckland? Auckland has some unique requirements, in addition to community and Mori outcomes, we now have spatial plan and local board plan requirements. Collectively, these initiatives provide for a sense of measurement as to how Auckland Council is providing benefits to our communities. The following sections provide insight as to how our groups of activities contribute to these benefits. Auckland Plan The Auckland Plan is the mechanism by which we will collaborate with our neighbours, central government and others to ensure the well-being and prosperity of Auckland. Aucklands vision is to become the most liveable city in the world. The Auckland Plan is our long-term strategy for how we achieve this vision over the next 30 years. To help turn this vision into reality the Auckland Plan sets out: Stormwater and flood protection Water supply and sewerage Transport Community Lifestyle and culture Corporate support
See Volume One, Chapter One, The Auckland Plan and community outcomes for more information.

Community outcomes The community outcomes are what we strive to deliver through our services, programmes, projects and activities. The Auckland Plan identified six outcomes with a seventh outcome added to incorporate Mori-specific outcomes. We demonstrate which of these outcomes each group of activities primarily contributes to by displaying the following symbols: Symbols guide
A fair, safe and healthy Auckland
A green Auckland
An Auckland of prosperity and opportunity
A well connected and accessible Auckland
A beautiful Auckland that is loved by its people
A culturally rich and creative Auckland
Auckland's Mori identity is its special point of difference as a global city providing opportunities for all

Strategic directions, priorities and directives This section identifies which groups of activities contribute in a significant way to advancing the Strategic Directions of council through the respective Priorities and Directives. The 11 strategic directions identified in the draft Auckland Plan are: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders Enable Mori aspirations through recognition of the Treaty of Waitangi and customary rights Integrate arts, culture, heritage and lifestyle into our daily lives Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand Acknowledge that nature and people are inseparable Contribute to tackling climate change and increasing energy resilience. Keep rural Auckland productive, protected and environmentally sound Creating a stunning city centre, with well connected quality towns, villages and neighbourhoods Appropriately housing all Aucklanders Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Better connections and accessibility within Auckland, across New Zealand to the world
Priorities The Auckland Plan identifies 39 strategic priorities that support the strategic directions to which the groups of activities currently or potentially will contribute to. Directives The Auckland Plan has identified 94 directives that the different groups of activities currently contribute to or will do in the future. Over time the level of contribution by the different Groups of Activities is expected to change and improve as they become better aligned to the Auckland Plan and its supporting strategies and policies that will continue to be developed. Mori outcomes This section identifies how groups of activities contribute to achieving the eight Mori priority outcome areas. Local Board Plans This section sets out the relevant key themes from the Local Board Plans. In October 2011, all local boards adopted their plans after extensive consultation with their communities. These plans contain the aspirations and priorities of the local boards and their communities. They set the framework to guide local board decision-making for the next three years and beyond including: decisions on local activities input into regional activities and decisions of the governing body including this draft LTP 2012-2022 and advocacy to Auckland Councils council-controlled organisations (CCOs) how the local board will work with other local boards, agencies, and community groups to further the interests and aspirations of its communities. What projects are we proposing This section identifies some key projects and highlights in relation to this group of activities. These have been identified through analysis of projects from former councils as well as new initiatives put forward through the draft Auckland Plan, Mayoral LTP proposal and local board plans.

Are there any negatives? Part of our legislative requirement is to identify any significant negative impacts a group of activities may contribute. How we measure performance This section describes the levels of service the council provides and the performance measures used to assess and monitor delivery of these services. Each measure links to a level of service, although in some instances, for example customer satisfaction, a measure may be indicative of the broader activity. The information consolidates levels of service and performance measures across Auckland. Prospective group of activities statement This is a financial statement showing forecast numbers for the next 10 years (2012/2013 through to 2021/2022). The statement is divided into three sections - operating expenditure (opex), capital expenditure (capex) and movement in borrowing. Operating expenditure Operating expenditure (Opex) represents expenditure for smaller day-to-day activities e.g. salaries and wages. This section shows council's: revenue (or funds coming in) such as general rates expenditure (or funds going out) such as staff costs operating surplus or deficit. An operating surplus results if revenues are greater than expenditure. An operating deficit results if expenditure is greater than revenue. Capital expenditure Capital expenditure (Capex) represents expenditure for larger one-off projects. This section shows council's: expenditure on major projects for the benefit of ratepayers over a long term funding (or paying for) these large projects through such things as asset sales. A Capex surplus results if the monies coming in from funding are greater than the expenditure on projects. A Capex deficit results if costs are greater than funding received. Movement in borrowing This section shows the ongoing balance of the amount of money that has been borrowed to cover the costs of Opex and Capex at the start and end of each financial year. Any borrowings from external sources, such as banks, incurs interest.

About Chapter Two: Financial statements
This chapter details activity related financial and policy information: the consolidated funding statements prospective financial statements and notes significant forecasting assumptions local board financial information capital expenditure projects.
About Chapter Three: Other statutory financial information

The council is required to prepare a full set of prospective funding impact statements for the whole of council and by groups of activity in accordance with the Local Government (Financial Reporting) Regulations 2011 and the Local Government Act 2002 (LGA 2002).
Reading the financial tables

The statement is divided into two sections - operating funding and capital funding. Operating funding This section shows councils: sources of operating funding (or funds coming in) such as general rates. application of operating funding (or funds going out) such as staff costs. Auckland Councils surplus on operating funding results if revenues are greater than expenditure. An operating funding deficit results if expenditure is greater than revenue. Capital funding This section shows councils: sources of capital funding (where funds are sourced) such as proceeds from asset sales application of capital funding (where these funds are spent) such as the replacement of existing assets. Auckland Councils surplus on capital funding results if funds received are greater than funds spent. A capital funding deficit results if costs are greater than funding receipts.

About Chapter Four: Audit opinion As a requirement of the LGA 2002, this document has been audited by Audit New Zealand and signed off by the Office of the Auditor General. Their opinion can be found on this section. Appendix: Key legislation Auckland Councils operations are governed by a diverse list of laws ranging from the Burial and Cremation Act 2002 to the Resource Management Act 1991, Dog Control Act 1996 and so on. Laws are the backbone of our community. They help maintain social cohesion and establish limits on behaviour; they resolve conflict and they try to balance the needs of individuals and communities. Good laws can help us prosper. The appendix in this document contains a list of key legislation governing Auckland Councils operations. Note: the list is a work-in-progress but is included to indicate the content of this appendix.
Chapter one: Activities
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Introduction to themes and groups of activities

The hierarchy of themes, groups of activities and activities has been established to help present in an easy as possible format all that council does, from providing services and amenities to our residents and visitors, to managing our organisation and processes. It is our expectation that the information presented in this chapter will provide you with a good understanding of what we anticipate delivering to you over the next ten years. The challenges of dealing with growth, transformation and increased liveability standards have been overarching drivers for our new organisation. This LTP, specifically this chapter, provides focus as to how we plan to address these drivers while still maintaining balance with regards to the provision of business as usual. We must continue to give effect to the plans, services and structures of the eight former councils as we develop our first ten-year plan. With our population forecast to grow by over one million people over the next 30 years we must start to lay the foundation that will cope with that growth and increased demand and maximise our efficiency for the benefit of all Aucklanders. 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). A full outline of the Auckland Council Group and the basis for consolidation is set out in the prospective financial statements. Within each individual 'Prospective group of activities statement', those Group entities that contribute to the activities and services provided as part of the Group of Activities have been separately identified by way of note reference. Annual Plan 2011/2012 financial information is provided as a comparator. Where possible this has been restated to reflect the compilation on a group basis and changes to the activity structure, but significant variances remain in the classification of financial information for the 2011/2012 comparative compared to that forecast for the period of this plan.
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Governance
Contents
Overview Governance and Democracy Local Governance xx xx xx
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Governance
Overview
Through its governance activities, the council enables decision-making and action by, and on behalf of, communities to promote the well-being of Auckland now and for the future. This chapter focuses on Auckland-wide and local governance activities. The Auckland Council is a new model of local government. It has a unique governance structure within New Zealand, as decisions are made by both a governing body and 21 local boards. The governing body focuses on the big picture and on Auckland-wide strategic issues while ensuring effective stewardship of council activities, council-controlled organisations (CCOs) and investments. Local boards represent their local communities and make decisions on local issues, activities and facilities ensuring effective representation of local communities. This model of governance enables the Council to provide strong and efficient regional leadership, but also ensures that the council is in touch with the needs and preferences of local communities, and is responsive to them. The Mayor, elected across all of Auckland, and councillors elected from 13 wards across Auckland form the governing body. The Mayor is responsible for providing a clear vision and direction for Auckland, leading the development of plans, policies and budgets, and ensuring effective engagement with the people of Auckland. The governing body makes decisions on strategies, policies, plans and bylaws and carries out regional civic duties. The governing body is also responsible for governing CCOs and ensuring they follow councils strategic direction. This includes appointing directors, ensuring that the appropriate accountabilities and controls are in place and that the CCOs are meeting the required performance standards and outcomes set for them by the governing body in their statements of intent. Council works closely with the Independent Mori Statutory Board (IMSB) which is responsible for ensuring we promote issues significant to Mana Whenua and mtaawaka and meet our obligations under Te Tiriti o Waitangi/The Treaty of Waitangi (the Treaty). In undertaking its governance role, the council also draws on advice from advisory panels and boards, such as the statutory Pacific Peoples Advisory Panel and the Ethnic Peoples Advisory Panel. They Mayor has established five additional panels (see Volume One). Council also engages with communities, public interest groups and key stakeholders to identify their priorities and preferences. This helps ensure decisions take into consideration the preferences of a wide range of communities across Auckland. We ensure the community has information on, and the ability to be involved in, council meetings and decisions and that these comply with legislation. Under our governance activities, we work to develop effective relationships with Mori and other community groups, hold fair and democratic elections, and provide information on our performance and that of our CCOs. We are required to provide these services under the Local Electoral Act 2001 and the Local Government Act 2002. The council carries out the following group of activities under this theme with the governing body having decision-making responsibility: governance and democracy local governance.
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Governance
Governance and democracy
This activity lies at the heart of ensuring our governance is both effective and representative. This is particularly important as we are not only newly-formed but also now the largest council in Australasia and face challenges not seen before in local government in New Zealand. Council must respond to a broader cross-section of cultural interests and take a wider view of environmental interests when making decisions, including our contributions to sustainability and kaitiakitanga outcomes. This activity provides for the decision-making and policy setting function of council through the governing body. The elected members help represent the interests of the citizens of Auckland through the democratic process of council. This activity also includes the necessary support required to assist the elected members in their decision-making capacity. As part of this new governance structure, CCOs have expanded in both size and importance. Councils monitoring and management of them is critical to Auckland's economic and social well-being. Meeting rooms and equipment which are predominantly within council buildings are used for this activity.
Activities
Activities Elections What we are providing and why The conduct of tri-ennial elections and by-elections as required for the Mayor, councillors and local board members Provides administrative support, policy advice and funding to the Board. The board identifies the issues of significance for Mana Whenua groups and mtaawaka. It also assist the council through promoting cultural, economic, environmental and social issues of significance for Mori, and ensuring the council acts in accordance with the statutory obligations with respect to the Treaty. The board must appoint up to two people as members on each of the councils committees dealing with the management and stewardship of natural and physical resources. Council may also request the board appoint members to sit on other committees. Each year, the IMSB and board agree on the funding required for its activities Provides policy advice, strategic support, and logistical support to the Mayor, exercises the statutory responsibilities of the Mayor of Auckland Monitors CCOs to ensure their direction and focus contribute to and align with councils strategic direction Support for the decision-making process of the governing body including remuneration and expenses of councillors
Independent Mori Statutory Board (IMSB)
Mayoral office
Monitoring of council-controlled organisations
Regional governance and democracy
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Governance
How does this group of activities benefit Auckland?
Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how Auckland-wide governance and democratic initiatives: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to achieving Mori outcomes align with Local Board Plans. The Auckland Plan Governance will advance the development and implementation of the Auckland Plan by enabling elected members and Aucklanders to engage in the decision-making and democratic workings of council. The Auckland Plan is a living document which provides council with a 30-year strategic overview for Auckland. This group of activities will also continue to support the establishment of governance and management capability for current and future Mori outcomes. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives This group of activities makes a significant contribution in advancing the11 strategic directions in the draft Auckland Plan and their respective priorities and directives by ensuring elected members and their subsequent decision-making is reflected throughout Auckland Council. For the purpose of this draft LTP 2012-2022 and to avoid repetition elsewhere in the document we do not report down to this level of detail for this group of activities. Mori outcomes The governing body and its committees make decisions on many matters which impact directly or indirectly on Mori outcomes. IMSB members on the the majority of governing body committees participate in the decision-making. Funding is provided to the IMSB to enable the board to carry out its statutory functions which include promoting cultural, economic, environmental and social issues of significance for Mana Whenua and mtaawaka. The governing body will also enter into co-governance arrangements arising out of Treaty settlements between the Crown and iwi. Local Board Plans The local board plans contain a strong emphasis on empowering local communities and providing ways for meaningful communication and participation in local decision-making. Many local boards plans also raise the importance of the local boards relationship with iwi and the need to develop partnerships with iwi on projects, foster co-management and collaborative arrangements and promoting working relationships through mechanisms such as a Mori advisory forum. This particular group of activities contributes to these aims by:
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Governance
conducting elections which include the election of local board members to represent local communities ensuring that the governing body has appropriate opportunities to consider local board views and preferences (as set out in local board plans and resolutions) when making Auckland-wide and regulatory and funding decisions ensuring that the Mayors Office is provided with appropriate opportunities to consider local board views and preferences (as set out in local board plans and resolutions) when setting mayoral strategic priorities.
What regional projects are we proposing?

Council has identified two priority projects that will run over the life of this plan. Key projects and priorities Local government elections Supporting implementation of all aspects of the draft Long-term Plan 2012-2022 2012/2013 2013/2014 2014/2015 2015-2022
Are there any negatives?

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. There are no significant negative effects associated with these activities.
How we measure performance

The table below illustrates consolidated levels of service and performance measures across the region.
Level of service statement Manage council elections and by-elections through fair and transparent processes Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage eligible electors who voted in the (1) local elections The ratio of candidates to available seats (excludes local board elections)
(2)
35-40%
40%
40%
40%
40%
40%
40%
40%
40%
40%
40%
3.1:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
The ratio of candidates to available board seats as an average across the region
New measure
3:1
3:1
3:1
3:1
3:1
3:1
3:1
3:1
3:1
3:1
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Governance
Level of service statement Ensure the community can participate and contribute to governing body decision-making Performance measure Percentage of residents and stakeholders who feel they can participate in and contribute to governing body decision-making Percentage of Maori community who feel they can participate in and contribute to governing body decision-making Percentage compliance with statutory requirements for publishing agendas and minutes Percentage of formalised arrangements with Governing Body providing for kaitiaki management of ancestral lands Number of complaints regarding council democratic processes upheld by the Auditor General or Ombudsman Ensure Auckland Council is able to govern its CCOs effectively and hold them to account Percentage of CCO LTP measures that met targets Current baseline 23% Target 2012/13 23% Target 2013/14 23% Target 2014/15 23% Target 2015/16 23% Target 2016/17 23% Target 2017/18 23% Target 2018/19 23% Target 2019/20 23% Target 2020/21 23% Target 2021/22 23%
New measure
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
98%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
New measure
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
Percentage of CCO monitoring and accountability requirements that met targets
New measure
90%
90%
90%
95%
95%
95%
100%
100%
100%
100%
The current baseline illustrates recent performance for the region for a period of 8 months (1st November 2010 to 30th June 2011). Performance targets are averages expected across the region and based on annualised baseline data. Actual performance data for the 2011/2012 financial year will be available after June 2012. For targets based on maintaining or improving a previous year result, the general assumption is that this will be achieved by factors such as implementation of specific work programmes or improved efficiency in service delivery.
(1)
The target is to maintain or better the national local election turnout average, estimated to be 40%. This target may vary accordingly.
(2)
The baseline is higher reflecting the higher interest levels during the amalgamation of previous Auckland local authorities.
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Governance
Prospective group of activities statement
Government and democracy
$000 Financial year ending 30 June OPERATING EXPENDITURE Elections Independent Maori Statutory Board support 2 Mayoral office Monitoring of council-controlled organisations Regional governance and democracy Total operating expenditure 3 Comprised of: Employee benefits Depreciation and amortisation Finance costs 4 Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Elections Independent Maori Statutory Board support Mayoral office Monitoring of council-controlled organisations Regional governance and democracy Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 391 0 4,995 1,171 16,685 23,242
Long-term Plan 2012-2022 2013 390 2,343 5,246 961 8,620 17,560 2014 5,019 2,394 5,185 976 8,744 22,318 2015 402 2,434 5,179 990 8,879 17,884 2016 408 2,481 5,271 1,007 9,049 18,216 2017 5,240 2,496 5,305 1,014 9,099 23,154 2018 421 2,561 5,438 1,039 9,335 18,794 2019 439 2,679 5,677 1,082 9,761 19,638 2020 5,879 2,789 5,895 1,120 10,158 25,841 2021 458 2,829 5,971 1,132 10,302 20,692 2022 483 3,010 6,330 1,195 10,969 21,987
5,671 2,393 (164) 15,342 23,242
6,714 83 (474) 11,236 17,559
6,747 52 (473) 15,992 22,318
6,855 41 (482) 11,469 17,883
7,040 36 (486) 11,626 18,216
7,230 30 (489) 16,383 23,154
7,404 27 (493) 11,856 18,794
7,582 12 (493) 12,537 19,638
7,779 4 (493) 18,552 25,842
7,996 2 (492) 13,188 20,694
8,220 1 (491) 14,257 21,987
23,044 0 198 0 0 0 0 0 23,242 0 0
17,367 0 165 0 0 0 0 0 17,532 (27) 0
22,130 0 170 0 0 0 0 0 22,300 (18) 0
17,694 0 176 0 0 0 0 0 17,870 (13) 0
18,024 0 182 0 0 0 0 0 18,206 (10) 0
22,958 0 189 0 0 0 0 0 23,147 (7) 0
18,593 0 195 0 0 0 0 0 18,788 (6) 0
19,435 0 201 0 0 0 0 0 19,636 (2) 0
25,633 0 207 0 0 0 0 0 25,840 (2) 0
20,478 0 215 0 0 0 0 0 20,693 (1) 0
21,764 0 222 0 0 0 0 0 21,986 (1) 0
0 0 0 0 50 50
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
5 45 0 50
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 5,477 2,392 0 (7,819) 50 0
0 0 0 55 0 (55) 0 0
0 0 0 35 0 (35) 0 0
0 0 0 28 0 (28) 0 0
0 0 0 25 0 (25) 0 0
0 0 0 22 0 (22) 0 0
0 0 0 21 0 (21) 0 0
0 0 0 10 0 (10) 0 0
0 0 0 3 0 (3) 0 0
0 0 0 2 0 (2) 0 0
0 0 0 1 0 (1) 0 0
0 0 0 0 (7,819) 0 (7,819)
(7,819) 0 0 0 (55) 0 (7,874)
(7,874) 0 0 0 (35) 0 (7,909)
(7,909) 0 0 0 (28) 0 (7,937)
(7,937) 0 0 0 (25) 0 (7,962)
(7,962) 0 0 0 (22) 0 (7,984)
(7,984) 0 0 0 (21) 0 (8,005)
(8,005) 0 0 0 (10) 0 (8,015)
(8,015) 0 0 0 (3) 0 (8,018)
(8,018) 0 0 0 (2) 0 (8,020)
(8,020) 0 0 0 (1) 0 (8,021)
Notes:
1 2 3 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. Expenditure on the Independent Maori Statutory Board was included in the Maori Relations activity in 2012 and is therefore excluded from the comparative. The Maori Relations activity is now included within the Organisation Support Group of Activity. The increase in expenditure in 2014, 2017 and 2020 is due to election expenditure related cost in a three year cycle.
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Governance
4 A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings.
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Governance
Local governance
A range of local governance activities enable local boards to deliver effective local leadership and fulfill their legislative role. These activities also ensure that communities have a voice on local issues. As part of this activity, each of the 21 local boards receives strategic and policy advice, as well as community engagement, democracy and administrative support. This enables them to engage with their communities and organisations affecting their areas, make decisions on local matters, and build strong local communities. It also ensures that local boards can provide effective local input to governing body and CCO strategies, plans, policies and bylaws. A key part of this work is to ensure the new governance model and the role of local boards are understood across council and by residents. It supports local boards to identify priorities and preferences, deliver effective leadership, and help in providing local input to governing body and CCO strategies, plans, policies and bylaws. A key part of this work is to ensure the new governance model and the role of local boards is understood across council and by residents. Local boards share decision-making responsibilities with the governing body. They also make decisions on local parks; recreation, arts, culture and events; economic development; libraries; community services; and built and natural environment. Locally focused planning and policy falls within local governance and informs council and bylaw development. Local planning must also think regionally while applying guiding principles within a local contact. Local planning engages with both local boards and their communities, giving them a vital role of providing feedback and guidance to regional planning. Through this work it also contributes directly to the well-being of Aucklanders, enabling communities to take part in democratic processes, ensuring funding is targeted in line with community aspirations, accommodating environmental interests at the local level, and seeing that the character of each community is represented in local activities and services with cultural interests considered in decision-making. The physical assets related to these activities are listed under each of the local board agreements in Volume Four of this document.
Activities
Activities Local planning, policy and governance What we are providing and why Funding advice and support to local boards which enables them to: engage with their communities make non-regulatory decisions on local matters, including negotiating the standards of services delivered locally prepare a local board plan every three years negotiate and monitor annual agreements with the governing body develop and consult on and propose local by-laws to the governing body provide input into Auckland-wide and CCO strategies, policies, plans and bylaws ensure that local bylaws are consistent with regional bylaw policies, and are reviewed as part of the regional bylaw review programme advocate for regional projects or programmes perform local civic duties such as Anzac Day ceremonies and citizenship ceremonies promote council understanding of the governance model for Auckland Engaging with local boards to develop their priorities and proposals, and contributing to council's overall priorities through key processes such as long-term planning.
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Governance
Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how local governance: progresses the Auckland Plan contributes to community outcomes contributes to our strategic directions contribute to Mori outcomes aligns with Local Board Plans. The Auckland Plan Local boards provide input into policy decisions which contribute to the implementation of the Auckland Plan. They also make decisions on local activities which contribute to the achievement of the Auckland Plan. Each local board is responsible and democratically accountable for identifying and developing bylaws specifically for its area and proposing them to the governing body (LGA(AC)A, s.16 (c)). Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives This group of activities contributes significantly to each of the 11 strategic directions in the draft Auckland Plan and most of their respective priorities and directives. For the purpose of this draft LTP 2012-2022 and to avoid repetition elsewhere in the document we do not report down to this level of detail for this group of activities. Mori outcomes Local boards are responsible for promoting the social, cultural, environmental and economic wellbeing of their communities within their local board area. This includes the well being of local Mori. Local boards work with the governing body, its communities and will consult with Mori on local issues of significance to them so that their views and preferences are identified and taken into consideration as part of Local Board decision-making and during the Local Board Plan processes. Local boards perform a local leadership role in their local communities. A key priority for some local board is to engage with Mori and develop relationships to create an ongoing dialogue on matters of mutual interest. Examples include setting up Mori advisory fora, co-management arrangements for local reserves and supporting iwi initiatives. Local Board Plans Many of the local board plans identified the importance of engaging with their communities and building partnerships with their communities and other stakeholders to progress issues of local significance. Some boards also highlighted the need to review the needs and expectations of their communities in relation to local bylaws and/or inherited levels of service for local activities. Providing local board input to various Auckland-wide strategies and policies (including council funding policies) are also seen as important.
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This activity contributes to these aims by providing local boards with the strategic advice, and democratic, engagement and administrative support to pursue these aims.
What local projects are we proposing?

Over the next 10 years council plans to spend up to 48 million dollars on capital projects in relation to this activity. The projects are consistent across the 21 local boards and focus primarily on improving the efficiency and effectiveness of this activity through information technology. For a list of local capital projects for the next 10 years in your local board area refer to Chapter Two in this volume. For projects in the 2012/2013 year by local board, refer to the local board agreements in Volume Four of this LTP.

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Governance
The information shown in the table below consolidates levels of service and performance measures across the region. Performance targets will vary across the individual local board areas, relative to the extent that the service is provided. Please refer to Volume Four for local variations on these targets.
Level of service statement Ensure the community can participate and contribute to local board decision-making Performance measure Percentage of residents who feel they can participate in local board decision-making Percentage of Maori residents who feel they can participate in local board decision-making Percentage compliance with statutory requirements for publishing agendas and minutes for local board meetings Current baseline New measure Target 2012/13 Establish baseline Target 2013/14 Maintain or improve Target 2014/15 Maintain or improve Target 2015/16 Maintain or improve Target 2016/17 Maintain or improve Target 2017/18 Maintain or improve Target 2018/19 Maintain or improve Target 2019/20 Maintain or improve Target 2020/21 Maintain or improve Target 2021/22 Maintain or improve
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
The current baseline illustrates the recent performance for the region for a period of eight months (1 November 2010 to 30 June 2011). All performance targets are an average expected across the region and based on annualised baseline information. Actual performance data for the 2011/2012 financial year will be available after June 2012. For targets based on maintaining or improving a previous year result, the general assumption is that this will be achieved by factors such as implementation of specific work programmes or improved efficiency in service delivery.
23
Governance
Local governance
$000 Financial year ending 30 June OPERATING EXPENDITURE Local planning, policy and governance Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Local planning, policy and governance Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 24,839 24,839
Long-term Plan 2012-2022 2013 23,877 23,877 2014 26,095 26,095 2015 27,108 27,108 2016 26,544 26,544 2017 25,641 25,641 2018 26,277 26,277 2019 27,166 27,166 2020 29,461 29,461 2021 33,025 33,025 2022 36,463 36,463
2 33 750 24,054 24,839
0 705 1,391 21,781 23,877
0 1,062 1,692 23,340 26,094
0 1,402 2,058 23,647 27,107
0 1,701 2,361 22,481 26,543
0 2,014 2,627 21,000 25,641
0 2,325 2,885 21,068 26,278
0 2,641 3,072 21,452 27,165
0 2,949 3,205 23,307 29,461
0 3,236 3,221 26,568 33,025
0 3,472 3,183 29,808 36,463
24,789 0 0 50 0 0 0 0 24,839 0 0
23,556 0 38 50 0 0 0 0 23,644 (233) 0
25,656 0 39 50 0 0 0 0 25,745 (349) 0
26,557 0 38 50 0 0 0 0 26,645 (462) 0
25,950 0 38 50 0 0 0 0 26,038 (505) 0
25,021 0 38 50 0 0 0 0 25,109 (532) 0
25,651 0 38 50 0 0 0 0 25,739 (539) 0
26,554 0 38 50 0 0 0 0 26,642 (523) 0
28,886 0 38 50 0 0 0 0 28,974 (487) 0
32,509 0 38 50 0 0 0 0 32,597 (428) 0
36,031 0 38 50 0 0 0 0 36,119 (344) 0
11,427 11,427
5,252 5,252
6,471 6,471
6,272 6,272
5,336 5,336
5,782 5,782
5,083 5,083
5,189 5,189
3,270 3,270
2,451 2,451
2,518 2,518
5,319 88 6,020 11,427
3,088 2,165 0 5,252
3,762 1,921 789 6,471
3,921 2,351 0 6,272
3,567 1,769 0 5,336
3,681 1,236 866 5,782
3,831 1,252 0 5,083
3,930 1,259 0 5,189
2,195 139 936 3,270
2,321 130 0 2,451
2,385 134 0 2,518
0 0 0 33 11,394 0 11,427 0
0 0 0 472 4,780 0 5,252 0
0 0 0 712 5,759 0 6,471 0
0 0 0 940 5,332 0 6,272 0
0 0 0 1,196 4,140 0 5,336 0
0 0 0 1,482 4,300 0 5,782 0
0 0 0 1,788 3,295 0 5,083 0
0 0 0 2,119 3,070 0 5,189 0
0 0 0 2,462 808 0 3,270 0
0 0 0 2,809 0 (358) 2,451 0
0 0 0 3,128 0 (610) 2,518 0
9,727 0 11,394 0 0 0 21,121
21,121 0 4,780 0 0 0 25,901
25,901 0 5,759 0 0 0 31,660
31,660 0 5,332 0 0 0 36,992
36,992 0 4,140 0 0 0 41,132
41,132 0 4,300 0 0 0 45,432
45,432 0 3,295 0 0 0 48,727
48,727 0 3,070 0 0 0 51,797
51,797 0 808 0 0 0 52,605
52,605 0 0 0 (358) 0 52,247
52,247 0 0 0 (610) 0 51,637
Notes:
1 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council.
24
Governance
25
Planning
Contents
Overview Planning and strategy xx xx
26
Planning
Overview
Resource management and planning and strategy development are core functions of local government in New Zealand and are particularly important in Auckland because of the scale and complexity of the area. Planning plays a key role in ensuring Aucklands growth and development enhances the well-being of Aucklanders and is a catalyst for genuine progress across the region by helping create better and more sustainable living, working and recreation environments. Auckland Council is involved in a wide range of planning and regulation activities to protect and enhance Aucklands natural and built environment, protecting public health and safety, and ensuring Auckland is an attractive and desirable city that copes well with pressures from growth. The scope of policy and planning responsibilities extends from the high-level strategy of the Auckland Plan to detailed planning for local areas and local issues. Some of this work is proactive, such as advocating for legislation and national strategies that help develop Auckland while some is reactive, such as providing policy advice in response to requests from local boards, businesses and residents. The Auckland Plan sits at the top of Auckland Council's planning framework and provides the strategic direction for all other council plans and strategies. Other plans and policies developed by council, including the Long-term Plan, Annual Plan, Regional Land Transport Strategy and an integrated resource management framework will reflect the priorities set out in the Auckland Plan. As part of its responsibilities under the Resource Management Act 1991 (RMA), the council will develop a single regulatory plan for Auckland (the Unitary Plan) and will continue to administer existing regional and district plans including plan changes. Maintaining access to existing policies, bylaws and associated standards, and commencing the rationalisation of the regulatory framework is an important part of the planning and policy activity. Aucklanders have indicated that the quality of their environment is important and the council is involved in urban design and the protection of Aucklands heritage and natural resources. We closely monitor the state of the environment, the impact of development and change within Auckland, and the performance of the controls within its statutory planning documents so that it can respond to issues in a proactive manner. Planning is complex, requiring input from a variety of different disciplines and it is important that plans and policies are informed by current information and knowledge. The council has a Research, Investigations and Monitoring Unit (RIMU) leading this evidence-gathering function, providing high-quality information and assisting policy development, implementation and evaluation. The council carries out the following group of activities under this theme: planning and strategy. Local boards also have a role in local planning. This is discussed under Local Governance.
27
Planning
Planning and strategy
Strategic planning is about how environmental considerations and population growth are managed and how we deliver economic and social well-being. It is about developing strategic directions for the council and transforming them into practical solutions, frameworks and actions. It identifies social, economic, environmental and cultural outcomes for Auckland by developing appropriate strategies and plans, and measuring and monitoring their progress in achieving identified outcomes. All plans are underpinned by research and monitoring, giving council certainty that its decisions are resulting in outcomes aligned with the broader strategic goals which our consultation and engagement process have helped inform. The Auckland Plan drives this process. Legislation requires council to produce the Auckland Plan which is the primary means of giving direction to government, council, CCOs and communities on Aucklands future development. This service also develops the Long-term Plan, Annual Plan, Unitary Plan and area spatial plans and core strategies (such as transport, social, housing, cultural, environmental) for council. No physical assets are required to deliver these activities.
Activities
Activities Spatial, strategic and infrastructure planning Unitary and area planning What we are providing and why Responsible for developing and overseeing the implementation of the Auckland Plan. Provides strategic direction and high level outcomes for managing growth and activity in Auckland to retain a high-quality and sustainable environment for Aucklanders Responsible for Aucklands statutory planning framework. Administers existing regional and district plans, prepares new area spatial plans, and advocates for legislation and national strategy that assist Auckland in developing and setting the strategic direction in the region. Unitary and area planning gives statutory weight to aspects of the Auckland Plan while managing growth and development to ensure a high quality built and natural environment and improving the quality of town and village centres Responsible for implementing councils research strategy, maintaining an evidence base, and critically evaluating councils strategies and plans. This service aims to ensure the council delivers high quality results that have the greatest possible community benefit. It also provides quality advice and recommendations to improve how the council serves the public Responsible for plans that are accessible and strategically aligned to the Mayors vision, the Auckland Plan and councils strategic directions. These plans provide a basis for public accountability, a means of integrated decision-making and coordination of resources. The plans also provide opportunities for public participation in decision-making while facilitating prudent financial management Develops high-level transport strategies and provide strategic transport advice to and on behalf of the council. Strategies, policies and evidence developed through this service guide the council and Auckland Transport to effective decision-making on an integrated transport system. The Regional Land Transport Strategy (RLTS) is developed to give effect to the Auckland Plan and provide guidance to Auckland Transport
Research and monitoring
Long-term and annual planning
Transport strategy
Local board plans and local board planning activities are contained under Local Governance.
28
Planning
Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how Auckland-wide planning: progresses the Auckland Plan contributes to community outcomes contributes to our strategic directions contributes to Mori outcomes aligns with Local Board Plans. The Auckland Plan Planning connects to a wide range of council activities at regulatory, policy and operational levels. It ensures projects and programmes in the draft LTP 2012-2022 align with the priorities and phasing decisions in the adopted Auckland Plan. It also monitors progress against the LTP, Auckland Plan and core strategies, reviewed as required. Planning updates the RLTS to align with the Auckland Plan and develop alternative funding mechanisms. For the Unitary Plan, it develops a regulatory approach for land use and transport planning principles, with changes in approach to parking and the balance of place and movement functions on arterial roads. Planning also has a role in relationship building between Auckland research and development institutions, business and organisations. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives This group of activities contributes significantly to each of the 11 strategic directions and most of their respective priorities and directives. For the purpose of this draft LTP 2012-2022 and to avoid repetition elsewhere in document we do not report down to this level of detail for this group of activities. Mori outcomes Council's planning takes into account the principles of Te Tiriti o Waitangi/The Treaty of Waitangi (the Treaty). It recognises the status and special values of tangata whenua. Wherever possible these are reflected in council's planning policies. Plans are developed in consultation with iwi and mtaawaka to ensure they address issues of significance to Aucklands Mori. Our planning strategies provide for recognition of the relationship of Mori culture with ancestral lands, water, sites, whi tapu and other taonga. These matters are given particular consideration when exercising decision-making under the Resource Management Act 1991. Local Board Plans The need for integrated planning that draws on local knowledge is a key theme in the local board plans. Of particular importance to local boards is the need to plan well through the Unitary Plan and other planning documents (like area plans and precinct plans) for the projected population growth and resulting intensification and to ensure appropriate supporting infrastructure is in place.
29
Planning
This activity contributes to these aims by ensuring that the governing body is well-informed about relevant local board views and preferences as it makes decisions about the strategic direction for managing growth, the draft LTP 2012-2022 and the statutory planning framework.

Council has identified 10 priority regional projects that will run over the life of this plan, one concerning funding mechanisms that will happen in the first three years. Key projects and priorities Annual Auckland Plan implementation updates, monitoring and amendment Unitary Plan Area spatial plans local board scale area plans programme Area spatial plans ongoing implementation of former area spatial plans where aligned with the priorities in the Auckland Plan Core strategies
1
2012/2013
2013/2014
2014/2015
2015-2022
Develop and review the draft LTP 2012-2022 Monitoring programme Strategic partnerships with central government and research and development institutions, businesses and organisations Determine and apply new funding mechanisms Southern Initiative
1 Auckland Council's nine core strategies to be developed over the course of the draft LTP 2012-2022 are biodiversity; community development; culture and arts; economic development; energy and climate change mitigation; environment; property; sports, recreation and parks, and transport.

30
Planning
How we measure our performance
The table below illustrates consolidated levels of service and performance measures across the region. Effectiveness of planning activity is tracked at various stages that include the Unitary Plan, Auckland Plan, Long-term Plan, Annual Plan, and local board plans and agreements. Council monitors and reports on the social, economic, environmental, and cultural well-being of the Auckland region. It reports frequently on the state of the environment via report cards and online media.
Level of service statement Produce all plans and agreements in accordance with the Local Government Act Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage compliance with legislative planning requirements Percentage of unitary and area plan changes and Notices of Requirement processed within statutory timeframes Percentage of Council plans and policies developed with Maori participation Number of strategies and plans that include Maori outcomes and indicators
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
92%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
New measure
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
New measure
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Implement area spatial planning initiatives for town centres, rural centres, precincts, corridors, and new growth areas Monitor and report on social, economic, environmental, and cultural well-being accurately and on time
Percentage of local plans and initiatives that met agreed milestones
New measure
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
Availability of Headline Indicators report Percentage compliance with annual quality rating for ISO9001:2008 accreditation
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
The current baseline illustrates recent performance for the region for a period of 8 months (1st November 2010 to 30th June 2011). Performance targets are averages expected across the region and based on annualised baseline data. Actual performance data for the 2011/2012 financial year will be available after June 2012.
31
Planning
For targets based on maintaining or improving a previous year result, the general assumption is that this will be achieved by factors such as implementation of specific work programmes or improved efficiency in service delivery.
32
Planning
$000
1
Financial year ending 30 June OPERATING EXPENDITURE Long-term and annual planning 2 8,048 Research and monitoring 7,114 Spatial, strategic and infrastructure planning 8,723 Transport strategy 3 48,762 Unitary and area planning 29,690 Total operating expenditure 102,337 Comprised of: Employee benefits Depreciation and amortisation Finance costs 4 Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Long-term and annual planning Research and monitoring Spatial, strategic and infrastructure planning Transport strategy Unitary and area planning Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Annual Plan 2012
Long-term Plan 2012-2022 2013 6,131 5,002 5,778 2,302 25,069 44,282 2014 6,347 5,208 5,783 2,324 25,442 45,104 2015 7,457 4,966 5,861 2,361 25,485 46,130 2016 6,432 5,013 5,980 2,405 25,959 45,789 2017 6,599 4,974 6,019 2,421 25,889 45,902 2018 7,829 5,081 6,189 2,482 26,490 48,071 2019 6,913 5,478 6,513 2,592 27,706 49,202 2020 7,294 5,655 6,797 2,693 28,698 51,137 2021 8,152 5,711 6,894 2,729 29,023 52,509 2022 7,642 6,010 7,365 2,895 30,654 54,566
40,613 1,039 (457) 61,142 102,337
27,915 183 (1,317) 17,500 44,281
28,566 113 (1,314) 17,739 45,104
29,280 71 (1,338) 18,118 46,131
30,071 40 (1,345) 17,023 45,789
30,883 25 (1,350) 16,346 45,904
31,624 22 (1,360) 17,785 48,071
32,382 13 (1,357) 18,164 49,202
33,224 8 (1,357) 19,262 51,137
34,153 8 (1,356) 19,703 52,508
35,109 7 (1,352) 20,800 54,564
91,165 0 1,351 12,840 (4,519) 0 0 0 100,837 (1,500) 0
41,867 0 0 2,157 196 0 0 0 44,220 (61) 0
42,707 0 0 2,157 203 0 0 0 45,067 (37) 0
43,741 0 0 2,157 209 0 0 0 46,107 (24) 0
43,404 0 0 2,157 217 0 0 0 45,778 (11) 0
43,515 0 0 2,157 225 0 0 0 45,897 (7) 0
45,677 0 0 2,157 232 0 0 0 48,066 (5) 0
46,804 0 0 2,157 239 0 0 0 49,200 (2) 0
48,732 0 0 2,157 247 0 0 0 51,136 (1) 0
50,095 0 0 2,157 255 0 0 0 52,507 (1) 0
52,143 0 0 2,157 265 0 0 0 54,565 1 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 38,887 0 (461) 0 (38,426) 0 0
0 0 0 123 0 (123) 0 0
0 0 0 76 0 (76) 0 0
0 0 0 47 0 (47) 0 0
0 0 0 28 0 (28) 0 0
0 0 0 18 0 (18) 0 0
0 0 0 17 0 (17) 0 0
0 0 0 10 0 (10) 0 0
0 0 0 7 0 (7) 0 0
0 0 0 7 0 (7) 0 0
0 0 0 7 0 (7) 0 0
0 (38,426) (38,549) (38,625) (38,672) (38,700) (38,718) (38,735) (38,745) (38,752) (38,759) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (38,426) (123) (76) (47) (28) (18) (17) (10) (7) (7) (7)
0 0 0 0 0 0 0 0 0 0 0 (38,426) (38,549) (38,625) (38,672) (38,700) (38,718) (38,735) (38,745) (38,752) (38,759) (38,766)
Notes:
1 2 3 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. The increase in expenditure for the years 2015, 2018, and 2021 is due to the allocation of budget for the publication of the Long Term Plan documents. Annual Plan 2012 comparative for transport strategy expenditure includes transport strategy activity undertaken by Auckland Transport. From 2013 this is incorporated in the various transport groups of activities.
33
Planning
4 A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings.
34
Planning
35
Commercial and investment

Contents
Overview Commercial Investment xx xx xx
36

Overview
Our commercial and investment activities are managed to optimise financial returns while supporting the realisation of our broader strategies, thus assisting the delivery of programmes and services. We need to ensure all property assets are properly maintained and operate efficiently. It is also important that long-term maintenance plans recognise changing community needs. We use two council-controlled organisations Auckland Council Investments Limited (ACIL), and Auckland Council Property Limited (ACPL) to help carry out these activities. ACIL is responsible for bringing a strong commercial focus to our major investment assets including its shareholding in Auckland International Airport, Ports of Auckland Limited and Film Studios Limited, ensuring an appropriate return on assets and bringing a market perspective to council planning activities. ACPL manages assets worth around $900 million, is responsible for the management of 935 properties and ensures there is an appropriate return on council-owned commercial or non-core property. The properties managed include assets that are not immediately required for service delivery or infrastructure purposes, and projects initiated by previous council-controlled organisations, for example property developments at Hobsonville and Flat Bush. It also undertakes all property acquisitions and disposals for Auckland Council and Auckland Transport. ACPL manages council's interests in joint ventures such as the Whitford landfill. We also have smaller scale council commercial entities such as the city park service, vehicle testing station and holiday parks to optimise financial returns, while supporting the achievement of the councils broader strategies. The council (through the governing body and CCOs) carries out the following groups of activities under this theme: commercial investment.
37

Commercial
We have five activities that deliver financial and social returns commercial property, the City Parks Services, vehicle testing station, holiday parks and a range of other commercial activities. These activities create increased opportunities for investment in economic and social infrastructures, and also help offset rates. They enable council to invest in more environmentally friendly and high value industries, and support businesses focusing on environmental sustainability. In this way we can increase the value and resilience of our commercial property stock. They also contribute to other council objectives such as well-maintained parks, open spaces and streetscapes, maintaining assets for current and future generations, and offering residents and visitors recreation opportunities through holiday parks. Key physical assets used to deliver these activities are: four partial infrastructure properties 65 partial service properties 37 investment properties 521 other properties 67 parks 31 properties leased by Auckland Council. Key holiday park assets are: Martins Bay Holiday Park (Snells Beach) Whangateau Holiday Park (Leigh) Orewa Beach Top 10 Holiday Park.
Activities
Activities Commercial property What we are providing and why Manages assets including commercial property held for future service purposes housing on roading corridors which is not required for infrastructure projects within a 12-month period land held for future urban development but currently leased for commercial activities (eg, childcare facilities or camping grounds) development projects with commercial and other objectives, including Hobsonville Development, Papatoetoe Town Centre Redevelopment and the Ormiston Town Centre Redevelopment in Flat Bush councils interests in development agreements and joint ventures (eg, Whitford Quarry, waste disposal at Whitford and Araparera Forest) Other key activities include: property contract administration acquisitions and disposals of surplus assets for the council, Auckland Transport and CCOs commercial advice around place-shaping initiatives City parks service Provides parks, open space and street environment development services. Key service areas cover horticulture, including Waiheke and Great Barrier Islands, sports fields, maintenance, landscaping, cleaning in the CBD, Auckland International Airport grounds, sanitation and waste management services, and event clean-up services
38

Activities Vehicle testing stations Holiday parks Other commercial activities What we are providing and why Delivers warrant of fitness inspections and other services including emissions testing, driver licensing and road safety services Manages three holiday parks on council reserve land Manages the Whitford Landfill (a joint venture between the former Manukau City Council and Transpacific Industries), car parks on Waiheke Island, Araparera Forest (a joint venture between the former Rodney District Council and Ngti Whtua), and public sales of plants from Kari Street nursery

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how our commercial activities: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Council will invest in industry-based infrastructure that supports innovation and our sectors of comparative advantage to deliver flow-on benefits to Aucklanders in terms of economic growth and quality of living. We have publicly committed to best practice sustainability principles and practises, including whole-of-life costings, and all commercial development, new or otherwise, which will be subject to low-impact and water-sensitive design principles. We will also work more closely with partners and service providers to ensure a better integrated network of services. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Maori outcomes is described in more detail below.
39

Strategic directions, priorities and directives Strategic directions Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand Creating a stunning city centre, with well connected quality towns, villages and neighbourhoods Priorities Develop an innovation hub of the Asia-Pacific Rim Directives Develop conditions to promote entrepreneurial development and commercialisation of innovation, building on Auckland's unique advantages Base growth in centres on the following intervention categories that reflect the development potential within a given centre: regeneration centres - centres that require a mix of public sector actions to address economic, social and physical inequalities emergent centres -centres that may require some form of physical change to support continued and emergent development market-attractive centres - centres where there is strong market potential for growth and which require limited public sector support Design and plan centres to enable mixed use environment with adaptable building forms, that are connected by corridors developed in accordance with urban design principles and the single-system transport principles Demand good design in all development Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Mori outcomes ACIL works with iwi on a partnership basis where appropriate, acting in accordance with statutory provisions referring to the Treaty. ACIL (or ACPL?) manage councils interests in development agreements and joint ventures (eg, joint venture with and Ngti Whatua on Araparera Forest). Forthcoming Treaty settlements provide an opportunity to explore further joint ventures with local iwi, in supporting their aspirations resulting in benefits to the wider community. Local Board Plans Local boards are strongly focused on enhancing the economic prosperity and quality of life for the communities within their local board area. Protect, enable, align, integrate and provide social and community infrastructure for present and future generations Developments are expected to take into account environmental design principles Protect and enable critical social infrastructure services to match the needs of Auckland's current and future populations
Create enduring town centres and neighbourhoods
40

Over the next ten years Council plans to spend up to 110 million dollars on capital projects in relation to this activity. Council has identified three priority projects that will all begin now and continue over the life of this plan. These are: Key projects and priorities Efficient management of buildings and building processes Ormiston Town Centre development Hobsonville Marine precinct development 2012/2013 2013/2014 2014/2015 2015-2022

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. Large commercial operations, such as forestry, landfills and quarries, will place a burden on infrastructure such as roading and have an effect on the natural environment through the destruction of vegetation and loud noise. Our response: We will use an aftercare fund (for ecological restoration), traffic management plans, health and safety plans, resource consent conditions and regular monitoring to ensure compliance Holiday parks result in high usage of coastal amenity areas at peak holidays periods. Large numbers of people, even for short periods of time produce waste that must be dealt with in a way that does not diminish the quality of these highly valuable environments. Our response: The council protects the well-being of these local environments through refuse collection and disposal, and onsite wastewater treatment.

The table below illustrates consolidated levels of service and performance measures across the region. The service levels and performance measures outlined in the table below align with Auckland Council Property Limited's statements of intent. Further details of ACPLs performance measures are included in its Annual Report.
Level of service statement Manage commercial property to optimise returns Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Return on investment (ROI) on commercial properties Net surplus from Property Portfolio
Not available
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
New measure
Establish baseline
Maintain or improve 90%
Manage quality and financially prudent City Park services
Percentage of service requests completed on time
90%
90%
41

Level of service statement Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Net surplus from city park services
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
42

Commercial
$000 Financial year ending 30 June OPERATING EXPENDITURE Commercial property Holiday parks Other commercial activities Parks management services Vehicle testing stations Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs 2 Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement 3 Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Commercial property Holiday parks Other commercial activities Parks management services Vehicle testing stations Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 26,091 1,768 74 4,200 324 32,457
Long-term Plan 2012-2022 2013 22,928 1,229 204 4,511 1,307 30,179 2014 22,033 1,256 426 4,414 1,326 29,455 2015 22,218 1,280 730 4,304 1,341 29,873 2016 22,437 1,308 1,068 3,994 1,360 30,167 2017 22,216 1,320 1,359 3,832 1,363 30,090 2018 22,041 1,358 1,703 3,785 1,393 30,280 2019 22,198 1,424 2,134 3,735 1,448 30,939 2020 22,089 1,482 2,566 3,650 1,498 31,285 2021 21,806 1,504 2,864 3,528 1,511 31,213 2022 22,905 1,597 3,196 3,427 1,594 32,719
19,701 1,525 429 10,801 32,456
18,179 3,026 (1,076) 10,049 30,178
18,634 3,839 (3,142) 10,124 29,455
19,100 4,805 (4,170) 10,138 29,873
19,615 5,594 (5,177) 10,135 30,167
20,145 6,291 (6,127) 9,781 30,090
20,629 6,980 (7,321) 9,992 30,280
21,123 21,672 22,278 22,902 7,713 8,579 9,344 9,883 (8,679) (10,097) (10,988) (11,929) 10,782 11,131 10,578 11,864 30,939 31,285 31,212 32,720
2,643 66 53,377 299 1,080 0 0
2,006 66 46,013 0 0 0 332
2,552 66 47,713 0 0 0 580
3,199 0 49,003 0 0 0 28
3,910 0 50,260 0 0 0 79
4,606 0 52,034 0 0 0 112
5,341 0 53,637 0 0 0 8
6,161 0 55,300 0 0 0 24
7,138 0 56,471 0 0 0 0
8,083 0 57,769 0 0 0 0
8,875 0 59,537 0 0 0 0
(22,699) (18,731) (22,189) (23,380) (25,147) (27,693) (29,659) (31,381) (33,014) (35,108) (35,866) 34,766 2,310 0 29,686 (492) 0 28,722 (733) 0 28,850 (1,023) 0 29,102 (1,065) 0 29,059 (1,031) 0 29,327 (953) 0 30,104 (835) 0 30,595 (690) 0 30,744 (468) 0 32,546 (174) 0
20,740 135 1,303 0 0 22,178
17,719 96 2,255 0 0 20,070
9,966 43 2,327 0 0 12,336
13,960 20 2,399 0 0 16,379
7,045 104 2,476 0 0 9,625
5,103 145 2,554 0 0 7,802
6,378 140 2,622 0 0 9,140
13,751 171 2,690 0 0 16,612
2,932 175 2,763 0 0 5,870
3,010 180 2,841 0 0 6,031
3,088 185 2,920 0 0 6,193
2,779 9,221 10,177 22,177
7,934 7,177 4,959 20,070
4,253 3,680 4,403 12,336
6,031 5,710 4,638 16,379
2,457 2,253 4,915 9,625
1,467 1,361 4,974 7,802
2,494 2,422 4,224 9,140
5,828 5,754 5,029 16,611
0 0 5,870 5,870
0 0 6,031 6,031
0 0 6,193 6,193
(150) 0 31,000 3,834 0
14,713 0 51,650 2,533 0
8,756 0 16,006 3,106 0
20,813 0 11,023 3,783 0
7,015 0 11,409 4,528 0
10,539 0 11,820 5,260 0
9,747 0 12,186 6,028 0
26,808 0 12,564 6,878 0
0 0 12,978 7,889 0
0 0 13,446 8,874 0
0 0 13,930 9,710 0
(12,506) (48,826) (15,532) (19,240) (13,327) (19,817) (18,821) (29,638) (14,997) (16,289) (17,447) 22,178 0 20,070 0 12,336 0 16,379 0 9,625 0 7,802 0 9,140 0 16,612 0 5,870 0 6,031 0 6,193 0
12,704 0 0 0
198 (48,296) (63,248) (82,460) (95,708) (115,413) (134,226) (163,840) (178,837) (195,126) 332 580 28 79 112 8 24 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
(12,506) (48,826) (15,532) (19,240) (13,327) (19,817) (18,821) (29,638) (14,997) (16,289) (17,447) 0 0 0 0 0 0 0 0 0 0 0 198 (48,296) (63,248) (82,460) (95,708) (115,413) (134,226) (163,840) (178,837) (195,126) (212,573)
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. The increase in expenditure for the years 2015, 2018, and 2021 is due to the allocation of budget for the publication of the Long Term Plan documents.
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3 4 Annual Plan 2012 comparative for transport strategy expenditure includes transport strategy activity undertaken by Auckland Transport. From 2013 this is incorporated in the various transport groups of activities. A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings.
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Investment
Auckland Council, through its ownership of Auckland Council Investments Limited (ACIL), has a stake in a range of major investments. This includes Ports of Auckland Limited (100% owned by ACIL), Auckland International Airport Limited (22.4% owned by ACIL) and Auckland Film Studios Limited (100% owned by ACIL). ACIL also provides governance for these public assets that are held for the long-term benefit of the region. ACIL also has a range of investment funds in various trusts and reserves. The assets owned by ACIL are strategically important to Auckland because of their ability to contribute to social and economic well-being. ACIL's governance of these companies facilitates council's stewardship of the assets for Auckland's long-term benefit. This service contributes to fulfilling councils responsibility to be a good owner and manager of its major shareholdings, which is set by community expectations and statutory requirements related to their governance, accountability and performance. There are no physical assets required to deliver this activity.
Activities
Activities Major shareholdings and investments What we are providing and why Delivers an efficient commercial structure for the ownership and governance of the shareholdings of POAL, AIAL and AFSL. Key services include managing the director appointment/election process, guiding strategic direction, reviewing performance, quarterly reporting, board performance and director fees reviews, advising on stewardship issues, and responding to council and community concerns.
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Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how our investment activities: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Council has the ability to invest strategically to drive economic growth and the flow-on benefits to Aucklanders. Investment in industry-based infrastructure is required to maximise financial returns from our investments. By encouraging POAL and AIAL to facilitate business and market development outcomes, we create increased shareholder value. ACIL provides guidance to POAL and to council on boundary issues associated with Waterfront Auckland's development aspirations. The main priority of the investment activity is to own and manage existing investments to maximise financial returns. Currently, there are no capital projects planned within the investment activity, no plans to change the level of ownership of the currently managed investments, and no intention to make new investments in any other entities. Accordingly, the focus for the period covered by the draft LTP 2012-2022 is to provide enhanced returns for the shareholder from the existing investments and without any increase in investment by the shareholder. Community outcomes These activities primarily contribute to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand Priorities Become internationally connected and export driven Directives Ensure the operational needs of POAL and AIAL are provided for Build collaborative networks between government, public agencies and the private sector to support the expansion of export industries where Auckland has a competitive advantage
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Mori outcomes ACIL works with iwi where investment activities involve or affect Mori. ACIL will take account of any significant issues identified by the Independent Mori Statutory Board (IMSB) and any statutory Treaty provisions relevant to its activities. Where appropriate, ACIL with engage with the IMSB on these matters. Local Board Plans Local boards are strongly focused on enhancing the economic prosperity and quality of life for the communities within their local board area.

Over the next ten years, Council plans to spend up to 349 million dollars on capital projects in relation to this activity, our priority will be to maintain and maximise our investment portfolio.

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. Airport and port operations may create negative effects on the natural environment and on neighbouring communities. Our response: We will use resource consent conditions and regular monitoring to ensure compliance. ACIL will encourage these companies to be good neighbours and responsible corporate citizens.

The table below illustrates consolidated levels of service and performance measures across the region. The service levels and performance measures outlined in the table below align with Auckland Council Investment Limited's statements of intent. Further details of ACILs performance measures are included in its Annual Report.
Level of service statement Manage council investments to optimise returns Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Return on investment (ROI) from equity and financial investments
4%
6%
7%
7%
7%
7%
7%
7%
7%
7%
7%
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Investment
$000 Financial year ending 30 June OPERATING EXPENDITURE Major shareholdings and investments Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement 2 Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Major shareholdings and investments Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
185,889 158,052 160,112 163,986 170,191 185,006 194,464 203,231 209,744 217,624 224,670 185,889 158,052 160,112 163,986 170,191 185,006 194,464 203,231 209,744 217,624 224,670
45,950 42,958 43,814 46,054 48,620 53,110 55,813 58,924 61,167 63,740 66,235 21,102 21,865 22,300 23,785 24,674 27,109 28,518 29,798 31,323 33,135 35,061 19,244 36,862 35,077 33,439 33,155 35,186 36,993 37,299 37,109 37,238 36,598 99,593 56,367 58,921 60,709 63,743 69,602 73,139 77,210 80,145 83,511 86,776 185,889 158,052 160,112 163,987 170,192 185,007 194,463 203,231 209,744 217,624 224,670
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 178,203 184,544 190,999 197,681 204,596 211,753 219,161 226,828 234,763 242,976 251,477 0 0 0 0 0 0 0 0 0 0 0 25,468 27,540 29,540 33,907 37,387 39,387 39,387 39,387 39,387 39,387 39,387 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (28,834) (33,342) (37,730) (43,522) (46,728) (44,545) (43,363) (42,778) (43,525) (43,695) (44,483) 174,837 178,742 182,809 188,066 195,255 206,595 215,185 223,437 230,625 238,668 246,381 (11,052) 0 20,690 0 22,697 0 24,079 0 25,063 0 21,588 0 20,722 0 20,206 0 20,881 0 21,044 0 21,711 0
25,940 25,940
17,209 17,209
24,287 24,287
19,881 19,881
16,369 16,369
94,046 94,046
23,049 23,049
53,171 53,171
23,669 23,669
55,402 55,402
22,389 22,389
10,414 0 15,526 25,940
100 0 17,109 17,209
4,317 0 19,971 24,287
8,677 0 11,204 19,881
6,632 0 9,737 16,369
45,397 0 48,650 94,046
11,487 0 11,562 23,049
41,095 0 12,076 53,171
11,951 0 11,718 23,669
46,728 0 8,675 55,402
12,434 0 9,955 22,389
0 0 0 21,101 4,839 0 25,940 0
0 0 0 21,865 0 (4,656) 17,209 0
0 0 0 22,300 1,987 0 24,287 0
0 0 0 23,784 0 (3,903) 19,881 0
0 0 0 24,674 0 (8,305) 16,369 0
0 0 0 27,108 66,938 0 94,046 0
0 0 0 28,518 0 (5,469) 23,049 0
0 0 0 29,798 23,373 0 53,171 0
0 0 0 31,323 0 (7,654) 23,669 0
0 0 0 33,134 22,268
0 0 0 35,062 0
0 (12,673) 55,402 0 22,389 0
541,250 546,089 541,433 543,420 539,517 531,212 598,150 592,681 616,054 608,400 630,668 0 0 0 0 0 0 0 0 0 0 0 4,839 0 1,987 0 0 66,938 0 23,373 0 22,268 0 0 0 0 0 0 0 0 0 0 0 0 0 (4,656) 0 (3,903) (8,305) 0 (5,469) 0 (7,654) 0 (12,673)
0 0 0 0 0 0 0 0 0 0 0 546,089 541,433 543,420 539,517 531,212 598,150 592,681 616,054 608,400 630,668 617,995
Notes:
1 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Auckland Council Investments (ACIL) Ltd., Manukau City Investments Ltd., Auckland International Airport Ltd., Ports of Auckland Ltd., Ports Of Auckland Nominees Ltd, Ports of Auckland Investments Ltd. Auckland Film Studios Ltd., Freemans Bay Properties Ltd., West Tugz Ltd., North Tugz Ltd, Seafuels Ltd., Axis Intermodal Ltd., Axis International Ltd., Seafuels 2007 Ltd., Northland Port Corporation (NZ) Ltd., New Zealand Local Government Insurance Corporation Ltd, Nort West Auckland Airport Ltd. This activity generates an operating funding surplus which is used to offset the general rates funding requirement of other activities.
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Economic development
Contents
Overview Regional economic strategy and initiatives Local economic development Tourism, major events and industry development Waterfront development xx xx xx xx xx
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Overview
Auckland has 33 per cent of New Zealands population and contributes 37 per cent of our national GDP. With significant growth predicted over the next 30 years, it is essential that Auckland Council maintains stability in the current economic environment while managing growth sustainably and creating a variety of opportunities. Council must ensure that Auckland continues as an internationally competitive city in which to live, work, visit, invest and do business. In providing for an Auckland of prosperity and opportunity, council takes partnership and leadership roles with central government, other local governments and the private sector. To give effect to this, the draft Auckland Plan outlines the need to earn more income, increase our skills, use our resources more effectively and make better use of our comparative advantages. A vibrant and sustainable economy contributes significantly to the health and well-being of its residents. To this end, council will deliver on its obligations within this economic development theme by promoting tourism, major events and industry development, delivering an Auckland-wide economic plan, and advancing the waterfront. The council (through the governing body, local boards and CCOs) carries out the following groups of activities: regional economic strategy and initiatives local economic development tourism, major events and industry development waterfront development.
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Regional economic strategy and initiatives
Auckland Council has developed and consulted on an Economic Development Strategy which articulates how we intend to deliver short and long-term economic programmes and initiatives. This strategy has a vision of Auckland being an internationally competitive prosperous community through a step-change in exports and internationalisation. Specifically, the economic strategy will focus on developing business, infrastructure, skills, entrepreneurship and innovation, clean technology and tourism. It also sets the strategic direction of planning and policy regarding economic legislation, sustainable development, provision of services, and will ensure our CCOs work cohesively towards council objectives. The service is also responsible for delivering transformational projects essential to growing Aucklands economy, including projects such as high-speed broadband and tertiary clustering. The Economic Development Strategy and associated actions will be supported through partnerships and working with Mori. No physical assets are required to deliver this activity.
Activities
Activities City transformation What we are providing and why Manages and delivers large-scale transformational projects. It also coordinates transformational initiatives across the council through policy advice and analysis, and by building partnerships/networks Auckland-wide and with central government and the private sector. This activity provides strategic input to the Unitary and local area plans, and the City Centre Master Plan to identify future transformational places Responsible for economic analysis and advice. It provides expertise and tools to ensure council and its CCOs work cohesively to help transform Aucklands economic performance. Works with the private sector and central government to develop key regional infrastructure projects. Council delivers this service as its success and that of Auckland is significantly affected by the areas economic performance. Council also has responsibility for economic development services for the community and business to enhance prosperity and well-being of Aucklanders and the nation
Economic strategy and initiatives

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how our economic strategy and initiatives: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan An effective Economic Development Strategy requires significant investment in infrastructure, collaboration, productivity, and people. Integrated transport is essential to driving growth and efficiency and council is focusing on major initiatives including new rail links and harbour crossing, better rapid transit and airport connections, and improved regional freight routes and inter-regional connections. This links to tourism and the need to develop the waterfront,
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including a cruise ship terminal, in alignment with the Waterfront Plan. At the industry level, infrastructure investment will support innovation, clean technology and Aucklands sectors of comparative advantage alongside the rollout of broadband. Reaching our economic targets particularly around the quality of life Aucklanders can expect to enjoy signals that we must take a more collaborative approach to growth. Just as with an integrated transport network, council believes we will make huge gains by building strong linkages between Auckland research institutions, business and organisations. This will help us support businesses with the potential to make us more competitive internationally. We need to support iwi/Mori in exploring Mori entrepreneurship initiatives and points of difference for Auckland that will make a difference to Mori well-being and to our international competitiveness through areas such as conservation and tourism. People are key to economic growth. We need to invest more in people, from improving language, literacy and numeracy to attracting and keeping highly-skilled workers from outside Auckland and internationally. Mori can both benefit and contribute to ventures that have a positive impact on our cultural, social and economic well-being. We also have a significant Pasifika, refugee and migrant communities that can contribute in similar ways. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to the Mori outcomes is described in more detail below.
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Strategic directions, priorities and directives Strategic directions Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand Priorities Grow a business friendly and well-functioning city Develop an innovation hub of the Asia-Pacific Rim Become internationally connected and export driven Directives Minimise factors impeding productivity (regional and local)
Develop conditions to promote entrepreneurial development and commercialisation of innovation, building on Auckland's unique advantages Ensure that the operational needs of Ports of Auckland Limited (POAL) and Auckland International Airport Limited (AIAL) are provided for Build collaborative networks between government, public agencies and the private sector to support the expansion of export industries where Auckland has a competitive advantage Reinforce the global connections of Auckland businesses and work to attract firms and skilled migrants to Auckland Work jointly to increase skill levels across the age and skill spectrum with an emphasis on disadvantage youth, and remove barriers to participation and labour productivity for Aucklands' workforce Support Auckland's tertiary institutions and R&D providers to develop the skills needed for innovative high-value industries, recognising that these industries also serve to attracted skilled migrants and New Zealanders wishing to return. Improve communication between education providers including schools, universities, polytechs, industry training providers, sector organisations, and firms to respond to changing skill requirements Support further skill development and labour market participation for Mori, and support local iwi to finalise and leverage Treaty settlements to enable economic development to benefit Mori Improve education, skill development and labour market participation for Pasifika youth Develop opportunities to advance Auckland as a gateway and destination for visitors, skilled workers and investors Base growth in centres on the following intervention categories that reflect the development potential within a given centre: regeneration centres - centres that require a mix of public sector actions to address economic, social and physical inequalities
Enhance investment in people to grow skills and local workforce
Develop a creative, vibrant world city Creating a stunning city centre, with well connected quality towns, villages and neighbourhoods Create enduring town centres and neighbourhoods
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Strategic directions Priorities Directives emergent centres -centres that may require some form of physical change to support continued and emergent development market-attractive centres - centres where there is strong market potential for growth and which require limited public sector support Design and plan centres to enable mixed use environment with adaptable building forms, that are connected by corridors developed in accordance with urban design principles and the single-system transport principles Metropolitan, satellite town and local centres will complement the role of Auckland's leading centre - the city centre Plan deliver and maintain quality infrastructure to make Auckland liveable and resilient Protect, optimise, align and provide for energy and telecommunications infrastructure Ensure major investments and programmes in infrastructure are aligned and establish a long-term agenda for engagement between agencies in the provision of future infrastructure Identify, protect and provide critical infrastructure and corridors to ensure efficient provision of secure, resilient energy and telecommunications networks to meet the needs of Auckland as it develops Develop Auckland's transport system in line with directions set out in the Auckland Plan Support and advocate for effective inter-regional connections that support future growth and demand
Better connections and accessibility within Auckland, across New Zealand to the world Mori outcomes
Integrate transport planning and investment with land use development
Councils relationships with Mori, particularly local iwi, form an important part of its Economic Development Strategy with a strong focus on relationships and facilitating training and employment outcomes that contribute to Mori well-being. Mori have steadily increased their contribution to New Zealands economy as evidenced in the value Mori have added to GDP from 1.4 per cent in 1996 to 5.9 per cent in 2010. The Mori economy is based not only on enterprises, investment and transactions, but also on its points of difference centred on culture and language. Council is committed to Mori well-being by contributing to the creation of an iwi/Mori economic powerhouse in Auckland through specific actions outlined in the councils draft Economic Development Strategy. The strategy and associated actions will be supported through partnerships and working with Mori. A number of actions in the strategy focus on the provision of joint programmes to facilitate training and employment outcomes, the facilitation of sustainable networks to inform regional economic development and to enable joint working relationships between Mori organisations. Local Board Plans Local boards want to enhance the economy of their local area. They want to create opportunities for more local employment and for local businesses to prosper. The local board plans recognise the need to encourage training and education as part of building economic prosperity and see good infrastructure like fast broadband and transport as fundamental to the development of local economies. Town centre renewal is another key theme from not only an economic perspective but also for social and community well-being.
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This group contributes to these objectives by providing community economic development and business improvement services to support local economic development.

Over the next ten years Council plans to spend up to 330 million dollars on capital projects in relation to this activity. We have five key regional projects. Key regional projects and priorities Implementation of the Economic Development Strategy with key new projects including tertiary cluster and COMET/skills Business area planning including Business Improvement District initiatives, local economic development and local employment International relations including resourcing existing 19 partner cities Chief economist to evaluate major infrastructure projects Tamaki Innovation precinct 2012/2013 2013/2014 2014/2015 2015-2022

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. New opportunities, such as aquaculture, can have negative environmental effects at a regional level. Our response: We will use resource consent conditions, and regular monitoring to ensure compliance and to assess the impact of activities on the environment.
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Level of service statement Support economic development of the region and contribute to the national economy Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Auckland's OECD economic performance rating Percentage of draft Auckland Economic Development Strategy KPIs that are improving or met Number of business opportunities facilitated through international (1) relationships Number of economic partnerships with Matawaka
69
69
69
69
66
66
64
64
64
64
61
40%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Implement strategies for enhancing the city centre and coordinate large scale transformation projects
Percentage of transformation and City Centre Masterplan projects delivered on time and within budget Percentage of city transformation projects contributing to Maori outcomes
New measure
80%
85%
90%
90%
90%
90%
90%
90%
90%
90%
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
The current baseline illustrates recent performance for the region for a period of 8 months (1st November 2010 to 30th June 2011). Performance targets are averages expected across the region and based on annualised baseline data. Actual performance data for the 2011/2012 financial year will be available after June 2012. For targets based on maintaining or improving a previous year result, the general assumption is that this will be achieved by factors such as implementation of specific work programmes or improved efficiency in service delivery. (1) Direct connection organised through Councils international relationships, between a NZ business or organisation and a NZ or offshore business or organisation, for the purpose of discussing and generating business opportunities.
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$000 Financial year ending 30 June OPERATING EXPENDITURE City transformation projects Economic strategy and initiatives Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates 2 Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE City transformation projects Economic strategy and initiatives Total capital expenditure 3 Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing Annual Plan 2012 12,745 8,999 21,744
1
Long-term Plan 2012-2022 2013 22,004 8,731 30,735 2014 25,672 9,031 34,703 2015 29,472 9,250 38,722 2016 31,516 9,490 41,006 2017 33,274 9,752 43,026 2018 35,835 10,241 46,076 2019 38,040 10,859 48,899 2020 39,659 11,369 51,028 2021 40,867 11,605 52,472 2022 42,872 12,259 55,131
5,513 572 6,545 9,114 21,744
5,839 3,212 13,354 8,331 30,736
5,985 4,642 15,531 8,545 34,703
6,135 6,392 17,611 8,584 38,722
6,300 6,691 19,492 8,523 41,006
6,470 6,996 21,237 8,322 43,025
6,626 7,304 23,627 8,519 46,076
6,784 7,645 25,366 9,104 48,899
6,961 7,979 26,498 9,590 51,028
7,156 8,294 27,513 9,509 52,472
7,356 8,595 28,710 10,471 55,132
14,928 17,859 0 0 0 0 0 0 32,787 11,043 10,026
20,423 19,914 0 0 0 0 0 0 40,337 9,601 10,661
22,981 20,053 0 0 0 0 0 0 43,034 8,331 9,864
29,217 20,226 0 0 0 0 0 0 49,443 10,721 12,830
32,292 20,694 0 0 0 0 0 0 52,986 11,980 13,968
34,471 8,865 0 0 0 0 0 0 43,336 311 2,157
37,620 9,073 0 0 0 0 0 0 46,693 617 2,304
40,554 9,294 0 0 0 0 0 0 49,848 949 2,463
43,106 9,573 0 0 0 0 0 0 52,679 1,651 2,968
44,757 9,860 0 0 0 0 0 0 54,617 2,145 3,240
47,657 10,156 0 0 0 0 0 0 57,813 2,681 3,533
131,858 248 132,106
46,930 160 47,090
25,676 4,409 30,085
35,130 4,534 39,664
26,054 176 26,230
31,416 9,999 41,415
32,205 10,250 42,455
24,482 191 24,673
24,860 0 24,860
22,968 0 22,968
36,652 0 36,652
95,849 34,797 1,460 132,106
37,506 9,423 160 47,090
7,003 22,918 165 30,086
12,437 27,057 170 39,664
7,300 18,754 176 26,229
7,970 33,264 181 41,415
12,906 29,363 186 42,455
7,514 16,968 191 24,673
7,458 17,402 0 24,860
7,401 15,567 0 22,968
14,137 22,515 0 36,652
0 0 0 1,587 130,519 0 132,106 0
0 0 0 2,152 44,938 0 47,090 0
0 0 0 3,109 26,976 0 30,085 0
0 0 0 4,282 35,382 0 39,664 0
0 0 0 4,705 21,525 0 26,230 0
0 0 0 5,149 36,266 0 41,415 0
0 0 0 5,617 36,838 0 42,455 0
0 0 0 6,131 18,542 0 24,673 0
0 0 0 6,663 18,197 0 24,860 0
0 0 0 7,199 15,769 0 22,968 0
0 0 0 7,744 28,908 0 36,652 0
72,326 192,819 227,096 244,208 266,760 274,317 308,426 342,960 359,039 374,269 386,798 0 0 0 0 0 0 0 0 0 0 0 130,519 44,938 26,976 35,382 21,525 36,266 36,838 18,542 18,197 15,769 28,908 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
(10,026) (10,661) (9,864) (12,830) (13,968) (2,157) (2,304) (2,463) (2,968) (3,240) (3,533) 192,819 227,096 244,208 266,760 274,317 308,426 342,960 359,039 374,269 386,798 412,173
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. This activity is partly funded by the City Centre targeted rate, which decreases once previous debt funded capital expenditure is repaid. Targeted rates continue to fund depreciation and consequential opex related to the higher standard of amenities provided consequential opex related to the higher standard of amenities. The movement of expenditure across the various financial years in the LTP for this group of activities are mainly due to the budget allocation increases and decreases of once-off projects and specific projects like the city centre master, strategic property developments and Tamaki innovation precinct.
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Local economic development
Local economic development and investment can provide Aucklanders with attractive, well-maintained streets and town centres. It helps create a sense of local community with areas that are attractive, safe and vibrant. This also strengthens the civic and cultural role of town centres for local communities and stimulates local and community economic development growth. It can also improve our built environment through better management of our assets. Your local board makes a range of decisions about local centre marketing, local business events and the mainstreet and Business Improvement District (BID) programmes. It is responsible for overseeing the budget for your local board area in relation to these decisions. The physical assets related to these activities are listed under each of the local board agreements in Volume Four of this document.
Activities
Activities Local business area planning What we are providing and why Encourage local economic development and deliver Business Improvement District (BID) programme. These include local improvement projects, strategic planning, networking and business development and capacity building. Council delivers these activities to support local employment and economic development and plan for anticipated business growth Upgrade and maintain the street environment and town centres including street cleaning, litter collection, public conveniences and greenery. Council delivers these activities to encourage more intensive use of town centres and enhance the quality through progressively upgrading streets environment and other public open spaces
Local street environment and town centres

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how local economic development: progresses the Auckland Plan contributes to community outcomes contributes to our strategic directions contribute to Mori outcomes aligns with Local Board Plans. The Auckland Plan Council has three key initiatives to progress the Auckland Plan. We will implement the Regional Tourism and Major Events Strategy. We will investigate options for precinct development, science and technology parks and innovation centres for key industries. We will look at ways to build, attract and retain skills to meet the industry needs in Auckland, including pathways for new skilled immigrants into suitable employment. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.
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Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand Priorities Grow a business friendly and well-functioning city Develop an innovation hub of the Asia-Pacific Rim Develop a creative, vibrant world city Directives Minimise factors impeding productivity
Develop conditions to promote entrepreneurial development and commercialisation of innovation, building on Auckland's unique advantages Develop opportunities to advance Auckland as a gateway and destination for visitors, skilled workers and investors. Base growth in centres on the following intervention categories that reflect the development potential within a given centre: regeneration centres - centres that require a mix of public sector actions to address economic, social and physical inequalities emergent centres -centres that may require some form of physical change to support continued and emergent development market-attractive centres - centres where there is strong market potential for growth and which require limited public sector support Design and plan centres to enable mixed use environment with adaptable building forms, that are connected by corridors developed in accordance with urban design principles and the single-system transport principles Metropolitan, satellite town and local centres will complement the role of Auckland's leading centre - the city centre
Creating a stunning city centre, with well connected quality towns, villages and neighbourhoods
Maori outcomes No info at present. Papakura local board will assist Kaitiaki in planning Maori economic development in Papakura.
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Local Board Plans The revitalisation of town centres and associated improvements are important local economic development activities for local boards. Many local board plans specifically highlight the important of the mainstreets and/or Business Improvement District (BID) programmes. The development of local businesses, job and training opportunities are also a recurring theme across local board plans, as are local branding and tourism initiatives. Faster broadband and better mobile coverage is highlighted as a priority in the plans of more isolated and rural areas. Transport improvements which support economic development is also a high priority for all local boards.

Over the next 10 years, council plans to spend up to 87 million dollars on capital projects in relation to this activity. The projects range in scale from individual toilet renewals across Auckland to quite significant town centre and village redevelopments like the Mt Albert Town Centre renewal. For a list of local capital projects for the next 10 years in your local board area refer to Chapter Two in this volume. For projects in the 2012/2013 year by local board, refer to the local board agreements in Volume Four of this LTP.

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The information shown in the table below consolidates local levels of service and performance measures across the region. Performance targets will vary across the individual local board areas, relative to the extent that the service is provided. Please refer to Volume Four for local variations on these targets.
Level of service statement Develop local business precincts and town centres as great places to do business Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of business owners who agree their local business environment has improved overall as a result of the Business Improvement District (BID) partnership between council and the local business (1) association Number of business area improvement and infrastructure initiatives completed
26%
30%
35%
40%
45%
50%
50%
50%
50%
50%
50%
Develop and maintain safe, clean and vibrant commercial town centres and street environments
Percentage of residents satisfied with cleanliness of their local town centre Percentage of residents satisfied with the quality and maintenance of the street environment Percentage of agreed street environment upgrade programmes and initiatives completed each year
53%
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
55%
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
New Measure
80%
80%
90%
90%
90%
90%
90%
90%
90%
90%
The current baseline illustrates the recent performance for the region for a period of eight months (1 November 2010 to 30 June 2011). All performance targets are an average expected across the region and based on annualised baseline information. Actual performance data for the 2011/2012 financial year will be available after June 2012. (1) Business survey respondents are those whose businesses operate within a BID boundary area and pay a BID target rate levied on their commercial property or operate a business from a commercial property that pays the target rate.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Local business area planning and development Local street environment and town centres Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Local business area planning and development Local street environment and town centres Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 13,133 31,445 44,578
Long-term Plan 2012-2022 2013 15,978 33,389 49,367 2014 17,205 35,999 53,204 2015 18,408 39,088 57,496 2016 19,139 41,579 60,718 2017 20,240 43,439 63,679 2018 21,871 45,538 67,409 2019 24,445 47,996 72,441 2020 27,467 50,310 77,777 2021 29,607 51,097 80,704 2022 33,543 54,323 87,866
428 804 810 42,536 44,578
445 209 1,576 47,138 49,368
456 383 2,422 49,943 53,204
468 871 3,382 52,774 57,495
480 1,235 4,161 54,842 60,718
493 1,547 4,799 56,839 63,678
505 1,817 5,269 59,818 67,409
517 2,089 5,521 64,314 72,441
531 2,317 5,680 69,249 77,777
545 2,452 5,698 72,009 80,704
561 2,585 5,794 78,927 87,867
32,324 12,010 2 242 0 0 0 0 44,578 0 0
35,982 12,631 2 221 0 0 462 0 49,298 (70) 0
37,809 14,590 2 233 0 0 442 0 53,076 (128) 0
40,700 16,049 2 248 0 0 208 0 57,207 (288) 0
42,242 17,654 2 261 0 0 192 0 60,351 (367) 0
43,488 19,420 2 277 0 0 83 0 63,270 (408) 0
45,067 21,362 2 292 0 0 266 0 66,989 (420) 0
48,219 23,498 2 308 0 0 0 0 72,027 (414) 0
51,237 25,848 2 308 0 0 0 0 77,395 (382) 0
51,638 28,433 2 308 0 0 0 0 80,381 (323) 0
56,024 31,276 2 308 0 0 0 0 87,610 (257) 0
0 9,956 9,956
0 12,635 12,635
0 16,077 16,077
0 13,881 13,881
0 11,825 11,825
0 9,809 9,809
0 5,771 5,771
0 5,661 5,661
0 2,424 2,424
0 2,488 2,488
0 6,480 6,480
555 6,262 3,140 9,956
763 8,085 3,786 12,635
848 10,217 5,011 16,077
705 8,210 4,967 13,881
763 5,636 5,427 11,825
606 6,959 2,244 9,809
444 3,050 2,277 5,771
454 3,393 1,813 5,661
124 0 2,300 2,424
128 0 2,361 2,488
2,094 1,964 2,422 6,480
0 0 0 804 9,152 0 9,956 0
0 0 0 140 12,495 0 12,635 0
0 0 0 256 15,821 0 16,077 0
0 0 0 583 13,298 0 13,881 0
0 0 0 868 10,957 0 11,825 0
0 0 0 1,138 8,671 0 9,809 0
0 0 0 1,397 4,374 0 5,771 0
0 0 0 1,675 3,986 0 5,661 0
0 0 0 1,935 489 0 2,424 0
0 0 0 2,128 360 0 2,488 0
0 0 0 2,330 4,150 0 6,480 0
11,759 0 9,152 0 0 0 20,911
20,911 462 12,495 0 0 0 33,868
33,868 442 15,821 0 0 0 50,131
50,131 208 13,298 0 0 0 63,637
63,637 192 10,957 0 0 0 74,786
74,786 83 8,671 0 0 0 83,540
83,540 266 4,374 0 0 0 88,180
88,180 0 3,986 0 0 0 92,166
92,166 0 489 0 0 0 92,655
92,655 0 360 0 0 0 93,015
93,015 0 4,150 0 0 0 97,165
Notes:
1 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Highbrook Park Trust.
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Tourism, major events and industry development
Auckland Tourism, Events and Economic Development Limited (ATEED) provides a link between the public and private sector to build capacity in Auckland's economy. It was established by government as part of the reorganisation of Auckland. Its goal is to support and enhance Aucklands ability to compete internationally in tourism, major events, business and sector development. As part of this strategy, economic development activities (including major events) have been consolidated across Auckland to achieve a consistent approach to growing our business, export and visitor economy. ATEED has a significant role in attracting, planning for and delivering major events, like Rugby World Cup 2011. It also continues the work of Tourism Auckland in marketing Auckland as an attractive destination and gateway to New Zealand. ATEED coordinates the destination sector (tourism and major events) enhancing Aucklands appeal to visitors, growing demand for Auckland as a destination and providing visitor services, including the regional network of visitor information centres (i-SITEs). To enhance the standard of living for all Aucklanders and boost New Zealands prosperity, it is vital that transformational economic growth is achieved through a structural change in the Auckland economy. This requires a shift to becoming more export driven and the emergence of new economy sectors that are complemented by long-term sustainable growth in our internationally competitive sectors. ATEED has a key role in attracting and retaining business and investment across the region and supporting innovation and sectors of comparative advantage. ATEEDs tourism, major events and industry development activities all deliver measurable contributions to our well-being. Socially, they help build our sense of belonging and identity and can result in more employment, education and skills training. As we grow our business capability and focus on innovation and commercialisation, we attract more and higher quality foreign investment which will help deliver the step-change we need for the citys economic growth and continuing sustainable development. Tourism is, of course, a major contributor and an area where we can link activities to economic prosperity and to the richness of our cultural life. Key physical assets used to deliver these activities are: 13 i-SITEs providing visitor information services three local offices providing business development services Head office, 139 Quay Street.
Activities
Activities Business and sector development What we are providing and why Key activities include investment attraction and retention, promotion of industry relationships and business support, investing in sector specific enablers (including infrastructure), skills programmes to foster entrepreneurship and innovation, supporting linkages between Auckland research institutions, universities and businesses, and facilitating filming within the region. Council delivers these services as a way of meeting its general responsibility to promote the economic well-being of present and future communities and to meet the aims and objectives of the Regional Economic Development Strategy, the Auckland Plan and the Mayor's vision for Auckland ATEED bids for, attracts and delivers major events. This includes advocacy for, and promotion of, major events, feasibility assessments, development and leveraging of existing major events, and the provision of Auckland-wide coordination to support successful event delivery. Successful major events are central to councils economic aims and ATEED can work on major events where the private sector might not necessarily be involved. ATEED ensures Auckland reaps social, cultural, environmental and economic benefits from major events
Major events
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Activities Tourism and visitor centres What we are providing and why This service promotes Auckland as a destination through destination management and marketing activities, and creates the conditions that enable the visitor economy to grow at an accelerated rate. ATEED runs i-SITE visitor centres that deliver a high quality services that enhance the visitor experience. As the largest single investor in Aucklands visitor assets, the council has an important role to play in creating an environment that is attractive to visitors and Aucklanders. This requires ongoing investment in goods and services that enhance the vibrancy, attractiveness and functionality of Auckland

Council has looked at every activity to see how it benefits people and to what extent. In this section you will see how tourism, major events and industry development: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan ATEEDs brief is to lead the successful transformation of Aucklands economy. ATEED will do this through the development of Aucklands businesses and sectors of comparative advantage, growing the visitor economy, and attracting and delivering major events. This activity will enhance Aucklands position as an international and inter-regional gateway city for international trade and tourism. ATEED is focused on supporting the expansion of export industries, delivering initiatives to ensure businesses with international potential have the capability to succeed and become export driven, and providing support for key sectors. The attraction of foreign direct investment, provision of support for innovation, entrepreneurship and the building of collaborative networks are also central to ATEEDs work, as is the retention and attraction of skilled workers needed to meet industry needs. To enhance Auckland as a gateway and destination city, ATEED will implement a range of actions from the Auckland Visitor Plan in conjunction with the private sector, government and our strategic partners. These actions will increase the contribution that the visitor economy makes to Aucklands economy. Implementing the Major Events Strategy by attracting and delivering major events will help turn Auckland into a creative, vibrant world city that is enjoyed by Aucklanders and attracts visitors, investors and skilled workers. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below.
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Strategic directions, priorities and directives Strategic directions Integrate arts, culture, heritage and lifestyle into our daily lives Priorities Value and foster Auckland's cultural diversity Directives Encourage and support a range of community events and cultural festivals that reflect the diversity of cultures in Auckland Support artists and creative enterprises and contribute to Auckland's vibrancy, sense of community and its economy Promote the city centre as a focus for major cultural institutions and develop a diverse supporting network of cultural centres and programmes across the region Develop conditions to promote entrepreneurial development and commercialisation of innovation, building on Auckland's unique advantages Build collaborative networks between government, public agencies and the private sector to support the expansion of export industries where Auckland has a competitive advantage Reinforce the global connections of Auckland businesses and work to attract firms and skilled migrants to Auckland Develop opportunities to advance Auckland as a gateway and destination for visitors, skilled workers and investors
Valuing our artists, creative sector and our cultural institutions
Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand
Develop an innovation hub of the Asia-Pacific Rim
Become internationally connected and export driven
Develop a creative, vibrant world city
Mori outcomes ATEED is committed to Mori well-being by contributing to the creation of an iwi/Mori economic powerhouse in Auckland through specific actions outlined in the councils draft Economic Development Strategy. Actions include forming joint partnerships between Mori, the council and the private sector on infrastructure development and leveraging of cultural difference to provide partnership opportunities for authorised Mori tourism ventures to accentuate the point of difference concerning Auckland. ATEEDs draft Auckland Visitor Plan places Mori at the centre of its aspirations for Auckland in 2020 and has been developed following discussions with local and central government Mori representatives. ATEED is also in discussion with the Mori stakeholders to identify opportunities to work with iwi on business development opportunities. Specific actions have been included in the draft Economic Development Strategy. ATEED is delivering/facilitating the Pasifika Festival as part of its programme of events and will continue to explore other cultural opportunities within the context of the Major Events Strategy. Local Board Plans The development of local business, industry and tourism opportunities are key themes in the local board plans. Activities carried out under this theme, including skills programmes, support for linkages between education providers and businesses, and regional marketing and visitor attraction all contribute to these objectives. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.
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Council has identified six priority projects the majority of which will begin now and continue over the life of this plan. These are: Key projects and priorities Deliver the Major Events Strategy Deliver the Auckland Visitor Plan Deliver the World Masters Games (2017) (subject to a successful bid and the availability of funding) Co-fund the Health Technologies Innovation Hub with central government Deliver a Foreign Direct Investment Attraction Strategy and Implementation Plan Support the Wynyard Quarter Innovation Precinct 2012/2013 2013/2014 2014/2015 2015-2022

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. Events can cause some inconvenience for some members of the community due to noise, restriction of traffic movement and adverse environment effects such as littering. Our response: Events are monitored by council staff to ensure event organisers manage the potential for inconvenience to a minimum via waste management plans, traffic management plans and compliance with event-specific consent conditions.
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The table below illustrates consolidated levels of service and performance measures across the region. The service levels and performance measures outlined in the table below align with Auckland Tourism, Events and Economic Development Limiteds (ATEED) statements of intent. Further details of ATEEDs performance measures are included in its Annual Report.
Level of service statement Attract, facilitate and fund delivery of major international events Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of attendees satisfied with events overall Number of major international events attracted (1) or facilitated Estimated number of attendees at major events Return on Regional Investment (RORI) from major events attracted (million)
(2)
88%
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
615,000
615,000
615,000
615,000
615,000
615,000
615,000
615,000
615,000
615,000
615,000
14
30
40
47
49
49
49
55
65
68
70
Promote and develop Auckland as a national and international tourist destination
Percentage of customers satisfied with visitor information centres and services Number of visitors to Auckland (million) (3) Number of visitors nights in Auckland (3) (million) Spend by visitors in Auckland (3) ($million)
96%
95%
95%
95%
95%
95%
95%
95%
95%
95%
95%
New measure
Establish baseline
Improve
Improve
Improve
Improve
Improve
Improve
Improve
Improve
Improve
21.1
21.5
22.0
22.5
23.2
23.9
24.8
25.8
27.0
28.2
29.5
3,329
3,445
3,568
3,708
3,895
4,088
4,350
4,667
5,046
5,498
6,000
Deliver information, advice and programmes to attract and develop businesses and a skilled workforce
Percentage of stakeholders satisfied with provision of business advice, start-up, training & mentoring programmes GDP Global investment promotion agency (IPA) (4) benchmarking Total GDP in targeted sectors (marine, transport & logistics, IT, Food-beverage, film, bioscience, creative/digital, export education)
88%
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
55%
65%
65%
70%
70%
70%
70%
70%
70%
70%
70%
28%
28%
29%
30%
30%
30%
30%
30%
30%
30%
30%
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compared with total Auckland GDP
The current baseline illustrates recent performance for the region for a period of 8 months (1st November 2010 to 30th June 2011). Performance targets are averages expected across the region and based on annualised baseline data. Actual performance data for the 2011/2012 financial year will be available after June 2012. (1) The definition of a major international event is a sporting or cultural event that has an important international media profile and attracts overseas visitors and participants. Although likely to require considerable public investment, major events leverage national and regional strengths and deliver significant return on investment. (2) RORI is the sum of money that accrues in Auckland from an event, less the amount that originates within Auckland. (3) Data is collected via the Ministry of Economic Development International Visitor Survey and the Domestic Travel Survey. Spend data is captured via the MED Regional Tourism Statistics. Please note that the measure is for the calendar year (i.e 2012/13 = 2012 calendar year). (4) GDP Global Investment conducts a 'mystery shop' type survey by making a bogus investment enquiry and ratings are given based on responses. Survey is completed biennially.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Business attraction and development Major events Tourism and visitor centres Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs 2 Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Business attraction and development Major events Tourism and visitor centres Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing Annual Plan 2012 12,666 35,230 16,047 63,943
1
Long-term Plan 2012-2022 2013 17,125 19,251 19,918 56,294 2014 17,334 21,667 21,523 60,524 2015 17,579 22,770 23,224 63,573 2016 17,469 23,515 26,218 67,202 2017 17,388 24,157 28,223 69,768 2018 17,781 24,871 29,597 72,249 2019 18,174 28,501 32,913 79,588 2020 18,600 30,516 35,552 84,668 2021 19,079 31,520 36,681 87,280 2022 19,607 32,576 37,865 90,048
12,791 339 32 50,781 63,943
11,889 271 87 44,047 56,294
12,187 286 76 47,975 60,524
12,492 298 65 50,719 63,574
12,829 308 53 54,012 67,202
13,176 319 39 56,234 69,768
13,492 329 24 58,403 72,248
13,815 326 8 65,439 79,588
14,174 330 (8) 70,172 84,668
14,571 341 (25) 72,393 87,280
14,979 354 (44) 74,759 90,048
53,618 0 13,385 3,694 674 0 0 0 71,371 7,428 0
40,411 0 14,547 1,156 0 0 0 0 56,114 (180) 0
44,264 0 14,917 1,156 0 0 0 0 60,337 (187) 0
46,856 0 15,369 1,156 0 0 0 0 63,381 (193) 0
50,019 0 15,844 1,156 0 0 0 0 67,019 (183) 0
52,072 0 16,365 1,156 0 0 0 0 69,593 (175) 0
54,088 0 16,834 1,156 0 0 0 0 72,078 (170) 0
60,953 0 17,319 1,156 0 0 0 0 79,428 (160) 0
65,565 0 17,851 1,156 0 0 0 0 84,572 (96) 0
67,625 0 18,450 1,156 0 0 0 0 87,231 (49) 0
69,782 0 19,070 1,156 0 0 0 0 90,008 (40) 0
0 1,274 337 1,611
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 1,570 40 1,610
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 7,768 0 (6,157) 1,611 0
0 0 0 90 0 (90) 0 0
0 0 0 99 0 (99) 0 0
0 0 0 105 0 (105) 0 0
0 0 0 125 0 (125) 0 0
0 0 0 143 0 (143) 0 0
0 0 0 159 0 (159) 0 0
0 0 0 166 0 (166) 0 0
0 0 0 233 0 (233) 0 0
0 0 0 292 0 (292) 0 0
0 0 0 314 0 (314) 0 0
0 0 0 0 (6,157) 0 (6,157)
(6,157) 0 0 0 (90) 0 (6,247)
(6,247) 0 0 0 (99) 0 (6,346)
(6,346) 0 0 0 (105) 0 (6,451)
(6,451) 0 0 0 (125) 0 (6,576)
(6,576) 0 0 0 (143) 0 (6,719)
(6,719) 0 0 0 (159) 0 (6,878)
(6,878) 0 0 0 (166) 0 (7,044)
(7,044) 0 0 0 (233) 0 (7,277)
(7,277) 0 0 0 (292) 0 (7,569)
(7,569) 0 0 0 (314) 0 (7,883)
Notes
1 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Auckland Tourism, Events and Economic Development Ltd., New Zealand Food Innovaion (Manukau) Ltd., Bizangels Ltd., The Business Shop Ltd. A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings.
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Waterfront development
Auckland's waterfront has the potential to be a beautiful destination rich in public open spaces and activities that supports successful and innovative businesses and celebrates the city's seafaring culture. In keeping with the Mayor and councils vision, Waterfront Auckland leads the delivery of the revitalisation of the waterfront as a key destination and events venue for businesses, residents and visitors and assists council in uniting the waterfront with the city centre. These actions contribute to the development of central Auckland as a creative and vibrant world-class city. Waterfront Auckland plans to deliver integrated transport, urban design, architectural and economic outcomes, and spaces for the residents and visitors to enjoy social, cultural and recreational pursuits. Waterfront Auckland also develops and maintains waterfront assets such as marina operations, public spaces/facilities and assets developed for commercial return. The marina provides access to boating facilities for Aucklanders, visitors from outside the region and from offshore. Public spaces, transport and buildings ensure waterfront development is accessible to all Aucklanders while maintaining its working character and functions, cultural heritage and history. While the commercial assets optimise financial return, facilitating private sector investment in the waterfront ensures its assets deliver long-term value to all. Key physical assets used to deliver these activities: Commercial property buildings in Wynyard Quarter and Westhaven income-generating activities including car parking and ground leases (approximately 93 leases for rent) Marina assets Westhaven Marina 25 piers (1474 berths), 333 pile moorings, 45 swing moorings Hobson West Marina 22 inner berths, one outer berth Viaduct Harbour 23 marina berths (Te Wero Island), events and fishing industry berths alongside Halsey Wharf Public space Half-share in Queens Wharf Hobson Wharf (excluding the Maritime Museum) Halsey Street Extension Wharf (excluding the Viaduct Events Centre) North Wharf promenade Silo Park Wynyard Wharf Harbour Bridge Park Wynyard Precinct public spaces, for example Karanga Plaza Wynyard Headland public space Viaduct Harbour Public Spaces, such as Waitemata Plaza Teal Park Westhaven Drive and Curran Road Extension.
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Activities
Activities Waterfront commercial initiatives What we are providing and why Facilitates private sector development of Waterfront Auckland land, buildings and waterspace assets for commercial return. Coordinates private sector with public developments, manages private works projects, and manages Waterfront Auckland's asset portfolio, including car parks. Optimises financial return by managing assets both commercially and sustainably to deliver long-term value to all Provides marinas and moorings for vessels including recreational yachts and power boats, trailer sports boats, super yachts and charter boats at Westhaven, Viaduct Harbour, Hobson West and Okahu Bay. Provides berths for the fishing industry, a public boat ramp at Westhaven and a haul-out facility at the Landing in Orakei. A fundamental part of this work is effective management of marina facilities, which also host international events. Owner and operator of marina seabed occupation rights. These services are provided so that Aucklanders and visitors have long-term access to the water and surrounding areas Promotes sensitive urban developments in the waterfront area that are coordinated with wider council strategic direction. Influences high-level city waterfront development such as Wynyard Quarter and areas beyond its area of ownership. Builds new urban residential and business communities, creating a special sense of place and character. Develops attractors, interim uses, activation and programmes that encourage visits to the waterfront. Attracts neighbours and a wide range of Aucklanders and visitors, and high-growth businesses that stimulate the Auckland economy. Manages relationships and communications, project and property marketing, sponsorship and activities Develops waterfront public works, including key projects like Queens Wharf and the proposed cruise ship terminal. Manages the cleanup of contaminated waterfront land. Owns some of the waterfront land and public spaces. As a critical location of urban transformation and renewal it is important to show international best practice and innovation, attracting a vibrant mix of residents, business and employees, visitors and activities and to achieve a significant lift in Auckland's and New Zealand's productivity. By creating an excellent public realm, private sector developments will be more successful and the overall development will have a higher value
Waterfront marina operations
Waterfront planning and activation
Waterfront public initiatives

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how waterfront development: progresses the Auckland Plan contributes to community outcomes contributes to our strategic directions contributes to Mori outcomes aligns with Local Board Plans.
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The Auckland Plan Our waterfront is a key destination and events venue that contributes to our economic growth through the tourism industry, transport, business activities, design, and heritage and marine sites. Were looking at how the waterfront can be developed over the next 30 years, from a new cruise ship terminal through to a new beach at St Marys Bay. Development must be sustainable and must work for all users, from children, the elderly and people with disabilities through to key industries located in precinct developments, science and technology parks, and innovation centres. We want to encourage retail and commercial development to help maintain viability and vitality, and ensure we have more public open space and public art. An Urban Design Panel will provide expert opinion on major development proposals. Where we have significant areas of built or cultural heritage, these will be protected from inappropriate subdivision, use and development. Further out, we recognise the coast is a major open space with recreation value where we need to protect and improve public access. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Integrate arts, culture, heritage and lifestyle into our daily lives Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand Priorities Enhance and reveal our evolving heritage Directives Ensure that existing built and cultural heritage appropriately guide area regeneration and new development Enable business development to be integrated with residential land use, transport and infrastructure development Minimise factors impeding productivity Develop conditions to promote entrepreneurial development and commercialisation of innovation, building on Auckland's unique advantages Develop opportunities to advance Auckland as a gateway and destination for visitors, skilled workers and investors. Identify and where appropriate protect, manage and expand regionally and nationally significant recreation
Grow a business friendly and well-functioning city
Develop an innovation hub of the Asia-Pacific Rim Develop a creative, vibrant world city
Value our natural heritage
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and open space areas for the enjoyment and use of all Aucklanders Acknowledge that nature and people are inseparable. Build resilience to natural hazards Take account of the environmental constraints when considering the location and nature of any future development Design and plan centres to enable mixed use environment with adaptable building forms, that are connected by corridors developed in accordance with urban design principles and the single-system transport principles Integrate development proposals with transport and assess them against the design principles and the transport single-system principles Assess all public realm and infrastructure improvements and redevelopment against the design principles and the transport single-system principles Developments are expected to take into account environmental design principles Parking standards should take account of multiple objectives, including the need to: achieve intensive and mixed use developments improve housing affordability reduce development costs encourage use of public transportation optimise investments in public parking facilities, civic amenities and centre developments.
Demand good design in all development
Mori outcomes Waterfront Auckland acknowledges Auckland Councils responsibilities in respect of Te Tiriti o Waitangi / The Treaty of Waitangi as set out in the Mori Relations Framework. It will enable Mori aspirations and well-being by giving effect to councils Mori engagement policy, strategic directions and outcomes in its plans. Local Board Plans While not specifically mentioned in local board plans, with the exception of the Waitemata Local Board, local boards support the development of a strong city centre with its connections to the Waitemata waterfront. They support people-friendly spaces with better walkway and cycle areas, improved street signs, green linkages, and parks and play areas. They value and respect the heritage and character of the waterfront and surrounding areas. Waterfront planning, commercial and public initiatives support a strong waterfront which is well connected to the CBD.

Over the next ten years Council plans to spend up to 305 million dollars on capital projects in relation to this activity. Council has identified14 priority waterfront projects, many of them beginning over the next two years:
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Key projects and priorities Cruise ship terminal, Queens Wharf Light rail / tram connection Wynyard to Britomart Vos Yard development and waterspace Waitemata Plaza landscaping upgrade Wynyard Quarter public works Contamination treatment and disposal Wynyard Point new open space Superyacht refit and commissioning facility Innovation precinct stage 1 Site 15 / 25: Hotel development (private investment) Site 24: Auckland Theatre Company Westhaven marine village: Stage 1 site development Westhaven pier renewals (funded by Marina Trusts) Marina development 2012/2013 2013/2014 2014/2015 2015-2022

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. We havent identified any significant negative effects associated with these activities.

The table below illustrates consolidated levels of service and performance measures across the region. The service levels and performance measures outlined in the table below align with Auckland Waterfront Development Agency Limiteds statements of intent. Further details of Waterfront Aucklands performance measures are included in its Annual Report.
Level of service statement Deliver initiatives to make the waterfront dynamic, well-connected and safe Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Number of annual visitors to the waterfront Hectares of public open space on waterfront Percentage of annual Waterfront Auckland public works programmes achieved on time and within budget
Not available
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
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17.2
18.0
18.0
18.0
18.0
18.1
18.1
18.1
18.1
19.3
New measure
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
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Level of service statement Manage Waterfront Auckland assets and services in a way that attracts investments and optimises financial returns Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Number of employees working in Wynyard Quarter area
3,393
4,900
5,020
6,120
7,220
8,320
9,420
10,020
11,120
12,220
13,000
Return on investment (ROI) on commercial waterfront activities and marinas Percentage of marina berth owners satisfied with service provided
New measure
8%
8%
8%
8%
8%
8.25%
8.25%
8.25%
8.50%
8.50%
69%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
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$000 Financial year ending 30 June OPERATING EXPENDITURE Waterfront commercial initiatives Waterfront marina operations Waterfront planning and activation Waterfront public initiatives Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Waterfront commercial initiatives 2 Waterfront marina operations 3 Waterfront planning and activation Waterfront public initiatives Total capital expenditure 4 Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 17,742 10,248 235 3,935 32,160
Long-term Plan 2012-2022 2013 12,179 12,293 5,335 5,172 34,979 2014 13,772 12,721 5,494 7,492 39,479 2015 15,410 13,126 5,657 8,521 42,714 2016 16,088 13,626 5,837 11,919 47,470 2017 16,902 14,205 6,026 14,503 51,636 2018 17,708 14,726 6,196 16,003 54,633 2019 18,502 15,214 6,370 17,168 57,254 2020 19,279 15,680 6,563 18,258 59,780 2021 19,962 16,224 6,778 19,268 62,232 2022 20,767 16,807 7,001 20,100 64,675
5,059 2,543 2,720 21,838 32,160
2,758 3,850 2,533 25,839 34,980
2,827 4,771 5,141 26,740 39,479
2,898 5,189 7,056 27,572 42,715
2,976 5,904 8,480 30,110 47,470
3,057 7,393 10,138 31,048 51,636
3,130 8,388 11,125 31,989 54,632
3,205 9,290 11,754 33,005 57,254
3,288 10,010 12,339 34,142 59,779
3,380 10,673 12,830 35,349 62,232
3,475 11,326 13,273 36,601 64,675
2,333 0 23,198 0 0 0 0 0 25,531 (6,629) 0
10,769 0 26,106 0 0 226 0 0 37,101 2,121 0
13,111 0 28,249 0 0 461 0 0 41,821 2,342 0
14,145 0 31,614 0 0 659 0 0 46,418 3,703 0
17,832 0 36,654 0 0 746 0 0 55,232 7,762 0
20,600 0 38,841 0 0 829 0 0 60,270 8,634 0
22,322 0 41,797 0 0 873 0 0 64,992 10,360 0
23,705 0 43,804 0 0 891 0 0 68,400 11,146 0
25,045 0 44,809 0 0 966 0 0 70,820 11,041 0
26,444 0 46,358 0 0 992 0 0 73,794 11,562 0
27,710 0 48,021 0 0 974 0 0 76,705 12,030 0
0 0 0 0 0
3,879 3,610 0 44,446 51,935
31,215 3,440 0 12,264 46,919
920 175 0 20,765 21,860
2,857 8,148 0 36,747 47,752
3,326 208 0 22,647 26,181
5,739 213 0 16,861 22,813
6,811 218 0 14,666 21,695
2,363 224 0 19,337 21,924
2,976 230 0 17,329 20,535
8,545 236 0 14,445 23,226
0 0 0 0
10,990 36,700 4,245 51,935
37,001 6,158 3,760 46,919
9,015 12,340 504 21,859
18,595 20,668 8,489 47,752
16,815 8,807 559 26,181
11,078 11,162 573 22,814
9,763 11,344 588 21,695
13,849 7,471 603 21,924
12,336 7,579 620 20,535
9,625 12,964 637 23,226
0 0 0 (4,084) 4,084 0 0 0
3,305 1,556 0 5,970 41,104 0 51,935 0
3,243 3,179 0 7,114 33,383 0 46,919 0
0 4,248 0 8,895 8,717 0 21,860 0
7,950 5,183 0 13,665 20,954 0 47,752 0
0 6,187 0 16,027 3,967 0 26,181 0
0 7,825 0 18,747 0 (3,759) 22,813 0
0 7,639 0 20,435 0 (6,379) 21,695 0
0 7,871 0 21,050 0 (6,997) 21,924 0
0 7,805 0 22,234 0 (9,504) 20,535 0
0 7,837 0 23,357 0 (7,968) 23,226 0
23,901 0 4,084 0 0 0 27,985
27,985 0 41,104 0 0
69,089 102,472 111,189 132,143 136,110 132,351 125,972 118,975 109,471 0 0 0 0 0 0 0 0 0 33,383 8,717 20,954 3,967 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (3,759) (6,379) (6,997) (9,504) (7,968)
0 0 0 0 0 0 0 0 0 0 69,089 102,472 111,189 132,143 136,110 132,351 125,972 118,975 109,471 101,503
Notes
1 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Auckland Waterfront Development Agency Ltd., Westhaven Marinas Ltd., Westhaven (Existing Marinas) Trust, Westhaven (Marina Extension) Trust, Westhaven Trust. The increase in expenditure for 2014 is mainly due to the innovation precinct and marina development projects in this group of activities by the Auckland Waterfront Development Group. The increase in expenditure for 2016 is mainly due to the westhaven pier renewal project in this group of activities by the Auckland Waterfront Development Group.
2 3
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4 Capital expenditure incorporated in this group of activities from 2013 is included in the commercial and planning and policy groups of activities in the Annual Plan 2012 comparative.
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Built and natural environment

Contents
Overview Environment and heritage protection Local built and natural environment Regulation xx xx xx xx
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Overview
Council is responsible for integrated environmental strategy and policy, standards and guidelines and meeting statutory responsibilities around land and water, air quality, sustainability, natural heritage (biodiversity and biosecurity), cultural heritage, marine and coastal management, and urban design. Our aim is to protect and enhance our harbours, coasts, beaches, and islands by applying a sustainable approach to our activities. We are committed to minimising adverse effects of development on the environment while also contributing to protecting Aucklands geological features and landscapes, historic buildings and cultural heritage. The natural and built environment are intertwined and it is critically important for the health and beauty of our harbours, forests, waterways, heritage and built environment are appropriately planned, managed and protected to ensure our identity, well-being and economy are preserved. We do this by managing the effects of discharges into the air ensuring air is clean and healthy to breathe; control land use in order to maintain and enhance the quality of water and ecosystems in freshwater lakes, streams and coastal waters; pest animal, plant and pathogen management programmes, and respond to biosecurity emergencies, alongside landowners, iwi and community land-care groups to undertake pest eradication and habitat enhancement initiatives. As an authority issuing consents, the council is required under the Building Act 2004 to provide building consent and monitoring functions. Building consents regulate building standards. The council processes, issues and monitors consents carrying out inspections during construction and ensuring compliance with consent conditions and the building code. Council issues compliance schedules and maintains building warrant of fitness for buildings to ensure that they are safe. Resource consents (air, land, water and coastal) ensure that all developments are carried out in a way that minimises adverse effects on the environment. The built and natural environments are central to the Aucklands character and residents quality of life, requiring a balance between development and existing qualities. They are also critical to a Kaupapa Mori sense of place as demonstrated in the term tangata whenua people of the land. Urban design is an important way of ensuring that cultural histories within the built environment can be re-established. This is particularly important for taurahere or urban Mori as their tranga-waewae and natural identity markers are often elsewhere. Urban design is implicitly focused on delivering built environments that achieve a balance between the four well-beings economic, social, cultural and environmental. The council carries out the following groups of activities under this theme: environment and heritage protection local built and natural environment regulation.
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Environment and heritage protection
Auckland Council recognises the importance of ensuring our unique natural and built environments are here for generations to come. Sustainable protection and preservation are central to the identity of communities and individuals and contribute to our sense of belonging and well-being. Effective management and maintenance of these assets contributes to Aucklands economic prosperity through activities such as tourism. Legislation requires us to protect and enhance our natural and physical resources, and provide input into legislation, national policy and environmental standards. We must also provide technical and specialist advice to stakeholders. Our built heritage includes listed buildings, conservation areas, heritage sites, historic places and designed landscapes. Monuments, architectural works, sculptures, paintings, archaeological sites and wahi tapu make up our cultural heritage. Our natural heritage includes physical and biological formations, indigenous flora and fauna, terrestrial and marine freshwater ecosystems, habitats of threatened species, and natural sites of outstanding value. Using urban design principles and practises, we take an integrated approach to protection in a growing city to deliver quality built environments. Urban design ensures we have continuous improvements in how we shape, promote and improve the quality of its built form, and Aucklands overall liveability within its unique natural environment. No physical assets are required to deliver these activities.
Activities
Activities Air, land and water monitoring and management What we are providing and why Council is committed to reducing emissions from home heating, transport and industry in collaboration with other organisations. Freshwater monitoring and management is based around balancing sustainability while meeting social, economic and cultural needs. Council is required to implement the National Policy Statement for Freshwater, delivers the regional recreational water quality monitoring programme, rehabilitates landfills and manages pervasive sediment problems. We specify our strategic direction to Watercare, covering water services and the conservation, and development of a regional water strategy. Coastal management covers all activities around the coastal marine area and environment, including an Auckland-wide marine spatial planning framework. Environmental services programmes educate communities We promote urban design to help achieve high quality, well planned and sustainable environments. Key services include specialist advice to resource consents, plan changes, significant council and CCO capital projects and key strategy and policy projects, design input to transformational public and private developments, education and advocacy to promote the value of high quality urban design, and opportunities for engagement We manage, protect and conserve Aucklands historic heritage through research, expert advice, support policies and projects, incentives for best practise, community involvement, and ongoing conservation programmes at regional parks Biosecurity aims to minimise harm to indigenous biodiversity, water quality, soil resources, recreation, human health, trade, primary production and Mori cultural values. Initiatives include pest control and eradication, relationships with central government, partnerships with stakeholders, working with community groups and
Urban design
Cultural and built heritage protection Natural heritage protection and biosecurity
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Activities What we are providing and why landowners on biodiversity conservation, protection frameworks, conservation programmes in regional parks, protection of geological unique features such as volcanic cones, and preservation of unique gulf island ecosystem Environmental strategy and policy This service works with the community to protect, restore and enhance Aucklands physical and natural resources for the benefits of the community. Council must use non-regulatory tools, such as community partnerships, resources, funding, advice, and leadership, to achieve these outcomes. It manages 13 different funding schemes to support projects across Auckland. Incentives including rates relief and contestable grants encourage the community to achieve environmental goals. Council supports communities to restore significant environments on both public and private land, care for local waterways, and reduce the impact of particular activities on harbours. It facilitates the participation of 100,000 people in environmental programmes. Council also partners with trusts and volunteers to deliver on council programmes.
Note: Local environmental activities are contained in the section Local Built and Natural Environment.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how built and natural environment activities: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Environment and heritage protection is one of the most important areas of councils work because of direct impact on our quality of life, from childrens play spaces to managing new subdivisions. The quality of our water is directly connected to our quality of life from recreational use to drinking straight from the tap. Riparian planting, such as trees on stream backs, helps trap sediments and nutrients. This means cleaner streams and lakes, and in terms of our drinking water, cleaner water in catchment areas. Water quality is also a key concern when it comes to the Hauraki Gulf, where a Marine Spatial plan is being developed. Waikato Regional Council has statutory responsibilities covering the whole Hauraki Gulf area. We are working with the council, the Hauraki Gulf Forum, iwi, Department of Conservation and Ministry of Fisheries. This group also includes aquaculture, commercial fisheries, tourism, recreation and conservation stakeholders, and environmental science advisors. Air emissions from home heating, transport and industry affect the quality of our air and council is committed to reducing them through improved energy efficiency and a renewable, energy friendly policy. Our environment must also be protected. Invasive pests and pathogens can damage the land and land-based activities, which is particularly important in terms of keeping rural Auckland productive, protected and environmentally sound, and available for future settlement. We should ensure the environment is protected when land is subdivided. We will work alongside communities to build community capacity, skills and leadership in these areas. When it comes to managing our historic heritage, Auckland is using conservation best practise to protect nationally and regionally significant areas of built and cultural heritage from inappropriate subdivision, use and development.
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To help guide new development and public spaces that take account of built and natural environment needs, we will develop an Auckland Urban Design Compendium which will develop requirements for design statements for new developments of a particular size through the Unitary Plan. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Integrate arts, culture, heritage and lifestyle into our daily lives Acknowledge that nature and people are inseparable Priorities Enhance and reveal our evolving heritage Directives Protect the nationally, regionally and locally significant historic heritage Ensure that existing built and cultural heritage appropriately guide area regeneration and new development Recognise and promote: the contribution of natural heritage to urban character and quality natural heritage as part of sustainable rural land management opportunities for conservation of natural heritage on existing and through the acquisition of new public open space Identify, protect and restore regionally and nationally significant landscapes and natural heritage, including significant landscapes Identify and where appropriate protect, manage and expand regionally and nationally significant recreation and open space areas for the enjoyment and use of all Aucklanders Protect ecological areas, ecosystems and areas of significant indigenous biodiversity from inappropriate use and development, and continue to restore and improve ecosystems and indigenous biodiversity Sustainably manage our natural resources Reduce emissions from transport and other emitters to improve air quality Minimise reverse sensitivity and exposure associated with emissions and noise Set appropriate limits on pollutants to achieve water quality improvements Improve the use of freshwater resources and encourage a reduction in per capita water use
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Strategic directions Priorities Directives Protect nationally and regionally significant freshwater from land based development and enhance less significant and degraded areas Reduce the quantity of waste generated and manage waste effectively; ensure Auckland's waste operations and infrastructure operate in accordance with national standards and contribute to energy and climate change goals Treasure our coastline, harbours and marine areas Protect coastal areas, particularly those with high values, special natural character and significant landscape character or significant marine habitats and recreational importance, from impacts of land-based development Ensure integrated and sustainable management of significant marine areas through the proposed preparation of marine spatial plan for the Hauraki Gulf, Kaipara Harbour and Manukau Harbour Take account of the environmental constraints when considering the location and nature of any future development Avoid placing communities, infrastructure and lifeline utilities in locations at risk from natural hazards unless the risks are manageable and acceptable Ensure that the resources and production systems that underpin working rural land are protected, maintained and enhanced Identify rural gateways and landmarks that help define Auckland, and provide for their permanent protection
Build resilience to natural hazards
Keep rural Auckland productive, protected and environmentally sound
Create a sustainable balance between environmental protection, rural production and activities connected to the rural environment
Mori outcomes Iwi have a special relationship with the land and sea. Natural heritage protection and biodiversity aims to minimise harm to indigenous biodiversity, water quality, soil resources and protection of geological unique features such as volcanic cones strongly align with Mori cultural values. Protecting and enhancing the mauri of our streams and rivers is critical to Mori. Freshwater monitoring and management ensures that their mauri is maintained. Environmental services programmes educate communities on the importance of mauri. Environmental strategy and policy work in partnership with iwi and fund projects to protect, restore and enhance Aucklands physical and natural resources for the benefits of the wider community. Council also partners with trusts and volunteers to deliver on council programmes (eg, Enviroschools). Identifying and protecting whi tapu places and sites of cultural significance in collaboration with iwi ensures council is well placed to address Mori aspirations. The built and natural environment are critical to a Kaupapa Mori sense of place as demonstrated in the term tangata whenua people of the land. Urban design is an important way of ensuring that cultural histories within the built environment can be re-established. This is particularly important for taurahere or urban Maori as their turanga-waewae (place from which to stand) or their connection to place and natural identity markers are often elsewhere.
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Local Board Plans Local boards are all very focused on caring for the environment. This is a key theme in all local board plans. They are concerned about the impacts of population growth on green spaces and the natural environment. Improving the quality of waterways is one of the most significant environmental concerns raised in the local board plans. The local boards recognise that environmental initiatives generally need to be undertaken in partnership with other agencies. Building on community and volunteer networks is seen as important as it builds a sense of community ownership. Education programmes are also a key element of environmental protection. Local boards are promoting projects that improve accessibility to the coast (such as through walking and cycleways), enhance the quality of the coastal marine environment, upgrade beaches and control coastal erosion. Many local boards also raise the issue of climate change, as well as energy and water efficiency and emission reduction in their local board plans. The activities under this theme contribute to a number of local board objectives in this area. Air, land and water management activities include coastal and freshwater management programmes, and there is also a focus on protecting Aucklands natural heritage with the active involvement of community groups, volunteers, landowners and other stakeholders. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.

Over the next ten years Council plans to spend up to 66 million dollars on projects in relation to this activity. Council has identified four priority projects over the next 10 years. Key projects and priorities Historic Heritage Plan Heritage Acquisition fund Preparation of the Hauraki Gulf Marine Spatial Plan Reduction of air emissions 2012/2013 2013/2014 2014/2015 2015-2022

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. Our biosecurity activities may result in negative impacts due to the use of toxins. However, all use is subject to legislative conditions, environmental best practice, and safety and environmental audits. Our response: Where negative effects occur, we will take action to avoid or mitigate the impacts. Our natural and cultural heritage protection activities may result in restrictions on what landowners and developers can do on particular sites, such as restricting bush clearance and destruction of certain sites. Our response: We will mitigate this through financial incentives to protect significant ecological and cultural heritage sites.
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Where protection or enhancement of the natural and coastal environment and the protection of community well-being requires formal rules and restrictions on development, or requirements to lessen the impact of development for the community and future generations, it inevitably places costs or restrictions on the developer. Our response: This is only done after consultation and any such decision is made in a public manner where those affected can put forward their views. Where other negative effects could occur, the council will take action to avoid or mitigate the impacts.

The table below illustrates consolidated levels of service and performance measures across the region. The following levels of service and associated performance measures provide an indication over time of the successful delivery of the programmes within the Air, Land And Water Monitoring and Management, Environmental Strategy and Policy, Natural Heritage Protection and Biosecurity, Cultural and Built Heritage Protection and Animal Control activities. In addition to the following table, please also refer to measures contained in the Regional Parks Services group of activities for measures relating to the care and protection of Aucklands volcanic cones and unique landscape features.
Level of service statement Monitor and report on the quality and health of the regions air Performance measure Number of sites exceeding regional air quality targets for (1) NO2 Number of sites exceeding regional air quality targets for PM2.5 (particles less than 2.5 microns in (1) size) Manage land use and development to safeguard the region's environment, productivity and economic value of soil Monitor and protect freshwater ecosystems to maintain water quality and biodiversity Protect the natural character of the coast and quality of marine ecosystems Percentage of landfill aftercare resource consents achieving Cat 1or2 compliance
(2)
Current baseline 0
Target 2012/13 0
Target 2013/14 0
Target 2014/15 0
Target 2015/16 0
Target 2016/17 0
Target 2017/18 0
Target 2018/19 0
Target 2019/20 0
Target 2020/21 0
Target 2021/22 0
New measure
94%
95%
96%
97%
98%
99%
100%
100%
100%
100%
100%
Proportion of stream samples that exceed red alert level for stock watering
12.5%
< 12.5%
< 12.5%
< 12.5%
< 12.5%
< 12.5%
< 12.5%
< 12.5%
< 12.5%
< 12.5%
< 12.5%
Perception of good balance between built areas and natural environment on the coastline Percentage of environmentally significant catchments with Catchment Management Plans (CMPs)
66%
70%
70%
70%
70%
70%
70%
70%
70%
70%
70%
New measure
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Provide safe access to beaches and coastal areas for recreation
Proportion of time bathing beaches are suitable for swimming and contact recreation
91%
92%
92%
92%
92%
92%
92%
92%
92%
92%
92%
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Level of service statement Provide funding, support and environmental education to schools and communities Performance measure Number of students participating in the Learning Through Experience programme Number of schools registered for Enviroschools programme Protect and enhance natural heritage and resources, native systems, biodiversity, and geological features Bird count index in the WaitakereRanges (Tui, Tomtit, Kereru (3) and Fantail) Percentage of indigenous ecosystems under active management Percentage of threatened species under active management Reduce the impact of pest animals, plants and pathogens on the natural environment Number of hectares under community (4) pest control Number of volunteer hours spent on natural heritage protection and enhancement on parks Number of historic heritage resources formally protected in council regional and district plans and/or the unitary plan (5) Number of sites of Maori significance including wahi tapu formally protected or scheduled in council regional and district plans and/or the unitary plan Current baseline 17378 Target 2012/13 22000 Target 2013/14 22000 Target 2014/15 22000 Target 2015/16 23000 Target 2016/17 23000 Target 2017/18 23000 Target 2018/19 23000 Target 2019/20 23000 Target 2020/21 23000 Target 2021/22 23000
139
140
145
145
150
150
155
155
160
160
165
566
>566
>566
>566
>566
>566
>566
>566
>566
>566
>566
10%
10%
12%
15%
20%
20%
25%
25%
25%
30%
30%
18%
20%
20%
25%
25%
30%
30%
35%
35%
45%
45%
70,200
58,000
60,000
62,000
65,000
67,00
70,000
72,000
75,000
78,000
80,000
65,000
>65,000
>65,000
>65,000
>65,000
>65,000
>65,000
>65,000
>65,000
>65,000
>65,000
Provide support to protect and conserve the region's historic heritage
3,794
3,834
3,934
>3,934
>3,934
>3,934
>3,934
>3,934
>3,934
>3,934
>3,934
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
The current baseline illustrates recent performance for the region for a period of 8 months (1st November 2010 to 30th June 2011). Performance targets are averages expected across the region and based on annualised baseline data. Actual performance data for the 2011/2012 financial year will be available after June 2012. (1) Based on Ministry for the Environment (MFE) guidelines and provide an indication of the levels of air pollution. (2) Measure assesses degree of compliance with a wide range of inherited closed landfill aftercare and discharge consents from eight former councils. (3) Indicates terrestrial ecological health however, other factors, such as weather, food, consistency of surveyor and number of pests will affect results. (4) Amount of land in private ownership where biosecurity provides assistance to communities, farmers and landowners for plant and animal pest control for biodiversity protection.
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(5) Formal protection increases recognition of significant sites, which has the flow-on effect of increasing knowledge with the community. As the majority of heritage sites are on private land, formal protection helps landowners to recognise and protect significant sites. Tracking the number of sites formally protected indicates the level of heritage protection across the region.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Air, land and water monitoring and management Cultural and built heritage protection Environmental strategy and policy Natural heritage protection and biosecurity Urban design management Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Air, land and water monitoring and management Cultural and built heritage protection Environmental strategy and policy Natural heritage protection and biosecurity Urban design management Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes 1
Annual Plan 2012 14,736 6,572 1,760 18,544 4,943 46,555
Long-term Plan 2012-2022 2013 18,076 6,808 1,230 16,729 5,175 48,018 2014 18,870 6,737 1,250 16,829 5,222 48,908 2015 19,062 6,884 1,269 17,083 5,300 49,598 2016 20,850 7,176 1,291 17,350 5,392 52,059 2017 21,911 7,312 1,300 17,375 5,422 53,320 2018 20,945 7,709 1,332 17,682 5,553 53,221 2019 21,940 8,156 1,388 18,615 5,792 55,891 2020 22,972 8,588 1,437 19,302 6,009 58,308 2021 23,473 8,757 1,453 19,522 6,079 59,284 2022 24,982 9,213 1,535 20,651 6,436 62,817
16,892 2,032 984 26,645 46,553
18,382 716 1,904 27,015 48,017
18,842 944 2,316 26,806 48,908
19,313 1,105 2,736 26,445 49,599
19,835 1,175 3,080 27,969 52,059
20,370 1,309 3,420 28,221 53,320
20,860 1,483 3,849 27,028 53,220
21,359 1,666 4,315 28,549 55,889
21,915 1,882 4,683 29,828 58,308
22,528 2,108 4,848 29,801 59,285
23,158 2,302 5,013 32,343 62,816
45,241 577 685 50 0 0 0 0 46,553 0 0
45,931 1,197 604 50 0 0 0 0 47,782 (235) 0
46,713 1,226 608 50 0 0 0 0 48,597 (311) 0
47,318 1,254 613 50 0 0 0 0 49,235 (364) 0
49,755 1,286 618 50 0 0 0 0 51,709 (350) 0
50,982 1,319 623 50 0 0 0 0 52,974 (346) 0
50,849 1,350 628 50 0 0 0 0 52,877 (343) 0
53,495 1,382 633 50 0 0 0 0 55,560 (329) 0
55,896 1,412 639 50 0 0 0 0 57,997 (311) 0
56,865 1,446 645 50 0 0 0 0 59,006 (279) 0
60,874 1,014 651 50 0 0 0 0 62,589 (227) 0
1,298 10,340 0 6,816 0 18,454
1,455 4,805 0 1,571 0 7,831
4,094 3,183 0 0 0 7,277
3,331 3,274 0 0 0 6,605
2,361 3,369 0 0 0 5,730
3,581 3,465 0 0 0 7,046
4,954 3,553 0 0 0 8,507
6,111 3,637 0 0 0 9,748
3,891 0 0 0 0 3,891
5,399 0 0 0 0 5,399
4,086 0 0 0 0 4,086
221 17,430 803 18,454
0 7,151 680 7,830
0 6,117 1,161 7,277
0 5,582 1,024 6,606
0 4,869 861 5,730
0 5,978 1,068 7,046
0 7,525 982 8,507
0 8,919 829 9,748
0 2,861 1,030 3,891
0 4,338 1,061 5,399
0 2,995 1,092 4,086
0 0 0 2,032 16,422 0 18,454 0
0 0 0 481 7,350 0 7,831 0
0 0 0 632 6,645 0 7,277 0
0 0 0 739 5,866 0 6,605 0
0 0 0 826 4,904 0 5,730 0
0 0 0 963 6,083 0 7,046 0
0 0 0 1,140 7,367 0 8,507 0
0 0 0 1,337 8,411 0 9,748 0
0 0 0 1,571 2,320 0 3,891 0
0 0 0 1,829 3,570 0 5,399 0
0 0 0 2,074 2,012 0 4,086 0
12,167 0 16,422 0 0 0 28,589
28,589 0 7,350 0 0 0 35,939
35,939 0 6,645 0 0 0 42,584
42,584 0 5,866 0 0 0 48,450
48,450 0 4,904 0 0 0 53,354
53,354 0 6,083 0 0 0 59,437
59,437 0 7,367 0 0 0 66,804
66,804 0 8,411 0 0 0 75,215
75,215 0 2,320 0 0 0 77,535
77,535 0 3,570 0 0 0 81,105
81,105 0 2,012 0 0 0 83,117
The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council.
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Local built and natural environment
Our natural and built environment is central to the identity of communities and individuals, contributing to Aucklanders sense of belonging and well-being. Auckland is a special place from the internationally recognised native forests of the Waitakere and Hunua ranges to the Gulf islands, the volcanoes, streams and lakes, to our cultural heritage and our city. Council helps sustain and protect these environments through a leadership role and engaging with their local communities. Local boards support a range of initiatives to restore significant environments and waterways locally through participating in environmental programmes and partnering with trusts and volunteers to deliver these programmes. Local boards make decisions about local stormwater quality projects and input into waste management plans and projects (within regional parameters) and variations to region-wide service levels for services such as refuse and recycling. They provide input and advocacy in relation to regional strategies, plans and programmes. The physical assets related to these activities are listed under each of the local board agreements in Volume Four of this document.
Activities
Activities Local environment and heritage protection What we are providing and why Responsible for: wetland restoration habitat restoration and species management programme in parks native planting in partnership with the community support for the appropriate use and re-use of heritage sites and items funding to help maintain a scheduled heritage site free public information on heritage and related issues for all geographic areas Works to help achieve a beautiful and distinctive city that values and purposely manages its historic landscape

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how local built and natural environment: progresses the Auckland Plan contributes to community outcomes contributes to our strategic directions contributes to Mori outcomes aligns with Local Board Plans.
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The Auckland Plan This service ensures council meets its responsibilities as a landowner in a way that supports and enhances biodiversity, and facilitates and invests in riparian planting to trap sediment and nutrients, enhance riparian areas and catchment headwaters. Community outcomes
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Integrate arts, culture, heritage and lifestyle into our daily lives Acknowledge that nature and people are inseparable. Priorities Directives
Enhance and reveal our evolving heritage
Protect the nationally, regionally and locally significant historic heritage Ensure that existing built and cultural heritage appropriately guide area regeneration and new development Recognise and promote the contribution of natural heritage to urban character and quality, natural heritage as part of sustainable rural land management, opportunities for conservation of natural heritage on existing and through the acquisition of new public open space Identify, protect and restore regionally and nationally significant landscapes and natural heritage Identify and where appropriate protect, manage and expand regionally and nationally significant recreation and open space areas for the enjoyment and use of all Aucklanders Protect ecological areas, ecosystems and areas of significant indigenous biodiversity from inappropriate use and development, and continue to restore and improve ecosystems and indigenous biodiversity Protect coastal areas, particularly those with high values, special natural character and significant landscape character or significant marine habitats and recreational importance, from impacts of land-based development Ensure integrated and sustainable management of significant marine areas through the proposed preparation of marine spatial plan for the Hauraki Gulf, Kaipara Harbour and ManukauHarbour Take account of the environmental constraints when considering the location and nature of any future development Avoid placing communities, infrastructure and lifeline utilities in locations at risk from natural hazards unless the risks are manageable and acceptable
Treasure our coastline, harbours and marine areas
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Mori outcomes Local built and natural environment contributes to rangatiratanga and Mana Whenua in recognising that heritage conservation, management and protection integrates Mori knowledge, values and cultural perspectives, and gives tangata whenua responsibility and authority concerning significant heritage resources. Local Board Plans A common theme across many local board plans is a desire to support local sustainability initiatives that are owned or driven by the community. Initiatives to improve water quality and estuary and harbour restoration projects are of high priority to a number of boards, particularly those which border the ManukauHarbour. Waste management and recycling initiatives, and weed and pest management are also specifically mentioned in some local board plans. They are also committed to preserving and celebrating our built heritage.

Over the next 10 years, council plans to spend up to 12.5 million dollars on capital projects in relation to this activity. The projects range from smaller initiatives such as the lighting of heritage features to larger beach restoration and erosion protection projects. For a list of local capital projects for the next 10 years in your local board area refer to Chapter Two in this volume. For projects in the 2012/2013 year by local board, refer to the local board agreements in Volume Four of this LTP.


Level of service statement Provide leadership and support to protect and conserve the region's natural environment and cultural heritage Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Number of environmental programmes led or supported Number of Maori related environmental programmes led or supported
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
The current baseline illustrates the recent performance for the region for a period of eight months (1 November 2010 to 30 June 2011). All performance targets are an average expected across the region and based on annualised baseline information. Actual performance data for the 2011/2012 financial year will be available after June 2012. For targets based on maintaining or improving a previous year result, the general assumption is that this will be achieved by factors such as implementation of specific work programmes or improved efficiency in service delivery.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Local environment and heritage protection Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Local environment and heritage protection 2 Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 62 62
Long-term Plan 2012-2022 2013 2,039 2,039 2014 1,800 1,800 2015 2,086 2,086 2016 1,877 1,877 2017 1,914 1,914 2018 2,084 2,084 2019 2,160 2,160 2020 2,231 2,231 2021 2,267 2,267 2022 2,229 2,229
0 0 62 0 62
0 8 93 1,938 2,039
0 48 192 1,560 1,800
0 138 393 1,555 2,086
0 259 614 1,004 1,877
0 396 733 786 1,915
0 450 731 903 2,084
0 478 724 958 2,160
0 504 717 1,010 2,231
0 542 704 1,021 2,267
0 573 684 973 2,230
62 0 0 0 0 0 0 0 62 0 0
2,036 0 0 0 0 0 0 0 2,036 (3) 0
1,784 0 0 0 0 0 0 0 1,784 (16) 0
2,040 0 0 0 0 0 0 0 2,040 (46) 0
1,800 0 0 0 0 0 0 0 1,800 (77) 0
1,809 0 0 0 0 0 0 0 1,809 (106) 0
1,980 0 0 0 0 0 0 0 1,980 (104) 0
2,065 0 0 0 0 0 0 0 2,065 (95) 0
2,147 0 0 0 0 0 0 0 2,147 (84) 0
2,195 0 0 0 0 0 0 0 2,195 (72) 0
2,172 0 0 0 0 0 0 0 2,172 (58) 0
0 0
897 897
2,876 2,876
3,941 3,941
3,418 3,418
173 173
278 278
279 279
292 292
191 191
196 196
0 0 0 0
0 866 31 897
0 1,061 1,815 2,876
0 1,555 2,386 3,941
0 562 2,857 3,418
0 173 0 173
0 278 0 278
0 279 0 279
0 292 0 292
0 191 0 191
0 196 0 196
0 0 0 0 0 0 0 0
0 0 0 6 891 0 897 0
0 0 0 32 2,844 0 2,876 0
0 0 0 92 3,849 0 3,941 0
0 0 0 182 3,236 0 3,418 0
0 0 0 291 0 (118) 173 0
0 0 0 346 0 (68) 278 0
0 0 0 384 0 (105) 279 0
0 0 0 421 0 (129) 292 0
0 0 0 470 0 (279) 191 0
0 0 0 516 0 (320) 196 0
1,178 0 0 0 0 0 1,178
1,178 0 891 0 0 0 2,069
2,069 0 2,844 0 0 0 4,913
4,913 0 3,849 0 0 0 8,762
8,762 0 3,236 0 0 0 11,998
11,998 0 0 0 (118) 0 11,880
11,880 0 0 0 (68) 0 11,812
11,812 0 0 0 (105) 0 11,707
11,707 0 0 0 (129) 0 11,578
11,578 0 0 0 (279) 0 11,299
11,299 0 0 0 (320) 0 10,979
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. The movement of expenditure from 2014 to 2016 is mainly due to the allocation of expenditure for the Fort Takapuna heritage project and the Takapuna beach storm water renewal project by the Auckland Council.
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Regulation
Regulations do more than tell us what we can and cannot do, they also give us strong public health and safety guidelines for activities ranging from land use and subdivision consents to environmental health, animal control, parking, and bylaw enforcement. They help us educate business operators, the community and consumers about environmental health and compliance-related matters. Regulatory Services inspects, licenses and monitors activities including food premises, hairdressing salons, street traders, brothels, gambling and liquor licensing. They manage contractors performance with hazardous substances, noise control and animal control. Building and district plan enforcement teams ensure we meet our responsibilities, particularly for dangerous and unsanitary buildings, safe swimming and spa pools, building warrants of fitness, and unconsented and non-complying activities. The Marine Safety Service maintains navigational safety throughout the region. Licensing and compliance manages six animal shelters across Auckland. No physical assets are required to deliver these activities.
Activities
Activities Building consents What we are providing and why Ensures quality building stock which is important socially and economically. The core activity is processing building consent applications, compliance inspections and code compliance certificates (CCCs). This service also works with building owners over weather tightness issues, provides assistance and compensation, and manages risk in relation to compensation claims. Council delivers this service as it is named as a party to legal proceedings arising out of not having discharged a duty of care Responsible for providing Land Information Memorandum (LIM) reports and other property-related information. The service ensures community access to high quality land and property information, enabling people to make informed decisions about the land and property they purchase Key activities include processing resource consents and engineering approvals, providing planning information to the community and compliance activity, such monitoring and enforcing resource consents. The resource consent process is one of the largest opportunities the council has to influence development and progress its vision to make Auckland the world's most liveable city Responsible for trading licences for businesses in industries where their activity has an impact on public health. It includes educating prospective and current owners on public health and enforcement of regulations. Council delivers this service to ensure health, food and liquor standards are maintained Provides information, education and monitoring to encourage responsible dog and stock ownership. The management of dogs and stock is essential for public safety and animal welfare. Central to this is annual dog registrations, owner compliance, and dog behaviour and nuisances. This also applies to stock. Responsible for navigational safety across all maritime areas through regular harbour patrols, liaison with users and responding to marine oil spills. The service also develops regulations and bylaws, and controls and regulates mooring management areas Responsible for managing issues and claims relating to building weathertightness (leaky buildings). This includes:
Land and property information
Resource consents
Environmental health and licensing
Animal control
Marine safety
Weather tightness
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Activities What we are providing and why providing advice and assistance to owners of buildings affected by weather tightness issues when seeking to repair their houses resolving compensation claims against council relating to weather tightness issues managing councils responsibilities under the governments Financial Assistance Package scheme

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how regulation activities: progress the Auckland Plan contributes to community outcomes contributes to our strategic directions contribute to Mori outcomes align with Local Board Plans The Auckland Plan A more efficient consent process for business activity will contribute to the rate at which Auckland grows. The consent process is one of the most important aspects of any development and we are working to deliver a simplified, speedier and less costly process that will find favour with developers. We are committed to a collaborative design and consent process with applicants which will provide greater certainty to the development process. Community outcomes These activities contribute primarily to the following outcomes:
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Strategic directions, priorities and directives Strategic directions Acknowledge that nature and people are inseparable Priorities Value our natural heritage Directives Recognise and promote the contribution of natural heritage to urban character and quality, natural heritage as part of sustainable rural land management, opportunities for conservation of natural heritage on existing and through the acquisition of new public open space Protect ecological areas, ecosystems and areas of significant indigenous biodiversity from inappropriate use and development, and continue to restore and improve ecosystems and indigenous biodiversity Set appropriate limits on pollutants to achieve water quality improvements Improve the use of freshwater resources and encourage a reduction in per capita water use Protect nationally and regionally significant freshwater from land based development and enhance less significant and degraded areas Protect coastal areas, particularly those with high values, special natural character and significant landscape character or significant marine habitats and recreational importance, from impacts of land-based development Base growth in centres on the following intervention categories that reflect the development potential within a given centre: regeneration centres - centres that require a mix of public sector actions to address economic, social and physical inequalities emergent centres -centres that may require some form of physical change to support continued and emergent development market-attractive centres - centres where there is strong market potential for growth and which require limited public sector support Design and plan centres to enable mixed use environment with adaptable building forms, that are connected by corridors developed in accordance with urban design principles and the single-system transport principles Demand good design in all development Integrate development proposals with transport and assess them against the design principles and the transport single-system principles Assess all public realm and infrastructure improvements and redevelopment against the design principles and the transport single-system principles Developments are expected to take into account environmental design principles Parking standards should take account of multiple objectives, including the need to:
Sustainably manage our natural resources
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Strategic directions Priorities Directives achieve intensive and mixed use developments improve housing affordability reduce development costs encourage use of public transportation optimise investments in public parking facilities, civic amenities and centre developments
Mori outcomes The Resource Management Act 1991 (RMA) and the operative district plans recognise the special role of tangata whenua. Through the resource consent process, we consult on regulatory matters with tangata whenua, recognising both Mana Whenua and kaitiakitanga. Local Board Plans Local board plans raise the importance of good design that reflects the local character and identity of the community. Alongside this, the need for quality housing was seen as important for the wellbeing of communities. Local boards have a strong interest in the regulation of alcohol, prostitution, and gambling as well as the development and enforcement of Council bylaws. The local board plans reflect the importance of these activities in creating a healthy community with a strong sense of identity and wellbeing. There are a variety of Auckland-wide activities under this theme which contribute to these local board aims. For example, activities such as building consenting and inspections have an impact on the overall quality of the housing stock across Auckland; and licensing and monitoring ensures that health, food and liquor standards are maintained, and resource consents contribute to the quality of housing stocks across Auckland.

Over the next ten years Council plans to spend up to 3.6 million dollars on capital projects in relation to this activity. Council has identified one priority project over and above business-as-usual activities. Key projects and priorities Permanent noise monitor terminals at high profile sites (eg, Pukekohe) 2012/2013 2013/2014 2014/2015 2015-2022


The table below illustrates consolidated levels of service and performance measures across the region. The compliance and monitoring functions of the council contribute to providing residents and businesses with a high degree of assurance in the quality of building construction, protection of the regions natural resources and maintaining public health and safety.
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Level of service statement Deliver a customer focused building consents and compliance monitoring service that meets statutory requirements Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of customers satisfied with the building consent process overall Percentage of building consent applications processed within 20 working days Achieve and maintain BCA accreditation by meeting standards under the Building Act 2004 Percentage operating cost recovery from user charges for Building consents activity
40%
70%
80%
80%
85%
85%
85%
85%
85%
85%
85%
93%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
On track to achieve
Achieve
Maintain
Maintain
Maintain
Maintain
Maintain
Maintain
Maintain
Maintain
Maintain
New measure
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
Process and monitor resource consents and engineering approvals across the region on time and within statutory requirements
Percentage of customers satisfied with the resource consent process overall Percentage non-notified resource consent applications processed within 20 days Percentage of notified resource consent applications processed within 70 days Percentage of air land coastal & water consents with category 1 (full compliance) or 2 (minor non compliance) Percentage operating cost recovery from user charges for Resource consents activity Percentage of complaints against resource consents process that were upheld
50%
55%
60%
60%
65%
65%
65%
65%
65%
65%
65%
93%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
65%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
94%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
New measure
Establish baseline
Reduce
Reduce
Reduce
Reduce
Reduce
Reduce
Reduce
Reduce
Reduce
Provide effective response services for environmental pollution incidents Protect public health in the areas of food premises and sale of liquor licensing
Percentage of environmental pollution incidents responded to within 24 hours
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Percentage of customers satisfied with the food and liquor licensing service
83%
83%
83%
85%
85%
85%
85%
85%
85%
85%
85%
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Percentage of liquor licensed premises inspected at least once annually Percentage of registered food premises that are grading inspected at least once annually Percentage of all identified non-complying food premises re-inspected within one month. Percentage operating cost recovery from user charges for Environmental health and licensing activity Respond effectively and fairly to excessive noise related incidents and complaints Provide high quality dog and stock control services to the people of the region Percentage of noise complaints responded to within 30 minutes of first report 88% 88% 90% 90% 92% 92% 94% 94% 96% 96% 98%
97%
97%
97%
98%
98%
98%
99%
99%
99%
100%
100%
66%
85%
90%
95%
95%
97%
97%
99%
100%
100%
100%
New measure
62%
62%
62%
62%
62%
62%
62%
62%
62%
62%
87%
88%
88%
88%
88%
88%
88%
88%
88%
88%
88%
Percentage of customers satisfied with animal control service Percentage of urgent animal control complaints responded to within one hour (dog attacks etc) Percentage operating cost recovery from user charges for Animal control activity
78%
>78%
>78%
>78%
>78%
>78%
>78%
>78%
>78%
>78%
>78%
99%
>95%
>95%
>95%
>95%
>95%
>95%
>95%
>95%
>95%
>95%
New measure
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
Maintain navigational safety, respond to marine oil spills, and manage moorings
Percentage of harbour users and stakeholders satisfied with harbour management Percentage of significant risks assessed and successfully mitigated (no incidents)
45%
65%
70%
70%
70%
70%
70%
70%
70%
70%
70%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100

Regulation
$000 Financial year ending 30 June OPERATING EXPENDITURE Animal control Building consents Environmental health and licensing Land and property information Marine safety Resource consents Weathertightness Total operating expenditure 2 Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Animal control Building consents Environmental health and licensing Land and property information Marine safety Resource consents Weathertightness Total capital expenditure Comprised of: Growth Improve level of service Renewals Total applications of capital funding Weathertightness claims Total capital expenditure and weathertightness claims Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
13,829 12,614 13,069 13,333 13,645 13,780 14,194 14,896 15,493 15,707 16,684 56,037 52,555 53,466 54,306 55,296 55,724 57,108 59,580 61,711 62,416 65,920 39,933 21,023 21,416 21,746 22,145 22,287 22,876 23,913 24,803 25,110 26,576 1,474 7,222 7,485 7,756 8,056 8,374 8,662 8,963 9,258 9,590 9,934 1,674 1,779 1,778 1,811 1,832 1,830 1,910 1,945 2,010 2,025 2,127 68,738 69,088 70,524 71,786 73,224 73,896 75,891 79,302 82,181 83,146 87,880 594 2,927 6,870 11,174 15,082 19,238 22,591 24,471 25,812 27,055 28,221 182,279 167,208 174,608 181,912 189,280 195,129 203,232 213,070 221,268 225,049 237,342
80,651 83,418 85,501 87,640 90,005 92,434 94,654 96,922 99,442 102,222 105,084 492 572 630 602 565 492 469 479 496 515 537 899 3,143 7,103 11,406 15,311 19,460 22,811 24,687 26,026 27,258 28,413 100,237 80,075 81,373 82,263 83,398 82,742 85,298 90,982 95,306 95,054 103,308 182,279 167,208 174,607 181,911 189,279 195,128 203,232 213,070 221,270 225,049 237,342
97,965 46,040 50,420 55,176 59,069 61,681 67,488 74,102 78,482 77,266 84,064 0 0 0 0 0 0 0 0 0 0 0 107,379 119,740 124,059 128,416 133,200 138,291 142,839 147,593 152,457 157,931 163,604 0 0 0 0 0 0 0 0 0 0 0 1,878 1,937 2,001 2,067 2,139 2,216 2,285 2,356 2,434 2,521 2,612 0 0 0 0 0 0 0 0 0 0 0 0 140 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 207,222 167,857 176,480 185,659 194,408 202,188 212,612 224,051 233,373 237,718 250,280 24,943 24,943 649 837 1,873 2,080 3,748 3,946 5,129 5,297 7,060 7,190 9,380 9,489 10,981 11,075 12,103 12,185 12,669 12,737 12,938 12,991
2,493 0 189 0 859 0 0 3,541
508 0 11 0 326 0 0 845
127 0 11 0 165 0 0 303
120 0 11 0 291 0 0 422
143 0 12 0 40 0 0 195
151 0 12 0 186 0 0 349
142 0 13 0 123 0 0 278
152 0 13 0 238 0 0 403
155 0 14 0 105 0 0 274
160 0 14 0 108 0 0 282
164 0 15 0 111 0 0 290
0 3,158 383 3,541 49,465 53,006
0 721 124 845 60,286 61,131
0 165 138 304 77,980 78,283
0 291 131 423 62,537 62,959
0 40 154 194 75,794 75,989
0 186 164 350 68,957 69,306
0 123 155 277 47,573 47,851
0 238 164 402 33,324 33,727
0 105 169 274 33,324 33,598
0 108 174 282 33,324 33,606
0 111 178 289 33,324 33,614
0 0 0 492 52,514 0 53,006 0
0 0 0 383 60,748 0 61,131 0
0 0 0 421 77,862 0 78,283 0
0 0 0 402 62,557 0 62,959 0
0 0 0 398 75,591 0 75,989 0
0 0 0 362 68,944 0 69,306 0
0 0 0 362 47,489 0 47,851 0
0 0 0 385 33,342 0 33,727 0
0 0 0 414 33,184 0 33,598 0
0 0 0 447 33,159 0 33,606 0
0 0 0 484 33,130 0 33,614 0
451 0 52,514 0 0 (24,943)
28,021 140 60,748 0 0 (837)
88,072 163,854 222,465 292,759 354,513 392,513 414,780 435,779 456,201 0 0 0 0 0 0 0 0 0 77,862 62,557 75,591 68,944 47,489 33,342 33,184 33,159 33,130 0 0 0 0 0 0 0 0 0 0 (2,080) 0 (3,946) 0 (5,297) 0 (7,190) 0 0 0 0 0
(9,489) (11,075) (12,185) (12,737) (12,991)
101

Closing borrowing
Notes
28,021
88,072 163,854 222,465 292,759 354,513 392,513 414,780 435,779 456,201 476,340
1 2
The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. The variance between total operating expenditure for the regulation activity between 2012 and 2013 is largely driven by a change in corporate overhead allocation methodology.
102
103
Solid waste
Contents
Overview Waste and recycling services xx xx
104
Solid waste
Overview
To become the most liveable eco city in the world, Auckland will aim for the long-term, aspirational goal of zero waste by 2040, turning its waste into resources. Aucklanders have already demonstrated a strong commitment to recycling. Every year 130,000 tonnes of material is put into kerbside recycling collections which keeps this material from entering landfills. To reach our zero waste goal, we're proposing some targets, including 30 per cent reduction of domestic kerbside waste by 2018, 30 per cent reduction of all waste (private and council-influenced) per person by 2027 and 30 per cent reduction of councils own in-house waste per person by 2018. As detailed in the draft Auckland Waste Management and Minimisation Plan, to achieve zero waste Auckland must move from linear to cyclical resource flows. This means reducing our waste, recycling as much as we can, and designing products that can be recycled or reused at the end of their lives so almost no rubbish is sent to landfills. Because council only directly influences about 17 per cent of all waste sent to landfill in Auckland (mostly household waste) this activity must engage strongly with its different communities and stakeholders to build systems that make it easy and cost effective for everyone to reduce waste. To this end council will create waste minimisation programmes to help businesses, schools, Marae, community groups and other organisations reduce their waste. The council carries out the following group of activities under this theme, with the governing body having decision-making responsibility: waste and recycling services.
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Solid waste
Waste and recycling services
Every year we send around 205,000 tonnes of council-collected domestic solid waste to landfills. That has to stop. We need to recover the valuable materials and then reduce the waste going to landfills. This will help reduce both the harmful effects of waste materials and the risks to public health. We need to pay more attention to the cultural sensitivities around waste management across Auckland. We face an increasing challenge as our population grows and creates more waste that must be managed without significant environmental and health impacts to Auckland. Current services include waste collation and disposal facilities, kerbside collection for waste and recycling in most areas, hazardous waste disposal services, some inorganic collections, waste minimisation, and education programmes. We believe we can manage waste sustainably through infrastructure and services that rationalise waste and increase the recovery of reusable or recyclable materials from collected waste. Council is also required by law to promote effective management and minimisation and the current plan for minimising, collecting, recovering, recycling and disposing of solid waste must be reviewed by July 2012. We either own and operate or own and contract operations at Refuse Transfer Stations or Recycling Centre facilities at Waitakere, Waiheke, Devonport, Helensville, Snells Beach, Waiuku, Wellsford and Whangaparoa. Visy owns the Materials Recovery Facility (MRF) in Onehunga that operates on council-owned land under a 14-year Build Own Operate Transfer (BOOT) scheme with ownership returning to the council in 2022. Council also owns and contracts out operations for the Claris landfill on Great Barrier Island. Key physical assets used to deliver these activities are: litter bins and public place recycling bins nine large-capacity Molok bins refuse transfer station and recovery centres land, buildings and equipment recycling and refuse bins.
Activities
Activities Recycling What we are providing and why Includes kerbside recyclables collection services, drop-off points for recyclables in rural and other areas and some public place recycling bins. Council also has responsibility for a small number of refuse and recycling transfer stations. To promote waste minimisation and recycling the council will deliver community advice and education so that residents and businesses can take their own steps to minimise waste Key activities to ensure waste is effectively managed will include behaviour change programmes to first reduce then manage waste. We will provide refuse collection and disposal services, including domestic refuse collection and disposal including inorganic waste, hazardous waste collection, drop-off and disposal services. Council will manage an illegal dumping and enforcement service. Through operating a small number of transfer stations, a small landfill, processing abandoned vehicles, ensuring provision of kerbside waste collection and servicing of public litter bins. We will promote a quality environment and strive to meet our aspirational goal of zero waste
Waste collection and disposal

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how waste and recycling services:
106
Solid waste
progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Council is preparing a Waste Management and Minimisation Plan that acknowledges the waste minimisation legislation and helps achieve waste reduction. This plan is going through/has gone through a public consultation process and the findings will be publicised in due course. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Maori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Acknowledge that nature and people are inseparable Priorities Sustainably manage our natural resources Directives Reduce the quantity of waste generated and manage waste effectively, and ensure our waste operations and infrastructure operate in accordance with national standards and contribute to energy and climate change goals Protect and enable critical social infrastructure services to match the needs of our current and future populations
Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient
Protect, enable, align, integrate and provide social and community infrastructure for present and future generations
Mori outcomes The direction and philosophy of the Waste Management and Minimisation Plan aligns with the high level Mori world view of the sustainable management of natural resources and protection and enhancement of mauri. It should mean opportunities for lower costs if the Mori world view of sustainability is implemented. It also points to future Mori economic development possibilities associated with greater recycling and reuse. Local Board Plans Local boards are supportive in their local board plans of sustainability initiatives, including recycling and waste minimisation, which are key activities under this theme. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.
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Solid waste
Over the next ten years Council plans to spend up to 11 million dollars on capital projects in relation to this activity. Council has identified five priority regional projects. Key projects and priorities A new proposed organic waste domestic collection service Proposed RFID (Radio Frequency Identification, or trackable) wheelie bins for all kerbside domestic collections ( refuse, organic, recycle) Introduce disposer pays for refuse across the city Hazardous waste to be at static collection points Increased level of recycling collection service proposed for schools in the region and greater emphasis and spend on waste minimisation programmes for businesses and community 2012/2013 2013/2014 2014/2015 2015-2022

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. The most significant negative effect is on the environment through depositing of waste in landfills. There is some visual pollution of the environment during refuse collection times. Refuse may also cause odour, obstruction of footpaths and could be blown into private properties, waterways or be illegally dumped. Emissions of odours, spread of disease and water/land contamination should waste contracts not be performed as specified to collect and correctly dispose of waste. Our response: We will continue to reduce the quantity of waste going to landfill through proven minimisation strategies. We continue to educated residents, for example, reducing the time between putting out the refuse and its collection and council will monitor services and enforce contractual terms to ensure contractor requirements are complied with.
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Solid waste
Level of service statement Provide reliable household waste collection and disposal services Provide reliable waste recycling services Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of waste collections completed on time Number of days per year for hazardous waste disposal using mobile services Percentage of waste recycling collections completed on time Percentage of waste collected (kerbside and diverted material) that is (1) recycled Percentage of waste collected (kerbside and diverted material) sent to (1) landfill
99.9%
99.5%
99.5%
99.5%
99.5%
99.5%
99.9%
99.9%
99.9%
99.9%
99.9%
10
15
17
17
17
17
17
17
17
17
17
99.9%
99.0%
99.0%
99.0%
99.0%
99.5%
99.5%
99.5%
99.5%
99.5%
99.5%
40%
40%
40%
40%
40%
45%
48%
51%
54%
57%
60%
60%
60%
60%
60%
60%
55%
52%
49%
46%
43%
40%
The current baseline illustrates recent performance for the region for a period of 8 months (1st November 2010 to 30th June 2011). Performance targets are averages expected across the region and based on annualised baseline data. Actual performance data for the 2011/2012 financial year will be available after June 2012. (1) These measures combined provide an indicator of the shift to reduce waste and increase recycling, as percentages of total waste collected.
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Solid waste
$000 Financial year ending 30 June OPERATING EXPENDITURE Recycling Waste collection and disposal 2 Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs 3 Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement 4 Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Recycling Waste collection and disposal 5 Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
Notes: 1
Annual Plan 2012 23,520 61,924 85,444
Long-term Plan 2012-2022 2013 24,875 71,747 96,622 2014 2015 2016 2017 2018 2019 2020 2021 2022
27,147 27,966 28,931 29,443 31,907 32,605 34,519 35,563 39,963 70,648 76,652 109,302 110,333 108,497 117,762 116,375 122,096 124,582 97,795 104,618 138,233 139,776 140,404 150,367 150,894 157,659 164,545
4,960 1,347 118 79,019 85,444
4,990 1,619 182 89,832 96,623
5,066 5,193 5,333 5,477 5,608 5,743 5,892 6,057 6,226 1,695 1,809 2,482 2,620 2,753 2,893 2,317 2,072 2,170 171 279 402 334 259 170 71 (21) (111) 90,862 97,337 130,015 131,344 131,784 141,561 142,615 149,552 156,260 97,794 104,618 138,232 139,775 140,404 150,367 150,895 157,660 164,545
833 59,584 20,863 4,164 0 0 0 0 85,444 0 0
6,447 63,036 19,618 4,164 2,819 0 4 0 96,088 (535) 0
5,484 64,472 20,265 4,164 2,819 0 30 0
6,138 70,072 20,828 4,164 2,819 0 0 0
9,486 68,662 52,364 4,164 2,819 0 0 0
9,732 67,120 55,248 4,164 2,819 0 0 0
9,819 64,953 58,013 4,164 2,819 0 0 0
10,926 71,127 60,757 4,164 2,819 0 0 0
11,162 68,608 63,759 4,164 2,819 0 0 0
11,961 71,338 67,102 4,164 2,819 0 0 0
12,713 74,010 70,625 4,164 2,819 0 0 0
97,234 104,021 137,495 139,083 139,768 149,793 150,512 157,384 164,331 (560) 0 (597) 0 (737) 0 (692) 0 (636) 0 (574) 0 (383) 0 (276) 0 (214) 0
755 2,139 2,894
249 437 686
267 1,038 1,305
287 4,959 5,246
309 370 679
332 368 700
354 488 842
378 273 651
221 158 379
228 163 391
234 167 401
0 1,776 1,119 2,895
0 332 354 686
0 956 349 1,305
0 4,534 712 5,246
0 260 420 679
0 279 421 700
0 298 544 842
0 318 333 651
0 171 209 380
0 176 215 390
0 180 221 401
0 0 0 1,346 1,548 0 2,894 0
0 0 0 1,085 0 (399) 686 0
0 0 0 1,135 170 0 1,305 0
0 0 0 1,212 4,034 0 5,246 0
0 0 0 1,745 0 (1,066) 679 0
0 0 0 1,929 0 (1,229) 700 0
0 0 0 2,117 0 (1,275) 842 0
0 0 0 2,320 0 (1,669) 651 0
0 0 0 1,934 0 (1,555) 379 0
0 0 0 1,799 0 (1,408) 391 0
0 0 0 1,955 0 (1,554) 401 0
1,621 0 1,548 0 0 0 3,168
3,168 4 0 0 (399) 0 2,773
2,773 30 170 0 0 0 2,973
2,973 0 4,034 0 0 0 7,007
7,007 0 0 0 (1,066) 0 5,941
5,941 0 0 0 (1,229) 0 4,712
4,712 0 0 0 (1,275) 0 3,437
3,437 0 0 0 (1,669) 0 1,768
1,768 0 0 0 (1,555) 0 213
213 0 0 0 (1,408) 0 (1,195)
(1,195) 0 0 0 (1,554) 0 (2,749)
1 2
3 4 5
The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Waste disposals Services JV. The increase in expenditure for the period 2015 onwards is due to a number of initiatives related to the collection and disposal of rubbish. Two new sorting stations are to be constructed; RFID electronic tags are to be introduced to rubbish bins for electronic charging; organic material is to be sorted from general refuse and improved service levels for Rodney through refuse and recycling are to be implemented. A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings. This activity generates an operating funding surplus which is used to offset the general rates funding requirement of other activities. The increase in expenditure for 2016 is due to the RFID-Enabled wheelie bin collection project in this group of activities by the Auckland Council.
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Solid waste
111
Stormwater and flood protection

Contents
Overview Stormwater management Flood protection and control services xx xx xx
112

Overview
Stormwater is all about protecting people, property, and the environment from the adverse effects of flooding, erosion, stream degradation, and water pollution. How we do this is particularly important to Mori in terms of how and where stormwater is returned to the sea and in what state. Improving Aucklands stormwater network is a priority for the council. Our job is to see that stormwater flows are managed cost-effectively to reduce any adverse impacts on public health and safety, the environment, public and private property, and the economy. We manage and operate stormwater infrastructure (including treatment facilities) to minimise the impact of stormwater discharges on 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. The council carries out the following groups of activities under this theme, with the governing body having decision-making responsibility: stormwater management flood protection and control
113

Stormwater management
Stormwater has the potential to be a major problem in a city that has a lot of rain. Untreated, it causes water pollution in receiving environments, such as the harbour. It can damage natural environments, including streams, ground aquifers and overland flow paths. Sometimes it forces us to reduce beach access and there can be increased health risks. Managing stormwater requires coordination and management across private and public property across Auckland to minimise and mitigate the adverse effects of heavy rainfall. It also requires a lot of infrastructure by way of pipes, manholes and catchpits, open channels, quality devices, inlets and outlets. Our plan is to manage stormwater more proactively to minimise these risks. For example, sustainable management will enable Auckland to grow and support economic development and population growth, and this will also reduce unnecessary adverse effects on culturally sensitive environments. We can manage the effects of contaminants on receiving environments and build storage and treatment facilities that also deliver ecological benefits. Council manages a range of built assets including those built by developers that are vested in council to become public assets. The council will consider Kaitiaki concerns in the management of the public stormwater system. Effective management will also create places for recreation and gathering that have high quality water. The key physical assets used to deliver these activities are: the piped network (manholes and catchpits, open channels, quality devices, inlets and outlets) natural assets such as streams, ground aquifers and overland flow paths.
Activities
Activities Stormwater operations and maintenance Stormwater catchment Network planning What we are providing and why Manages the network from planning through to construction and ensures that new developments have their stormwater impacts adequately managed. Services and maintains treatment devices, including removal of sediments and litter, along with a rapid response to stormwater problems. This group is also responsible for the renewal/acquisition of network discharge consents, Civil Defence stormwater incident response, and public health and safety associated with the public stormwater network.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how stormwater management: progresses the Auckland Plan contributes to community outcomes contributes to our strategic directions contributes to Mori outcomes aligns with Local Board Plans.
114

The Auckland Plan Our stormwater plan will help achieve sustainable catchments, address adverse effects from stormwater, protect the environment, support Aucklands economic development, liveability and resilience, and deliver operational and maintenance efficiencies. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Maori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Acknowledge that nature and people are inseparable. Priorities Value our natural heritage Directives Protect ecological areas, ecosystems and areas of significant indigenous biodiversity from inappropriate use and development, and continue to restore and improve ecosystems and indigenous biodiversity Set appropriate limits on pollutants to achieve water quality improvements Improve the use of freshwater resources and encourage a reduction in per capita water use Protect nationally and regionally significant freshwater from land based development and enhance less significant and degraded areas Protect coastal areas, particularly those with high values, special natural character and significant landscape character or significant marine habitats and recreational importance, from impacts of land-based development Ensure integrated and sustainable management of significant marine areas through the proposed preparation of marine spatial plan for the Hauraki Gulf, Kaipara Harbour and Manukau Harbour Take account of the environmental constraints when considering the location and nature of any future development Avoid placing communities, infrastructure and lifeline utilities in locations at risk from natural hazards unless the risks are manageable and acceptable Undertake future planning for our rural towns and villages in line with the functional classification set out in this plan Apply pre-conditions to the future growth of rural towns and villages as follows:
Support rural settlements, rural living and rural communities
115

Strategic directions Priorities Directives form an orderly and contiguous connection with the existing rural settlement efficiently connect to existing physical infrastructure or be serviced by new infrastructure avoid areas prone to the impact of natural hazards (e.g. flooding, land instability) and areas which, if urbanized, are likely to induce flooding or instability elsewhere avoid or mitigate conflicts or incompatibilities between adjoining land uses to ensure that existing activities are able to continue avoid negative environmental impacts have the ability to be serviced by current or future planned public transport Structure planning, appropriate to the scale and influence of the settlement, must be completed before new development capacity is released Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Optimise, integrate and align land use with water services provision and planning Protect and maintain existing water infrastructure and optimise water service provision Integrate planning of water infrastructure to provide for population growth Sequence investments across the three waters and collaborate to identify areas where water can be effectively provided and where land and corridors can accommodate water services Encourage water conservation
Mori outcomes Water is of special value to tangata whenua, and waterways and their margins provide habitat for much native wildlife. Stormwater management is critical to Mori as Kaitiaki. We recognise the cultural aspects of stormwater discharges from the stormwater network to our rivers and harbours. Utilising sustainable design principles and treating stormwater prior to discharge ensures that it may return to the sea in a clean state and that any Kaitiaki concerns are addressed in the management of the public stormwater system. Local Board Plans Enhancing local waterways is a key theme in local board plans. They raise the need for good planning, such as through catchment management plans, and the provisions of good quality infrastructure to improve the local environment. Activities under this theme, including network and catchment planning and proactive urban design initiatives, are critical to improving and maintaining the quality of local waterways over time. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.
116

Over the next ten years Council plans to spend up to 700 million dollars on capital projects in relation to this activity. Council has identified three priority projects. Key projects and priorities Delivery of network enhancements and renewals Network operations and maintenance Stormwater infrastructure for strategic growth areas 2012/2013 2013/2014 2014/2015 2015-2022

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. Stormwater which is not fully treated can pollute harbours by transporting environmental contaminants. It can also degrade streams and rivers in heavy rainfall, and cause property damage as well as potentially impact on the environment with associated health risks. Our response: We are enhancing our current treatment programme to reduce the effects of stormwater. We will work with, and where necessary regulate, industry and developers to reduce pollutant loads at their source or install treatment devices to remove contaminants from stormwater in sensitive areas. Our regular maintenance programme will help reduce risks.
117

Level of service statement 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 Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of respondents satisfied with stormwater management Percentage of Maori respondents satisfied with stormwater management Number of blockages in the stormwater network per 100km Percentage of urgent stormwater requests responded to within 2 hours in urban areas Percentage of urgent stormwater requests responded to within 4 hours in rural areas Percentage of non urgent stormwater service requests responded to within three days Percentage of manhole popping requests attended to and made safe within two hours Percentage stormwater consent conditions with no justified abatement notices or enforcement proceedings
47%
>50%
>50%
>50%
>50%
>50%
>50%
>50%
>50%
>50%
>50%
New measure
>50%
>50%
>50%
>50%
>50%
>50%
>50%
>50%
>50%
>50%
<20
<20
<20
<20
<20
<20
<20
<20
<20
<20
New measure
>85%
>85%
>90%
>90%
>90%
>90%
>90%
>90%
>90%
>90%
New measure
>80%
>80%
>90%
>90%
>90%
>90%
>90%
>90%
>90%
>90%
98%
>80%
>80%
>85%
>85%
>85%
>85%
>85%
>85%
>85%
>85%
New measure
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
New measure
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
118

$000 Financial year ending 30 June OPERATING EXPENDITURE Network planning Stormwater catchment Stormwater operations and maintenance Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Network planning Stormwater catchment Stormwater operations and maintenance Total capital expenditure 2 Comprised of: Growth Improve level of service 2 Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
3,774 7,385 8,505 9,751 10,293 10,566 11,253 11,096 10,989 11,548 12,042 12,305 9,813 10,932 11,565 12,054 12,458 12,926 12,395 12,507 12,728 13,694 100,772 84,333 88,407 90,420 93,400 95,778 102,753 107,263 112,487 115,110 123,740 116,851 101,531 107,844 111,736 115,747 118,802 126,932 130,754 135,983 139,386 149,476
7 8 8 8 8 6 7 7 7 7 7 45,399 44,833 46,788 48,924 51,471 54,132 55,689 56,863 59,159 61,907 65,012 6,100 7,410 9,090 10,324 10,976 11,341 11,418 10,313 8,906 8,656 8,326 65,346 49,280 51,959 52,479 53,292 53,323 59,818 63,571 67,911 68,816 76,130 116,852 101,531 107,845 111,735 115,747 118,802 126,932 130,754 135,983 139,386 149,475
116,851 0 0 0 0 0 0 0 116,851
85,349 0 0 0 0 1,388 0 0 86,737
90,029 0 0 0 0 2,376 0 0 92,405
92,587 97,152 101,000 110,331 115,704 122,373 127,217 139,081 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,004 3,309 3,511 3,737 3,791 3,848 3,997 3,959 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 95,591 100,461 104,511 114,068 119,495 126,221 131,214 143,040 (9,762) 0 (8,172) 0 (6,435) 0
(1) (14,794) (15,440) (16,144) (15,286) (14,291) (12,864) (11,259) 0 0 0 0 0 0 0 0
15,670 2,461 46,359 64,490
27,517 16,694 29,102 73,313
27,151 16,471 26,050 69,672
27,907 16,930 19,914 64,751
28,029 20,492 17,382 65,903
28,987 23,593 17,124 69,704
29,582 24,161 17,563 71,306
14,724 11,215 16,660 42,599
37,138 25,155 14,868 77,161
38,474 27,442 15,403 81,319
39,893 28,454 15,971 84,318
21,101 36,854 6,535 64,490
31,680 26,639 14,994 73,313
31,658 26,284 11,731 69,672
24,938 27,016 12,797 64,752
22,214 30,099 13,590 65,903
22,745 33,168 13,790 69,704
23,283 33,920 14,102 71,305
12,149 18,722 11,729 42,600
26,450 35,165 15,546 77,161
27,608 37,605 16,105 81,319
28,627 38,992 16,700 84,319
360 30,178 0 45,399 0 (11,447) 64,490 0
204 9,552 0 30,038 33,519 0 73,313 0
210 16,376 0 31,349 21,737 0 69,672 0
150 19,353 0 32,778 12,470 0 64,751 0
155 22,983 0 36,183 6,582 0 65,903 0
135 26,201 0 39,841 3,527 0 69,704 0
139 33,500 0 42,826 0
143 32,505 0 45,604 0
148 31,343 0 49,398 0 (3,728) 77,161 0
154 31,448 0 53,735 0 (4,018) 81,319 0
159 31,846 0 58,576 0 (6,263) 84,318 0
(5,159) (35,653) 71,306 0 42,599 0
120,729 109,283 142,802 164,539 177,009 183,591 187,118 181,959 146,306 142,578 138,560 0 0 0 0 0 0 0 0 0 0 0 0 33,519 21,737 12,470 6,582 3,527 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (11,447) 0 0 0 0 0 (5,159) (35,653) (3,728) (4,018) (6,263)
0 0 0 0 0 0 0 0 0 0 0 109,283 142,802 164,539 177,009 183,591 187,118 181,959 146,306 142,578 138,560 132,297
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Keeling Rd Stormwater Management Company Ltd. The decrease in expenditure for 2019 is due to the deferrals of unallocated capital works currently allocated to the storm water flood alleviation holding account and to be re-allocated to the storm water environmental improve holding account.
119

Flood protection and control
We need to protect people and property from the adverse effects of flooding caused by natural events. When these events happen, the potential exists for damage to both our natural and built environments which can result in our beaches becoming unusable, increase the potential of public health risks and cause disruption in basic services like transport, water and power supplies. Council has planning responsibility to identify and adequately manage flood risk and potential impacts. Our flood protection and control programme reduces the impact of flooding through storage and treatment assets that provide amenity and ecological benefits. It protects and avoids unnecessary effects on culturally sensitive environments prone to flooding and enables us to manage flood events to help provide maximum use and benefits of assets. Key physical assets used to deliver these activities are: pipe network and ancillary assets open channels and public streams stormwater detention ponds secondary overland flowpaths and stopbanks.
Activities
Activities Flood protection and control services What we are providing and why Services include protecting flood-prone buildings and environments, responding to incidents of flooding, and developing better designed stormwater infrastructure to alleviate flooding and minimise flooding within the region. Specific projects will be established through a prioritised programme of works to meet regional catchment priorities.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how flood protection and control activities: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan While we cannot predict stormwater events by time or magnitude, we can use past events and land characteristics to help us minimise the impact. Flood hazard mapping will help us make decisions about land use so that we can avoid development in areas prone to flooding, or build the necessary infrastructure to overcome the problem. Our aim is to improve the knowledge of flood risk to aid our resilience and ability to manage those extreme 1/100 year events that have the potential to deliver huge damage.
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Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Acknowledge that nature and people are inseparable. Priorities Value our natural heritage Directives Protect ecological areas, ecosystems and areas of significant indigenous biodiversity from inappropriate use and development, and continue to restore and improve ecosystems and indigenous biodiversity Set appropriate limits on pollutants to achieve water quality improvements Improve the use of freshwater resources and encourage a reduction in per capita water use Protect nationally and regionally significant freshwater from land based development and enhance less significant and degraded areas Protect coastal areas, particularly those with high values, special natural character and significant landscape character or significant marine habitats and recreational importance, from impacts of land-based development Ensure integrated and sustainable management of significant marine areas through the proposed preparation of marine spatial plan for the Hauraki Gulf, Kaipara Harbour and Manukau Harbour Take account of the environmental constraints when considering the location and nature of any future development Avoid placing communities, infrastructure and lifeline utilities in locations at risk from natural hazards unless the risks are manageable and acceptable Undertake future planning for our rural towns and villages in line with the functional classification set out in this plan Apply pre-conditions to the future growth of rural towns and villages as follows: form an orderly and contiguous connection with the existing rural settlement; efficiently connect to existing physical infrastructure or be serviced by new infrastructure
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Strategic directions Priorities Directives avoid areas prone to the impact of natural hazards (eg, flooding, land instability) and areas which, if urbanised, are likely to induce flooding or instability elsewhere avoid or mitigate conflicts or incompatibilities between adjoining land uses to ensure that existing activities are able to continue avoid negative environmental impacts; have the ability to be serviced by current or future planned public transport Structure planning, appropriate to the scale and influence of the settlement, must be completed before new development capacity is released Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Optimise, integrate and align land use with water services provision and planning Protect and maintain existing water infrastructure and optimise water service provision Integrate planning of water infrastructure to provide for population growth Sequence investments across the three waters and collaborate to identify areas where water can be effectively provided and where land and corridors can accommodate water services Encourage water conservation
Mori outcomes As with stormwater, council will seek to manage floodwaters so that their return to the sea does not damage Mori relationships with, and use of, the sea. We will also address any Kaitiaki concerns. Local Board Plans Local boards are supportive of comprehensive flood protection planning through, for example, catchment management plans. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.

Over the next ten years Council plans to spend up to 263 million dollars on capital projects in relation to this activity. Council has identified flood protection as a priority over the term of this plan. Key projects and priorities Flood Alleviation Programme (Specific projects will be ranked to meet regional catchment priorities) 2012/2013 2013/2014 2014/2015 2015-2022
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Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. If the stormwater network is not well maintained there is potential for increased flood risk and property damage, particularly in extreme weather events. Our response: We will manage the network to best asset management practice and will implement enhancements to reduce flood risk. We will implement controls through the Unitary Plan to manage catchment imperviousness or employ water sensitive urban design principles to reduce stormwater volumes and peak flows and minimise other changes in catchment hydrology as far as practicable.

The table below illustrates consolidated levels of service and performance measures across the region. In addition to this table, please also refer to measures contained in the Environment and heritage protection group of activities, for impacts of stormwater on the region's waterways and beaches.
Level of service statement Plan and develop stormwater infrastructure and improve design to help alleviate flooding Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Number of habitable floors that are below the 100 year flood plain Percentage of catchments with accurate flood hazard mapping completed
50
30
30
30
30
30
30
30
30
30
30
New measure
20%
25%
30%
35%
40%
45%
50%
55%
60%
65%
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$000 Financial year ending 30 June OPERATING EXPENDITURE Flood protection and control services Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Flood protection and control services 2 Total capital expenditure Comprised of: Growth Improve level of service 2 Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 3,417 3,417
Long-term Plan 2012-2022 2013 5,276 5,276 2014 6,460 6,460 2015 7,819 7,819 2016 9,144 9,144 2017 10,434 10,434 2018 11,536 11,536 2019 13,663 13,663 2020 16,302 16,302 2021 17,679 17,679 2022 19,164 19,164
0 0 2,935 482 3,417
0 36 3,860 1,380 5,276
0 114 5,002 1,345 6,461
0 250 6,211 1,358 7,819
0 418 7,356 1,371 9,145
0 593 8,489 1,352 10,434
0 775 9,643 1,118 11,536
0 1,003 11,487 1,174 13,664
0 1,294 13,780 1,227 16,301
0 1,605 14,867 1,207 17,679
0 1,881 15,957 1,326 19,164
3,372 45 0 0 0 0 0 0 3,417 0 0
5,004 42 0 0 0 218 0 0 5,264 (12) 0
6,008 42 0 0 0 373 0 0 6,423 (38) 0
7,223 42 0 0 0 472 0 0 7,737 (82) 0
8,459 42 0 0 0 519 0 0 9,020 (125) 0
9,684 42 0 0 0 551 0 0 10,277 (157) 0
10,729 42 0 0 0 587 0 0 11,358 (178) 0
12,828 42 0 0 0 595 0 0 13,465 (199) 0
15,484 0 0 0 0 604 0 0 16,088 (213) 0
16,840 0 0 0 0 627 0 0 17,467 (212) 0
18,357 0 0 0 0 621 0 0 18,978 (186) 0
0 0
21,547 21,547
21,260 21,260
21,852 21,852
21,948 21,948
22,698 22,698
23,163 23,163
56,156 56,156
23,855 23,855
24,713 24,713
25,625 25,625
0 0 0 0
3,232 17,957 357 21,547
3,189 17,718 352 21,260
3,278 18,212 362 21,852
3,292 18,292 364 21,948
3,405 18,917 376 22,698
3,474 19,304 384 23,163
8,423 47,107 626 56,156
3,578 19,881 395 23,855
3,707 20,597 410 24,713
3,844 21,356 425 25,625
0 0 0 0 0 0 0 0
0 1,499 0 25 20,023 0 21,547 0
0 2,570 0 77 18,613 0 21,260 0
0 3,038 0 168 18,646 0 21,852 0
0 3,607 0 294 18,047 0 21,948 0
0 4,113 0 437 18,148 0 22,698 0
0 5,258 0 597 17,308 0 23,163 0
0 5,102 0 804 50,250 0 56,156 0
0 4,920 0 1,080 17,855 0 23,855 0
0 4,936 0 1,393 18,384 0 24,713 0
0 4,999 0 1,695 18,931 0 25,625 0
55,890 0 0 0 0 0 55,890
55,890 0 20,023 0 0 0 75,913
75,913 0 18,613 0 0
94,526 113,172 131,219 149,367 166,675 216,925 234,780 253,164 0 0 0 0 0 0 0 0 18,646 18,047 18,148 17,308 50,250 17,855 18,384 18,931 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 94,526 113,172 131,219 149,367 166,675 216,925 234,780 253,164 272,095
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. The increase in expenditure for 2019 is due to the deferrals of unallocated capital works currently allocated to the storm water flood alleviation holding account and to be re-allocated to the storm water environmental improve holding account.
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125
Water supply and sewerage

Contents
Overview Water supply Sewerage treatment and disposal xx xx xx
126

Overview
Reticulated water supply and wastewater services are essential to the growth of the economic, social and environmental health and well-being of the communities it serves. In particular, Auckland has benefited from the provision of high quality water for drinking and other purposes, sourced from catchment areas specifically set aside for water supply purposes. Wastewater collection, treatment and disposal systems have long been established in Auckland. Wastewater is treated to a high standard before being discharged into the receiving environment. This is a major contributing factor to maintaining the health of Aucklands environment. Water supply and wastewater services in the Auckland Region are provided by Watercare Services Limted, a council-controlled organisation (CCO). Each day, Watercare supplies around 370 million litres of drinking water to the people of Auckland. The company draws water from around 30 sources, treats it and delivers it to homes and businesses via a vast network of pipes. It also collects, treats and disposes of around 350 million litres of wastewater and trade waste. Watercares vision is to provide outstanding and affordable water services for all the people of Auckland. In managing its vast network of dams, pump stations, pipes and treatment plants Watercare must ensure it provides cost-effective services but also must recognise and plan for the needs of future generations. By law Watercare has to manage its operations efficiently with a view to keeping the overall costs of water supply and wastewater services to its customers at minimum levels. Rising population levels and changing patterns of use will lead to an increase in demand, and will require careful planning and development of assets to maintain levels of service to the people of Auckland. The council carries out the following groups of activities under this theme with the governing body and CCOs having decision-making responsibility: water supply sewerage treatment and disposal.
127

Water supply
Watercare supplies drinking water to around 1.4 million people across Auckland through 17 individual water supply schemes (1 metropolitan and 16 non-metropolitan). The water is derived from a variety of sources throughout Auckland, treated and distributed to homes and businesses. With Aucklands population projected to be more than two million people by 2040, this growth will lead to higher demand for water supply services. Each day, Watercare draws around 370 million litres of drinking water from some 40 sources, including dams, rivers and underground springs. The combined reservoir capacity of our dams is over 100 billion litres. Aucklands river water is sourced from the Waikato, Mahurangi and Hoteo rivers. The Waikato provides around 10 per cent of metropolitan Aucklands drinking water needs. The Mahurangi supplies Warkworth and the Hoteo supplies Wellsford. A small amount of drinking water comes from groundwater supplies. Watercare provides bulk services to United Water in Papakura which manages the local network and retails services to the local community. Water conservation is important in terms of sustainability and community well-being. As well as the sustainability benefits associated with encouraging people to use natural resources wisely, water efficiency makes good economic sense. Watercare is aiming to reduce gross per capita consumption by 15 per cent by 2025. Watercare recognises the cultural significance of water to Maori, and consults extensively with Maori on water related issues. It seeks advice directly from mana whenua on water supply policy and major projects, and engages in extensive consultation with them on measures to protect environmental and cultural values associated with water takes and maintenance of in-stream flow levels. Key physical assets used to deliver these activities are: 12 dams 14 bores and springs three river sources 21 water treatment plants 8,825 kilometres of water supply pipes 84 reservoirs 90 pump stations 425,550 water meters and service connections.
Activities
Activities Water supply services What we are providing and why Watercare provides safe drinking water to 430,000 homes and businesses. The company also undertakes long-term planning to ensure Aucklands water networks are managed in a cost-effective, environmentally sound and sustainable manner.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how Auckland-wide economic strategy and initiatives: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes aligns with Local Board Plans.
128

The Auckland Plan Water is something most of us take for granted. We turn on a tap and it is there. There are a number of water supply challenges associated with Aucklands projected growth. We must maintain the existing infrastructure at the same time as we manage our growing population and growing demand, and ensure land use growth is sequenced so that water assets are coordinated. We need to recognise the effect of that growth on our existing infrastructure networks and investment, and also recognise the limitations on infrastructure capacities and making best use of these when determining growth locations. This means we need to identify and support opportunities to minimise water use and reduce waste by making Aucklanders aware of the true value of water. We also need to protect our natural sources of water by ensuring they are managed sustainably, particularly in light of projected changes to our climate. Demand management measures to be introduced will not replace the need for new infrastructure and water sources, but can defer when these will be required. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Acknowledge that nature and people are inseparable. Priorities Sustainably manage our natural resources Directives Set appropriate limits on pollutants to achieve water quality improvements Improve the use of freshwater resources and encourage a reduction in per capita water use Protect nationally and regionally significant freshwater from land based development and enhance less significant and degraded areas Keep rural Auckland productive, protected and environmentally sound Create a sustainable balance between environmental protection, rural production and activities connected to the rural environment Support rural settlements, rural living and rural communities Ensure that the resources and production systems that underpin working rural land are protected, maintained and enhanced
Undertake future planning for our rural towns and villages in line with the functional classification set out in this plan Apply pre-conditions to the future growth of rural towns and villages as follows:
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Strategic directions Priorities Directives form an orderly and contiguous connection with the existing rural settlement efficiently connect to existing physical infrastructure or be serviced by new infrastructure Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Optimise, integrate and align land use with water services provision and planning Protect and maintain existing water infrastructure and optimise water service provision Integrate planning of water infrastructure to provide for population growth Sequence investments across the three waters and collaborate to identify areas where water can be effectively provided and where land and corridors can accommodate water services Encourage water conservation
Maori outcomes Watercare recognises the cultural significance of water to Mori, and consults extensively with Mori on water-related issues. It seeks advice from its Mori Advisory Group on matters related to water supply policy and its major projects. Watercare also engages in extensive consultation with Mori on measures to protect environmental and cultural values associated with water takes and maintain in-stream flow levels. Local Board Plans A number of local board plans raise the need for good quality water infrastructure to meet the demands of population growth and intensification, particularly in rural areas. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.
What regional activities are we proposing?

Over the next ten years Council plans to spend up to 2,270 million dollars on capital projects in relation to this activity. A large number of projects are listed in Watercares Asset Management Plan. The five priority regional projects below are funded independently of council through water and wastewater charges and from borrowings. Key projects and priorities Hunua No. 4 Water Supply Scheme North Harbour Water Main Duplication Huia Water Treatment Plant Upgrade Treated Water Network Replacement and Upgrade Waikato Water Treatment Plant Expansion 2012/2013 2013/2014 2014/2015 2015-2022

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that.
130

Restricted or low-quality water supply impacts economic activity and vibrancy through the cost of acquiring, maintaining and operating water infrastructure. Service disruption during network upgrades and new construction can have economic, social and/or environmental effects. Significant catchment areas are required to collect water into reservoirs. The construction of large infrastructure projects will have effects on the environment. Capturing finite freshwater resources in rural areas may over the long-term limit other uses, for example horticultural/agricultural activities. Our response: We are committed to minimising any detrimental effects of water supply activity where possible and encouraging water conservation. Initiatives are in place to upgrade non-metropolitan treatment plants or for the connection of non-metropolitan supplies to the metropolitan schemes to improve water quality and availability. In rural areas water resources are managed through resource consent processes to ensure over-allocation of aquifers and streams does not occur. Disruption from water main construction works will be mitigated by working collaboratively with service providers and informing the public of disruptions prior to work commencing and ensuring that all areas will be reinstated to original condition.
131

The table below illustrates consolidated levels of service and performance measures across the region. The service levels and performance measures outlined in the table below align with Watercare Services Limiteds Statement of Corporate Intent. Further details of Watercares performance measures are included in its Annual Report.
Level of service statement Provide uninterrupted access to safe, clean and drinkable water Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of residential and business customers satisfied with the overall water supply service Compliance with Ministry of Health's drinking water standards for graded plants Frequency of water interruptions per 1,000 connections Metropolitan plants achievement of Ministry of Health's drinking water treatment plant and reticulation grading - Aa Non Metropolitan plants achievement of Ministry of Health's drinking water treatment plant and reticulation grading - Aa Percentage unplanned water shut downs restored within five hours Number of water quality complaints (taste, odour, appearance) per 1,000 connections Percentage of complaints and enquiries responded to within 10 working days Regional unaccounted for water loss (mil m)
Not available
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
7.4
<10
<10
<10
<10
<10
<10
<10
<10
<10
<10
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Not graded
30%
40%
50%
60%
70%
80%
90%
100%
100%
100%
98%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
5.6
<5
<5
<5
<5
<5
<5
<5
<5
<5
<5
89%
95%
95%
95%
95%
95%
95%
95%
95%
95%
95%
11.4
<17.7
<17.7
<17.7
<17.7
<17.7
<17.7
<17.7
<17.7
<17.7
<17.7
132

133

Water supply
$000 Financial year ending 30 June OPERATING EXPENDITURE Water supply services Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Water supply services Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
157,434 167,429 187,359 202,949 222,733 239,741 264,320 282,349 308,148 327,045 357,296 157,434 167,429 187,359 202,949 222,733 239,741 264,320 282,349 308,148 327,045 357,296
14,098 14,559 15,036 15,660 16,309 16,983 17,625 18,268 18,949 19,686 20,491 70,808 70,908 80,839 85,409 96,919 102,259 115,095 121,076 135,256 141,435 157,504 10,128 14,294 21,601 29,097 33,703 41,568 49,686 58,101 65,875 74,429 84,062 62,401 67,668 69,883 72,784 75,802 78,932 81,915 84,904 88,069 91,495 95,238 157,435 167,429 187,359 202,950 222,733 239,742 264,321 282,349 308,149 327,045 357,295
6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 156,227 167,427 184,369 202,949 220,731 239,325 257,231 265,346 277,027 298,578 313,777 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 156,233 167,427 184,369 202,949 220,731 239,325 257,231 265,346 277,027 298,578 313,777 (1,202) 0 (2) 0 (2,990) 0 (1) 0 (2,002) 0 (417) 0 (7,090) (17,003) (31,122) (28,467) (43,518) 0 0 0 0 0
104,039 172,991 208,993 178,094 215,835 232,891 235,969 244,973 244,468 247,004 288,981 104,039 172,991 208,993 178,094 215,835 232,891 235,969 244,973 244,468 247,004 288,981
62,554 82,103 90,651 72,993 86,388 85,787 83,861 95,754 100,018 91,069 123,111 16,100 48,572 75,193 61,887 58,270 52,425 51,600 51,735 55,739 47,635 51,479 25,385 42,315 43,149 43,214 71,177 94,679 100,508 97,484 88,711 108,300 114,390 104,039 172,991 208,993 178,094 215,835 232,891 235,969 244,973 244,468 247,004 288,981
0 0 0 0 0 0 0 0 0 69,607 70,906 77,849 34,432 102,085 131,144 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 85,409 94,917 101,842 108,006 104,072 104,135 112,968 113,986 92,685 120,918 131,049 127,963 140,901 140,333 134,036 174,995 0 0 0 0 0 0 0 0
104,039 172,991 208,993 178,094 215,835 232,891 235,969 244,973 244,468 247,004 288,981 0 0 0 0 0 0 0 0 0 0 0
327,538 361,970 464,055 595,199 687,884 808,802 939,851 1,067,814 1,208,715 1,349,048 1,483,084 0 0 0 0 0 0 0 0 0 0 0 34,432 102,085 131,144 92,685 120,918 131,049 127,963 140,901 140,333 134,036 174,995 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 361,970 464,055 595,199 687,884 808,802 939,851 1,067,814 1,208,715 1,349,048 1,483,084 1,658,079
Notes:
1 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Watercare Services Ltd.and Metro Water Community Trust.
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Sewerage treatment and disposal
Watercare collects and treats around 350 million litres of wastewater daily. There are three metropolitan wastewater plants located at Rosedale, Mangere and ArmyBay servicing a total population of around 1.26 million with wastewater treatment plants. There are also 17 non-metropolitan wastewater plants servicing around 60,000 people in rural towns. Watercare also treats and disposes of trade wastes, working with customers with the aim of controlling the discharges of trade waste into the wastewater network and ensuring that wastewater treatment plant discharges meet consent requirements. Watercare is responsible for enforcing trade waste compliance. As Aucklands population and industrial base grow, the demand for wastewater and trade waste services will also grow. The challenge for Watercare is to minimise increases in wastewater through techniques such as reducing demand which reduces discharges. Watercare must ensure it provides for capacity increases efficiently and minimise the effects on receiving environments. Watercare recognises the need for a sustainable approach to manage wastewater, particularly in areas that are culturally sensitive, such as foreshores and harbour waters. It is continually seeking more environmentally friendly ways of managing our waste while balancing the social, cultural, and economic impacts of investment decisions. Watercare recognises the cultural aspects of wastewater discharges from treatment plants and the wastewater network. It works closely with Maori to address cultural concerns related to discharges from wastewater treatment plants, particularly those related to discharges directly to water and waterways. Watercare seeks advice from its Maori Advisory Group and other mana whenua groups to ensure cultural issues are addressed in the design and implementation of our wastewater projects. Key physical assets used to deliver these activities are: 20 treatment plants 7,693 kilometres of wastewater pipes 537 wastewater pump stations 180,000 manholes.
Activities
Activities Sewerage treatment and disposal services What we are providing and why Watercare provides safe and healthy wastewater collection, transport and treatment that is economical, environmentally sound and responsive to customer needs. The company provides wastewater services to 430,000 Auckland homes and businesses. Watercare also undertakes long- term planning to ensure Auckland's wastewater networks are managed in a cost-effective, environmentally sound and sustainable manner.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how sewerage treatment and disposal activities: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans.
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The Auckland Plan Sustainability is all about improving the way we manage our natural environment. How we provide and manage our wastewater services is particularly important. We need to identify and support opportunities to minimise water use to reduce the amount of wastewater we produce. We also need to continually seek ways to improve how we manage discharges to minimise the impacts on Aucklands natural environment are minimised. At the bigger picture level, we recognise the effects of growth on our existing wastewater networks and investment, and how we align the timing of redevelopment with the provision of wastewater infrastructure. Community outcomes These activities contribute primarily to the following community outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Acknowledge that nature and people are inseparable. Priorities Sustainably manage our natural resources Directives Set appropriate limits on pollutants to achieve water quality improvements Improve the use of freshwater resources and encourage a reduction in per capita water use Protect coastal areas, particularly those with high values, special natural character and significant landscape character or significant marine habitats and recreational importance, from impacts of land-based development Ensure integrated and sustainable management of significant marine areas through the proposed preparation of marine spatial plan for the Hauraki Gulf, Kaipara Harbour and Manukau Harbour Undertake future planning for our rural towns and villages in line with the functional classification set out in this plan Apply pre-conditions to the future growth of rural towns and villages as follows: form an orderly and contiguous connection with the existing rural settlement efficiently connect to existing physical infrastructure or be serviced by new infrastructure Structure planning, appropriate to the scale and influence of the settlement, must be completed before new development capacity is released
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Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Optimise, integrate and align land use with water services provision and planning Protect and maintain existing water infrastructure and optimise water service provision Integrate planning of water infrastructure to provide for population growth Sequence investments across the three waters and collaborate to identify areas where water can be effectively provided and where land and corridors can accommodate water services Encourage water conservation
Mori outcomes Wastewater overflowing from the wastewater network and the combined sewer network can pollute our land, waterways and beaches to the detriment of mauri. Watercare recognises the cultural aspects of wastewater discharges from treatment plants and the wastewater network. It works closely with Mori to address cultural concerns related to these discharges from wastewater treatment plants, particularly with discharges directly to water and waterways. Watercare seeks advice from its Mori Advisory Group and other Mana Whenua groups to ensure cultural issues are addressed in the design and implementation of our wastewater projects. Local Board Plans Wastewater services must not only be efficient but also be sensitive to the needs of specific communities. A number of local board plans raise the need for good quality wastewater infrastructure to meet the demands of population growth and intensification, as well as to replace ageing facilities. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.

Over the next ten years Council plans to spend up to 2,591 million dollars on capital projects in relation to this activity. Council has identified five priority regional projects that will all begin now and continue over the life of this plan. Key projects and priorities Central Interceptor Stage 1 Mangere Wastewater Treatment Plant replacements, expansion and upgrades Rosedale Wastewater Treatment Plant replacements, expansion and upgrades Rural Wastewater Treatment Plant replacements, expansion and upgrades Sewer and Pump Station upgrades and replacements 2012/2013 2013/2014 2014/2015 2015-2022

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Wastewater overflowing from the wastewater network and the combined sewer network can pollute our land, waterways and beaches. Overflows can occur when there are blockages within the wastewater system or during wet weather when stormwater infiltrates the wastewater system through cracks or illegal connections. Within the combined network, overflows can occur when system capacity is exceeded during wet weather. Our response: Watercare operates a preventive maintenance programme, with regular inspection and clearing of known blockage points and has an emergency overflow response and clean-up procedure. We have an Auckland-wide biosolids strategy and are trialing screens on overflow structures to remove solid material from wastewater discharges. Work programmes also include upgrades of non-metropolitan treatment plants, environmental monitoring and sampling programmes. Long-term responses include interceptors planned for the central, western and northern areas.

The table below illustrates consolidated levels of service and performance measures across the region. The service levels and performance measures outlined in the table below align with Watercare Services Limiteds (Watercare) Statement of Corporate Intent. Further details of Watercares performance measures are included in its Annual Report.
Level of service statement Provide reliable wastewater services and manage discharges to maintain or improve the health of the environment Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of customers satisfied with the overall wastewater service Frequency of sewer breaks and chokes (unplanned interruptions) 1,000 properties Percentage of wastewater blockages responded to within agreed standards Number of dry weather sewer overflows per 100 km of wastewater pipe length Compliance with treatment plant discharge consents (excludes minor or technical compliance) for Metropolitan plants Compliance with treatment plant discharge consents (excludes minor or technical compliance) for Non Metropolitan plants
Not available
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
7.1
<10
<10
<10
<10
<10
<10
<10
<10
<10
<10
93%
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
1.9
<15
<15
<15
<15
<15
<15
<15
<15
<15
<15
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
46%
50%
55%
60%
65%
70%
80%
90%
100%
100%
100%
The current baseline illustrates recent performance for the region for a period of 8 months (1st November 2010 to 30th June 2011). Performance targets are averages expected across the region and based on annualised baseline data.
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Actual performance data for the 2011/2012 financial year will be available after June 2012.
139

$000 Financial year ending 30 June OPERATING EXPENDITURE Sewerage treatment and disposal management Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Sewerage treatment and disposal management 2 Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
300,234 304,468 323,080 335,449 351,421 364,329 387,665 403,380 432,676 456,278 496,885 300,234 304,468 323,080 335,449 351,421 364,329 387,665 403,380 432,676 456,278 496,885
24,982 25,800 26,645 27,751 28,902 30,095 31,232 32,372 33,579 34,885 112,875 106,429 120,167 125,047 139,642 144,526 157,998 162,659 179,344 186,769 71,497 73,115 73,899 76,032 71,839 74,084 78,441 83,977 90,744 100,596 90,879 99,124 102,369 106,619 111,040 115,624 119,994 124,373 129,009 134,028 300,233 304,468 323,080 335,449 351,423 364,329 387,665 403,381 432,676 456,278
36,312 208,544 112,518 139,511 496,885
87,975 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 295,567 308,991 323,166 335,679 351,453 370,542 408,629 445,723 482,436 522,606 551,773 (87,973) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 295,569 308,991 323,166 335,679 351,453 370,542 408,629 445,723 482,436 522,606 551,773 (4,664) 0 4,523 0 86 0 230 0 30 0 6,213 0 20,964 0 42,342 0 49,760 0 66,328 0 54,888 0
132,640 131,985 133,103 163,314 127,841 221,726 234,178 312,128 371,857 419,201 475,502 132,640 131,985 133,103 163,314 127,841 221,726 234,178 312,128 371,857 419,201 475,502
49,398 43,487 49,502 62,500 62,981 130,977 118,369 155,784 151,715 150,884 176,403 29,600 28,775 35,335 53,025 28,620 35,605 44,054 66,249 106,980 128,444 150,781 53,643 59,724 48,266 47,789 36,240 55,144 71,755 90,095 113,162 139,873 148,318 132,640 131,985 133,103 163,314 127,841 221,726 234,178 312,128 371,857 419,201 475,502
269 283 318 364 418 471 520 541 559 579 600 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 108,211 110,951 120,253 125,276 139,673 150,740 178,962 205,002 229,105 253,097 263,432 24,160 20,751 12,532 37,674 0 70,515 54,696 106,585 142,193 165,525 211,470 0 0 0 0 (12,250) 0 0 0 0 0 0
132,640 131,985 133,103 163,314 127,841 221,726 234,178 312,128 371,857 419,201 475,502 0 0 0 0 0 0 0 0 0 0 0
901,920 926,080 946,831 959,363 997,037 984,787 1,055,302 1,109,998 1,216,583 1,358,776 1,524,301 0 0 0 0 0 0 0 0 0 0 0 24,160 20,751 12,532 37,674 0 70,515 54,696 106,585 142,193 165,525 211,470 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (12,250) 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 926,080 946,831 959,363 997,037 984,787 1,055,302 1,109,998 1,216,583 1,358,776 1,524,301 1,735,771
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Watercare Services Ltd.and Metro Water Community Trust. The increase in expenditure for 2017 is mainly due to increase of the budget allocation for the Watercare - waste water growth project.
140
141
Transport
Contents
Overview Public transport and travel demand management Roads and Footpaths Parking and enforcement xx xx xx xx
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Transport
Overview
Auckland Transport carries out all transport functions and operations for Auckland, apart from development and management of the state highway network and the railway tracks. Auckland is anticipated to grow to around 2.1m people by 2041 around 70 per cent of all the growth expected to take place in New Zealand over this period. Demand for travel is anticipated to increase by 50 per cent for person trips each day over current levels while freight and commercial trips are expected to double. Transport is a key enabler for managing this growth against the objectives set out in the Auckland Plan. Auckland Transport's role is to support Auckland's growth and the city's part in the national economy by connecting people and places with easy, affordable access to safe and sustainable transport choices. In doing so, it contributes to an efficient land transport system that encourages increased patronage of bus, rail and ferry services. Auckland Transport manages a transport network of: 7,900 km of roads (excluding 339km of state highways) 6,500 km of footpaths 97 km of rail routes 40 million bus service km per year. Currently, the following movements take place annually on the network: 66.7 million passengers on public transport 40 million tonnes of freight 1,300 million person trips made in private vehicles. Auckland Transport works closely with the New Zealand Transport Agency (NZTA), which is responsible for state highways and allocating government funding to land transport activities, Kiwi Rail, the Port of Auckland and Auckland Airport. Many public transport services are provided by private companies both commercially and under contract to Auckland Transport, in line with the Regional Public Transport Plan (RPTP). Auckland Transport carries out the following groups of activities under this theme with the governing body and Auckland Transport having decision-making responsibility: public transport and travel demand management roads and footpaths parking and enforcement.
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Transport
Public transport and travel demand management
Effective and efficient public transport services are an integral part of any world-class city. Auckland Transport aims to deliver accessible, safe, reliable and sustainable public transport services to encourage increased patronage of bus, rail and ferry services. Aucklands public transport network currently includes: Rapid Transit Network (rail and the Northern Busway) Quality Transit Network (bus and ferry) Local Connector Network (bus and ferry). Auckland Transport uses travel demand management to focus on travel choice and reduce the impact of congestion by: giving priority to walking, cycling and public transport which will help to develop a more sustainable land use pattern projects that make more efficient use of existing and future roading infrastructure along with a reduction in car trips to free up road for commercial, freight and other priority users projects that will increase public transport use and, therefore, increase the return on investments working with communities to deliver road safety education, travel planning, walking and cycling providing a safe, efficient and effective transport network with choices for all road users. Travel demand management is funded through rates and New Zealand Transport Agency (NZTA) subsidies. Key physical assets used to deliver these activities are: 42 rail stations including the Britomart Centre, rolling stock of 19 motor units and 100 carriages, communications network (equipment and 66 kilometres fibre optic cable) 1,585 bus shelters, five busway stations (northern motorway) 66 on-road bus and transit (T2 & T3) lanes 27 Park n Ride Sites 16 ferry terminals.
Activities
Activities Rail Ferry Bus Multi-modal (transport hub) Travel demand management What we are providing and why Passenger services and supporting infrastructure providing access to key centres and alternative travel options Passenger ferry services and supporting infrastructure providing accessibility and alternative travel options Bus services and supporting infrastructure providing accessibility and alternative travel options Multi-modal (transport hub) services to support the Auckland public transport network, providing accessibility and alternative travel options Working with communities to deliver road safety education, travel planning, walking and cycling
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Transport
Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how public transport and travel demand management: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Transport is the single biggest activity undertaken by, or on behalf of, Auckland Council. While transport is not an end in itself, it plays a critical role in economic activity and social connectivity. To enhance Aucklands transport network, Auckland Transport will plan and develop an integrated transport network of strategic roads, freight routes, passenger transport routes, and cycle and walkways, which connect centres and neighbourhoods and facilitate the growth set out in the Auckland Plan. This includes progressing the route protection and planning of the City Rail Link, and progressing the transport options in the City Centre and Waterfront Master Plans. Auckland Transport will work with the NZTA to investigate the feasibility of tunnels for a second harbour crossing. New funding mechanisms will also be investigated and, where appropriate, public private partnerships, as well as conventional infrastructure delivery arrangements, will be considered. Community outcomes These activities contribute primarily to the following community outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand Priorities Grow a business friendly and well-functioning city Directives Enable business development to be integrated with residential land use, transport and infrastructure development Minimise factors impeding productivity Develop opportunities to advance Auckland as a gateway and destination for visitors, skilled workers and investors Integrate development proposals with transport and assess them against the design principles and the transport single-system principles
Develop a creative, vibrant world city Demand good design in all development
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Transport
Strategic directions Priorities Directives Assess all public realm and infrastructure improvements and redevelopment against the design principles and the transport single-system principles Developments are expected to take into account environmental design principles Better connections and accessibility within Auckland, across New Zealand to the world Manage Auckland's transport as a single system Manage Auckland's transport system and review existing policies to reflect Auckland's single-system transport approach and principles Manage Auckland's transport system according to the following transport functions: international (seaports and airport) national (interregional connections by road, rail, sea and air) Auckland-wide (those parts of the transport system that provide safe and efficient movement of people and goods through all or parts of Auckland) local (those part of the transport system that provide safe, local access and connectivity, and that support communities and local business as part of a liveable neighbourhood or rural community) Integrate transport planning and investment with land use development Develop Auckland's transport system in line with directions set out in the Auckland Plan Jointly progress planning for a new Waitemat Harbour Crossing with further investigation of tunnels and future proofing of rail Provide for the long-term needs of Ports of Auckland Limited and Auckland International Airport Limited to support New Zealand's international freight, trading competitiveness and visitor industry Support and advocate for effective inter-regional connections that support future growth and demand Jointly develop Auckland's transport system, marking the best use of existing infrastructure and new investments Investigate and provide appropriate levels of service across the rural road network and continually investigate possibilities for some form of public transport in rural areas
Prioritise and optimise investment across transport modes
Mori outcomes Managing Auckland's transport as a single system will improve accessibility for all residents, enable more efficient use of the road network for goods and services, and provide greater transport choices for moving around Auckland particularly for those with limited access to private cars. Engagement with iwi authorities and mataawaka (urban Mori) will improve public transport access to Mori facilities and services for residents and ratepayers.
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Transport
Local Board Plans All local boards have identified quality, affordable, reliable and accessible public transport as essential to the well-being of their communities. Local boards are seeking public transport services supported by improved infrastructure including upgraded and new bus and rail stations, ferry terminals and park and ride facilities. Supporting cycling and walking through improved infrastructure, including walkways, cycleways, and cycle racks at public facilities is another high priority. This theme includes a variety of rail, ferry, bus and travel demand management activities which are designed to support quality public transport options and walking and cycling initiatives across Auckland. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.
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Transport
Over the next ten years Council plans to spend up to 3,956 million dollars on capital projects in relation to this activity. Council has identified seven priority regional projects that begin now and continue over the life of this plan. Integrated ticketing is scheduled for 2012/2013. Key projects and priorities Road safety education, travel plan programme and school travel plans: travel plans or TravelWise, for schools, businesses and institutions (such as universities and Auckland Airport) carpooling programme for businesses including setting up a scheme in individual workplaces and an online carpool system (Ride Share) personal journey planning for infrastructure projects to provide people options support to organisations at all levels of travel planning including some infrastructure particularly for safety around schools promotion of cycling and walking through the existing networks and as part of new significant projects such as Auckland Manukau Eastern Transport Initiative (AMETI) and corridor upgrade projects bus priority measures and transit lanes, or high-occupancy vehicle lanes such as Onewa Road and Khyber Pass Road commercial area redevelopment (promoting pedestrian access ways, relocating parking areas). This has been successfully completed with Orewa and Warkworth street upgrades provision of slow streets treatment in local roads to improve safety and discourage use of those roads by through traffic Development of the Auckland cycle network City Rail Link Electrification of the rail network Integrated transport ticketing and fares Increased public transport usage across ferries, bus and rail South Western Airport Multi-Modal Corridor Project (SWAMMCP) 2012/2013 2013/2014 2014/2015 2015-2022

148
Transport
Disruption to communities affected by increased traffic flows and undesirable traffic behaviour. Our response: This will be mitigated through measures such as traffic calming and traffic regulation to improve traffic behaviour. Travel disruption and congestion due to construction and maintenance of transport infrastructure will have an impact on people and the environment, including air and water pollution. Our response: Public signage and information will be provided and alternative transport options will be encouraged. Construction will be co-ordinated to minimise disruption and by communicating effectively with travellers and communities likely to be affected. Heavy metals and other contaminants will be controlled and/or treated before entering the water. Our response: Air pollution will be mitigated by specifying standards relating to the emissions of public transport vehicles provided by commercial and contracted operators.

Performance information for this group of activity is currently being reviewed and will be made available at the conclusion of that review.
Level of service sae e t ttmn Prr ac emne o f measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
A ca d uk n s l public transport services respond to demand and result in increased p to a e ar n g
Total p se g r as n e transport p to a e ar n g (000s) Rapid Transit Network rail b adn s orig per annum (000s) Rapid Transit Network busway b adn s orig per annum (000s) Quality transit network and local c n et r o n co network bus b adn s orig per annum (000s) Ferry b adn s orig per annum (000s) Public transport subsidy
66,725
71,572
76,212
80,245
82,807
84,955
88,473
91,666
93,149
94,635
96,124
10,090
12,376
14,423
16,128
17,257
17,757
18,257
18,757
19,257
19,757
20,257
2,160
2,288
2,421
2,499
2,670
2,895
3,415
3,906
4,029
4,151
4,273
49,700
51,898
54,121
56,182
57,310
58,593
60,945
62,989
63,710
64,430
65,151
4,775
5,009
5,246
5,434
5,5,568
5,708
5,855
6,012
6,152
6,295
6,441
$0.26
$0.24
$0.24
$0.24
$0.24
$0.24
$0.24
$0.24
$0.24
$0.24
$0.24
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Transport
Level of service sae e t ttmn Prr ac emne o f measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
per p se g r as n e kilometre Cs mr ut es o are satisfied with public transport services P re t g ec n e a of public transport psegr asnes satisfied with their PT service Morning peak (7-9 am) car trips avoided through travel planning initiatives Walking trips into the CBD in the morning peak Cycling trips into the CBD in the morning peak 87% No less than 87% No less than 87% No less than 87% No less than 87% No less than 87% No less than 87% No less than 87% No less than 87% No less than 87% No less than 87%
Effective nr sr cue i fa tu t r and services for walking, cycling and r es an d -h r g i i that help reduce the number of secuac nl- cpny ig o car trips
8,417
8,800
9,200
9,600
Increase by 400 car trips each year
5,297
2% growth per year
2% growth per year
2% growth per year
2% growth per year
2% growth per year
2% growth per year
2% growth per year
2% growth per year
2% growth per year
2% growth per year
853
1% growth per year
1% growth per year
1% growth per year
1% growth per year
1% growth per year
1% growth per year
1% growth per year
1% growth per year
1% growth per year
1% growth per year
150
Transport
$000 Financial year ending 30 June OPERATING EXPENDITURE Bus Ferry Management of travel demand Multi-modal Rail Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Bus 2 Ferry 3 Management of travel demand Multi-modal Rail 3 Total capital expenditure Comprised of: Growth 3 Improve level of service 3 Renewals Total application of capital funding Sources of capital funding: Capital subsidies 3 Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure 3 Capital funding surplus used to repay borrowing 3 Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing Annual Plan 2012
1
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
589 165,646 172,687 182,278 192,252 203,299 214,231 222,295 231,303 240,685 250,389 778 20,097 21,400 23,456 24,962 26,727 28,574 30,455 32,599 34,793 36,942 19,526 15,544 15,763 17,130 17,960 18,872 19,698 20,542 21,436 22,025 22,794 332,774 28,813 29,813 31,402 30,303 28,384 30,545 30,069 31,076 32,873 32,985 47,076 215,074 251,852 253,777 255,069 269,259 287,785 304,780 329,729 434,191 439,004 400,743 445,174 491,515 508,043 520,546 546,541 580,833 608,141 646,143 764,567 782,114
14,934 19,866 20,355 20,818 21,360 21,916 22,433 22,962 23,552 24,202 24,848 24,477 26,473 31,912 38,502 40,968 40,390 40,327 40,140 39,880 80,716 80,806 48,942 70,587 87,566 102,553 105,595 117,097 130,366 141,777 161,154 179,190 172,232 312,391 328,249 351,681 346,170 352,622 367,138 387,707 403,262 421,557 480,459 504,227 400,744 445,175 491,514 508,043 520,545 546,541 580,833 608,141 646,143 764,567 782,113
183,896 212,482 229,037 238,831 0 0 0 0 43,530 59,648 70,092 74,210 148,973 168,081 177,267 168,209 0 0 0 0 0 940 1,604 2,047 0 3,130 13,458 19,437 0 0 0 0 376,399 444,281 491,458 502,734 (24,345) 133 (894) 7,485 (56) 10,098 (5,309) 6,999
244,615 0 127,167 170,828 0 2,237 18,307 0 563,154 42,609 54,354
252,883 0 130,818 176,042 0 2,396 28,754 0 590,893 44,352 54,570
261,891 0 134,602 183,889 0 2,578 43,755 0 626,715 45,882 54,731
268,518 0 138,711 188,475 0 2,631 57,253 0 655,588 47,447 54,906
273,357 0 142,383 194,554 0 2,734 81,751 0 694,779 48,636 54,704
331,005 0 175,669 247,845 0 2,830 0 0 757,349 (7,218) 2,897
339,820 0 178,733 256,476 0 2,796 0 0 777,825 (4,288) 3,143
0 15,527 5,794 4,899 3,334 3,425 3,522 3,762 4,084 0 9,491 16,941 22,622 6,372 6,047 3,998 4,951 7,265 0 0 0 0 0 0 0 0 0 0 2,338 5,751 4,657 2,599 1,335 4,549 7,816 4,431 143,661 255,676 440,833 316,809 431,080 542,200 575,923 395,982 772,899 143,661 283,032 469,319 348,987 443,385 553,007 587,992 412,511 788,679
5,357 7,495 0 1,175 16,934 30,961
5,533 9,340 1,346 3,230 18,849 38,298
1,824 17,510 37,762 19,157 46,762 77,691 83,386 57,306 113,992 132,829 255,430 420,030 317,301 387,496 466,180 495,421 343,909 664,240 9,008 10,091 11,529 12,530 9,126 9,137 9,186 11,296 10,448 143,661 283,031 469,320 348,987 443,384 553,007 587,993 412,511 788,679
308 19,526 11,127 30,961
383 26,448 11,468 38,298
57,751 39,230 36,139 367,286 185,040 291,554 298,264 215,982 188,676 0 6,471 11,054 13,187 15,539 17,880 23,110 22,557 22,268 0 0 0 0 0 0 0 0 0 0 18,095 21,757 26,194 29,221 30,171 31,477 32,679 33,813 85,910 219,236 400,369 0 213,585 213,402 235,141 141,293 543,922 0 0 0 (57,680) 0 0 0 0
47,948 22,261 0 70,601 0
31,920 22,492 0 73,375 0
0 (109,849) (89,489) 30,961 0 38,298 0
143,661 283,032 469,319 348,987 443,385 553,007 587,992 412,511 788,679 0 0 0 0 0 0 0 0 0
831,603 917,380 1,132,261 1,535,990 1,490,748 1,668,286 1,855,872 2,080,037 2,223,676 2,794,646 2,681,900 0 3,130 13,458 19,437 18,307 28,754 43,755 57,253 81,751 0 0 85,910 219,236 400,369 0 213,585 213,402 235,141 141,293 543,922 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (57,680) 0 0 0 0 0 (109,849) (89,489)
(133) (7,485) (10,098) (6,999) (54,354) (54,570) (54,731) (54,906) (54,704) (2,897) (3,143) 917,380 1,132,261 1,535,990 1,490,748 1,668,286 1,855,872 2,080,037 2,223,676 2,794,646 2,681,900 2,589,269
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. The increase in expenditure for 2013 is mainly due to the allocation of budget for the Westlake land purchase, construction and improvement of bus way stations, interchange and park and ride facilities.
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Transport
3 Movements in expenditure from 2014 to 2020 mainly relate to rail expenditure and funding primarily to the commencement of the CBD rail link, with the acquisition of property and associated construction costs. The balance of movements relate to the development work being started on the ferry terminals at Devonport, Downtown terminal at Queen Wharf and Half Moon Bay vehicle ferry terminal.
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Transport
Roads and footpaths
Transport is an enabler of connections. Auckland Transport provides a properly connected and well-maintained road and footpath network to ensure people and goods can move efficiently around Auckland. Roads and footpaths provide opportunities for social interaction, can enhance the built environment and provide opportunities for people to engage with their natural surroundings. Both provide access for employment opportunities which is critical to Aucklanders economic well-being. The efficiency of Aucklands economy is strongly related to transportation efficiency. Footpaths are an essential part of all transport journeys and provide a sustainable alternative transport choice. A strong footpath network is a key means for pedestrians to engage with, and experience, their environment. A connected and well-maintained footpath network encourages walking as an alternative transport choice. A quality road network can complement/enhance the built environment. The road corridor is made up of several elements, the most visible being the road's surface and its associated markings, signs/traffic signals and street lights. Other elements are the infrastructure that supports the road itself, including the road base, bridges, retaining walls and drainage. Key physical assets used to deliver these activities are: 7,900 kilometres of roads (85 per cent are sealed, 15 per cent are unsealed) 94,000 streetlights illuminating urban roads, footpaths, car parks and transport facilities 6,500 kilometres of footpaths 368,000 vehicle crossings.
Activities
Activities Roads What we are providing and why Well-maintained roads and roading infrastructure contribute to the effective and efficient movement of people and goods thereby facilitating economic activity in the region and the safety and personal comfort of commuters Well maintained footpaths encourage walking as an alternative transport choice, link roadways, parking facilities, public transport modes and public spaces, and visually enhance Auckland
Footpaths

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how roads and footpaths initiatives: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to achieving Mori outcomes align with Local Board Plans. The Auckland Plan Transport is the single biggest activity undertaken by, or on behalf of, Auckland Council. While transport is not an end in itself, it plays a critical role in economic activity and social connectivity.
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Transport
To enhance Aucklands transport network, Auckland Transport will plan and develop an integrated transport network of strategic roads, freight routes, passenger transport routes, and cycle and walkways, which connect centres and neighbourhoods and facilitate the growth set out in the Auckland Plan. This includes progressing the route protection and planning of the City Rail Link, and progressing the transport options in the City Centre and Waterfront Master Plans. Auckland Transport will work with NZTA to investigate the feasibility of tunnels for a second harbour crossing. New funding mechanisms will also be investigated and, where appropriate, public private partnerships, as well as conventional infrastructure delivery arrangements, will be considered. Community outcomes These activities contribute primarily to the the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand Keep rural Auckland productive, protected and environmentally sound Priorities Grow a business friendly and well-functioning city Directives Enable business development to be integrated with residential land use, transport and infrastructure development Minimise factors impeding productivity
Create a sustainable balance between environmental protection, rural production and activities connected to the rural environment Support rural settlements, rural living and rural communities
Ensure that the resources and production systems that underpin working rural land are protected, maintained and enhanced
Undertake future planning for our rural towns and villages in line with the functional classification set out in this plan Apply preconditions to the future growth of rural towns and villages as follows: form an orderly and contiguous connection with the existing rural settlement efficiently connect to existing physical infrastructure or be serviced by new infrastructure avoid negative environmental impacts; have the ability to be serviced by current or future planned public transport Structure planning, appropriate to the scale and influence of the settlement, must be completed before new development capacity is released
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Transport
Creating a stunning city centre, with well connected quality towns, villages and neighbourhoods Create enduring town centres and neighbourhoods Design and plan centres to enable mixed use environment with adaptable building forms, that are connected by corridors developed in accordance with urban design principles and the single-system transport principles Integrate development proposals with transport and assess them against the design principles and the transport single-system principles Assess all public realm and infrastructure improvements and redevelopment against the design principles and the transport single-system principles Developments are expected to take into account environmental design principles Manage Auckland's transport system and review existing policies to reflect Auckland's single-system transport approach and principles Manage Auckland's transport system according to the following transport functions: international (seaports and airport) national (inter-regional connections by road, rail, sea and air) Auckland-wide (those parts of the transport system that provide safe and efficient movement of people and goods through all or parts of Auckland) local (those part of the transport system that provide safe, local access and connectivity, and that support communities and local business as part of a liveable neighbourhood or rural community) Integrate transport planning and investment with land use development Develop Auckland's transport system in line with directions set in the Auckland Plan Jointly progress planning for a new Waitemat Harbour Crossing with further investigation of tunnels and future proofing of rail Provide for the long-term needs of Ports of Auckland Limited and Auckland International Airport Limited to support New Zealand's international freight, trading competitiveness and visitor industry Support and advocate for effective interregional connections that support future growth and demand Jointly develop Auckland's transport system, marking the best use of existing infrastructure and new investments Investigate and provide appropriate levels of service across the rural road network and continually investigate possibilities for some form of public transport in rural areas Examine and implement new revenue tools and funding mechanisms
Demand good design in all development
Better connections and accessibility within Auckland, across New Zealand to the world
Manage Auckland's transport as a single system
Prioritise and optimise investment across transport modes
Implement new transport funding mechanisms
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Transport
Mori outcomes Auckland Transport is preparing a Mori Engagement Framework to ensure effective communication and contribution to well-being of people and the environment. At project development level, this includes engagement with iwi authorities as kaitiaki (guardians) of the land and appropriate input and mitigation for capital works. At an operational level, maintenance and upgrades of roads and footpaths improves the safety and accessibiity of the city for all Mori residents and ratepayers. Local Board Plans A number of local board plans raise the need for new roads and roading improvements to relieve congestion and improve safety and quality. This includes safety improvements to and the sealing of rural roads. The maintenance of and provision of local roading infrastructure and footpaths under this theme contributes to these objectives.

Over the next ten years Council plans to spend up to 5,458 million dollars on capital projects in relation to this activity. Council has identified nine priority regional roading projects and one footpath activity that will all begin now and continue over the life of this plan Key projects and priorities Roads Auckland Manukau Eastern Transport Initiative (AMETI) Panmure Corridor Package 1 (AMETI is a major, multi-year project to develop integrated multi-modal infrastructure between Glen Innes and the Manukau city centre Auckland Manukau Eastern Transport Initiative 4 Auckland Manukau Eastern Transport Initiative Land Land development land purchase Dominion Road Stage 1 - 4 This will improve bus speeds and reliability on this key link in the Quality Transport Network (QTN) Weiti Toll Road Road rehabilitation/reconstruction, 110km and road resurfacing Footpaths New or improved footpaths and pedestrian facilities 2012/2013 2013/2014 2014/2015 2015-2022

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Transport
The transport network contributes significantly to a large number of negative environmental effects including water and air pollution, and increased noise levels. Our response: Future planning of the transport network aims to reduce or mitigate the adverse environmental effects of further development. A connected roading and footpath network will reduce negative environmental impacts by reducing travel distances and times. Fatalities and injuries that result from road crashes. Our response: Measures such as incorporating good road safety practice in design of roads, addressing crash black spots through appropriate engineering and regulation measures, and through community road safety programmes.

Aucklands arterial road moves people and goods effectively and efficiently
Average minutes of delay per kilometre travelled (annual (March) floating car survey)*
Morning peak (7-9am) 0.66 minutes Afternoon peak (4-6pm) 0.63 minutes
Morning peak 0.66 minutes or less Afternoon peak 0.63 minutes or less
Customers are satisfied with the quality of Aucklands roads
Percentage of residents satisfied with the quality of roads in the Auckland region Percentage of residents satisfied with the quality of footpaths in their local area Percentage of residents satisfied with the quality of footpaths in the Auckland region
79%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
Customers are satisfied with the quality of Aucklands footpaths
76%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
76%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
No less than 75%
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Transport
Roads and footpaths
$000 Financial year ending 30 June OPERATING EXPENDITURE Footpaths Roads Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Footpaths Roads Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
51 23,516 24,804 26,156 27,560 29,026 30,561 32,101 33,725 35,441 37,334 370,289 404,373 432,595 470,457 507,029 546,704 586,422 625,156 664,902 704,352 745,231 370,340 427,889 457,399 496,613 534,589 575,730 616,983 657,257 698,627 739,793 782,565
31,718 29,670 30,506 31,307 32,249 33,211 34,121 35,056 192,178 205,252 217,201 229,270 242,995 258,164 274,040 290,781 38,217 53,220 65,917 81,318 96,661 112,994 129,515 143,928 108,227 139,747 143,774 154,719 162,684 171,361 179,307 187,493 370,340 427,889 457,398 496,614 534,589 575,730 616,983 657,258
36,089 307,875 158,368 196,294 698,626
37,213 326,277 172,488 203,814 739,792
38,374 346,140 185,691 212,360 782,565
177,138 262,970 286,812 320,711 356,948 399,269 442,550 482,972 528,198 573,989 619,296 145 164 164 164 164 164 164 164 164 164 164 2,041 15,544 16,178 16,836 17,554 18,320 19,025 19,757 20,556 21,448 22,377 44,935 44,494 44,546 44,508 45,156 45,190 45,240 45,275 45,317 45,458 46,809 8,543 0 0 0 0 0 0 0 0 0 0 0 1,367 2,334 2,972 3,249 3,482 3,756 3,834 3,986 4,124 4,067 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 232,802 324,539 350,034 385,191 423,071 466,425 510,735 552,002 598,221 645,183 692,713 (137,538) (103,350) (107,364) (111,423) (111,518) (109,305) (106,248) (105,256) (100,405) (94,609) (89,852) 0 0 0 0 0 0 0 0 0 0 0
0 31,680 32,995 34,144 35,341 36,619 39,466 39,426 40,958 42,611 46,982 324,901 390,893 435,021 448,433 495,264 517,735 523,933 539,778 558,754 581,957 586,259 324,901 422,573 468,016 482,577 530,605 554,354 563,399 579,204 599,712 624,568 633,241
18,552 32,578 37,419 38,505 43,743 45,895 45,970 47,208 48,792 50,843 50,518 115,892 199,553 232,252 238,821 274,414 288,327 289,115 294,993 304,706 317,574 316,481 190,457 190,442 198,346 205,251 212,448 220,132 228,313 237,003 246,214 256,152 266,241 324,901 422,573 468,016 482,577 530,605 554,354 563,399 579,204 599,712 624,569 633,240
93,435 103,465 103,558 105,101 113,563 113,703 113,857 122,458 122,642 122,849 130,179 0 9,410 16,090 19,143 22,572 25,987 33,674 32,876 32,467 32,443 32,716 48,884 0 0 0 0 0 0 0 0 0 0 54,641 101,902 109,836 117,847 131,477 148,858 167,793 185,525 207,469 231,666 256,289 127,941 207,796 238,532 240,486 262,993 265,806 248,075 238,345 237,134 237,610 214,057 0 0 0 0 0 0 0 0 0 0 0
324,901 422,573 468,016 482,577 530,605 554,354 563,399 579,204 599,712 624,568 633,241 0 0 0 0 0 0 0 0 0 0 0
680,229 808,170 1,015,966 1,254,498 1,494,984 1,757,977 2,023,783 2,271,858 2,510,203 2,747,337 2,984,947 0 0 0 0 0 0 0 0 0 0 0 127,941 207,796 238,532 240,486 262,993 265,806 248,075 238,345 237,134 237,610 214,057 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 808,170 1,015,966 1,254,498 1,494,984 1,757,977 2,023,783 2,271,858 2,510,203 2,747,337 2,984,947 3,199,004
Notes:
1 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council and Auckland Transport.
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Transport
Parking and enforcement
Auckland Transport manages public parking, including on-street parking and parking buildings. On-street parking services balances demand with the needs of road users, residents and businesses using unrestricted, restricted and pay and display options. It enforces time limits and other breaches of parking regulations. Auckland Transport is also responsible for off-street parking which includes council-operated parking buildings and lots, and Park and Ride facilities. Off-street parking supports intensive development within the CBD and town centres. Park and Ride facilities encourage use of public transport, which also delivers economic and social benefit to Auckland. Physical assets include: operational equipment on-street parking (unrestricted, restricted and pay and display) 171 off-street carpark sites 12 parking buildings.
Activities
Activities On-street parking and enforcement Off-street parking and enforcement What we are providing and why Access to and turnover of affordable, safe on-street parking and smooth traffic flows in the city Access to and turnover of affordable, safe off-street parking

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how parking and enforcement activities: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Transport is the single biggest activity undertaken by, or on behalf of, Auckland Council. While transport is not an end in itself, it plays a critical role in economic activity and social connectivity. Parking plays a significant role in facilitating economic and social activity by providing access to employment, and recreational, educational and cultural opportunities. Community outcomes These activities contribute primarily to the the following outcomes:
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Transport
Note: The contribution of this group of activities to the Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Creating a stunning city centre, with well connected quality towns, villages and neighbourhoods Priorities Demand good design in all development Directives Parking standards should take account of multiple objectives, including the need to achieve intensive and mixed use developments, improve housing affordability, reduce development costs, encourage use of public transport, and optimise investments in public parking facilities, civic amenities and centre developments Manage Auckland's transport system and review existing policies to reflect Auckland's single-system transport approach and principles
Better connections and accessibility within Auckland, across New Zealand to the world Mori outcomes
Manage Auckland's transport as a single system
This group of activities does not contribute to Maori outcomes. Local Board Plans A number of local board plans raise the need for park and ride facilities to support public transport use. Better provision for parking in town centres is also a key priority. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.
What projects are we proposing?

Over the next ten years Council plans to spend up to 85 million dollars on capital projects in relation to this activity. Council has identified eight priority regional projects, six of which will start now. Key projects and priorities Residential parking schemes in city fringe area and high traffic areas More effective use of technology for enforcement Upgrade on-street parking pay and display meters Introduce pay and display machines in new areas Manukau City carpark (1 and 2) - approx 2,680 spaces New Lynn carpark 1 - approx 250 spaces 2012/2013 2013/2014 2014/2015 2015-2022
160
Transport
Key projects and priorities Clonbern Road carpark Other new carparks 2012/2013 2013/2014 2014/2015 2015-2022
161
Transport
Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. Using space for car parks reduces that which can be used for other community purposes. Our response: Providing convenient, safe parking spaces directly benefits those who use them. On-street parking gives equitable access to a limited resource, including disabled parking. Off-street parking facilities provide access to employment, educational, social and cultural opportunities. Parking enforcement may also discourage people from using the central business district, thereby adversely affecting businesses, and the inability of some people to pay fines. Our response: Arrangements are made for instalment payments for fines. Auckland Transport enforces bylaw-related restrictions, such as bus lanes and clearways, to ensure the smooth and safe flow of traffic.

Off-street car-parking meets customer demand On-street parking facilities meet customer demand
Parking: off-street occupancy rates
52%
57%
57%
57%
57%
57%
57%
57%
57%
57%
57%
On street parking occupancy rates
52%
55%
60%
65%
70%
70%
70%
70%
70%
70%
70%
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Transport
$000 Financial year ending 30 June OPERATING EXPENDITURE Off-street parking business On-street parking and enforcement Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement 2 Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Off-street parking business 3 On-street parking and enforcement 4 Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 296 48,820 49,116
Long-term Plan 2012-2022 2013 22,980 35,233 58,213 2014 24,239 35,611 59,850 2015 27,254 39,992 67,246 2016 28,878 42,282 71,160 2017 30,260 44,700 74,960 2018 31,560 46,923 78,483 2019 32,812 49,383 82,195 2020 34,451 51,917 86,368 2021 35,457 53,083 88,540 2022 36,714 54,662 91,376
19,093 296 428 29,300 49,117
23,834 6,827 861 26,691 58,213
24,820 6,971 1,620 26,440 59,851
25,793 7,056 1,983 32,415 67,247
26,797 7,556 2,031 34,775 71,159
27,954 7,398 2,054 37,554 74,960
28,967 7,293 2,054 40,170 78,484
29,907 7,309 2,163 42,816 82,195
31,177 7,279 2,367 45,544 86,367
32,439 7,071 2,394 46,636 88,540
33,757 7,001 2,325 48,293 91,376
0 0 77,309 2,147 0 0 0
0 0 68,056 0 0 0 0
0 0 70,935 0 0 0 0
0 0 77,893 0 0 0 0
0 0 80,966 0 0 0 0
0 0 85,000 0 0 0 0
0 0 88,830 0 0 0 0
0 0 92,770 0 0 0 0
0 0 0 0 0 0 97,625 102,151 106,270 0 0 0 0 0 0 0 0 0 0 0 0
(30,636) (11,673) (12,940) (12,505) (11,554) (11,467) (11,479) (11,443) (11,852) (13,905) (14,914) 48,820 (297) 0 56,383 (1,830) 0 57,995 (1,856) 0 65,388 (1,859) 0 69,412 (1,747) 0 73,533 (1,427) 0 77,351 (1,133) 0 81,327 (868) 0 85,773 (594) 0 88,246 (294) 0 91,356 (20) 0
17,691 0 17,691
16,041 3,807 19,848
10,953 2,658 13,611
2,341 2,875 5,216
3,108 3,166 6,274
3,935 756 4,691
3,962 2,222 6,184
3,702 6,029 9,731
2,881 5,658 8,539
2,455 1,264 3,719
6,090 1,352 7,442
0 13,741 3,950 17,691
0 17,697 2,152 19,849
0 8,638 4,974 13,611
0 2,775 2,442 5,216
0 2,994 3,280 6,274
0 1,457 3,234 4,691
0 1,889 4,295 6,184
0 922 8,808 9,730
0 127 8,413 8,540
0 196 3,524 3,720
0 1,010 6,432 7,442
0 0 0 0 17,691 0 17,691 0
0 0 0 4,996 14,852 0 19,848 0
0 0 0 5,116 8,495 0 13,611 0
0 0 0 5,198 18 0 5,216 0
0 0 0 5,809 465 0 6,274 0
0 0 0 5,971 0 (1,280) 4,691 0
0 0 0 6,160 24 0 6,184 0
0 0 0 6,440 3,291 0 9,731 0
0 0 0 6,684 1,855 0 8,539 0
0 0 0 6,776 0 (3,057) 3,719 0
0 0 0 6,981 461 0 7,442 0
8,143 0 17,691 0 0 0 25,834
25,834 0 14,852 0 0 0 40,686
40,686 0 8,495 0 0 0 49,181
49,181 0 18 0 0 0 49,199
49,199 0 465 0 0 0 49,664
49,664 0 0 0 (1,280) 0 48,384
48,384 0 24 0 0 0 48,408
48,408 0 3,291 0 0 0 51,699
51,699 0 1,855 0 0 0 53,554
53,554 0 0 0 (3,057) 0 50,497
50,497 0 461 0 0 0 50,958
Notes:
1 2 3 4 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council and Auckland Transport. This activity generates an operating funding surplus which is used to offset the general rates funding requirement of other activities. The increase in expenditure for 2013 is due to a increase in the budget allocation for the Manukau city centre car park 2 - Hayman Park project. The budget allocation for this project in the following financial years is significantly reduced. The increase in expenditure for 2019 and 2020 is mainly due to the increase in the budget allocation for the purchase of capital equipment in this group of activities by Auckland Transport.
163
Community
Contents
Overview Cemeteries and crematoria Emergency management Regional library services Local library services Regional community services Local community services xx xx xx xx xx xx xx
164
Community
Overview
Through community activities, we want to help build strong communities so that Aucklanders feel a sense of belonging to their neighbourhoods and take pride in their region. The community is at the heart of our strategic initiatives. Community service activities are designed to help communities become stronger, more resilient, and better able to meet their needs, so that Auckland becomes a better place to live. We will contribute to safe, healthy, inclusive communities through community facilities such as regional libraries, community services, cemeteries and emergency management services. To cater to Aucklands increasing diverse and growing population, we run and fund programmes to strengthen specific sectors of the community. Programmes are often based around geographical areas or population groups such as initiatives for youth, school holiday programmes, ethnic communities, people with disabilities, older people and Mori. We work with community groups to ensure the adequate provisioning of services, such as cemeteries and crematoria. Community facilities provide a range of opportunities for community groups and individuals to get involved in recreation, leisure, arts and cultural activities, supporting community volunteers and groups. Council provides community centres and halls, community houses, discount leases for community groups, and develops facilities in specific areas to improve the quality of life. We offer information, advice, and support to help communities better meet their own needs and to ensure that community organisations can continue to deliver the valuable services they currently provide. These include Citizens Advice Bureaux, settlement support services, advice and funding to assist community organisations and provision of community notice boards to inform people what is happening in their local community. Keeping the city safe is another important way we work with communities. We partner with the New Zealand Police, Ministry of Health, Ministry of Justice and the community to prevent crime and improve safety. We deliver programmes and initiatives such as camera surveillance and community health and well-being programmes. We also contribute to the ongoing operational costs of recreation organisations such as Surf Life Saving Northern Region Incorporated, Coastguard Northern Regional Incorporated, Auckland Regional Rescue Helicopter Trust, and Watersafe Auckland Incorporated. Residential housing is provided for older persons who are eligible, supporting them to be active, healthy, safe and independent. The council carries out the following groups of activities under this theme with the governing body having decision-making responsibility: cemeteries and crematoria emergency management regional library service regional community services. Local boards also have a decision-making role in relation to: local library services local community services. These are discussed under Local Library Services and Local Community Services.
165
Community
Cemeteries and crematoria
Burial and cremation facilities are important community facilities that are as much a part of life as they are of death. They offer us ways to celebrate and mark the lives of those we love regardless of our culture or religion. Set out in park-like memorial gardens, cemeteries give us a pleasing and quiet place to visit as part of the grieving and remembrance process. We are required by law to provide adequate burial/cremation facilities, and we work closely with funeral directors and celebrants to offer Aucklanders a service that meets their needs. These facilities are also visited by people from outside Auckland and, in some cases, the world. Key physical assets used to deliver these activities are: 52 cemeteries, including three crematoria.
Activities
Activities Cemeteries and crematoria What we are providing and why We must provide for burials, manage and control cemeteries, govern the management of cremations, and keep records and fulfil other administrative matters. We do this through cemeteries, crematoria, memorial gardens and closed cemeteries within a land holding of over 290 hectares. There is a community expectation that we will continue to provide places for commemoration and remembrance across diverse cultures while maintaining the safe and timely disposal of bodies in the interest of public health

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how our management of cemeteries and crematoria: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan We have to meet certain legislative requirements for burials and cremations, but we also need to consider the impact of our growing population. This means capacity and service are very important. We must allow for more facilities as the population grows and make those facilities available in the communities where they are most needed. We are committed to offering cemetery and cremation services that are outstanding, meet religious requirements and market demand. Council also has a heritage role to protect and restore the heritage of our cemeteries.
166
Community
Contribution to community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to the Mori outcomes is described in more detail below. Strategic directions, priorities and directives Regional strategic directions Integrate arts, culture, heritage and lifestyle into our daily lives Regional priorities Enhance and reveal our evolving heritage Regional directives Protect the nationally, regionally and locally significant heritage Protect and enable critical social infrastructure services to match the needs of Auckland's current and future populations
Maori outcomes The cemeteries provide a range of cultural diversity and history in the facilities they provide, such as war memorials, heritage assets and trails, a mausoleum, an 1886 Chapel of Faith and other significant icons of remembrance, including for Mori. Around the region, 37 urupa (designated burial area for Mori) have been identified. The Cemetery and Crematorium business unit encompasses the Waikumete Cemetery. The Cemetery has a urupa section specially for Mori and their immediate whanau. Opportunities to express kaitiakitanga/stewardship for Mana Whenua of particular sites of cultural heritage significance is provided for through engagement, for example an urupa committee has been established at Waikumete Cemetery. Local Board Plans The local board plans reflect the importance of creating and maintaining a strong sense of community identity and fostering well-being across their diverse communities. Cemeteries are important to a communitys sense of well-being.

Over the next ten years Council plans to spend up to 21 million dollars on capital projects in relation to this activity. Council has identified three priority projects that will all begin now. 2012/2013 Expand three regional cemeteries to meet forecasted burial demand against population growth Upgrade current infrastructure, roading, footpathing and utilities of cemeteries 2013/2014 2014/2015 2015-2022
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2012/2013 Implement and upgrade building facilities to host additional functions and events 2013/2014 2014/2015 2015-2022
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Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. The location of cemetery and crematoria facilities in high residential areas has the potential for issues around hours of operation, noise and traffic congestion. A crematoriums function can create a perception of visual pollution and can have negative impacts as the result of energy inefficiencies and waste production. Cemeteries being closed at night provide opportunities for antisocial behaviour such as theft and vandalism. Our response: We will ensure cemeteries are matched to accommodate the changing needs of the community. District Plan rules and consent conditions will be complied with and complaints will be monitored with the appropriate action taken.

The table below illustrates consolidated levels of service and performance measures across the region. The measures below track whether people using cemetery services receive the quality of service they expect and that the management of the cemeteries is meeting the standards guaranteed by council.
Level of service statement Maintain cemeteries, memorial gardens and records for families, friends and visitors to remember their loved ones Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of customers satisfied with the cemeteries and memorial gardens overall Percentage of visitor service standards achieved Capacity of cemeteries and crematoria to meet current and projected demand (years)
81%
85%
85%
90%
90%
90%
90%
90%
90%
90%
90%
New measure
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
New measure
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$000 Financial year ending 30 June OPERATING EXPENDITURE Cemeteries and crematoria management Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement 2 Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Cemeteries and crematoria management Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 6,483 6,483
Long-term Plan 2012-2022 2013 6,458 6,458 2014 6,808 6,808 2015 7,157 7,157 2016 7,509 7,509 2017 7,745 7,745 2018 8,131 8,131 2019 8,692 8,692 2020 9,128 9,128 2021 9,305 9,305 2022 9,871 9,871
1,518 944 157 3,863 6,482
1,594 169 330 4,366 6,459
1,634 222 487 4,466 6,809
1,674 289 641 4,553 7,157
1,720 365 795 4,629 7,509
1,766 440 917 4,622 7,745
1,808 514 1,056 4,752 8,130
1,852 591 1,187 5,063 8,693
1,900 655 1,265 5,309 9,129
1,953 718 1,282 5,353 9,306
2,008 778 1,293 5,792 9,871
944 0 7,218 35 0 0 0 (1,715) 6,482 0 0
113 0 7,633 35 0 0 0 (1,379) 6,402 (57) 0
149 0 7,938 35 0 0 0 (1,387) 6,735 (74) 0
194 0 8,267 35 0 0 0 (1,433) 7,063 (94) 0
256 0 8,637 35 0 0 0 (1,528) 7,400 (109) 0
324 0 9,039 35 0 0 0 (1,769) 7,629 (116) 0
395 0 9,453 35 0 0 0 (1,871) 8,012 (118) 0
474 0 9,899 35 0 0 0 (1,832) 8,576 (117) 0
547 0 10,133 35 0 0 0 (1,695) 9,020 (109) 0
623 0 10,397 35 0 0 0 (1,845) 9,210 (96) 0
701 0 10,671 35 0 0 0 (1,614) 9,793 (78) 0
3,058 3,058
3,107 3,107
2,292 2,292
3,024 3,024
2,199 2,199
2,302 2,302
2,802 2,802
2,344 2,344
878 878
903 903
928 928
0 1,196 1,862 3,058
0 1,767 1,340 3,107
0 1,127 1,165 2,292
0 1,656 1,367 3,024
0 1,127 1,073 2,199
0 1,204 1,098 2,302
0 1,524 1,278 2,802
0 1,207 1,136 2,344
0 110 769 878
0 113 790 903
0 117 811 928
0 0 0 944 2,114 0 3,058 0
0 0 0 113 2,994 0 3,107 0
0 0 0 149 2,143 0 2,292 0
0 0 0 194 2,830 0 3,024 0
0 0 0 256 1,943 0 2,199 0
0 0 0 323 1,979 0 2,302 0
0 0 0 395 2,407 0 2,802 0
0 0 0 474 1,870 0 2,344 0
0 0 0 546 332 0 878 0
0 0 0 623 280 0 903 0
0 0 0 702 226 0 928 0
2,150 0 2,114 0 0 0 4,264
4,264 0 2,994 0 0 0 7,258
7,258 0 2,143 0 0 0 9,401
9,401 0 2,830 0 0 0 12,231
12,231 0 1,943 0 0 0 14,174
14,174 0 1,979 0 0 0 16,153
16,153 0 2,407 0 0 0 18,560
18,560 0 1,870 0 0 0 20,430
20,430 0 332 0 0 0 20,762
20,762 0 280 0 0 0 21,042
21,042 0 226 0 0 0 21,268
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. This activity generates an operating funding surplus which is used to offset the general rates funding requirement of other activities.
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Emergency management
Emergency management is how we manage unexpected events from civil defence through to rural fire responses. The emergency management service is the basis of our preparation for and response to unexpected events. Council has responsibility for civil defence emergency management and rural fire readiness and response, and ensuring the safety of residents and the preservation of property and the natural environment. The service delivers a coordinated response by civil emergency services, such as the police, fire and health services, along with developing community preparedness and planning for disaster recovery. Councils rural fire service ensures that fire and other emergencies outside urban areas are responded to and handled effectively. The service aims to protect the lives and property of people living in rural communities across Auckland as well as protecting our natural environment and biodiversity.
Activities
Activities Emergency management and preparedness What we are providing and why Responsible for ensuring effective responses to any civil defence emergency. Central to this is the Emergency Coordination Centre (ECE), training and managing a council team and volunteers and maintaining plans and systems for Aucklands civil defence. The goal is to protect public safety in a civil defence emergency with minimum disruption to essential services Responsible for the rural fire service on islands and in rural areas. Central to this are fire stations, engines and fire suppression equipment, and training of volunteer fire fighters. The goal is to minimise damage to people, property and the environment, ensuring rural residents feel safe
Rural fire services

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how emergency management: progresses the Auckland Plan contributes to community outcomes contributes to our strategic directions contributes to Mori outcomes aligns with Local Board Plans. The Auckland Plan Auckland in its new form needs a workable emergency management plan so that we provide the right level of service to all residents, businesses and communities. Emergency management works at all levels of the Auckland community. It has a role in contributing to policies around plans, earthquake-prone buildings and consenting procedures. It also has a role in identifying hazards and educating residents about them. Plans and procedures such as Civil Defence Emergency Management (CDEM) group plan, welfare plan, recovery plan, and standard operating procedures (SOPs) are vital tools to help us manage in times of crisis. Emergency management also helps us meet our obligations as a Rural Fire Authority, including supporting a review of our new and much-enlarged rural fire district. Community outcomes
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Community
These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to the Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Maintain and provide quality infrastructure to make Auckland work better Priorities Protect, enable, align, integrate and provide social and community infrastructure for present and future generations Directives Protect and enable critical social infrastructure services to match the needs of Auckland's current and future populations Identify community infrastructure needs and engage local boards through the LTP process to prioritise community infrastructure requirements
Mori outcomes The vulnerable communities framework project adopts a co-ordinated approach to identifying affected communities, appropriate stakeholders, and best practice action and evaluation. Local Marae often play a role in supporting members of vulnerable communities during and after an emergency event and are key stakeholders in developing community ownership of resilience for vulnerable communities and community members. Building understanding of the roles and capacities of different stakeholders across sectors involved with vulnerable communities and community members will ensure strategies are in place to survive emergency situations. Local Board Plans Civil Defence is a vital part of community life and local boards are closely connected with facilitating and championing community readiness and resilience for emergencies. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.

Over the next ten years Council plans to spend up to 7.7 million dollars on capital projects in relation to this activity. Council has identified 10 priority projects that will all begin now. Key projects and priorities Review of enlarged rural fire district Complete wildfire threat analysis Upgrade protective equipment to align with New Zealand Fire Service 2012/2013 2013/2014 2014/2015 2015-2022
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Community
Key projects and priorities Research and implementation of systems to advise the public in the event of an emergency to minimise impact Civil defence social media plan Emergency Management Information System Organisational resilience Vulnerable communities Enable the establishment of an enlarged Emergency Co-ordination Centre that meets Ministry of Civil Defence and Emergency Management criteria Construction of Puhoi Volunteer Rural Fire Station 2012/2013 2013/2014 2014/2015 2015-2022


Level of service statement Ensure readiness to respond effectively to emergency civil defence situations and hazards Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Overall score achieved using the CDEM Capability Assessment Tool

(1)
New measure
75%
80%
80%
80%
85%
85%
85%
90%
90%
90%
Number of priority hazards identified in CD Plan researched, analysed and published Number of ECC emergency activations or exercises undertaken per annum
12
12
12
12
12
12
12
15
Provide education, support, and training to develop a resilient community
Percentage of community fully prepared for an emergency Percentage of community prepared at home for an emergency Number of local community emergency management projects completed
11%
12%
15%
18%
21%
24%
27%
30%
33%
36%
39%
21%
21%
24%
27%
30%
33%
36%
39%
42%
45%
48%
14
14
14
14
14
14
14
14
14
14
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Community
Level of service statement Provide emergency management and rural fire capability to manage fire and emergencies quickly and effectively Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of incidents requested for attendance by New Zealand Fire Services where response is within 10 minutes of notification Percentage of rural fire fighters who meet national training standards
76%
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
87%
90%
92%
95%
95%
95%
95%
95%
95%
95%
95%
The current baseline illustrates recent performance for the region for a period of 8 months (1st November 2010 to 30th June 2011). Performance targets are averages expected across the region and based on annualised baseline data. Actual performance data for the 2011/2012 financial year will be available after June 2012. (1) CDEM Capability Assessment Tool developed by the Ministry of Civil Defence and Emergency Management, aims to create a standard assessment of emergency management capability in New Zealand. It consists of a set of key performance indicators and measures against which organisations can assess themselves or be externally assessed. Indicators span the 4Rs reduction, readiness, response and recovery. The overall score is a weighted average score across all indicators and measures totalling 100. The target environment is 80-100 per cent, satisfactory is 40-79 per cent and requires attention is 0-39 per cent.
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Community
$000 Financial year ending 30 June OPERATING EXPENDITURE Emergency management and preparedness Rural fire services Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Emergency management and preparedness Rural fire services Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 4,810 1,812 6,622
Long-term Plan 2012-2022 2013 4,464 1,718 6,182 2014 4,551 1,784 6,335 2015 4,725 1,852 6,577 2016 4,891 1,942 6,833 2017 4,993 1,997 6,990 2018 5,172 2,120 7,292 2019 5,390 2,246 7,636 2020 5,565 2,366 7,931 2021 5,629 2,412 8,041 2022 5,932 2,590 8,522
2,674 408 15 3,526 6,623
2,714 335 55 3,077 6,181
2,782 409 115 3,029 6,335
2,852 490 162 3,075 6,579
2,929 581 192 3,129 6,831
3,008 667 212 3,103 6,990
3,080 777 221 3,214 7,292
3,154 808 210 3,464 7,636
3,236 862 200 3,634 7,932
3,327 917 192 3,605 8,041
3,420 979 181 3,943 8,523
6,514 0 0 108 0 0 0 0 6,622 (1) 0
5,834 0 0 228 0 0 9 0 6,071 (110) 0
6,016 0 0 157 0 0 27 0 6,200 (135) 0
6,229 0 0 187 0 0 0 0 6,416 (163) 0
6,442 0 0 217 0 0 0 0 6,659 (172) 0
6,565 0 0 248 0 0 0 0 6,813 (177) 0
6,832 0 0 281 0 0 0 0 7,113 (179) 0
7,162 0 0 314 0 0 0 0 7,476 (160) 0
7,476 0 0 314 0 0 0 0 7,790 (142) 0
7,606 0 0 314 0 0 0 0 7,920 (121) 0
8,111 0 0 314 0 0 0 0 8,425 (98) 0
599 140 739
726 590 1,316
571 513 1,084
134 794 928
123 621 744
145 623 768
163 313 476
190 236 426
190 437 627
195 449 644
201 462 663
0 0 739 739
0 387 929 1,316
0 283 802 1,085
0 0 928 928
0 0 744 744
0 0 768 768
0 0 476 476
0 0 426 426
0 0 627 627
0 0 645 645
0 0 662 662
0 0 0 408 331 0 739 0
0 0 0 224 1,092 0 1,316 0
0 0 0 274 810 0 1,084 0
0 0 0 328 600 0 928 0
0 0 0 409 335 0 744 0
0 0 0 491 277 0 768 0
0 0 0 597 0 (121) 476 0
0 0 0 649 0 (223) 426 0
0 0 0 720 0 (93) 627 0
0 0 0 796 0 (152) 644 0
0 0 0 882 0 (219) 663 0
145 0 331 0 0 0 476
476 9 1,092 0 0 0 1,577
1,577 27 810 0 0 0 2,414
2,414 0 600 0 0 0 3,014
3,014 0 335 0 0 0 3,349
3,349 0 277 0 0 0 3,626
3,626 0 0 0 (121) 0 3,505
3,505 0 0 0 (223) 0 3,282
3,282 0 0 0 (93) 0 3,189
3,189 0 0 0 (152) 0 3,037
3,037 0 0 0 (219) 0 2,818
Notes:
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Community
Regional library services
Public libraries enrich our lives through reading, learning and discovering information, whether we are one or 91. Libraries meet a most amazing range of needs in our community ranging from entertaining and education to raising literacy levels. There are print and audio versions of books, foreign language resources, movies and documentaries. There are games and spaces for study and public meetings. Skilled staff help with research. Libraries offer Magazines, e-learning and internet connections. They are a meeting place for local communities. They also offer resources about the natural, built and historic environment and can make a positive contribution to the quality of our communities through sustainable public buildings. Regional Library Services is responsible for the management of the library network and services, including library collections, delivery of digital services and library systems, and access to research and leisure resources, and literacy and learning programmes. We have some 3.5 million items available through more than 50 libraries. Each year, approximately 17 million items are borrowed and about 14 million people visit our libraries. The governing body has decision-making responsibility for these regional library services as well as determining the need for and location of new libraries and prioritising major upgrades to existing libraries. Local boards have decision-making responsibility for their local libraries including the development of approved new libraries and major library upgrades as well as programmes and events within local libraries. Key physical assets used to deliver these activities are: heritage collections current use collections specialist area within the central library one central library and 53 community libraries (the libraries are within the decision-making responsibility of local boards). four mobile libraries.
Activities
Activities Regional and corporate library management Library collection management What the council is providing and why Responsible for strategy and policy, including the need for and location of new libraries, collection policy and practice, service standards, and library exhibitions, programmes and events This is achieved through access to lifelong learning, literacy, information and leisure resources. Ongoing development of the heritage collection ensures this significant public asset remains relevant and builds on Auckland's cultural heritage
Note: Local library activities are contained in the section Local Libraries.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how regional library services: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions
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Community
contribute to Mori outcomes align with Local Board Plans. The Auckland Plan The Auckland Plan prioritises children and young people, productivity and upskilling our workforce. Libraries play an important role in all three areas. We will work with community groups, other agencies and key stakeholders to ensure our libraries meet the needs of children and young people. We will partner with community and ethnic groups to develop facilities, activities and events. Council will support programmes to improve literacy (including digital literacy), language and numeracy to help raise productivity. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Our strategic directions, priorities and directives Strategic directions Create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders Priorities Put children and young people first Improve the education, health and safety of Aucklanders, with a focus on those most in need Directives Put children and young people first and consider their well-being in all of the things we do Improve the learning and educational opportunities for all Aucklanders Tackle low levels of literacy and numeracy and provide opportunities for life-long learning Support people to retain and learn their languages and other forms of cultural expression Protect nationally, regionally and locally significant historic heritage Work jointly to increase skill levels across the age and skills spectrum with an emphasis on disadvantaged youth, and remove barriers to participation and labour productivity for Aucklands workforce Improve education, skill development and labour market participation for Pacific youth
Integrating our arts, culture and heritage into our daily lives
Value and foster Aucklands cultural diversity
Enhance and reveal our evolving heritage Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand Enhance investment in people to grow skills and a local workforce
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Community
Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Protect, enable, align, integrate and provide social and community infrastructure for present and future generations Protect and enable critical social infrastructure services to match the needs of Aucklands current and future populations Identify community infrastructure needs and engage local boards through the LTP process to prioritise community infrastructure requirements
Mori outcomes Libraries are Kaitiaki (guardians) of taonga, providing support for the preservation and use of mtauranga Mori (knowledge), whakapapa (family history) and other research expertise. This entails relationships with iwi, hap and, whnau who are associated with particular items. A significant heritage resource is T Hori Kerei - Ng kohinga taonga whakahirahira the Sir George Grey Special Collections. Libraries provide access to the collections in te reo Mori through Mori specialist staff, the use of Mori subject headings and the Mori language catalogue. Local Board Plans All local boards have focused their plans on the need for good quality community facilities, such as libraries. They are seen as key to creating a strong community identity and in supporting young people. A number of local boards are advocating for new and improved library facilities for their communities. These issues are considered as part of the regional and corporate library and collection management activities described under this group of activities. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.

Over the next ten years Council plans to spend up to 192 million dollars on capital projects in relation to this activity. Council has identified three priority regional projects that will all begin now. Key projects and priorities Streamline the purchase and management of library collections Developing strategies for library services for children, Mori and diverse communities Facility development plan for all library sites 2012/2013 2013/2014 2014/2015 2015-2022

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Community
Level of service statement Provide access to wide range of information relevant to community learning needs Performance measure Percentage of customers satisfied with content and condition of collections The number of lending and reference collection items available (1) per capita Percentage customers satisfied with tools and technology to access information Number of collection items borrowed/ issued per (1) capita Number of new collection items purchased annually per capita (1) Number of participants in reading and information skill programmes (1) per capita Current baseline 83% Target 2012/13 85% Target 2013/14 85% Target 2014/15 85% Target 2015/16 85% Target 2016/17 85% Target 2017/18 85% Target 2018/19 85% Target 2019/20 85% Target 2020/21 85% Target 2021/22 85%
2.4
66%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
7.8
12
12
12
12
12
12
12
12
12
12
0.22
0.30
0.30
0.30
0.30
0.30
0.30
0.30
0.30
0.30
0.30
0.18
0.27
0.29
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
The current baseline illustrates recent performance for the region for a period of 8 months (1st November 2010 to 30th June 2011). Performance targets are averages expected across the region and based on annualised baseline data. Actual performance data for the 2011/2012 financial year will be available after June 2012. (1) Per capita measures track library resources and usage against population figures
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Community
$000 Financial year ending 30 June OPERATING EXPENDITURE Library collection management Regional and corporate library management Total operating expenditure 2 Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Library collection management Regional and corporate library management Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 21,390 23,746 45,136
Long-term Plan 2012-2022 2013 21,064 23,815 44,879 2014 22,693 23,677 46,370 2015 24,631 22,866 47,497 2016 25,102 22,309 47,411 2017 25,827 21,526 47,353 2018 28,522 21,814 50,336 2019 32,380 21,837 54,217 2020 36,316 21,740 58,056 2021 38,771 21,433 60,204 2022 42,671 22,553 65,224
16,960 12,408 174 15,593 45,135
16,499 13,142 506 14,731 44,878
16,913 14,008 1,001 14,448 46,370
17,336 14,237 1,561 14,364 47,498
17,804 13,175 2,107 14,326 47,412
18,285 12,924 2,584 13,560 47,353
18,724 14,561 3,114 13,939 50,338
19,172 15,988 3,651 15,405 54,216
19,671 18,001 4,105 16,279 58,056
20,221 19,819 4,317 15,847 60,204
20,787 21,775 4,415 18,247 65,224
44,931 0 205 0 0 0 0 0 45,136 1 0
36,858 0 3,650 0 0 10 23 0 40,541 (4,337) 0
37,874 0 3,774 0 0 19 81 0 41,748 (4,622) 0
38,663 0 3,893 0 0 26 217 0 42,799 (4,699) 0
39,428 0 4,028 0 0 31 11 0 43,498 (3,914) 0
39,704 0 4,169 0 0 33 35 0 43,941 (3,412) 0
42,555 0 4,282 0 0 37 99 0 46,973 (3,365) 0
46,464 0 4,503 0 0 39 46 0 51,052 (3,164) 0
50,262 0 4,650 0 0 40 133 0 55,085 (2,971) 0
52,687 0 4,816 0 0 42 42 0 57,587 (2,617) 0
57,912 0 4,988 0 0 40 128 0 63,068 (2,156) 0
13,078 2,232 15,310
17,140 0 17,140
17,756 0 17,756
19,370 0 19,370
16,802 0 16,802
17,815 69 17,884
19,959 0 19,959
22,590 0 22,590
19,471 0 19,471
20,025 0 20,025
20,579 0 20,579
0 499 14,811 15,310
82 467 16,590 17,140
0 512 17,244 17,756
89 614 18,666 19,370
0 723 16,080 16,802
234 779 16,871 17,884
720 893 18,345 19,959
739 1,013 20,838 22,590
0 1,012 18,459 19,471
0 1,041 18,984 20,025
0 1,070 19,510 20,579
0 0 0 12,408 2,902 0 15,310 0
0 67 0 8,806 8,267 0 17,140 0
0 129 0 9,385 8,242 0 17,756 0
0 167 0 9,539 9,664 0 19,370 0
0 214 0 9,262 7,326 0 16,802 0
0 245 0 9,512 8,127 0 17,884 0
0 333 0 11,198 8,428 0 19,959 0
0 336 0 12,823 9,431 0 22,590 0
0 330 0 15,031 4,110 0 19,471 0
0 330 0 17,203 2,492 0 20,025 0
0 320 0 19,619 640 0 20,579 0
2,158 0 2,902 0 0 0 5,059
5,059 23 8,267 0 0 0 13,349
13,349 81 8,242 0 0 0 21,672
21,672 217 9,664 0 0 0 31,553
31,553 11 7,326 0 0 0 38,890
38,890 35 8,127 0 0 0 47,052
47,052 99 8,428 0 0 0 55,579
55,579 46 9,431 0 0 0 65,056
65,056 133 4,110 0 0 0 69,299
69,299 42 2,492 0 0 0 71,833
71,833 128 640 0 0 0 72,601
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. The variance between total operating expenditure for the regional library service activity between 2012 and 2013 is largely driven by a change in corporate overhead allocation methodology.
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Community
Local library services
Public libraries enrich Aucklanders quality of life through the joy of reading, learning and discovering information. They are accessible to all people and contribute to an active democracy by providing information about national and local government and the local community. Their resources support recreation and lifelong learning, offer curriculum resources, spaces for study, and skilled staff to assist with research. Libraries provide a focal point for local civic life within a community. They have resources about the natural, built and historic environment and can make a positive contribution by designing and building sustainable and eco-friendly public buildings. Libraries are repositories for the collective memory and heritage of communities. They are often the first stop for new migrants to gain information about New Zealand and the local community. Libraries provide access to material in different languages, celebrate different cultures through special programmes, and display or incorporate local artwork. They offer access to e-learning, e-government, job opportunities, and help to build a literate skilled community. Libraries can reflect the needs of specific communities through the different types of collections, how the library operates, its buildings and physical assets. Local boards have decision-making responsibility for their local libraries including the development of approved new libraries and major library upgrades as well as programmes and events within local libraries. They also provide input into regional library strategies and policies. The physical assets related to these activities are listed under each of the local board agreement in Volume Four of this document.
Activities
Activities Local library facilities and services What we are providing and why Local libraries are a gateway to knowledge, lifelong learning, recreation and cultural development that benefits individuals and the community as a whole. They are the most heavily used community facilities and are used by a wider cross-section of people than many other facilities.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how local libraries: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan The needs of children and young people will be prioritised to maximise their potential and provide opportunities for recreation and leisure through library resources. Libraries will support community and ethnic group efforts to develop facilities, activities and events in their communities. This includes supporting programmes to deliver improvements in literacy (including digital literacy), language and numeracy with the goal of raising productivity.
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Community outcomes This activity contributes primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders Priorities Put children and young people first Directives Put children and young people first and consider their well-being in all of the things we do Improve the learning and educational opportunities for all Aucklanders Tackle low levels of literacy and numeracy and provide opportunities for lifelong learning Support people to retain and learn their languages and other forms of cultural expression Protect nationally, regionally and locally significant historic heritage Protect and enable critical social infrastructure services to match the needs of our current and future populations Identify community infrastructure needs and engage local boards through the LTP process to prioritise community infrastructure requirements
Improve the education, health and safety of Aucklanders with a focus on those most in need
Integrating our arts, culture and heritage into our daily lives
Value and foster Aucklands cultural diversity
Enhance and reveal our evolving heritage Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Protect, enable, align, integrate and provide social and community infrastructure for present and future generations
Mori outcomes Through collections and expert assistance, local libraries provide access to mtauranga Mori (knowledge). They provide access to collections in te reo Mori through Mori specialist staff, the use of Mori subject headings and the Mori language catalogue. Mori programming includes story times, whakapapa activities, wananga (learning and specialist talks) and events to mark Matariki. Local Board Plans Many of the local board plans have identified a desire for new, upgraded or redeveloped local library facilities and services to meet the needs of growth and diversity within their communities. Some local boards have also prioritised the expansion of local library collections to cater for diverse populations. Accommodating new technologies at local libraries is also a notable priority for many local boards.
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Over the next 10 years, council plans to spend up to 109 million dollars on capital projects in relation to this activity. The projects range from minor refits of library facilities to major upgrades and new builds such as the Te Atatu Peninsula Library. For a summary of local capital projects for the next ten years in your local board area refer to Chapter Two in this volume. For projects in the 2012/2013 year by local board, refer to the local board agreements in Volume Four of this LTP.

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Level of service statement Provide safe, welcoming, and accessible library facilities and services Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of customers satisfied with overall services provided by libraries Average number of library visits per capita Total library building floor space per 1,000 residents (sq.m.)
87%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
6.3
10
10
10
10
10
10
10
10
10
10
40.27
40.3
40.3
40.3
40.3
40.3
40.3
40.3
40.3
40.3
40.3
The current baseline illustrates the recent performance for the region for a period of eight months (1 November 2010 to 30 June 2011). All performance targets are an average expected across the region and based on annualised baseline information. Actual performance data for the 2011/2012 financial year will be available after June 2012.
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Local library services
$000 Financial year ending 30 June OPERATING EXPENDITURE Local library facilities and services Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Local library facilities and services 2 Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 43,022 43,022
Long-term Plan 2012-2022 2013 48,596 48,596 2014 51,408 51,408 2015 53,150 53,150 2016 55,301 55,301 2017 57,083 57,083 2018 58,163 58,163 2019 60,584 60,584 2020 63,334 63,334 2021 63,959 63,959 2022 67,370 67,370
24,432 2,341 974 15,275 43,022
25,668 1,065 2,249 19,614 48,596
26,310 1,588 3,571 19,939 51,408
26,968 1,742 4,417 20,023 53,150
27,696 1,977 5,186 20,441 55,300
28,444 2,676 5,615 20,347 57,082
29,127 2,827 5,545 20,664 58,163
29,825 2,926 5,658 22,174 60,583
30,601 3,263 5,892 23,578 63,334
31,456 3,457 5,700 23,345 63,958
32,337 3,652 5,624 25,757 67,370
38,820 0 4,087 116 0 0 0 0 43,023 1 0
46,725 0 901 116 0 97 406 0 48,245 (351) 0
49,379 0 927 116 0 184 278 0 50,884 (524) 0
50,934 0 954 116 0 257 315 0 52,576 (574) 0
53,320 0 983 116 0 295 0 0 54,714 (586) 0
54,827 0 1,015 116 0 329 90 0 56,377 (705) 0
55,451 0 1,043 116 0 362 539 0 57,511 (652) 0
58,394 0 1,116 116 0 379 0 0 60,005 (578) 0
61,141 0 1,148 116 0 391 0 0 62,796 (538) 0
61,798 0 1,183 116 0 406 0 0 63,503 (455) 0
65,279 0 1,220 116 0 394 0 0 67,009 (361) 0
14,667 14,667
29,190 29,190
15,437 15,437
14,958 14,958
15,659 15,659
2,807 2,807
2,842 2,842
13,989 13,989
2,807 2,807
3,452 3,452
8,193 8,193
6,031 4,105 4,530 14,667
17,253 7,794 4,144 29,190
5,543 442 9,451 15,437
7,555 1,895 5,508 14,958
12,728 0 2,931 15,659
0 0 2,807 2,807
0 0 2,842 2,842
4,017 6,026 3,945 13,989
0 0 2,807 2,807
0 0 3,452 3,452
0 0 8,193 8,193
0 0 0 2,342 12,325 0 14,667 0
0 670 0 713 27,807 0 29,190 0
0 1,266 0 1,065 13,106 0 15,437 0
0 1,654 0 1,167 12,137 0 14,958 0
0 2,046 0 1,390 12,223 0 15,659 0
0 2,455 0 1,970 0 (1,618) 2,807 0
0 3,249 0 2,174 0 (2,581) 2,842 0
0 3,245 0 2,347 8,397 0 13,989 0
0 3,188 0 2,725 0 (3,106) 2,807 0
0 3,198 0 3,000 0 (2,746) 3,452 0
0 3,167 0 3,291 1,735 0 8,193 0
13,620 0 12,325 0 0 0 25,946
25,946 406 27,807 0 0 0 54,159
54,159 278 13,106 0 0 0 67,543
67,543 315 12,137 0 0 0 79,995
79,995 0 12,223 0 0 0 92,218
92,218 90 0 0 (1,618) 0 90,690
90,690 539 0 0 (2,581) 0 88,648
88,648 0 8,397 0 0 0 97,045
97,045 0 0 0 (3,106) 0 93,939
93,939 0 0 0 (2,746) 0 91,193
91,193 0 1,735 0 0 0 92,928
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. The increase in expenditure in 2013 and 2019 respectively is due to the construction, upgrade and refurbishment of local libraries by the Auckland Council.
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Regional community services
Auckland is the most heavily populated and fastest growing region in New Zealand, with almost 1.5 million residents. How residents interact and relate to one another has a strong bearing on the sense of security and overall quality of life. We want to build strong communities that give Aucklanders a sense of belonging and pride while encouraging them to take part in social, cultural, economic and political life. Community services are a key part of building stronger communities, using social/cultural services and facilities to enable social connectedness opportunities for all Aucklanders. It provides safe public places, events and accessible facilities to promote community participation, interaction, well-being and cultural ties and greater intercultural understanding and support. Regional facilities help achieve a range of community outcomes, including building local economic strength. At the local level, community and voluntary organisations strengthen communities and contribute to residents well-being, making councils support vital in helping them meeting Aucklanders changing needs. Community services also provide housing for older people, graffiti reduction, crime prevention and community safety programmes, and facilitation and advocacy services. Key physical assets used to deliver these activities are: 1301 rental units 157 owner occupier units28 assisted home ownership.
Activities
Activities Community development policy What are we providing and why Responsible for policy related to alcohol control, commercial sex, gambling venues, and community safety, funding, leases, partnerships and facilities. The overarching goal is to give Aucklanders a sense of belonging, pride and belief that they can achieve their aspirations and potential. This is achieved through identification of community and economic initiatives to assist all people, especially children and youth, to reach their potential Responsible for initiatives at an Auckland-wide level that support a wide range of community outcomes. Support the development of a strong, inclusive and equitable society that ensures opportunity for all Aucklanders. This is achieved through means such as Auckland-wide community funding and grants, and by providing programmes, advice and information services on a regional basis Provision of regional community facilities that provide community groups with affordable access to conduct and promote their activities Delivers tailored regional graffiti reduction, crime prevention and community safety programmes. Crime prevention includes safety patrolling, CCTV provision, environmental design and car crime reduction. Community safety includes drug and alcohol harm reduction, injury prevention and family violence prevention programmes. Through these services, council contributes to keeping Auckland safe and deterring criminal activity. Council is both a direct and indirect service provider. Many of these programmes will be delivered at a local board level This focuses on eligible older people, supporting them to be active, healthy, safe and independent while staying close to friends and family. This involves coordination of services and support for tenants, maintenance and monitoring of properties and
Regional community development initiatives
Regional community facilities Regional community safety programmes
Regional social housing
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Activities What are we providing and why the creation of future housing developments. While housing for older people is discretionary, council views it as a significant item in long-term and asset management plans Note: Local board community activities are contained in the section Local Community Services.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how regional community services: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan A strong, safe community contributes to a strong city and we are committed to activities that will strengthen our communities with a focus on children and young people, affordable housing and skills development. The needs of children and young people are priorities for regional community services. We also want to increase their level of engagement with council so they can participate in decision-making. Facilities must be accessible for everyone from young children to the disabled and elderly. We propose to improve access to all new public projects and public transport. Those facilities, and the broader community, must also be safe and well work collaboratively to encourage design that helps prevent crime. Housing is a major issue in Auckland and we are looking at our role and joint ventures when it comes to our Affordable Housing Strategy. Auckland is home to a large number of migrants and we have opportunities though the Auckland Regional Settlement strategy and by working with Pasifika, refugee and community groups to support educational initiatives to encourage skill development. Alongside this, we want to start council cadetships to develop skilled workers to meet industry needs. Community outcomes These activities contribute primarily to the following outcomes:
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Strategic directions, priorities and directives Strategic directions Create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders Priorities Put children and young people first Improve the education, health and safety of Aucklanders, with a focus on those most in need Strengthen communities Directives Put children and young people first and consider their well-being in all of things that we do Improve community safety and ensure that Auckland is a safe place
Support community-led development and work with communities to develop leadership, skills and capacity Promote inclusion, reduce discrimination and remove barriers to opportunity and participation, particularly for disadvantaged groups Prioritise facilitation of Mori outcomes through a comprehensive and coordinated development programme
Enable Mori aspirations through recognition of The Treaty of Waitangi and customary rights Integrate arts, culture, heritage and lifestyle into our daily lives
Support sustainable development of Mori: outcomes, leadership, community and partnerships
Value and foster Auckland's cultural diversity
Encourage and support a range of community events and cultural festivals that reflect the diversity of cultures in Auckland Support people to retain and learn their languages and other forms of cultural expressions Support artists and creative enterprises and contribute to Auckland's vibrancy, sense of community and its economy Foster and encourage the development of the creative sector Promote the city centre as a focus for major cultural institutions and develop a diverse supporting network of cultural centres and programmes across the region Ensure a mix of dwelling types to reflect changing demographics, family structures and age groups Actively use council's statutory and discretionary roles to improve housing affordability across Auckland Explore all options to improve housing affordability and supply jointly with council, government agencies, iwi and the private sector, including leveraging council-owned land through joint ventures, public private partnerships, equity assistance and other forms of collaboration.
Appropriately house all Aucklanders
Increase housing choice to meet preference and need Improve housing affordability
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Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Protect, enable, align, integrate and provide social and community infrastructure for present and future generations Protect and enable critical social infrastructure services to match the needs of Auckland's current and future populations Identify community infrastructure needs and engage local boards through the LTP process to prioritise community infrastructure requirements Represent community infrastructure investments and needs in land use and transport planning documents and prioritise access to community infrastructure to help prioritise wider council programmes and investments Maintain and extend the public open space network, sporting facilities, swimming pools, walkways and trails for Aucklanders now and in the future
Maori outcomes Our primary contribution is to Rangatiratanga (self-determination) and Mana Tangata Oritetanga (equal opportunity). Developing regional community development programmes with a focus on enhancing wellbeing for Mori is an important priority for council. We run and fund programmes to strengthen specific sectors of the community, including Mori. Programmes are often based around geographical areas or population groups such as initiatives for youth, school holiday programmes,, people with disabilities and older people. We have a special relationship with Mori and our partnerships build on mtauranga Mori (Mori knowledge) and networks with a focus on community development. We support outcomes that enhance democratic participation, education and employment, social enterprise, and sports development for social and cultural cohesion within a bicultural framework. Most community development programmes at a regional and local level have a strong component of delivery for Mori. There is a strong partnership approach to this process and council works with iwi, Mori providers and urban Marae to deliver grassroots action. Providing community health and well-being programmes contributes to Mori well-being. Community safety includes drug and alcohol harm reduction, injury prevention and family violence prevention programmes. Our Mori wardens help to improve community safety and ensure that Auckland is a safe place. We are keen to explore all options to improve housing affordability and supply jointly with council, government agencies, iwi and the private sector, including leveraging council-owned land through joint ventures, public private partnerships, equity assistance and other forms of collaboration. Council enables and supports Mana Whenua and mtaawaka aspirations along with opportunities to contribute to Aucklands future development through initiatives such as papa kainga and Marae development. Local Board Plans Promoting community well-being is at the heart of the local board plans. Local boards are focusing on the need for community programmes and facilities that create a strong sense of community identity and belonging. Local boards provide support and funding to community groups. Communities want to feel safe in their neighbourhoods and feel proud of where they live, work and play. Some local board plans also raise the importance of quality and affordable housing. These issues are considered as part of the regional community development policy and facility management activities undertaken as part of this theme. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.
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Over the next ten years Council plans to spend up to 49 million dollars on capital projects in relation to this activity. Council has identified eight priority local projects that will all begin now and continue over the life of this plan. Some programmes, while developed at the regional level, are delivered locally. Key projects and priorities Auckland Council Graffiti Management Plan Increasing healthy and affordable housing through outside partnerships Supporting programmes, strategies and coordination on homelessness Providing activities, programmes and services to develop strong resilient families Deliver self-sufficiency, food security and local affordable food production programmes Provision of lifelong learning courses through literacy programmes and work-related skills development and training Support and advocacy for early intervention parenting programmes and early childhood learning programmes Building capacity of youth organisations, programmes and networks focusing on education, employment and training 2012/2013 2013/2014 2014/2015 2015-2022


The table below illustrates consolidated levels of service and performance measures across the region. The measures below track whether communities receive the quality of service they expect and that the management of community services is meeting the standards guaranteed by council.
Level of service statement Provide equitable and sustainable community development policies, resources and programmes that support community well-being Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of customers satisfied with community development programmes Percentage of Maori customers satisfied with
New measure
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
New measure
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
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community development programmes Number of community development programmes provided Percentage of Maori participants in community development programmes Percentage of residents satisfied with Citizens Advice Bureau services Improve community safety through delivery of programmes and initiatives with partner organisations and the community Number of volunteers actively involved in community patrolling Number of criminal incidents recorded on Council CCTV and referred for police follow up Percentage of all assets that are graffiti free across the city Percentage of graffiti removal requests completed within 24 hours of reporting Provide accessible and affordable housing to eligible people within the community Percentage of tenants satisfied with provision and management of housing facilities for older people Percentage occupancy rate 26 26 26 26 26 26 26 26 26 26 26
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
77%
76%
76%
76%
76%
76%
76%
76%
76%
76%
76%
New measure
200
200
200
200
200
200
200
200
200
200
New measure
600
600
600
600
600
600
600
600
600
600
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
100%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
81%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
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Community
$000 Financial year ending 30 June OPERATING EXPENDITURE Community development policy Regional community development initiatives 2 Regional community facilities Regional community safety initiatives Regional social housing Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs 3 Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Community development policy Regional community development initiatives Regional community facilities Regional community safety initiatives Regional social housing 4 Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions 5 Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 11,625 23,217 6,528 11,797 8,397 61,564
Long-term Plan 2012-2022 2013 11,333 16,234 5,564 12,732 3,074 48,937 2014 11,496 15,502 5,361 12,930 3,207 48,496 2015 11,657 15,541 5,392 13,225 4,013 49,828 2016 11,817 16,444 5,658 13,774 4,836 52,529 2017 11,895 16,378 5,641 13,953 5,112 52,979 2018 12,180 16,675 5,740 14,398 5,273 54,266 2019 12,666 16,384 5,674 14,805 5,255 54,784 2020 13,104 16,804 5,820 15,372 5,446 56,546 2021 13,252 16,768 5,815 15,564 5,496 56,895 2022 13,994 17,564 6,091 16,532 5,810 59,991
13,000 4,517 25 44,023 61,565
14,443 1,899 (498) 33,093 48,937
14,804 2,081 (346) 31,958 48,497
15,174 2,336 167 32,152 49,829
15,584 2,639 444 33,862 52,529
16,004 2,879 516 33,580 52,979
16,389 3,013 479 34,385 54,266
16,781 2,940 444 34,619 54,784
17,218 2,948 394 35,986 56,546
17,699 2,957 333 35,905 56,894
18,195 3,026 268 38,503 59,992
43,002 0 16,506 2,041 16 0 0 0 61,565 0 0
38,580 0 7,035 2,284 16 0 395 0 48,310 (627) 0
37,248 0 7,195 2,293 17 0 1,057 0 47,810 (687) 0
37,397 0 7,361 2,301 18 0 1,980 0 49,057 (772) 0
39,452 0 7,542 2,311 18 0 2,421 0 51,744 (785) 0
42,145 0 7,736 2,320 19 0 0 0 52,220 (759) 0
43,312 0 7,908 2,330 20 0 0 0 53,570 (696) 0
43,755 0 8,086 2,341 21 0 0 0 54,203 (581) 0
45,417 0 8,281 2,341 21 0 0 0 56,060 (486) 0
45,643 0 8,500 2,341 21 0 0 0 56,505 (389) 0
48,603 0 8,728 2,341 21 0 0 0 59,693 (299) 0
0 0 117 37 8,161 8,315
0 0 62 38 6,401 6,501
0 0 74 39 16,748 16,861
0 0 65 41 14,465 14,571
0 0 67 42 1,751 1,860
0 0 81 43 1,264 1,388
0 0 71 27 1,744 1,842
0 0 73 0 1,585 1,658
0 0 75 0 1,427 1,502
0 0 77 0 1,471 1,548
0 0 79 0 1,503 1,582
0 3,537 4,778 8,314
0 653 5,849 6,501
0 757 16,105 16,862
0 718 13,853 14,571
0 711 1,148 1,860
0 743 645 1,388
0 732 1,109 1,842
0 722 935 1,658
0 684 818 1,502
0 702 846 1,548
0 720 861 1,581
8,309 7,363 0 4,518 0 (11,875) 8,315 0
8,396 0 0 1,272 0 (3,167) 6,501 0
6,234 0 0 1,394 9,233 0 16,861 0
9,036 0 0 1,565 3,970 0 14,571 0
0 0 0 1,856 4 0 1,860 0
0 0 0 2,119 0 (731) 1,388 0
0 0 0 2,317 0 (475) 1,842 0
0 0 0 2,358 0 (700) 1,658 0
0 0 0 2,462 0 (960) 1,502 0
0 0 0 2,567 0 (1,019) 1,548 0
0 0 0 2,728 0 (1,146) 1,582 0
1,543 (10,332) (13,104) 0 395 1,057 0 0 9,233 0 0 0 (11,875) (3,167) 0 0 (2,814)
(2,814) 1,980 3,970 0 0 0 3,136
3,136 2,421 4 0 0 0 5,561
5,561 0 0 0 (731) 0 4,830
4,830 0 0 0 (475) 0 4,355
4,355 0 0 0 (700) 0 3,655
3,655 0 0 0 (960) 0 2,695
2,695 0 0 0 (1,019) 0 1,676
1,676 0 0 0 (1,146) 0 530
0 0 (10,332) (13,104)
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Auckland Regional Migrant Services Charitable Trust, The Waitemata Harbour Clean Up Trust. Annual Plan 2012 comparative includes expenditure that is incorporated in local activities from 2013.
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Community
3 4 5 A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings. The increase in expenditure for 2014 and 2015 is due to the Wilsher Village redevelopment in this group of activities by the Auckland Council. Annual Plan 2012 comparative includes expenditure that is incorporated in local activities from 2013.
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Community
Local community services
One of the purposes of local government is to "promote the social, economic, environmental and cultural well-being of communities, in the present and for the future. Community services is a key part of building stronger communities that contribute a sense of belonging and pride using social/cultural services and facilities to enable social-connectedness opportunities for all. Local programmes and facilities enable people to meet, interact and participate in their community and achieve a range of community outcomes. It also helps communities develop their local economies. This delivers on the broader strategy and direction set by regional community services. Local boards make decisions about the specific location, design and build of community facilities and programmes, tailored community programmes, local community advisory services and variations to region-wide service standards (such as opening hours). This includes oversight of budgets for these activities. Priorities and projects for local community services and facilities within each local board area are discussed in local board plans and agreements. The physical assets related to these activities are listed under each of the local board agreements in Volume Four of this document.
Activities
Activities Local community development initiatives What we are providing and why Responsible for programmes and initiatives that support a wide range of community-based outcomes. This is done through community funding and grants, specific programmes, advice and information services, and developing and implementing initiatives. Oversees the number and location of regional community facilities. By acting as both a direct and indirect service provider, council can have a positive influence on the availability of accessible and affordable places for people to meet, interact and participate within their community. Delivery of community safety programmes, including Auckland-wide graffiti eradication, graffiti vandalism enforcement, and provision of CCTV systems.
Local community facilities
Local community safety initiatives

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how local community services: progresses the Auckland Plan contributes to community outcomes contributes to our strategic directions contribute to Mori outcomes aligns with Local Board Plans. The Auckland Plan Local community services offers Aucklanders a range of opportunities to enrich their lives. Children and young people are a priority because of their potential and the value that community facilities offer them. We are continuing our support for and enhancing recognised community programme for Mori, and we are working with Pasifika, refugee, migrant and community groups to support educational initiatives to encourage skill
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Community
development. For new migrants, we are implementing the Auckland Regional Settlement Strategy. Other activities include community safety to encourage design that helps prevent crime, improving access to all new public projects and public transport for the elderly, disabled and children, and the Affordable Housing Strategy. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document. Community outcomes These activities contributes primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Directions Create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders Priorities Put children and young people first Directives Put children and young people first and consider their well-being in all of things that we do Support parents, families, whanau, aiga and communities in their role as caregivers and guardians of children and young people Improve the learning and educational opportunities for all Aucklanders Tackle low levels of literacy and numeracy and provide opportunities for life-long learning Reduce health inequalities and improve the health of all Aucklanders Improve community safety and ensure that Auckland is a safe place Support community-led development and work with communities to develop leadership, skills and capacity Promote inclusion, reduce discrimination and remove barriers to opportunity and participation, particularly for disadvantaged groups Prioritise facilitation of Mori outcomes through a comprehensive and coordinated development programme
Improve the education, health and safety of Aucklanders, with a focus on those most in need
Strengthen communities
Enable Mori aspirations through recognition of The Treaty of Waitangi and customary rights
Support sustainable development of Mori: outcomes, leadership, community and partnerships
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Community
Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Protect, enable, align, integrate and provide social and community infrastructure for present and future generations Protect and enable critical social infrastructure services to match the needs of Auckland's current and future populations Identify community infrastructure needs and engage local boards through the LTP process to prioritise community infrastructure requirements
Mori outcomes Council puts a priority on local community development programmes with a focus on Mori well-being. This includes enhancing democratic participation, education and employment, social enterprise, and sports development for social and cultural cohesion within a bicultural framework. Specific local activities will include information around democratic participation and participation on community and business boards, developing projects that grow successful Mori social enterprises and also provide local training and community connection, and improving health outcomes for Mori Local Board Plans Most local board plans identify a desire to upgrade or provide new community facilities to meet the needs of growth and/or diverse communities. In particular, many of the plans highlight the need to provide community space, facilities and programmes which cater for youth. Other areas of priority for many local boards include safety, self-sufficiency, beautification, graffiti, community garden and community patrol initiatives. Advocacy in relation to the provision of affordable and better quality housing in specific communities is also a theme across some plans. In general, many boards have noted the benefits of establishing community wellbeing monitoring systems, and working with local community groups and social service, health and housing providers to ensure that the needs of local communities are being met. Local community development initiatives and facilities activities are all central to achieving these aims.

Over the next 10 years, council plans to spend up to 60 million dollars on capital projects in relation to this activity. The projects identified relate primarily to minor or major upgrades of community centres and halls that provide services to all cross sections of the community across Auckland. For a summary of local capital projects for the next ten years in your local board area refer to Chapter Two in this volume. For projects in the 2012/2013 year by local board, refer to the local board agreements in Volume Four of this LTP.

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen them. There are no significant negative effects associated with these activities.
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Community
Level of service statement Provide local community development resources, funds and programmes that build community well-being Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of community groups satisfied with assistance and advice provided Percentage of community funding/grant recipients meeting grant obligations Percentage of users satisfied with community centres and community houses Percentage of available time community centres and halls are used (actual hours used compared to hours available) Percentage of respondents who perceive that their neighbourhood is reasonably safe in the day time Percentage of respondents who perceive that their neighbourhood is reasonably safe at night time
41%
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
New measure
95%
95%
95%
95%
95%
95%
95%
95%
95%
95%
Provide community halls, centres and houses that meet the recreational and social needs of the local community
58%
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
New measure
50%
50%
50%
50%
50%
50%
50%
50%
50%
50%
Improve community safety through delivery of programmes and initiatives with partner organisations and the community
82%
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
37%
55%
55%
55%
55%
55%
55%
55%
55%
55%
55%
197
Community
$000 Financial year ending 30 June OPERATING EXPENDITURE Local community development initiatives Local community facilities Local community safety initiatives Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Local community development initiatives Local community facilities 2 Local community safety initiatives Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 1,476 9,567 238 11,281
Long-term Plan 2012-2022 2013 2,461 20,592 507 23,560 2014 2,736 21,741 575 25,052 2015 2,640 22,808 632 26,080 2016 2,164 23,985 645 26,794 2017 1,961 24,742 671 27,374 2018 1,994 25,468 696 28,158 2019 1,991 26,700 732 29,423 2020 2,042 27,966 763 30,771 2021 2,050 28,470 776 31,296 2022 2,150 30,349 818 33,317
247 3,173 311 7,550 11,281
334 366 621 22,239 23,560
343 586 1,129 22,994 25,052
351 707 1,753 23,268 26,079
361 989 2,244 23,201 26,795
370 1,228 2,534 23,241 27,373
379 1,326 2,611 23,842 28,158
388 1,429 2,665 24,940 29,422
398 1,547 2,705 26,121 30,771
410 1,668 2,717 26,502 31,297
421 1,788 2,721 28,386 33,316
6,845 0 4,018 284 134 0 0 0 11,281 0 0
18,978 0 3,980 272 138 55 16 0 23,439 (121) 0
20,166 0 4,147 272 143 99 32 0 24,859 (193) 0
20,948 0 4,243 272 147 146 89 0 25,845 (234) 0
21,522 0 4,387 272 153 165 2 0 26,501 (294) 0
21,887 0 4,544 272 158 189 0 0 27,050 (323) 0
22,541 0 4,676 272 163 199 0 0 27,851 (307) 0
23,630 0 4,837 272 168 232 0 0 29,139 (283) 0
24,864 0 4,980 272 174 226 0 0 30,516 (255) 0
25,258 0 5,140 272 180 225 0 0 31,075 (222) 0
27,146 0 5,307 272 186 227 0 0 33,138 (178) 0
0 5,562 235 5,797
0 6,795 754 7,549
0 11,736 245 11,981
0 9,575 253 9,828
0 8,856 91 8,947
0 3,096 94 3,190
0 3,820 96 3,916
0 3,928 99 4,027
0 3,351 51 3,402
0 3,440 52 3,492
0 3,529 53 3,582
1,208 462 4,127 5,797
619 1,359 5,570 7,549
4,968 2,240 4,773 11,981
4,728 1,831 3,268 9,827
3,558 1,214 4,175 8,947
0 792 2,398 3,189
0 196 3,721 3,917
360 218 3,449 4,026
0 169 3,233 3,402
0 173 3,319 3,492
0 178 3,405 3,583
0 0 0 3,173 2,624 0 5,797 0
0 380 0 246 6,923 0 7,549 0
0 685 0 393 10,903 0 11,981 0
0 940 0 474 8,414 0 9,828 0
0 1,145 0 695 7,107 0 8,947 0
0 1,411 0 904 875 0 3,190 0
0 1,784 0 1,020 1,112 0 3,916 0
0 1,985 0 1,147 895 0 4,027 0
0 1,845 0 1,292 265 0 3,402 0
0 1,772 0 1,448 272 0 3,492 0
0 1,830 0 1,610 142 0 3,582 0
4,882 0 2,624 0 0 0 7,506
7,506 16 6,923 0 0 0 14,445
14,445 32 10,903 0 0 0 25,380
25,380 89 8,414 0 0 0 33,883
33,883 2 7,107 0 0 0 40,992
40,992 0 875 0 0 0 41,867
41,867 0 1,112 0 0 0 42,979
42,979 0 895 0 0 0 43,874
43,874 0 265 0 0 0 44,139
44,139 0 272 0 0 0 44,411
44,411 0 142 0 0 0 44,553
Notes:
1 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, North Shore Heritage Trust, Manukau Beautification Charitable Trust, Safer Papakura Security Ltd, Safer Papakura Trust, City of Manukau Education Trust, Mangere Mountain Education Trust. The movement in expenditure for the period 2013 to 2016 is mainly due to the allocation of budget for the Massey North community centre, the multi-use community facility Flatbush and the community facility renewals (central) projects by the Auckland Council.
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Community
199
Lifestyle and culture

Contents
Overview 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 xx xx xx xx xx xx xx xx xx
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Overview
We are involved in coordinating a wide range of lifestyle and culture activities. Through these activities, we want to make Auckland a dynamic, exciting and distinctive place in which to live, work and visit. We have two council-controlled organisations (CCOs) to help do this. Regional Facilities Auckland (RFA) manages, supports and oversees key facilities with a focus on making better use and coordination of our major venues and attractions. Auckland Tourism, Events and Economic Development (ATEED) sponsors or attracts major events to Auckland and provides them with logistical and operational support. We have a number of programmes and facilities that attract visitors to Auckland and enhance lifestyle and cultural choices for residents and visitors. These include the Auckland Art Gallery Toi o Tamaki, Auckland Zoo, museums, recreation facilities, arts programmes and facilities. We also deliver a range of events, invest in facilities to attract world-class events to Auckland, and partner with other organisations to help deliver arts and recreation outcomes. Mori can both benefit from our investment in lifestyle and culture and contribute to it in terms of making Auckland attractive to residents, businesspeople and visitors. We work to protect and enhance Aucklands natural environment and ecology through developing and maintaining parks, preserving and protecting our natural features such as the volcanic landscape and the Hauraki Gulf Islands. The governing body makes decisions about regional recreation, sports strategies and policies, service standards and guidelines, the number and general location of facilities, regional recreation and sports programmes. Local boards make decisions about local recreational/sports facilities and programmes, and their budgets. Priorities and projects for local sporting and recreational facilities within each local board area are discussed in Local Board Plans and agreements. Council has a commitment to Mori culture that is delivered through Auckland-wide and local programmes where we work in partnership with Mori. These programmes focus on community development and arts, culture and events. We will continue to maintain, renew and develop our arts, events and recreation facilities and our parks network. New or expanded arts, recreation facilities and parks are planned to meet our increasing population, cultural diversity, and changing lifestyles. The council carries out the following groups of activities under this theme with the governing body and CCOs having decision-making responsibility: regional arts, culture and events services regional event facilities regional parks services regional recreation services regional collections and amenities. Local boards also have a decision-making role in relation to: local arts, culture, events, local parks services local recreation services. These are discussed in sections Local Arts, Culture and Events Services, Local Parks Services and Local Recreation Services.
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Regional arts, culture and events services
Arts, culture and events bring communities together, helping us to celebrate diversity. They add heart and colour to Auckland, creating character and identity and making the city a vibrant and enjoyable place to be. They enrich the lives of residents and visitors and contribute to our position as a world-leading, dynamic and culturally diverse international city by reflecting the breadth and talent of communities in Auckland. Arts, cultural and events stimulate and support our creative sector and contribute to our economic and cultural well-being. They can help raise awareness and appreciation of our natural environment and contribute to quality public spaces. We support this sector through a range of regional programmes including public art, regional events and regional facilities. Auckland is home to major arts and cultural institutions including the Auckland Art Gallery, the Auckland War Memorial Museum, the Auckland Philharmonia Orchestra and the Auckland Theatre Company. Key physical assets used to deliver these activities are: event collateral and equipment facilities including Q Theatre, Pah Homestead, Te Tuhi Centre for the Arts, Artstation, Lopdell House and Corbans Estate Arts Centre.
Activities
Activities Arts, culture and events policy What we are providing and why This guides the delivery of arts, culture and event services to the community to make a positive contribution to Aucklands cultural well-being and creativity. This will be achieved through a broad range of regional and local programmes that enliven the city and use cultural expression and understanding to connect communities. A prime consideration is accommodating our increasing cultural diversity and cultivating Auckland as an international centre of excellence in arts and culture The goal is to generate a positive contribution to Aucklands public places, unique identity and attractiveness. Key activities include regional permanent and temporary public art projects, arts funding and grants, marketing and promotion of arts and cultural services and community arts projects. This also supports the growth of the arts and cultural sector and provides opportunities for developing creative skills, knowledge and cultural well-being within the community The service ensures access to regional events that cater to the breadth of Aucklands communities. This will contribute to the sense of pride and identity, cultural life and vibrancy of local communities through opportunities for people to experience and enjoy events. Regional events also support economic development by attracting visitors
Regional arts and culture initiatives
Regional events
Note: Local arts, culture, and events activities are contained in the section Local Arts, Culture and Events Services.
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Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how regional arts, culture and event services: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Arts, culture and events deliver numerous benefits to Aucklanders, the city and the country. They can involve individuals, groups and communities. They can support new and emerging artists and drive the need for venues and infrastructure to showcase our talents. They can support diversity and building capacity and connections across ethnic groups and cultural sectors, particularly Mori culture. We can make more use of public and street art to create stunning city and local environments. We can use the sector to help us create well connected quality towns, villages and neighbourhoods with community cultural centres. Council is committed to ensuring everyone has equitable access to major cultural institutions and outreach programmes. This sector encourages collaboration between cultural, tertiary and creative organisations; it gives weight to funding requirements and can build community capacity, skills and leadership. This is one area where children and young people can benefit enormously. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders Priorities Strengthen communities Directives Support community-led development and work with communities to develop leadership, skills and capacity Promote inclusion, reduce discrimination and remove barriers to opportunity and participation, particularly for disadvantaged groups Encourage and support a range of community events and cultural festivals that reflect the diversity of cultures in Auckland Support people to retain and learn their languages and other forms of cultural expressions
Integrate arts, culture, heritage and lifestyle into our daily lives
203

Strategic directions Priorities Valuing our artists, creative sector and our cultural institutions Directives Support artists and creative enterprises and contribute to Auckland's vibrancy, sense of community and its economy Foster and encourage the development of the creative sector Promote the city centre as a focus for major cultural institutions and develop a diverse supporting network of cultural centres and programmes across Auckland
Mori outcomes Mori are an essential part of our arts, culture and events worlds. Once an Arts and Culture Strategy has been produced, a regional Mori Arts Strategy will be developed to give effect to this. Three dedicated staff work with local iwi and relevant organisations to develop and deliver arts and cultural programmes across the region, such as the Matariki Festival. Mori artists, arts groups and projects are supported through regional contestable arts funding. Local Board Plans Fostering arts, culture, heritage and lifestyle of local communities is a priority area for local boards. The local board plans recognise the particular characteristics of the local boards own diverse communities and propose very locally based-initiatives to promote this important component of liveability. Many local board plans promote arts and cultural projects and initiatives. These include supporting local community arts facilities and groups, including providing new or improved facilities, supporting arts festivals, and funding arts organisations. Promoting local events is also a key theme, particularly those that showcase the local area and its communities. This includes heritage events and events that focus on ethnic and cultural diversity. These types of events encourage communities to connect and build a shared identity. Protecting and valuing all forms of heritage is a high priority for all local boards. This includes the natural, cultural and built heritage of their local area. The importance of Maori heritage is also raised by a number of local boards. Local boards want to promote knowledge and understanding of their areas heritage. Initiatives proposed include heritage surveys, interpretive signage and heritage trails. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.

Over the next ten years Council plans to spend up to 25 million dollars on capital projects in relation to this activity. Council has identified eight priority regional projects that all begin now, including key initiatives around the St James Theatre and development of Mori arts and culture. Key projects and priorities A public art policy aligned to the Auckland Plan Community group assistance framework to determine councils funding priorities for arts and culture. An events policy aligned to the Auckland Plan. 2012/2013 2013/2014 2014/2015 2015-2022
204

Key projects and priorities Work with Auckland Theatre Company to support its proposal to develop a waterfront theatre Investigate options to secure the St James Theatre A regional programme of semi-permanent/permanent public art projects Regional maintenance of temporary public art projects Development of Mori arts and culture 2012/2013 2013/2014 2014/2015 2015-2022


The table below illustrates consolidated levels of service and performance measures across the region. The measures below track whether communities receive the quality of service they expect from the council (or organisations that receive grants from the council) and that the management of these is meeting the standards guaranteed by council.
Level of service statement Deliver, facilitate and fund diverse and high quality arts and cultural programmes and activities Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of participants satisfied with community arts programmes overall Number of arts and cultural activities provided by council Number of public art partnerships
91%
80%
80%
85%
85%
85%
85%
85%
85%
85%
85%
New measure
80
80
80
80
80
80
80
80
80
80
New measure 88%
10
10
12
12
12
12
12
12
12
12
Deliver and facilitate regional events targeted to attract regional, national and international attendees
Percentage of attendees satisfied with events overall Estimated number of attendees at regional events Number of events permitted in Auckland Percentage of Maori participating in events supported by Council
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
144,000
144,000
144,000
144,000
144,000
144,000
144,000
144,000
144,000
144,000
144,000
Not available New measure
776
776
776
776
776
776
776
776
776
776
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
205

Regional arts, culture and event services
$000 Financial year ending 30 June OPERATING EXPENDITURE Arts, culture and events policy Regional arts and culture initiatives 2 Regional events Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses 2 Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Arts, culture and events policy Regional arts and culture initiatives Regional events Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing Annual Plan 2012 507 8,622 6,047 15,176
1
Long-term Plan 2012-2022 2013 595 14,075 6,070 20,740 2014 610 14,125 5,807 20,542 2015 621 9,376 5,783 15,780 2016 634 9,876 6,049 16,559 2017 637 10,058 6,060 16,755 2018 654 10,391 6,120 17,165 2019 686 10,679 6,098 17,463 2020 716 11,153 6,397 18,266 2021 728 11,354 6,445 18,527 2022 777 12,047 6,816 19,640
3,513 349 67 11,247 15,176
3,842 629 232 16,038 20,741
3,933 712 356 15,541 20,542
4,032 815 476 10,457 15,780
4,141 927 579 10,912 16,559
4,252 1,022 681 10,801 16,756
4,355 1,120 783 10,907 17,165
4,459 1,232 875 10,898 17,464
4,575 1,350 969 11,372 18,266
4,703 1,421 1,063 11,340 18,527
4,834 1,529 1,151 12,126 19,640
20,081 0 465 209 2,884 0 0 0 23,639 8,463 0
19,106 0 507 920 0 0 0 0 20,533 (208) 0
18,873 0 514 920 0 0 0 0 20,307 (235) 0
14,069 0 522 920 0 0 0 0 15,511 (269) 0
14,832 0 530 920 0 0 0 0 16,282 (277) 0
15,026 0 539 920 0 0 0 0 16,485 (271) 0
15,438 0 547 920 0 0 0 0 16,905 (260) 0
15,744 0 556 920 0 0 0 0 17,220 (244) 0
16,559 0 564 920 0 0 0 0 18,043 (223) 0
16,844 0 574 920 0 0 0 0 18,338 (189) 0
17,984 0 584 920 0 0 0 0 19,488 (152) 0
0 3,216 0 3,216
0 2,490 26 2,516
0 2,515 32 2,547
0 2,150 33 2,183
0 2,275 34 2,309
0 2,319 41 2,360
0 2,378 42 2,420
0 2,447 43 2,490
0 2,645 44 2,689
0 2,717 46 2,763
0 2,788 47 2,835
169 50 2,997 3,216
0 76 2,440 2,516
0 53 2,494 2,547
0 55 2,129 2,183
0 57 2,253 2,309
0 59 2,302 2,360
0 60 2,360 2,420
0 62 2,428 2,490
0 63 2,626 2,690
0 65 2,697 2,762
0 67 2,768 2,834
0 0 0 8,807 0 (5,592) 3,215 (1)
0 0 0 421 2,095 0 2,516 0
0 0 0 477 2,070 0 2,547 0
0 0 0 546 1,637 0 2,183 0
0 0 0 652 1,657 0 2,309 0
0 0 0 752 1,608 0 2,360 0
0 0 0 861 1,559 0 2,420 0
0 0 0 988 1,502 0 2,490 0
0 0 0 1,126 1,563 0 2,689 0
0 0 0 1,234 1,529 0 2,763 0
0 0 0 1,378 1,457 0 2,835 0
133 0 0 0 (5,592) 0 (5,459)
(5,459) 0 2,095 0 0 0 (3,364)
(3,364) 0 2,070 0 0 0 (1,294)
(1,294) 0 1,637 0 0 0 343
343 0 1,657 0 0 0 2,000
2,000 0 1,608 0 0 0 3,608
3,608 0 1,559 0 0 0 5,167
5,167 0 1,502 0 0 0 6,669
6,669 0 1,563 0 0 0 8,232
8,232 0 1,529 0 0 0 9,761
9,761 0 1,457 0 0 0 11,218
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, ARTS (Regional) Trust. The decrease in expenditure in 2015 is due to allocation of the $10 million funding for the Auckland Theatre Company Ltd that come to an end.
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Local arts, culture and events services
Arts, culture and events are central to Aucklands character and identity, helping to connect and strengthen our communities through creativity and celebration, and enrich our lives. They contribute to our quality of life and help showcase our cultural heritage regionally, nationally and internationally, attracting people here to live, visit and play. We carry out a wide range of local arts and cultural activities, customising them to accommodate our diversity, meet local needs and foster talented artists. The governing body makes decisions about regional arts and culture strategy, facilities, programmes, events and event sponsorship. It also decides the number and general location of facilities across Auckland and oversees consenting for filming. Local boards can provide input into these areas. Your local board makes decisions arts and culture in your area and the budget for these activities. Priorities and projects are discussed in Local Board Plans and agreements. The physical assets related to these activities are listed under each of the local board agreements in Volume Four of this document.
Activities
Activities Local arts and culture facilities What we are providing and why Responsible for local community arts facilities for individuals, groups and organisations. This includes centres halls and their maintenance and operations, as well as performances and exhibitions. Council offers this service to promote and provide access to arts and culture and places for celebration and social gathering within local communities. This contributes to the cultural life and vibrancy of local communities while creating a sense of pride and identity Programmes to promote and enable art, culture and events across the region to contribute to the cultural life and vibrancy of local communities and provide opportunities for participation, and develop creative skills and knowledge Responsible for the delivery and sponsorship of, and access to, local events. The goal is to contribute to the cultural life and vibrancy of local communities through opportunities for people to participate in events. The importance of this service is accentuated by a lack of commercial incentive for the private sector to provide local community events
Local arts and culture initiatives Local events
207

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how local arts, culture and events services: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans The Auckland Plan These activities will deliver wide-ranging benefits to the community, ranging from prioritising the needs of children and young people to arts and culture, collaborations, the economy and enhancing Aucklands urban appearance. Encouraging cultural, tertiary and creative organisations to work together and to accommodate funding needs across these groups will benefit from a collaborative approach, alongside strategies to build community capacity, skills and leadership. Arts and culture have significant potential to enrich our lives through a wide range of programmes events that celebrate diversity, particularly Mori culture, the support of new and emerging artists, and creative enterprises, venues and infrastructure to showcase our creativity. We propose international intern programmes, shared creative workspaces, and more public and street art. There are local community cultural centres and programmes to build capacity and connections across ethnic groups and the cultural sector, along with equitable access to major cultural institutions and outreach programmes. Local activities also deliver economic benefit through upskilling and strategies to support new migrants. Auckland can be enhanced in urban design terms to create a stunning city centre, well-connected quality towns, villages and neighbourhoods, and physical and social infrastructure and services aligned to the timing of redevelopment. Community outcomes These activities contribute primarily to the following outcomes:
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Strategic directions, priorities and directives Strategic directions Create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders Priorities Strengthen communities Directives Support community-led development and work with communities to develop leadership, skills and capacity Promote inclusion, reduce discrimination and remove barriers to opportunity and participation, particularly for disadvantaged groups Encourage and support a range of community events and cultural festivals that reflect the diversity of cultures in Auckland Support people to retain and learn their languages and other forms of cultural expressions Support artists and creative enterprises and contribute to Auckland's vibrancy, sense of community and its economy Foster and encourage the development of the creative sector Promote the city centre as a focus for major cultural institutions and develop a diverse supporting network of cultural centres and programmes across the region
Mori outcomes Council will develop an Arts and Culture Strategy and this will be used to create an Auckland-wide Mori Arts Strategy. Three dedicated staff work with local iwi and relevant organisations to develop and deliver local arts and cultural programmes including targeted Marae-based programmes. Mori artists, arts groups and projects are supported through local and regional contestable arts funding. Local Board Plans A common theme across local board plans is the importance of celebrating heritage, identity and the culture of local communities. A desire for new or redeveloped arts facilities and programmes which better meet the needs of growth or diverse communities was also common across many of the plans. Many local boards also placed particular emphasis on events and facilities which cater for youth, Maori and Pasifika communities. Local arts and culture facilities, initiatives and events are all activities which are central to the achievement of these local board objectives.

Over the next 10 years, council plans to spend up to 36 million dollars on capital projects in relation to this activity. The projects enable Aucklanders to both actively engage in the creation of art through facilities such as Art Works Glen Innes Music and Arts Centre for Youth or to simply experience the works of others and expand their understanding of art through facilities such as Lopdell House in Titirangi. For a list of local capital projects for the next 10 years in your local board area refer to Chapter Two in this volume. For projects in the 2012/2013 year by local board, refer to the local board agreements in Volume Four of this LTP.
209

210

Level of service statement Provide opportunities and facilities for the community to experience and enjoy the arts Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of visitors satisfied with council arts facilities overall Average number of visits to local arts facilities per 1000 residents Number of participants in arts programmes per 1000 residents
87%
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
420
420
420
420
420
420
420
420
420
420
420
Not available
240
240
240
240
240
240
240
240
240
240
Deliver, facilitate and fund diverse and high quality arts and cultural programmes
Percentage of participants satisfied with community art programmes overall Number of attendees at performances provided by arts organisations who received council arts grants Number of participants in arts programmes per 1000 residents Number of performances provided by arts organisations who receive council arts grants (as part of meeting their grant conditions) Number of Mori arts and culture initiatives that contribute to Mori outcomes
91%
80%
80%
85%
85%
85%
85%
85%
85%
85%
85%
Not available
50,000
50,000
50,000
50,000
50,000
50,000
5,0000
50,000
50,000
50,000
Not available
100
100
100
100
100
100
100
100
100
100
Not available
50
50
50
50
50
50
50
50
50
50
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Deliver and facilitate events that meet local community needs
Percentage of attendees satisfied with council provided events overall
New measure
80%
80%
85%
85%
85%
85%
85%
85%
85%
85%
211

Estimated number of attendees at local events per 1000 residents
New measure
171
171
171
171
171
171
171
171
171
171
212

$000 Financial year ending 30 June OPERATING EXPENDITURE Local arts and culture facilities Local arts and culture initiatives Local events Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Local arts and culture facilities 2 Local arts and culture initiatives Local events Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing Annual Plan 2012 5,029 2,444 2,504 9,977
1
Long-term Plan 2012-2022 2013 8,265 933 4,371 13,569 2014 9,221 548 4,571 14,340 2015 9,752 442 4,549 14,743 2016 9,785 784 4,506 15,075 2017 9,956 785 4,450 15,191 2018 10,366 756 4,738 15,860 2019 10,995 429 5,135 16,559 2020 11,272 492 5,228 16,992 2021 11,276 487 5,216 16,979 2022 11,727 503 5,493 17,723
1,300 693 396 7,588 9,977
1,423 232 899 11,014 13,568
1,459 487 1,493 10,902 14,341
1,495 651 1,929 10,669 14,744
1,535 880 2,029 10,629 15,073
1,577 926 2,211 10,476 15,190
1,615 970 2,467 10,808 15,860
1,653 1,099 2,561 11,245 16,558
1,696 1,150 2,538 11,607 16,991
1,744 1,170 2,504 11,561 16,979
1,793 1,201 2,464 12,266 17,724
8,443 140 1,367 27 0 0 0 0 9,977 0 0
12,072 157 1,224 27 0 0 12 0 13,492 (76) 0
12,553 158 1,266 27 0 0 176 0 14,180 (161) 0
13,034 159 1,308 27 0 0 0 0 14,528 (216) 0
13,268 163 1,355 27 0 0 0 0 14,813 (260) 0
13,445 70 1,404 27 0 0 0 0 14,946 (244) 0
14,089 71 1,449 27 0 0 0 0 15,636 (224) 0
14,745 73 1,495 27 0 0 0 0 16,340 (218) 0
15,164 75 1,536 27 0 0 0 0 16,802 (189) 0
15,137 78 1,582 27 0 0 0 0 16,824 (155) 0
15,868 80 1,630 27 0 0 0 0 17,605 (119) 0
6,321 0 106 6,427
9,716 67 111 9,894
10,401 69 53 10,523
1,735 60 55 1,850
2,231 62 57 2,350
5,148 40 59 5,247
3,586 41 60 3,687
474 42 62 578
451 44 0 495
463 45 0 508
475 46 0 521
15 114 6,298 6,427
0 2,330 7,564 9,893
0 10,125 398 10,523
0 1,612 238 1,850
0 1,832 517 2,349
0 4,749 498 5,247
0 3,093 595 3,687
0 136 442 578
0 139 355 494
0 143 365 507
0 147 374 521
0 0 0 693 5,734 0 6,427 0
0 0 0 156 9,738 0 9,894 0
0 0 0 326 10,197 0 10,523 0
0 0 0 436 1,414 0 1,850 0
0 0 0 620 1,730 0 2,350 0
0 0 0 681 4,566 0 5,247 0
0 0 0 746 2,941 0 3,687 0
0 0 0 882 0 (304) 578 0
0 0 0 961 0 (466) 495 0
0 0 0 1,016 0 (508) 508 0
0 0 0 1,082 0 (561) 521 0
5,250 0 5,734 0 0 0 10,983
10,983 12 9,738 0 0 0 20,733
20,733 176 10,197 0 0 0 31,106
31,106 0 1,414 0 0 0 32,520
32,520 0 1,730 0 0 0 34,250
34,250 0 4,566 0 0 0 38,816
38,816 0 2,941 0 0 0 41,757
41,757 0 0 0 (304) 0 41,453
41,453 0 0 0 (466) 0 40,987
40,987 0 0 0 (508) 0 40,479
40,479 0 0 0 (561) 0 39,918
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Pakuranga Arts and Cultural Trust ( Te Tuhi). The increase in expenditure for 2013 and 2014 respectively is mainly due to the capital works on the Glen Innes music and arts centre for youth, the Lopdell House car parking and redevelopment and the Uxbridge arts centre redevelopment projects by the Auckland Council.
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Regional events facilities
Regional Facilities Auckland (RFA) is responsible for high quality performing art, cultural, heritage, leisure, entertainment, sporting and conference facilities that foster Aucklands national and international reputation as an exciting arts, cultural and sports destination. As such, it is a significant contributor to Aucklands cultural life and vibrancy. It helps retain and attract large-scale events, and provides infrastructure support to other major events that deliver economic and sustainable development benefits and positions Auckland as an events destination. RFA owns and operates six facilities, has a financial interest in another and supports through grants five other independently owned and operated regional facilities. Through its Master Plan, RFA plans for new and/or upgraded facilities to ensure Auckland is properly provided for with high-quality facilities that enable Auckland to be the worlds most liveable city. Physical assets owned and operated by RFA are: Viaduct Events Centre Aotea Centre The Civic Auckland Town Hall South Mt Smart Stadium Western Springs Stadium. Outcomes are also delivered through the following organisations with their own governance structures: Bruce Mason Centre North Harbour Stadium TelstraClear Pacific Events Centre North Shore Events Centre Trusts Stadium Vector Arena (under a public private partnership agreement).
Activities
Activities Regional event facility and stadium support What we are providing and why Supports existing facilities and plans for new or developed facilities including North Harbour Stadium, North Shore Events Centre, TelstraClear Pacific Events Centre, Bruce Mason Centre, The Trusts Stadium and Vector Arena (under a public private partnership agreement) Management and development of Mt Smart and Western Springs stadiums Management and development of The Civic, Auckland Town Hall, Aotea Square and Aotea Centre Management and development of the Viaduct Events Centre
Stadium management The Edge event facilities management Viaduct Events Centre management
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Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how regional event facilities: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan RFA is the agency that makes many of our regional event facilities available along with the infrastructure needed to showcase Aucklands creativity and provide a range of sporting and recreation facilities. Sport is a major interest for many, particularly children, and RFA supports institutions and organisations that successfully nurture sporting excellence. It ensures we have an appropriate range of sporting and recreational facilities at regional and local levels to deliver the best sporting and recreational outcomes for Auckland. RFA will continue to monitor facilities to identify existing social infrastructure and underutilised sites and how these might be upgraded or transformed to maximise use. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Integrate arts, culture, heritage and lifestyle into our daily lives Priorities Value and foster Auckland's cultural diversity Directives Encourage and support a range of community events and cultural festivals that reflect the diversity of cultures in Auckland Support artists and creative enterprises and contribute to Auckland's vibrancy, sense of community and its economy Foster and encourage the development of the creative sector Promote the city centre as a focus for major cultural institutions and develop a diverse supporting network of cultural centres and programmes across the region
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Support Auckland's outdoors culture, recreation and sport Enable participation in recreation and sport and ensure public open space and other facilities keep up with the needs of growing population Promote Auckland's sporting and recreational culture and encourage and nurture sporting talent and excellence Develop opportunities to advance Auckland as a gateway and destination for visitors, skilled workers and investors
Develop an economy that delivers opportunity and prosperity for all Aucklanders and New Zealand Acknowledge that nature and people are inseparable
Develop a creative, vibrant world city
Identify and where appropriate protect, manage and expand regionally and nationally significant recreation and open space areas for the enjoyment and use of all Aucklanders Protect and enable critical social infrastructure services to match the needs of Auckland's current and future populations
Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Mori outcomes [content still to come] Local Board Plans
All local boards focused their plans on the need for good quality recreation and sports facilities. They stress their importance for the health, and well-being of their communities, as well as contributing to the sense of community identity and pride. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.

Over the next ten years Council plans to spend up to 214 million dollars on capital projects in relation to this activity. Council is proposing two priority regional projects. Key projects and priorities Mount Smart Stadium upgrade and renewals Auckland Town Hall acoustics upgrade 2012/2013 2013/2014 2014/2015 2015-2022

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. Reverse sensitivity issues can arise through the changing urban landscape placing pressure on existing activities to change their operating behaviour.
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Our response: Where needed, we will manage any issues with residential neighbours through the Resource Management Act 1991, bylaws and Unitary Plan planning processes.

The table below illustrates consolidated levels of service and performance measures across the region. The service levels and performance measures outlined in the table align with RFA's statements of intent. Further details of RFAs performance measures are included in its annual report.
Level of service statement Provide fit for purpose regional event facilities Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Total number of attendances at regional event facilities: North Harbour Stadium, North Shore Events Centre, TelstraClear Pacific Events Centre, Bruce Mason Centre, The Trusts Stadium, Vector Arena (millions) Total number of event days (or days open) held at regional event facilities: North Harbour Stadium, North Shore Events Centre, Telstra Clear Pacific Events Centre, Bruce Mason Centre, The Trusts Stadium, Vector Arena Total number of attendances at regional event facilities (The EDGE includes The Civic, Auckland Town Hall, Aotea Square, Aotea Centre) Total number of event days (or days open) held at the Edge (The EDGE includes The Civic, Auckland Town Hall, Aotea Square, Aotea Centre) Total number of attendances at Mt Smart and Western Springs Total number of event days (or days open) held at Mt Smart and Western Springs Total number of visitors at Viaduct Events Centre Total number of event days (or days open) held at Viaduct Events Centre
1.69
1.75
2.00
2.20
2.40
2.40
2.40
2.40
2.40
2.40
2.40
1,365
1,375
1,400
1,425
1,450
1,450
1,450
1,450
1,450
1,450
1,450
579,705
590,000
560,000
600,000
590,000
600,000
590,000
600,000
590,000
600,000
590,000
850
1100
900
1350
1000
1350
1000
1350
1000
1350
1000
262,570
260,000
265,000
270,000
275,000
275,000
275,000
275,000
275,000
275,000
275,000
339
300
300
300
300
300
300
300
300
300
300
New measure New measure
100,000
110,000
120,000
130,000
140,000
150,000
160,000
170,000
180,000
190,000
100
110
120
130
140
150
160
170
180
190
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Regional event facilities
$000 Financial year ending 30 June OPERATING EXPENDITURE Regional event facility and stadium support Stadium management The EDGE event facilities management Viaduct Events Centre management Total operating expenditure 2 Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Regional event facility and stadium support 3 Stadium management The EDGE event facilities management 4 Viaduct Events Centre management Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 7,006 7,112 24,966 0 39,084
Long-term Plan 2012-2022 2013 9,585 7,269 32,902 518 50,274 2014 9,952 7,467 33,950 536 51,905 2015 10,564 7,460 35,984 548 54,556 2016 10,993 7,376 37,124 548 56,041 2017 11,407 7,515 39,138 559 58,619 2018 11,626 7,734 39,733 572 59,665 2019 12,086 7,915 41,213 581 61,795 2020 13,612 8,141 42,816 597 65,166 2021 15,767 8,408 44,272 612 69,059 2022 17,872 8,684 46,493 626 73,675
10,531 9,553 2,381 16,619 39,084
7,976 8,229 4,572 29,498 50,275
8,175 8,589 4,919 30,221 51,904
8,380 8,848 5,472 31,856 54,556
8,606 9,056 5,870 32,508 56,040
8,838 9,477 6,251 34,053 58,619
9,051 9,854 6,542 34,218 59,665
9,268 10,293 7,000 35,235 61,796
9,509 10,958 8,385 36,315 65,167
9,774 11,870 10,260 37,154 69,058
10,048 12,941 11,973 38,712 73,674
5,418 0 21,684 850 86 0 0 0 28,038 (11,046) 0
23,036 0 24,477 0 0 0 0 0 47,513 (2,762) 0
23,678 0 25,344 0 0 0 0 0 49,022 (2,882) 0
24,226 0 27,360 0 0 0 0 0 51,586 (2,970) 0
25,254 0 28,047 0 0 0 0 0 53,301 (2,739) 0
26,676 0 29,390 0 0 0 0 0 56,066 (2,553) 0
27,439 0 29,896 0 0 0 0 0 57,335 (2,330) 0
28,567 0 31,136 0 0 0 0 0 59,703 (2,093) 0
31,323 0 31,979 0 0 0 0 0 63,302 (1,865) 0
34,453 0 33,038 0 0 0 0 0 67,491 (1,567) 0
37,836 0 34,557 0 0 0 0 0 72,393 (1,281) 0
312 0 9,388 0 9,700
274 2,508 7,263 52 10,097
3,039 2,708 8,796 53 14,596
570 3,121 8,604 55 12,350
170 3,194 8,887 56 12,307
181 3,209 9,366 58 12,814
220 1,134 7,535 59 8,948
12,970 530 11,726 463 25,689
25,151 816 13,260 62 39,289
25,758 580 15,583 64 41,985
26,432 946 7,635 482 35,495
0 0 9,700 9,700
0 0 10,097 10,097
0 2,589 12,008 14,597
0 0 12,349 12,349
0 0 12,308 12,308
0 0 12,814 12,814
0 0 8,948 8,948
6,060 6,060 13,569 25,689
12,430 12,430 14,429 39,289
12,760 12,760 16,466 41,986
13,090 13,090 9,316 35,496
0 0 0 (1,492) 11,192 0 9,700 0
0 0 0 5,467 4,630 0 10,097 0
0 0 0 5,706 8,890 0 14,596 0
0 0 0 5,879 6,471 0 12,350 0
0 0 0 6,315 5,992 0 12,307 0
0 0 0 6,923 5,891 0 12,814 0
0 0 0 7,524 1,424 0 8,948 0
0 0 0 8,199 17,490 0 25,689 0
0 0 0 9,093 30,196 0 39,289 0
0 0 0 10,303 31,682 0 41,985 0
0 0 0 11,659 23,836 0 35,495 0
65,102 0 11,192 0 0 0 76,294
76,294 0 4,630 0 0 0 80,924
80,924 0 8,890 0 0 0 89,814
89,814 0 6,471 0 0
96,285 102,277 108,168 109,592 127,082 157,278 188,960 0 0 0 0 0 0 0 5,992 5,891 1,424 17,490 30,196 31,682 23,836 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 96,285 102,277 108,168 109,592 127,082 157,278 188,960 212,796
Notes:
1 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Regional Facilities Auckland Ltd. North Shore City Performing Arts Centre Management Board Trust, North Shore Domain and North Harbour Stadium Trust Board, Counties Maniukau Pacific Trust, North Shore Events Centre Board, Events Centre Enterprises Ltd. North Shore Promotions NZ Ltd. The variance in operating expenditure between the Annual Plan 2012 comparative and the 2013 forecast reflects the consolidation of services provided by Regional Facilities Auckland into this activity.
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3 4 The increase in expenditure for the period 2019 to 2022 is due to the investment in new facilities projects in this group of activities by Regional Facilities Auckland (RFA). The increase in expenditure for the period 2019 to 2021 is due to the renewal projects at various centres (i.e. Aotea centre) in this group of activities by Regional Facilities Auckland (RFA).
219

Regional parks services
Regional parks safeguards our natural environment while meeting our recreation and lifestyle needs and those of visitors across an Auckland-wide network of parks, botanic gardens and volcanic cones. It protects Aucklands ecological health with parks that protect our natural environment, habitat and biodiversity, including significant cultural and heritage features. It also provides parks to meet lifestyle, sports and recreation needs of residents and visitors. Local parks are within the decision-making responsibility of local boards. Key physical assets used to deliver these activities are: 26 regional parks across north, west and south Auckland 17 volcanic cones Auckland Botanic Gardens.
Activities
Activities Botanic Gardens What are we providing and why Maintenance of the Auckland Botanic Gardens, including creating opportunities for outdoor recreation, accommodation and events Strategy and policy relating to the provision of parks, street environments and related maintenance services to provide quality natural and built environments to the region Maintenance of regional parks including creating opportunities for outdoor recreation, accommodation and events. Commercial farming on regional parks, contributing to conservation of parks and promotion of environmentally sustainable farming practices Maintenance of Aucklands volcanic cones
Parks policy and acquisition
Regional parks
Volcanic cones
Note: Local parks services are contained in the section Local Parks Services.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how regional parks services: progress the Auckland Plan contributes to community outcomes contributes to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Auckland now includes a much larger area of rural land. We need to keep this land productive, protected and environmentally sound through the improved integrated management of freshwater, associated ecosystems and the use of whole land in catchments. Auckland Council now has more rural land which means increased obligations around supporting and enhancing our biodiversity. We need to take a similar approach to identify and protect regionally significant areas, such as recreation and open spaces. This extends to our coastline which we recognise as a major area of open space with high recreational value.
220

Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Enable Mori aspirations through recognition of The Treaty of Waitangi and customary rights Integrate arts, culture, heritage and lifestyle into our daily lives Priorities Explore partnerships with Mana Whenua to protect, identify and manage whi tapu sites in the Auckland region Value and foster Auckland's cultural diversity Directives Recognise and provide for the unique cultural heritage status of whi tapu
Encourage and support a range of community events and cultural festivals that reflect the diversity of cultures in Auckland Protect the nationally, regionally and locally significant historic heritage Enable participation in recreation and sport and ensure public open space and other facilities keep up with the needs of growing population Promote Auckland's sporting and recreational culture and encourage and nurture sporting talent and excellence Recognise and promote the contribution of natural heritage to urban character and quality, natural heritage as part of sustainable rural land management, opportunities for conservation of natural heritage on existing and through the acquisition of new public open space Identify, protect and restore regionally and nationally significant landscapes and natural heritage Identify and where appropriate protect, manage and expand regionally and nationally significant recreation and open space areas for the enjoyment and use of all Aucklanders Protect ecological areas, ecosystems and areas of significant indigenous biodiversity from inappropriate use and development, and continue to restore and improve ecosystems and indigenous biodiversity
Enhance and reveal our evolving heritage Support Auckland's outdoors culture, recreation and sport
Acknowledge that nature and people are inseparable.
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Strategic directions Priorities Treasure our coastline, harbours and marine areas Directives Protect coastal areas, particularly those with high values, special natural character and significant landscape character or significant marine habitats and recreational importance, from impacts of land-based development Ensure integrated and sustainable management of significant marine areas through the proposed preparation of marine spatial plan for the Hauraki Gulf, Kaipara Harbour and Manukau Harbour Maintain and extend the public open space network, sporting facilities, swimming pools, walkways and trails for Aucklanders now and in the future
Plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient Mori outcomes
The Regional Parks Management Plan 2010 (RPMP) sets out the role of tangata whenua in regional parks and provides specific objectives and policies relating to Kaitiakitanga, mauri, Te Tiriti and mtauranga Mori (Section 9.1 of the RPMP). Contribution to Mori well-being outcomes is provided though: co-governance of sites of particular significance to Mori (eg Hamilin Hill/Mutukuroa Regional Park and Trust Board) Kiatiakitanga/stewardship for Mana Whenua of all public parkland and in particular of sites of cultural heritage significance such as the volcanic maunga provision for cultural harvesting of flax pa harakeke consulting with relevant iwi on projects and incorporating Mori design elements to help interpret the landscape and its cultural history consulting with iwi on park management plans, park conservation plans and park naming processes providing a wide range of recreational open spaces and facilities that are used by all, including Mori (Waharau Outdoor Education Centre and campground). The council provides opportunities for tangata whenua to express kaitiakitanga and enhance opportunities to tangata whenua to provide for their hauora (long-term well-being) through the parks network. This ranges from identifying tangata whenua values and promoting these and tikanga (culture), kawa (traditions) and mtauranga Maori (traditional Mori knowledge), to increased consultation and joint Kaitiaki projects such as tohu tanga whenua (markers) and interpretation of cultural history. The Crown, Ng Mana Whenua o Tmaki Makaurau and the council are now proceeding towards the establishment of the Tpuna Maunga o Tmaki Makaurau Authority. The authority will be appointed as the administering body of the parts of the maunga which are intended to vest in the trustees of the Tpuna Tonga o Tmaki Makaurau (Cultural Redress) Trust. Local Board Plans All local boards have focused their plans on the need for good quality open spaces, particularly as the population grows. Some local board plans also highlight the importance of protecting volcanic cones located in open spaces within their local board areas.
(2)
The majority of land owned or managed by the former Auckland Regional Council (about 90 per cent) is administered under the Local Government Act 2002; however, some (about 10 per cent) is also administered under the Reserves Act 1977.
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The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.

Over the next ten years Council plans to spend up to 729 million dollars on capital projects in relation to this activity. Council has identified five priority regional projects. Key projects and priorities Opening of Waitawa Regional Park Opening of Puketutu Island Continue developing the Botanic Gardens as a destination by expanding its supporting infrastructure and creating new events Implementation of volcanic cones operational programme of work Increase capacity of existing parks to meet population growth demand 2012/2013 2013/2014 2014/2015 2015-2022

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. Activities such as weed spraying can affect the public and the environment. Anti-social behaviour, including vandalism and graffiti, can occur in parks and open space areas. Our response: We will ensure contractors are suitably qualified for spraying, with a spray register and public notification of spraying locations and dates. We will include safe design principles into parks and street amenity designs, and carry out regular safety audits.

The table below illustrates consolidated levels of service and performance measures across the region. In addition to this table, please also refer to measures contained in the environment and heritage protection activity for measures of beach water quality, and heritage activity on regional parks.
Level of service statement Develop a consistent and robust approach to planning, managing and developing Auckland's open space network. Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of residents satisfied with the provision (location and distribution) of regional parks Number of hectares of regional park per 1000 residents Number of Maori-Council co-management arrangements
71%
75%
75%
75%
80%
80%
80%
80%
80%
80%
80%
30
30
30
30
30
30
30
30
30
30
30
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
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Level of service statement Protect and conserve the values and features of Aucklands volcanic heritage Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage public satisfied with the quality of care of the volcanic features Percentage of Mana Whenua satisfied with the quality of care of the volcanic features Percentage of volcanic landscape maintenance standards achieved based on contract requirements
48%
60%
70%
75%
80%
80%
80%
85%
85%
85%
85%
Mew measure
60%
70%
75%
80%
80%
80%
85%
85%
85%
85%
98%
>98%
>98%
>98%
>98%
>98%
>98%
>98%
>98%
>98%
>98%
Manage the Auckland Botanic Gardens as a place for recreation and to sustain the botanical heritage of Auckland
Percentage of visitors satisfied with the overall quality of their visit to the Botanic Gardens Number of participants in Botanic Gardens education programmes Number of New Zealand native plants grown for revegetation programmes in Botanic Gardens Percentage of visitor service standards (1) achieved
97%
95%
95%
95%
95%
95%
95%
95%
95%
95%
95%
7,842
>7,842
>7,842
>7,842
>7,842
>7,842
>7,842
>7,842
>7,842
>7,842
>7,842
60,000
60,000
60,000
60,000
60,000
60,000
60,000
60,000
60,000
60,000
60,000
96%
95%
95%
95%
95%
95%
95%
95%
95%
95%
95%
Maintain the natural and cultural settings and representative range of regional parks for the use and enjoyment of the community
Percentage of park visitors satisfied with the overall quality of their visit Percentage of public who have used a regional park in last 12 months Forest health index (2) and bird counts
97%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
New measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
New measure
Establish baseline
Maintain or improve 88,000
Number of volunteer hours worked in regional parks each year
82,000
85,000
The current baseline illustrates recent performance for the region for a period of 8 months (1st November 2010 to 30th June 2011). Performance targets are averages expected across the region and based on annualised baseline data. Actual performance data for the 2011/2012 financial year will be available after June 2012. For targets based on maintaining or improving a previous year result, the general assumption is that this will be achieved by factors such as implementation of specific work programmes or improved efficiency in service delivery. (1) This measures tracks compliance across a wide range of services including information provision (such as signage, interpretation, and public relations), facilities (such as tracks, structures, roads and car parks), and settings (such as historical buildings, natural ecosystems, farmed areas, and camping / picnic grounds). (2) This measure is based on standard bird counts and percentage of forest canopy cover survey report conducted by The University of Auckland.
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$000 Financial year ending 30 June OPERATING EXPENDITURE Botanic gardens Farms Parks policy and acquisition Regional parks Volcanic cones Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Botanic gardens Farms Parks policy and acquisition 2 Regional parks 3 Volcanic cones Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 8,414 1,069 8,765 15,471 2,267 35,986
Long-term Plan 2012-2022 2013 5,726 1,012 9,782 19,363 1,369 37,252 2014 5,792 998 11,096 19,772 1,410 39,068 2015 5,843 1,010 12,393 20,056 1,443 40,745 2016 5,956 1,031 12,500 20,196 1,480 41,163 2017 5,965 1,050 13,082 20,259 1,500 41,856 2018 6,141 1,077 15,121 20,893 1,549 44,781 2019 6,388 1,146 17,743 21,594 1,621 48,492 2020 6,635 1,196 20,338 22,426 1,693 52,288 2021 6,724 1,216 22,383 22,412 1,721 54,456 2022 7,133 1,298 25,014 23,502 1,839 58,786
7,482 2,326 7,671 18,506 35,985
8,642 4,563 8,908 15,138 37,251
8,805 5,088 9,970 15,205 39,068
9,008 5,755 10,694 15,289 40,746
9,251 6,711 9,851 15,351 41,164
9,501 8,085 9,244 15,025 41,855
9,729 9,495 9,982 15,575 44,781
9,962 10,934 11,115 16,481 48,492
10,221 12,522 12,106 17,440 52,289
10,507 13,973 12,671 17,303 54,454
10,801 15,616 13,135 19,233 58,785
31,764 0 4,221 0 0 0 0 0 35,985 0 0
27,529 0 4,445 0 0 2,364 1,407 0 35,745 (1,506) 0
27,149 0 4,638 0 0 4,432 1,170 0 37,389 (1,679) 0
27,432 0 4,875 0 0 6,199 340 0 38,846 (1,900) 0
26,210 0 5,080 0 0 7,069 810 0 39,169 (1,995) 0
25,460 0 5,274 0 0 7,965 1,022 0 39,721 (2,134) 0
27,886 0 5,798 0 0 8,751 152 0 42,587 (2,194) 0
30,541 0 5,971 0 0 9,143 672 0 46,327 (2,165) 0
34,614 0 6,164 0 0 9,444 0 0 50,222 (2,067) 0
36,420 0 6,380 0 0 9,810 0 0 52,610 (1,844) 0
41,098 0 6,604 0 0 9,538 0 0 57,240 (1,545) 0
0 0 16,822 9,049 0 25,871
0 0 25,709 8,585 0 34,294
0 0 30,746 24,184 0 54,930
0 0 26,731 7,080 0 33,811
0 0 27,031 4,489 0 31,520
0 0 0 0 0 0 42,239 99,506 102,284 28,327 4,269 4,305 0 0 0 70,566 103,775 106,589
0 0 92,430 5,070 0 97,500
0 0 92,760 5,208 0 97,968
0 0 93,090 5,345 0 98,435
9,634 12,104 4,133 25,870
20,274 8,398 5,622 34,294
44,574 5,842 4,514 54,930
20,542 9,284 3,986 33,812
20,611 7,900 3,009 31,520
59,576 92,690 95,307 7,893 7,906 8,094 3,096 3,179 3,187 70,565 103,774 106,589
85,405 8,658 3,437 97,500
85,549 8,889 3,529 97,968
85,693 9,120 3,622 98,435
0 32,113 0 2,326 0 (8,568) 25,871 0
0 16,275 0 3,057 14,962 0 34,294 0
0 30,544 0 3,409 20,977 0 54,930 0
0 39,934 0 3,855 0
0 49,104 0 4,718 0
0 59,447 0 5,951 5,168 0
0 78,449 0 7,302 18,024 0
0 78,390 0 8,770 19,429 0
0 76,927 0 10,455 10,118 0 97,500 0
0 77,177 0 12,128 8,663 0 97,968 0
0 76,721 0 14,069 7,645 0 98,435 0
(9,978) (22,302) 33,811 0 31,520 0
70,566 103,775 106,589 0 0 0
149,508 140,940 157,309 179,456 169,818 148,326 154,516 172,692 192,793 202,911 211,574 0 1,407 1,170 340 810 1,022 152 672 0 0 0 0 14,962 20,977 0 0 5,168 18,024 19,429 10,118 8,663 7,645 0 0 0 0 0 0 0 0 0 0 0 (8,568) 0 0 (9,978) (22,302) 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 140,940 157,309 179,456 169,818 148,326 154,516 172,692 192,793 202,911 211,574 219,219
Notes:
1 2 3 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. The increase in expenditure for the period 2018 to 2022 is mainly due to the reserves-open space strategy land acquisition project in this group of activities by the Auckland Council. The increase in expenditure for 2014 and 2017 is mainly due to acquisition of land for regional parks development.
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Local parks services
An attractive city with recreational opportunities is important when it comes to attracting and retaining residents. Local parks and the activities in them create and strengthen social and multicultural relationships that build communities. Access to nature and the outdoors for recreation and sport is important mentally and spiritually, reducing the cost of health services. Public open space preserves our natural environment. Trees reduce carbon and create oxygen. Volunteer programmes provide an opportunity for Aucklanders to restore and enhance their natural environment. Parks also boost adjacent property values. Local parks are managed to provide a balance between environmental protection and passive and active recreation facilities that cater for the needs and characteristics of the local area. They provide important places for people to engage with the environment and their community adding to the social, cultural and environmental vitality of that area. Council manages and maintains an integrated parks network containing local parks, sports parks, coastal areas, and beaches which is conveniently accessible to their local residents. Local boards are responsible for deciding the specific location of new local parks, reserve management plans for local parks, local parks improvements, the use of and activities within local parks, cemeteries that are no long in regular active use and are functioning as local parks, and the naming of local parks. The physical assets related to these activities are listed under each of the local board agreements in Volume Four of this document.
Activities
Activities Local parks What we are providing and why Provision and maintenance of a network of local parks, reserves, sports parks and beaches for community use including sports fields, walkways and cycle ways, toilets, changing rooms, beaches, watercourses and wetlands. This also includes programmes on volunteer activities, environmental education, conservation, and guided walks. Council has a legislative responsibility under the Reserves Act 1977 and Local Government Act 2002 to provide, develop and manage parks, open spaces and streetscapes to all localities for the health and well-being of the community. Local parks also have strong public good elements, meaning that the service is unlikely to be provided by the public sector without public funding

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how local parks services: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Public open space including parks, creates opportunities for recreation and promote active living. We can provide an appropriate range of sport and recreational facilities at all levels to deliver the best sport and recreational outcomes for Auckland. Alongside these initiatives we need to protect regionally significant recreation
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and open space areas from inappropriate subdivision, use and development. We must also identify other significant recreation and open space areas and ensure they are appropriately managed and protected. Public open space also recognises the significance of the coast and its value for recreational use. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Enable Mori aspirations through recognition of The Treaty of Waitangi and customary rights Integrate arts, culture, heritage and lifestyle into our daily lives Priorities Explore partnerships with Mana Whenua to protect, identify and manage whi tapu sites in the Auckland region Value and foster Auckland's cultural diversity Directives Recognise and provide for the unique cultural heritage status of whi tapu
Encourage and support a range of community events and cultural festivals that reflect the diversity of cultures in Auckland Protect the nationally, regionally and locally significant historic heritage Enable participation in recreation and sport and ensure public open space and other facilities keep up with the needs of growing population Promote Auckland's sporting and recreational culture and encourage and nurture sporting talent and excellence Recognise and promote: the contribution of natural heritage to urban character and quality, natural heritage as part of sustainable rural land management, opportunities for conservation of natural heritage on existing and through the acquisition of new public open space Identify, protect and restore regionally and nationally significant landscapes and natural heritage, including significant landscapes Identify and where appropriate protect, manage and expand regionally and nationally significant
Enhance and reveal our evolving heritage Support Auckland's outdoors culture, recreation and sport
Acknowledge that nature and people are inseparable.
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recreation and open space areas for the enjoyment and use of all Aucklanders Protect ecological areas, ecosystems and areas of significant indigenous biodiversity from inappropriate use and development, and continue to restore and improve ecosystems and indigenous biodiversity Treasure our coastline, harbours and marine areas Protect coastal areas, particularly those with high values, special natural character and significant landscape character or significant marine habitats and recreational importance, from impacts of land-based development Ensure integrated and sustainable management of significant marine areas through the proposed preparation of marine spatial plan for the Hauraki Gulf, Kaipara Harbour and Manukau Harbour Maintain and extend the public open space network, sporting facilities, swimming pools, walkways and trails for Aucklanders now and in the future
Contribution to Mori outcomes is provided through: co-management of sites of particular significance to Mori (eg Ngti Whatua o Orakei Reserves Board and the Whenua Rangatira, Waimoanu Pa Kainga Reserve, Te Pukaki Tapu o Poutueka Historic Reserve) kaitiakitanga/stewardship for Mana Whenua of all public parkland and in particular of sites of cultural heritage significance such as the volcanic maunga provision for cultural harvesting of flax - pa harakeke consulting with relevant iwi on projects and incorporating Mori design elements to help interpret the landscape and its cultural history consulting with iwi on reserve management plans, park conservation plans, and park naming processes providing a wide range of recreational open spaces and facilities that are used by all, including Mori. Local Board Plans A common theme across many of the local board plans is the need to identify land for future local parks acquisitions and to upgrade existing parks and parks infrastructure in order to meet the needs of growth. Projects to improve connectivity through and to local parks and to develop local walkways, bridleways and cycleway networks are also frequently prioritised.

Over the next 10 years, council plans to spend up to 628 million dollars on capital projects in relation to this activity. The projects include amenities that contribute to the enjoyment and convenience of parks users such as toilet facilities and car parks. There are a number of significant sportsfield upgrades that cater for formal sports which are balanced by informal recreation facilities such as walking and cycling tracks and playgrounds. There are a number of environmental protection and enhancement initiatives such as planting and drainage projects also identified within this activity. For a list of local capital projects for the next 10 years in your local board area refer to Chapter Two in this volume.
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For projects in the 2012/2013 year by local board, refer to the local board agreements in Volume Four of this LTP.

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. Parks and reserves could impact on neighbours through noise, security and privacy issues. Our response: We will ensure parks and reserves are monitored and complaints are acted upon.

The information shown in the table below consolidates levels of service and performance measures across the region. Performance targets will vary across the individual local board areas, relative to the extent that the service is provided. Please refer to Volume Four for local variations on these targets. Level of service statement
Level of service statement Develop and maintain local park network to cater for community needs
Performance measure
C re t ur n b sn ae e i l
T arget 21/3 02 1
T arget 21/4 03 1
T arget 21/5 04 1
T arget 21/6 05 1
T arget 21/7 06 1
T arget 21/8 07 1
T arget 21/9 08 1
T arget 21/0 09 2
T arget 22/1 00 2
T arget 22/2 01 2
Performance measure
Current baseline
Target 2012/13
Target 2013/14
Target 2014/15
Target 2015/16
Target 2016/17
Target 2017/18
Target 2018/19
Target 2019/20
Target 2020/21
Target 2021/22
Percentage of residents satisfied with the provision of local parks and reserves Percentage of residents satisfied with the quality of parks, reserves, sports fields and beaches Percentage of residents who visited a local park or reserve in last 12 months The playing capacity of sports fields (playing hours per week) Percentage of local parks and reserves maintenance standards achieved
63%
75%
75%
75%
75%
75%
75%
75%
75%
75%
75%
71%
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
90%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
New measure
9,900
10,200
10,500
10,800
11,100
11,400
11,700
12,000
12,300
12,600
97%
98%
98%
98%
98%
98%
98%
98%
98%
98%
98%
Level of service statement
Performance measure
C re t ur n b sn ae e i l
T arget 21/3 02 1
T arget 21/4 03 1
T arget 21/5 04 1
T arget 21/6 05 1
T arget 21/7 06 1
T arget 21/8 07 1
T arget 21/9 08 1
T arget 21/0 09 2
T arget 22/1 00 2
T arget 22/2 01 2
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$000 Financial year ending 30 June OPERATING EXPENDITURE Local parks Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Local parks 2 Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
140,679 126,802 136,702 147,865 154,019 158,954 167,025 176,109 183,963 186,556 197,972 140,679 126,802 136,702 147,865 154,019 158,954 167,025 176,109 183,963 186,556 197,972
5,260 (100) (104) (107) (111) (114) (116) (121) (124) (127) (131) 40,550 24,320 27,103 31,670 34,900 38,107 41,033 42,991 45,638 47,934 50,503 4,213 7,191 10,986 14,310 16,032 17,339 18,124 17,945 17,559 16,411 15,035 90,655 95,391 98,717 101,992 103,199 103,622 107,984 115,295 120,891 122,339 132,566 140,678 126,802 136,702 147,865 154,020 158,954 167,025 176,110 183,964 186,557 197,973
139,323 116,626 124,805 134,048 140,041 144,959 153,316 163,206 172,048 175,674 188,469 0 0 0 0 0 0 0 0 0 0 0 1,328 1,358 1,389 1,423 1,459 1,499 1,533 1,536 1,574 1,616 1,660 10 11 12 13 14 15 15 16 16 16 16 18 19 20 20 21 22 22 23 24 25 26 0 723 1,335 1,851 2,120 2,401 2,651 2,786 2,771 2,898 2,802 0 39 199 59 0 0 10 29 0 0 0 0 0 0 0 0 0 0 0 0 0 0 140,679 118,776 127,760 137,414 143,655 148,896 157,547 167,596 176,433 180,229 192,973 1 0 (8,026) 0 (8,942) (10,451) (10,365) (10,058) 0 0 0 0 (9,478) 0 (8,514) 0 (7,531) 0 (6,328) 0 (5,000) 0
66,790 66,790
92,614 92,614
98,483 98,483
65,593 65,593
59,978 59,978
67,062 67,062
51,941 51,941
59,531 59,531
43,853 43,853
44,059 44,059
44,521 44,521
27,383 13,277 26,130 66,790
39,366 19,052 34,196 92,614
37,621 27,115 33,747 98,483
18,460 17,251 29,882 65,593
17,290 14,405 28,283 59,978
18,495 20,189 28,377 67,062
12,373 10,273 29,296 51,941
18,197 12,034 29,300 59,531
8,928 7,447 27,478 43,853
8,007 7,852 28,200 44,059
6,787 8,804 28,930 44,521
3,812 0 0 40,550 22,428 0 66,790 0
7,983 4,975 0 16,295 63,361 0 92,614 0
6,285 9,198 0 18,160 64,840 0 98,483 0
382 11,922 0 21,220 32,069 0 65,593 0
400 14,724 0 24,535 20,319 0 59,978 0
412 17,916 0 28,048 20,686 0 67,062 0
421 23,763 0 31,554 0 (3,797) 51,941 0
431 23,887 0 34,479 734
0 22,571 0 38,108 0
0 22,796 0 41,607 0
0 22,539 0 45,503 0
0 (16,826) (20,344) (23,521) 59,531 0 43,853 0 44,059 0 44,521 0
71,264 0 22,428 0 0
93,692 157,092 222,131 254,259 274,578 295,264 291,477 292,240 275,414 255,070 39 199 59 0 0 10 29 0 0 0 63,361 64,840 32,069 20,319 20,686 0 734 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (3,797) 0 (16,826) (20,344) (23,521)
0 0 0 0 0 0 0 0 0 0 0 93,692 157,092 222,131 254,259 274,578 295,264 291,477 292,240 275,414 255,070 231,549
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Keep Waitakere Beautiful Trust. The increase in expenditure for 2013 is due to the construction and upgrade of local parks services activities of which sports fields, sport parks, basins, reserves, bay foreshores, foot paths and walkways being the major contributors in this group by the Auckland Council.
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Regional recreation services
Active recreation contributes directly to our well-being, social connectedness and cohesion as a community. We provide diverse facilities and initiatives at all levels to encourage active lifestyles and improve health outcomes. We do this equitably to make recreation an easy option so that Aucklanders are more active more often. Regional recreation prioritises facilities and programmes that successfully identify and nurture participation and sporting excellence, and provides facilities that are fit for purpose. Recreation stimulates economic activity by supporting recreational and sporting events, facility development, employment and sports science industries. It enables tangata whenua, ethnic communities, new settlers, children, young people and older people to gather and take part in activities that reinforce their values and enhance their well-being We partner with key stakeholders including Sport and Recreation New Zealand (SPARC), the Auckland Sport and Recreation Reference Group, regional sports trusts and organisations, ATEED and Auckland Regional Facilities (RFA), a CCO. Volunteers also form a large part of the sport and recreation infrastructure that deliver services. Council manages facilities, particularly energy usage, using sustainability principles and practices wherever possible. Physical assets include: West Wave Aquatic Centre. Council facilities under development include: Greens Rd development Dairy Flat Flat Bush Aquatic Centre Northern Aquatic Centre. Partner organisations with assets that contribute to these activities (with council support) include: Auckland Netball Centre, Waitakere Netball Centre (Te Pai) Bruce Pulman Park Auckland Hockey Association Tamaki River rowing facilities The Trusts Stadium community access North Shore Events Centre community access Harbour hockey Harbour netball Waitakere region hockey turf.
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Activities
Activities Recreation policy What we are providing and why Responsible for strategies to provide recreation facilities and opportunities. Primary considerations are the number and range of local facilities, local recreation grants and encouraging more active lifestyle choices. The council delivers this service to ensure recreation opportunities result in stronger and healthier communities, encourage social interaction and develop community pride Responsible for regional facilities that enhance opportunities for sport and recreation. The council delivers this service to ensure access to world-class facilities that raise the profile of sport and recreation in the region, and promote health and well-being The council supports a range of Auckland-wide groups and regional initiatives to increase opportunities for sport and recreation through funding, services and advisory support. The council delivers this service to meet community demand for recreation and ensure opportunities result in stronger and healthier communities. The council also works with SPARC, regional sports trusts and recreation umbrella groups to increase the organisational capability of sport and recreation providers
Regional recreation facilities Regional recreation initiatives
Note: Local recreation activities are contained in the section Local Recreation Services.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how regional recreation services: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Recreation can engage us all in activities that contribute to our health and culture whether we are casual users of open space, a sportsperson in training or a user of our major coastal spaces. Recreation can also help us develop a new social infrastructure that also includes healthcare, learning and Marae. We want an integrated approach to improving health. Reducing inequalities and providing well-designed and accessible facilities will encourage healthy living and recreation. We want facilities that support our diverse communities, particularly Mori where we are focusing on community development. If we introduce children and young people to recreation, we can give them a lifelong love of physical activity through active recreation, including programmes that identify and nurture sporting talent, open public spaces, Auckland-wide facilities and play space in public spaces. This will drive the development of community facilities, including co-location and new facilities. For sportspeople, we will support those organisations that successfully nurture sporting excellence. We are also developing an Open Space Framework to guide public open space planning, acquisition and development.
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Contribution to community outcomes These activities contribute primarily to the following outcomes:
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Strategic directions, priorities and directives Strategic directions Create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders Priorities Put children and young people first Directives Put children and young people first and consider their well-being in all things we do Support parents, families, whanau, aiga and communities in their role as caregivers and guardians of children and young people Improve the learning and educational opportunities for all Aucklanders Reduce health inequalities and improve the health of all Aucklanders Improve community safety and ensure that Auckland is a safe place Support community-led development and work with communities to develop leadership, skills and capacity Promote inclusion, reduce discrimination and remove barriers to opportunity and participation, particularly for disadvantaged groups Encourage and support a range of community events and cultural festivals that reflect the diversity of cultures in Auckland Enable participation in recreation and sport and ensure public open space and other facilities keep up with the needs of growing population Promote Auckland's sporting and recreational culture and encourage and nurture sporting talent and excellence Develop opportunities to advance Auckland as a gateway and destination for visitors, skilled workers and investors. Protect and enable critical social infrastructure services to match the needs of Auckland's current and future populations Identify community infrastructure needs and engage local boards through the draft LTP 2012-2022 process to prioritise community infrastructure requirements Represent community infrastructure investments and needs in land use and transport planning documents and prioritise access to community infrastructure to help prioritise wider Council programmes and investments
Support Auckland's outdoors culture, recreation and sport
Mori outcomes Recreation is working with the Maori Strategy and Relations Unit and the Oranga Poutama on co-governance initiatives. During 2012, a Maori Well-being Hui is anticipated to look at the range of indicators that contribute to Mori well-being and how sport and recreation can support these. From this work a plan will emerge that will form part of the Auckland Sport and Recreation Strategy.
234

Recreation Services works with and supports Te Roopu Manaaki (SPARC's Maori Unit) and He Oranga Poutama, (an organisation developed to build capacity and capability of Marae and Maori sports organisations for sport and recreation delivery). In supporting the capability of our staff, the Parks Sport and Recreation Department has also worked with Council's Learning and Development Unit and Skills Active to develop a training and development framework which incorporates a National Certificate in Maori Management (Whakangahu ki Te Ao Maori - Workplace Practices), a Level 3 NZQA qualification for all staff. Recreation is also committed to improving te reo use amongst all staff with people attending courses provided by council. In terms of Facilities and Service development, Recreation will continue to develop in partnership services that target and support Mori communities such as Whanau Swim and support activities that contribute to promoting health and wellbeing through celebration of major events such as Matariki (eg, financial support of the Ki o Rahi schools competition).
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Local Board Plans All local board plans focus on the need for good quality recreation and sports facilities. They stress the importance for the health, and well-being of their communities, as well as contributing to the sense of community identity and pride. Projects and initiatives proposed focus on new and improved community facilities, like swimming pools, recreation centres, and sportsfields. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.

Over the next ten years Council plans to spend up to 24 million dollars on capital projects in relation to this activity. Council has identified 13 priority regional projects, some of which are delivered locally. Key projects and priorities Delivery of the Regional Sports Trust Alliance/Auckland Council Partner Plan Deliver the Youth in Sport and Recreation Project (YISPI) A Youth in Sport and Recreation Action Plan Work with RFA on recommendations from the RFA Sport Sector Plan Review and ongoing implementation of Auckland Regional Physical Activity and Sport covering facilities, horse riding, off-road, paddling, rowing, informal recreation and Maori In partnership with SPARC and sports codes, develop and implement individual Facility Sport Plans for netball, cricket, hockey, bowls and football based on their National Whole of Sport and National Facilities Strategies Develop and implement individual Facility Sport Plans for rugby, league, athletics and swimming based on their National Whole of Sport and National Facilities Strategies, in partnership with SPARC and the sports codes Implementation of the Greater Auckland Aquatics Action Plan More Kids in the Water Deliver the Active Communities Partnership Programme Deliver the Paddling Trails project Deliver the National Ocean Water Sailing Centre Project Deliver the Northern Aquatic Centre Deliver the Flat Bush Aquatic Centre 2012/2013 2013/2014 2014/2015 2015-2022
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Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. The location of leisure facilities in highly residential areas present potential issues around hours of operation. These negatives include noise, traffic and the nature of activities undertaken. Our response: Ensure hours of operation are appropriate for the facility and the environment, that there is sufficient car parking where possible and noise is minimised.

The table below illustrates consolidated levels of service and performance measures across the region. The measures below track whether communities receive the quality of service they expect and that the management of recreation services is meeting the standards guaranteed by council.
Level of service statement Provide accessible and safe facilities that connects and strengthens communities and enables them to be more active Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of customers satisfied with overall standard of facilities Average number of visits to recreation facilities per capita Number of people participating at least once per week in sport and recreation
87%
80%
80%
80%
85%
85%
85%
85%
85%
85%
85%
4.4
4.4
4.4
Provide the community and other agencies with advice and resources to assist in the development of sport and recreation initiatives and events
New Measure
Establish baseline
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
Maintain or improve
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$000 Financial year ending 30 June OPERATING EXPENDITURE Recreation policy Regional recreation facilities Regional recreation initiatives 2 Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Recreation policy Regional recreation facilities Regional recreation initiatives Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 1,005 3,508 3,858 8,371
Long-term Plan 2012-2022 2013 840 7,866 5,053 13,759 2014 860 8,043 3,999 12,902 2015 876 8,231 3,978 13,085 2016 894 8,398 4,012 13,304 2017 899 8,579 3,990 13,468 2018 923 8,952 3,993 13,868 2019 967 9,099 4,108 14,174 2020 1,010 9,291 4,221 14,522 2021 1,026 9,429 4,233 14,688 2022 1,096 10,006 4,432 15,534
1,087 1,433 12 5,840 8,372
4,429 1,758 84 7,488 13,759
4,537 1,760 181 6,423 12,901
4,651 1,802 256 6,376 13,085
4,776 1,807 338 6,383 13,304
4,905 1,816 401 6,346 13,468
5,023 1,794 466 6,585 13,868
5,143 1,540 532 6,958 14,173
5,277 1,379 611 7,255 14,522
5,425 1,369 696 7,198 14,688
5,576 1,380 780 7,797 15,533
7,171 0 661 400 140 0 0 0 8,372 0 0
11,079 0 666 400 0 0 1,033 0 13,178 (581) 0
11,249 0 672 400 0 0 0 0 12,321 (580) 0
11,412 0 679 400 0 0 0 0 12,491 (594) 0
11,682 0 685 400 0 0 0 0 12,767 (537) 0
11,896 0 693 400 0 0 0 0 12,989 (479) 0
12,354 0 699 400 0 0 0 0 13,453 (415) 0
12,763 0 706 400 0 0 0 0 13,869 (304) 0
13,182 0 713 400 0 0 0 0 14,295 (227) 0
13,386 0 721 400 0 0 0 0 14,507 (181) 0
14,268 0 730 400 0 0 0 0 15,398 (135) 0
0 1,997 0 1,997
0 2,224 0 2,224
0 2,132 0 2,132
0 2,748 0 2,748
0 2,268 0 2,268
0 2,340 0 2,340
0 2,402 0 2,402
0 2,464 0 2,464
0 2,530 0 2,530
0 2,602 0 2,602
0 2,674 0 2,674
0 0 1,997 1,997
0 0 2,224 2,224
0 0 2,132 2,132
0 0 2,748 2,748
0 0 2,268 2,268
0 0 2,340 2,340
0 0 2,402 2,402
0 0 2,464 2,464
0 0 2,530 2,530
0 0 2,602 2,602
0 0 2,674 2,674
0 0 0 1,433 564 0 1,997 0
0 0 0 1,177 1,047 0 2,224 0
0 0 0 1,180 952 0 2,132 0
0 0 0 1,208 1,540 0 2,748 0
0 0 0 1,270 998 0 2,268 0
0 0 0 1,337 1,003 0 2,340 0
0 0 0 1,380 1,022 0 2,402 0
0 0 0 1,235 1,229 0 2,464 0
0 0 0 1,151 1,379 0 2,530 0
0 0 0 1,188 1,414 0 2,602 0
0 0 0 1,244 1,430 0 2,674 0
0 0 564 0 0 0 564
564 1,033 1,047 0 0 0 2,644
2,644 0 952 0 0 0 3,596
3,596 0 1,540 0 0 0 5,136
5,136 0 998 0 0 0 6,134
6,134 0 1,003 0 0 0 7,137
7,137 0 1,022 0 0 0 8,159
8,159 0 1,229 0 0 0 9,388
9,388 0 1,379 0 0 0 10,767
10,767 0 1,414 0 0 0 12,181
12,181 0 1,430 0 0 0 13,611
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. The decrease in expenditure for the period 2013 to 2014 is due to the Muriwai Surf Lifesaving Grant that come to an end.
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Local recreation services
Active recreation is a large part of Aucklanders lifestyles. It contributes to health and well-being, stimulates economic activity by supporting recreational and sporting events, and encourages people to gather and take part in activities that reinforce their values. This service encourages public participation in recreational and sporting events and promotes the use of local recreation facilities, customising them where necessary to meet local needs. Council favours sustainable urban design, energy efficiency and effective space use in leisure facilities to meet current and future needs of the community It is important that these facilities are provided equitably across Auckland to ensure access to participation in recreation and sport, and to deliver the best possible recreational and sport outcomes for residents. Local facilities, including recreation and aquatic centres, offer a secure and healthy place to participate in recreation. The maintenance and upkeep of these facilities falls to the local recreation service. Your local board makes a range of decisions about the specific location, design, building and fit-out of local recreational and sports facilities and programmes. It is also responsible for overseeing the budget in relation to these decisions. Priorities and projects for local sporting and recreational facilities within your local board area are discussed in your draft local board agreement in Volume Four of this draft LTP. The physical assets related to these local activities are listed under each of the local board agreements in Volume Four of this document.
Activities
Activities Local recreation facilities and initiatives What we are providing and why Responsible for facilities that enhance opportunities for sport and recreation across the region. The council delivers this service to ensure access to world-class facilities that raise the profile of sport and recreation in the region, and promote health and well-being. It offers funding, services and advisory support for a range of Auckland-wide groups and initiatives through programmes that increase opportunities for sport and recreation. The council delivers this service to promote recreation and ensure this results in stronger and healthier communities.

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how local recreation services: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Recreation is important to health and well-being. It offers equitable opportunities to make Aucklanders more active, and public open space to create opportunities for recreation and promote active living. There is potential to give children a lifelong love of physical activity through active recreation, including programmes that identify and nurture sporting talent, open public spaces, facilities, and childrens play space in public spaces. Our coast is recognised as a major open space and recreational area for all. New social infrastructures, including healthcare,
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recreation, learning and Marae can be integrated to improve health, reduce inequalities and ensure good urban design develops accessible environments that encourage healthy living for all. Council has an Open Space Framework to guide public open space planning, acquisition and development. Community outcomes These activities contribute primarily to the following outcomes:
Note: The contribution of this group of activities to Mori outcomes is described in more detail below. Strategic directions, priorities and directives Strategic directions Create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders Priorities Put children and young people first Directives Put children and young people first and consider their well-being in all of things that we do Support parents, families, whanau, aiga and communities in their role as caregivers and guardians of children and young people Improve the learning and educational opportunities for all Aucklanders Reduce health inequalities and improve the health of all Aucklanders Improve community safety and ensure that Auckland is a safe place Support community-led development and work with communities to develop leadership, skills and capacity Promote inclusion, reduce discrimination and remove barriers to opportunity and participation, particularly for disadvantaged groups Enable participation in recreation and sport and ensure public open space and other facilities keep up with the needs of growing population Promote Auckland's sporting and recreational culture and encourage and nurture sporting talent and excellence Protect and enable critical social infrastructure services to match the needs of Auckland's current and future populations Identify community infrastructure needs and engage local boards through the LTP process to prioritise community infrastructure requirements
Support Auckland's outdoors culture, recreation and sport
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Mori outcomes Recreation is working with the Maori Strategy and Relations Unit and He Oranga Poutama on co-governance initiatives. During 2012 a Maori Well-being Hui is anticipated to look at the range of indicators that contribute to Mori well-being and how sport and recreation can support these. From this work a plan will emerge that will form part of the Auckland Sport and Recreation Strategy. In addition Mori well-being is supported through a range of programmes such as Whanau Swim, Iwi of Origin, Pa wars and Ki o Rahi to ensure that sport and recreation programmes are driven by Maori communities and organisations. Recreation Services works with and supports Te Roopu Manaaki (SPARC's Maori Unit) and He Oranga Poutama (an organisation developed to build capacity and capability of marae and Maori sports organisations for sport and recreation delivery). Recreation will continue to develop in partnership services that target and support Mori communities such as Whanau Swim and support activities that contribute to promoting health and wellbeing through celebration of major events such as Matariki (eg, financial support of the Ki o Rahi schools competition). Local Board Plans Almost all local board plans identify a need to develop new sports and recreational facilities to meet the needs of growth, or to improve playing-surfaces and infrastructure at existing facilities so that these facilities can be used year-round. Recreation programmes for youth, the elderly and ethnic communities are specifically identified in some plans. Many local board plans also set out proposals to work in partnership with other organisations to deliver recreation services.

Over the next 10 years, council plans to spend up to 193 million dollars on capital projects in relation to this activity. The projects range from minor fitness centre renewals to major pool projects such as the proposed $19 million Otahuhu swimming pool development. For a list of local capital projects for the next 10 years in your local board area refer to Chapter Two in this volume. For projects in the 2012/2013 year by local board, refer to the local board agreements in Volume Four of this LTP.

Under the legislation, we have to say whether any activities have a significant negative effect and what we will do to lessen that. The design of older facilities can create a perception of visual pollution, energy inefficiencies and waste. Facility design and availability can create barriers for some communities. Our response: We will ensure that design of new facilities and upgrades of older facilities meet modern standards. Community halls may have negative effects such as noise and traffic on neighbouring areas so this is monitored and complaints acted on. Swimming pools provide places for congregation, which may result in noise. Trained staff on site manage noise and other incidents.

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Level of service statement Provide safe and accessible facilities and programmes that support recreation and leisure activities Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage customers satisfied with swimming pool facilities and programmes overall Percentage customers satisfied with recreation centre facilities & programmes overall (excl swimming pools) Average number of visits to swimming pools per capita Average number of visits to recreation facilities (excl swimming pools) per capita
New measure
85%
85%
85%
90%
90%
90%
90%
90%
90%
90%
New measure
85%
85%
85%
90%
90%
90%
90%
90%
90%
90%
New measure
2.64
New measure
1.76
1.76
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$000 Financial year ending 30 June OPERATING EXPENDITURE Local recreation initiatives and facilities 2 Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Local recreation initiatives and facilities 3 Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 75,567 75,567
Long-term Plan 2012-2022 2013 47,634 47,634 2014 50,052 50,052 2015 56,745 56,745 2016 61,022 61,022 2017 62,234 62,234 2018 64,885 64,885 2019 67,698 67,698 2020 70,815 70,815 2021 72,367 72,367 2022 75,869 75,869
18,406 9,773 1,605 45,784 75,568
17,568 3,241 2,775 24,049 47,633
18,021 3,749 4,227 24,055 50,052
18,462 5,083 5,977 27,224 56,746
18,974 5,808 7,021 29,219 61,022
19,475 6,250 7,514 28,996 62,235
19,957 7,243 7,864 29,820 64,884
20,424 7,709 7,913 31,652 67,698
20,955 8,272 8,073 33,515 70,815
21,541 9,053 8,243 33,531 72,368
22,144 9,495 7,679 36,551 75,869
47,682 0 25,513 2,442 (70) 0 0 0 75,567 (1) 0
17,045 0 26,758 2,442 0 249 70 0 46,564 (1,069) 0
16,592 0 29,033 2,442 0 464 284 0 48,815 (1,237) 0
20,708 0 31,209 2,442 0 649 60 0 55,068 (1,678) 0
23,595 0 32,360 2,442 0 750 150 0 59,297 (1,725) 0
23,376 0 33,541 2,442 0 836 388 0 60,583 (1,652) 0
24,999 0 34,601 2,442 0 921 249 0 63,212 (1,672) 0
26,767 0 35,692 2,442 0 986 285 0 66,172 (1,526) 0
29,170 0 36,827 2,442 0 985 25 0 69,449 (1,366) 0
29,530 0 38,105 2,442 0 1,018 77 0 71,172 (1,196) 0
31,941 0 39,430 2,442 0 986 130 0 74,929 (940) 0
22,244 22,244
23,600 23,600
36,976 36,976
29,447 29,447
18,195 18,195
16,007 16,007
17,475 17,475
11,515 11,515
25,628 25,628
7,166 7,166
7,353 7,353
741 4,412 17,091 22,244
7,094 7,621 8,885 23,600
12,806 17,072 7,098 36,976
11,819 9,865 7,763 29,447
4,763 6,120 7,312 18,195
4,692 1,074 10,241 16,007
3,966 5,858 7,651 17,475
1,696 2,165 7,654 11,515
18,650 1,008 5,970 25,628
0 1,037 6,129 7,166
0 1,065 6,288 7,353
0 0 0 9,773 12,471 0 22,244 0
0 1,713 0 2,172 19,715 0 23,600 0
0 3,196 0 2,511 31,269 0 36,976 0
0 4,183 0 3,406 21,858 0 29,447 0
0 5,207 0 4,083 8,905 0 18,195 0
0 6,242 0 4,600 5,165 0 16,007 0
0 8,252 0 5,570 3,653 0 17,475 0
0 8,452 0 6,182 0 (3,119) 11,515 0
0 8,019 0 6,908 10,701 0 25,628 0
0 8,007 0 7,859 0 (8,700) 7,166 0
0 7,931 0 8,554 0 (9,132) 7,353 0
25,567 0 12,471 0 0 0 38,038
38,038 70 19,715 0 0 0 57,823
57,823 284 31,269 0 0
89,376 111,294 120,349 125,902 129,804 126,970 137,696 129,073 60 150 388 249 285 25 77 130 21,858 8,905 5,165 3,653 0 10,701 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (3,119) 0 (8,700) (9,132)
0 0 0 0 0 0 0 0 0 89,376 111,294 120,349 125,902 129,804 126,970 137,696 129,073 120,071
Notes:
1 2 3 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Mt Albert Grammar School Community Swimming Pool Trust, Te Puru Community Charitable Trust. The increase in operational expenditure for the period 2014 to 2015 is mainly due to the construction of the Northern Recreation facility, Otahuhu Pool and the HBC Leisure Centre. The increase in capital expenditure for the period 2013 to 2015 is mainly due to the construction and renewal of swimming pools in Otahuhu, Onehunga and Mt. Albert and the construction and upgrade of the New Lynn-Glen Eden recreation centre and Northern recreational facility by the Auckland Council.
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Regional collections and amenities
Our citys leading cultural and collection institutions make a vital contribution to advancing Aucklands social and cultural well-being, contribute directly to growing our economy and provide terrific customer experiences. By continually raising the performance bar they also grow their own financial sustainability and will require less rates funding over time. While the ArtGallery and Zoo are under the direct ownership and control of council, the museums are independent statutory entities with their own governing bodies and funding legislation. Councils role is to act as the collecting agency for the public money involved. The Auckland Art Gallery is the home of the visual arts in New Zealand with a collection of more than15,000 artworks, exhibitions, talks, performances, childrens activities, informative programmes, a learning centre and research library. The Auckland Zoo has our largest collection of animals and is recognised as one of the most progressive zoos in the world, having won national and international environment-related awards. The Auckland War Memorial Museum holds nationally and internationally significant collections of natural, social, military history and culture including pre-eminent Mori and Pacific collections which record our cultural history. The Museum of Transport and Technology (MOTAT) displays transport and technological heritage from across Auckland and New Zealand, focusing on conservation, education and recreation. Voyager Maritime Museum collects and exhibits a diverse range of nautical and historical artifacts that represent New Zealand maritime history from the earliest Polynesian arrivals to modern day seafaring. The Auckland Observatory and Planetarium (Stardome) teaches and promotes the science of astronomy. These services are provided through RFA which directly manages the Art Gallery and Auckland Zoo and provides advisory services for the museums. Physical assets owned and operated by RFA: Auckland Art Gallery and visual arts collection Auckland Zoo buildings, wildlife, livestock and equipment. Outcomes are also delivered through the following organisations with their own governance structures: Auckland Museum MOTAT Voyager Maritime Museum The Auckland Observatory and Planetarium.
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Activities
Activities Auckland Art Gallery What we are providing and why The services comprise public exhibition programmes based on a cyclical presentation of the gallerys collection which includes works on loan, and the curatorial and conservation expertise to care for those collections; special exhibitions of domestic and international collections on a financially self-sustaining basis; public access, (1) education and outreach programmes related to the visual arts and the collections; retail and other commercial services to grow the independent resources of the gallery; and support services for donor and volunteer programmes The services comprise public exhibition programmes based on local and international 1 breeding and conservation programmes; public access, education programmes related to building understanding of wildlife and conservation through awareness-raising, and scientific research; retail and other commercial services to grow the independent resources of the zoo; and support services for donor and volunteer programmes Advisory services and funding support (via rates levies) to Auckland War Memorial Museum, MOTAT and Auckland Regional Amenities Funding Board.
Auckland Zoo
Regional amenities and museums

1.
Youth education is provided through the government-funded learning education outside the classroom (LEOTC) programme

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how regional collections and amenities: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans. The Auckland Plan Our commitment to regional collections and amenities supports the development of varied and possibly multipurpose venues and infrastructure to showcase Aucklands creativity. We encourage and promote events that support creative enterprises and encourage equitable access to major cultural institutions with outreach programmes to extend those opportunities.
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Strategic directions, priorities and directives Strategic directions Create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders Integrate arts, culture, heritage and lifestyle into our daily lives Priorities Improve the education, health and safety of Aucklanders, with a focus on those most in need Value and foster Auckland's cultural diversity Directives Improve the learning and educational opportunities for all Aucklanders
Encourage and support a range of community events and cultural festivals that reflect the diversity of cultures in Auckland Support artists and creative enterprises and contribute to Auckland's vibrancy, sense of community and its economy Foster and encourage the development of the creative sector Promote the city centre as a focus for major cultural institutions and develop a diverse supporting network of cultural centres and programmes across the region Protect the nationally, regionally and locally significant historic heritage Ensure that existing built and cultural heritage appropriately guide area regeneration and new development Protect and enable critical social infrastructure services to match the needs of Auckland's current and future populations
Enhance and reveal our evolving heritage
The Council provides advisory services and funding support (via rates levies) to AucklandWar MemorialMuseum, MOTAT and RFA. The Museum contributes to mtauranga Mori through its Mori and Pacific collections, which record New Zealands cultural history. The museum tells the story of New Zealand, its place in the Pacific and its people. MOTATs heritage focus includes conservation, education and recreation. Local Board Plans The local board plans all recognise the importance of arts, culture and heritage to the development of local and community identity and sense of well-being. The key projects and priorities for these local activities are located under each local board agreement in Volume Four of this document.
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Over the next ten years Council plans to spend up to 70 million dollars on capital projects in relation to this activity. Council is proposing four priority regional projects that will all begin now and continue over the life of this plan are: Key projects and priorities Art Gallery community outreach programme Development of Auckland Art Gallery collection Zoo exhibits and enclosures renewal Zoo features renewals 2012/2013 2013/2014 2014/2015 2015-2022


The table below illustrates consolidated levels of service and performance measures across the region. The measures below track whether communities receive the quality of collections and amenities they expect and that the management of these services is meeting the standards guaranteed by council.
Level of service statement Provide an opportunity to learn and experience heritage and culture through museums Performance measure Current baseline Target 2012/13 Target 2013/14 Target 2014/15 Target 2015/16 Target 2016/17 Target 2017/18 Target 2018/19 Target 2019/20 Target 2020/21 Target 2021/22
Percentage of visitors satisfied with their overall visit to museums Number of visitors to museums Percentage of visitors satisfied with their visit overall to the Auckland Art Gallery Number of visitors to the Auckland Art Gallery Number of participants in education and public programmes
97%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
868,154
1,300,000
1,400,000
1,425,000
1,450,000
1,450,000
1,450,000
1,450,000
1,450,000
1,450,000
1,450,000
Provide the opportunity to access, learn and experience visual arts
94%
95%
95%
95%
95%
95%
95%
95%
95%
95%
95%
60,529
450,000
455,000
460,000
465,000
470,000
475,000
480,000
485,000
490,000
495,000
13,968
40,000
40,000
40,000
40,000
40,000
40,000
40,000
40,000
40,000
40,000
Provide memorable, inspirational, leisure and learning experiences with wildlife
Percentage of visitors satisfied with their overall visit to Auckland zoo
97%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
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Number of visitors to Auckland Zoo Support wildlife conservation in the Auckland region and in the wild Deliver educational and interpretive programmes to increase understanding and encourage wildlife conservation Number of species at Auckland Zoo in conservation breeding programmes Percentage of participants satisfied their learning outcomes were achieved Number of participants in education programmes
429,959
650,000
650,000
650,000
650,000
650,000
650,000
650,000
650,000
650,000
650,000
41
45
45
45
45
45
45
45
45
45
45
98%
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
33,769
50,000
50,000
50,000
50,000
50,000
50,000
50,000
50,000
50,000
50,000
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$000 Financial year ending 30 June OPERATING EXPENDITURE Auckland Zoo Regional amenities and museums The Auckland Art Gallery Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Auckland Zoo Regional amenities and museums The Auckland Art Gallery 2 Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Closing borrowing
1
Annual Plan 2012 14,653 57,105 12,344 84,102
Long-term Plan 2012-2022 2013 21,540 56,907 18,241 96,688 2014 2015 2016 2017 2018 2019 2020 2021 2022
19,363 19,981 20,584 21,238 21,880 22,488 23,199 23,955 24,837 58,740 60,429 62,493 64,655 66,560 68,518 70,721 73,433 76,631 20,504 21,140 21,828 22,519 23,188 23,799 24,525 25,380 26,306 98,607 101,550 104,905 108,412 111,628 114,805 118,445 122,768 127,774
13,098 2,409 5,965 62,631 84,103
13,439 5,120 1,962 76,167 96,688
13,775 14,120 14,501 14,893 15,250 15,616 16,022 16,470 16,931 5,343 5,631 5,857 6,152 6,489 6,764 7,126 7,559 8,160 2,062 2,333 2,387 2,418 2,409 2,382 2,410 2,689 3,337 77,427 79,466 82,160 84,949 87,479 90,043 92,887 96,051 99,346 98,607 101,550 104,905 108,412 111,627 114,805 118,445 122,769 127,774
71,135 0 11,145 2,751 0 0 448 0 85,479 1,376 0
73,015 0 12,722 958 0 0 8,262 0 94,957 (1,731) 0
75,552 0 12,753 2,751 0 0 5,745 0 96,801 (1,806) 0
82,673 85,680 88,825 91,741 94,639 97,960 101,973 106,598 0 0 0 0 0 0 0 0 13,794 14,236 14,698 15,108 15,531 15,996 16,519 17,061 2,751 2,751 2,751 2,751 2,751 2,751 2,751 2,751 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 431 454 469 483 498 513 528 556 0 0 0 0 0 0 0 0 99,649 103,121 106,743 110,083 113,419 117,220 121,771 126,966 (1,901) 0 (1,784) 0 (1,669) 0 (1,544) 0 (1,386) 0 (1,225) 0 (998) 0 (808) 0
3,366 0 6,365 9,731
2,259 0 1,788 4,047
2,027 0 1,888 3,915
2,131 0 1,947 4,078
2,242 0 2,226 4,468
2,306 0 1,492 3,798
2,364 0 1,524 3,888
2,420 0 2,660 5,080
2,481 0 3,857 6,338
8,162 0 8,070 16,232
8,809 0 9,500 18,309
320 486 8,926 9,732
0 506 3,541 4,046
0 522 3,394 3,915
0 538 3,539 4,077
0 555 3,913 4,468
0 573 3,225 3,797
0 588 3,299 3,887
0 603 4,476 5,079
0 619 5,719 6,338
0 6,251 9,981 16,232
0 6,850 11,459 18,309
11,980 0 0 3,784 0 (6,033) 9,731 0
9,795 0 0 3,390 0 (9,138) 4,047 0
0 0 0 3,538 377 0 3,915 0
0 0 0 3,731 347 0 4,078 0
0 0 0 4,074 394 0 4,468 0
0 0 0 4,484 0 (686) 3,798 0
0 0 0 4,945 0 (1,057) 3,888 0
0 0 0 5,378 0 (298) 5,080 0
0 0 0 5,901 437 0 6,338 0
0 0 0 6,561 9,671 0 16,232 0
0 0 0 7,352 10,957 0 18,309 0
35,154 448 0 0 (6,033) 0 29,570
29,570 8,262 0 0 (9,138) 0 28,694
28,694 5,745 377 0 0 0 34,816
34,816 431 347 0 0 0 35,594
35,594 454 394 0 0 0 36,442
36,442 469 0 0 (686) 0 36,225
36,225 483 0 0 (1,057) 0 35,651
35,651 498 0 0 (298) 0 35,851
35,851 513 437 0 0 0 36,801
36,801 528 9,671 0 0 0 47,000
47,000 556 10,957 0 0 0 58,513
Notes:
1 2 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council, Regional Facilities Auckland Ltd. The increase in expenditure for 2021 and 2022 is due to the art gallery renewal projects in this group of activities by Regional Facilities Auckland (RFA).
250
251
Corporate support
Content
Overview Organisational support xx xx
252
Corporate support
Overview
Auckland Council is a large organisation with 8,000-plus staff who need a range of support services so we can carry out our core business. Efficient corporate support has a direct bearing on how we deliver services to the community. Corporate support includes the Chief Executive Officer (CEO) and the Executive Leadership Team (ELT). We want our customer service to be responsive to your needs. We have 17 service centres around Auckland offering a range of service functions. Best practice will guide customer relations which operates the contact centre, customer services and human resources. Providing the highest standard of customer service requires us to have the right infrastructure in place for administration, operating our area offices and providing information. Delivering better and more responsive services means we will require significant investment in systems and technology over the next five years. A high priority is best practice information systems which will provide a common approach to information delivery and management. Key needs include an information systems framework that helps achieve organisational goals, the successful integration and harmonisation of all former council business systems, democracy services and implementation of a range of solutions that support information systems, including customer service delivery, payroll and rates. We currently operate a fleet of 580 cars, 180 utility vehicles, and several speciality vehicles such as library buses. About 190 plant/equipment items are operated as part of our fleet, including the Harbourmasters two 7.5m launches, an oil spill tender and 16 rural fire appliances. Our corporate property activities provide services and facilities that enable other parts of council to achieve their objectives. Properties include 43 administration and governance buildings, nine local board offices, 11 civil defence and emergency management facilities and a variety of other special purpose facilities. It is important that we operate in line with our strategic direction, leading by example through good high-quality infrastructure and a commitment to sustainability. The council carries out the following group of activities under this theme: organisational support.
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Corporate support
Organisational support
Organisational support assists the operational functioning of our day-to-day activities and includes many back office support functions for both the governing body and local boards. Included in support services is financial advice and stewardship, revenue collection, information management, strategic planning, asset management, communication advice, human resources, alongside leadership and management of strategy and policy programmes. We provide in-house planning, administration and service delivery. Assets are assessed and managed by council staff and/or external contractors. These costs are apportioned across the organisation. A key driver for the next 10 years is the adoption of a sustainable approach to organisational support. This will guide all our operations. We have an internally focused service department to enhance customer service processes, performance and the capability of council staff.
Activities
Activities Communication What we are providing and why Integrated communications solutions, including internal and external communications, public information campaigns, marketing and production, and research, consultation and engagement Advice and support for developing and managing effective relationships with Mori The first point of contact for customers across the four main customer channels: customer contact centre, online, written and face-to-face Ensures sound financial governance and an efficient transaction management structure for council, (including local boards) and selected CCOs Strategic and operational Human Resources (HR) and Health and Safety (H&S) Information technology and communication infrastructure to deliver council services, support business processes and store information Executive leadership of the council and administrative support to the CEO and general managers contributing to council's effective functioning Delivery of quality property services and advice to customers ensuring value for money over the life cycle of the services and the optimal management of council's core property portfolio. The council may from time-to-time buy, sell or dispose of assets (including land and interests in land) in the normal course of business, to facilitate the activities described in this plan, including the transfer of assets to trust or similar governance arrangements. The power to do so may be delegated by the council Cost-effective delivery of legal advice by internal and external lawyers to help council comply with relevant laws and effectively manage legal risk in advancing its organisational goals Developing organisational capability and maturity in project management through portfolio reporting, methodologies, training and delivery of organisation projects to ensure successful implementation and realisation of benefit Provide procurement-related advice, training, policies and management to achieve best value in council expenditure by comparison of costs for products over their life cycle or project life rather than upfront costs only
Mori strategy and relations Customer service Financial services Human resources Information technology services Executive leadership Management of council property
Management of legal issues Organisational improvement initiatives Procurement
254
Corporate support
Activities Rating services Risk and assurance services Funds management What we are providing and why Create and maintain an efficient transaction management centre to manage the council rates and valuation function Independent, objective reviews and audits of council activities and processes to help manage risk, improve decision-making and safeguard council's assets and reputation Cost-effective management of council's trusts and reserves within which council holds a range of funds This activity provides the following services to CCOs and other organisations which helps reduce the overall costs to ratepayers as economies of scale are achieved from council-wide contracts and services : Communications & Public Affairs, Customer Services, Finance (including Transactional Accounting, Business Performance & Reporting and Financial Control), Human Resources (payroll and Advice), Information systems (including Core Information Services, Copy Centre, Mailroom, Records management), Legal (as required), Procurement, Project management (as required), Property (including Property Services and Fleet Management), Risk Management, Assurance & Insurance, Treasury
Shared services

Council has looked at every activity to see how it benefits people and to what extent. In this section, you will see how Auckland-wide governance and democratic initiatives: progress the Auckland Plan contribute to community outcomes contribute to our strategic directions contribute to Mori outcomes align with Local Board Plans The Auckland Plan This group of activities makes a significant contribution in advancing the 11 strategic directions and their respective priorities and directives by ensuring council has the corporate support that enables it to function efficiently. They both lead and assist in the development of policy and monitoring frameworks that ensure Councils activities and actions reflect the strategic direction and intent of the governing and local boards and the Auckland Plan. For the purpose of this draft LTP 2012-2022 we do not report down to this level of detail for this group of activities. Community outcomes These activities contribute primarily to the following outcomes:
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Corporate support
Strategic directions, priorities and directives This group of activities makes a significant contribution in advancing the 11 strategic directions and their respective priorities and directives by ensuring council has the corporate support that enables it to function efficiently. For the purpose of this draft LTP 2012-2022 we do not report down to this level of detail for this group of activities. Maori outcomes Maori Strategy and Relations role is to support Auckland Council to respond to its responsibilities under Te Tiriti o Waitangi/The Treaty of Waitangi and statutory obligations to Mori. The department is responsible for/and assists with: Mori strategy, policy and planning development research evaluation and monitoring Mori engagement and relationship management Mori Learning and Development programmes Mori protocols and processes The council is an equal opportunities employer. Local Board Plans Local boards are responsible for engaging their local communities. Their plans highlight the need for regular communication between local boards and their communities, in some cases through the establishment of local forums. A number of local boards have also noted their desire to work with Mana Whenua on a range of local priorities and projects. Some local boards have also made specific mention of the importance of seeking opportunities to influence the rating and local board funding policies of the governing body.

Over the next ten years Council plans to spend up to 1,060 million dollars on capital projects in relation to this activity. Council is proposing four key projects. Key projects and priorities Enterprise processes and systems Kotuku House refit Auckland Town Hall internal renewals Waiheke Service Centre 2012/2013 2013/2014 2014/2015 2015-2022


The table below illustrates consolidated levels of service and performance measures across the region. The measures below provide an indication of corporate well-being which is essential to enable good service delivery to the community.
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Corporate support
Level of service statement Provide communication related support and improve brand awareness of Auckland Council Performance measure Percentage of residents who associate Auckland Council with the Auckland Council logo (prompted) Percentage of residents who associate Auckland Council with the Auckland Council logo (unprompted) Develop and maintain relationships with iwi and Mori communities and ensure their effective contribution to the decision-making processes of the council Provide efficient, effective and convenient ways for customers and stakeholders to contact and conduct business with the Council Percentage of iwi groups who consider they have an appropriate working relationship with council Current baseline 60% Target 2012/13 62% Target 2013/14 64% Target 2014/15 65% Target 2015/16 65% Target 2016/17 65% Target 2017/18 65% Target 2018/19 65% Target 2019/20 65% Target 2020/21 65% Target 2021/22 65%
24%
26%
28%
29%
30%
31%
32%
33%
34%
35%
35%
75%
75%
75%
80%
80%
85%
85%
90%
90%
95%
95%
Percentage of customers that rate our service as good, very good or excellent Percentage of calls that are answered within 20 seconds Percentage of emails actioned and responded to within 48 hours
New measure
85%
85%
85%
85%
85%
85%
85%
85%
85%
85%
77%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
92%
80%
80%
80%
80%
80%
80%
80%
80%
80%
80%
Ensure sound financial governance and maintain an effective financial transaction management centre for account payables and receivables
Total debt to total revenue ratio Percentage total interest to total revenue Percentage of receipts processed within 24 hours from receipt Maximum number of days to process receipt
1.08:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
2.5:1
6%
15%
15%
15%
15%
15%
15%
15%
15%
15%
15%
90%
95%
97%
98%
98%
98%
98%
98%
98%
98%
98%
Provide human resources and health and safety advice
Percentage employee engagement
63%
66%
70%
75%
80%
80%
80%
80%
80%
80%
80%
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Corporate support
Level of service statement and initiatives to support Auckland Council and CCOs Provide organisational leadership and political support required for council to function efficiently and effectively Develop and maintain council facilities and manage its core property portfolio and tenants Create and maintain an efficient transaction management centre to manage the council rates and valuation function Performance measure Annual employee turnover Current baseline 12% Target 2012/13 11% Target 2013/14 10% Target 2014/15 10% Target 2015/16 10% Target 2016/17 10% Target 2017/18 10% Target 2018/19 10% Target 2019/20 10% Target 2020/21 10% Target 2021/22 10%
Percentage of LTP performance measure targets met/exceeded
New measure
90%
90%
90%
90%
90%
90%
90%
90%
90%
90%
Percentage of projects delivered according to plan (time and cost) Percentage rates revenue collected Percentage rates notices lodged within legislative timetable
New measure
70%
70%
70%
70%
70%
70%
70%
70%
70%
70%
97%
97%
97%
97%
97%
98%
98%
98%
98%
98%
98%
98%
99%
99%
99%
99%
99%
99%
99%
99%
99%
99%
258
Corporate support
$000 Financial year ending 30 June OPERATING EXPENDITURE Organisational support 2 Overhead allocations Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates Activity user charges and fees Operating grants and subsidies Other revenue Development contributions Borrowing to fund operating expenditure Surplus to offset general rates requirement 3 Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Communication Customer services Executive leadership Financial services Funds Management Human resources Information technology services Management of council property Management of legal issues Maori strategy and relations Organisational improvement initiatives Procurement Rating services Risk and assurance services Shared Services Carried forward capital expenditure Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Sources of capital funding: Capital subsidies Development contributions Asset sales Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus / (deficit) MOVEMENT IN BORROWING Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayment Annual Plan 2012 Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
323,598 300,867 299,667 298,775 300,707 290,136 306,341 337,600 359,812 343,156 382,684 (185,346) (194,073) (190,807) (182,847) (176,643) (152,497) (153,290) (176,519) (193,674) (175,035) (219,305) 138,252 106,794 108,860 115,928 124,064 137,639 153,051 161,081 166,138 168,121 163,379
143,491 138,277 141,682 145,252 149,205 153,261 156,956 160,820 165,002 169,615 174,363 61,746 70,493 71,487 77,382 84,148 96,439 110,831 116,406 120,283 120,849 118,269 16,440 6,316 4,879 2,442 5,519 9,324 11,956 14,654 14,273 10,955 7,484 (83,425) (108,294) (109,186) (109,149) (114,807) (121,384) (126,694) (130,799) (133,419) (133,299) (136,737) 138,252 106,792 108,862 115,927 124,065 137,640 153,049 161,081 166,139 168,120 163,379
11,693 0 27,361 0 28,569 0 29,966 0 97,589
26,507 0 33,859 0 23,199 0 143 0 83,708
25,917 0 34,865 0 24,249 0 421 0 85,452
28,760 0 35,968 0 25,377 0 474 0 90,579
34,924 0 37,256 0 26,545 0 535 0
46,126 0 38,456 0 27,787 0 0 0
59,354 0 39,403 0 28,884 0 0 0
66,396 0 41,783 0 30,052 0 0 0
72,578 0 42,826 0 31,035 0 0 0
75,659 0 43,999 0 32,513 0 0 0
76,229 0 41,737 0 33,709 0 0 0
99,260 112,369 127,641 138,231 146,439 152,171 151,675
(40,663) (23,084) (23,410) (25,348) (24,805) (25,271) (25,408) (22,850) (19,700) (15,949) (11,704) 0 0 0 0 0 0 0 0 0 0 0
0 365 53 55 57 59 60 62 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4,035 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 71,351 56,143 55,463 58,028 60,055 61,285 62,699 63,935 24,727 126,950 28,524 17,542 18,484 13,015 26,417 36,220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,004 518 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (90,000) (92,970) (95,940) 32,970 90,720 58,500 84,070 49,280 13,117 91,006 (11,900) 108,595 169,316 132,859 173,246 149,497
63 0 0 0 0 0 66,060 14,476 0 0 0 0 0 0 0 0 80,599
65 0 0 0 0 0 67,532 14,875 0 0 0 0 0 0 0 0 82,472
67 0 0 0 0 0 69,839 14,549 0 0 0 0 0 0 0 0 84,455
59,704 (87,270) 40,683 13,117
15,433 15,926 16,419 16,942 17,480 17,943 18,406 16,612 (92,518) 36,323 94,493 61,577 87,161 51,922 58,961 64,692 55,853 57,881 53,801 68,142 79,167 91,006 (11,900) 108,595 169,316 132,858 173,245 149,496
18,899 3,275 58,425 80,599
19,437 2,808 60,228 82,472
19,975 3,481 60,999 84,455
150 17 149 21,083 0 (8,282) 108,669 0
217 0 25,825 47,408 17,556
245 0 26,677 48,078 0
165 0 27,558 52,032 28,840 0
170 0 28,522 59,342 81,282 0
216 0 29,549 71,168 31,926 0
195 0 30,465 85,422 57,164 0
185 0 0 0 0 0 0 0 31,409 32,446 33,614 34,824 93,557 100,583 104,901 106,565 24,346 0 0 0 0 (52,430) (56,043) (56,934) 80,599 0 82,472 0 84,455 0
0 (86,900)
91,006 (11,900) 108,595 169,316 132,859 173,246 149,497 0 0 0 0 0 0 0
40,274 29,966 0 0 (8,282) 0
61,958 143 17,556 0
79,657 421 0 0
(6,822) 474 28,840 0 0 0
22,492 104,309 136,235 193,399 217,745 165,315 109,272 535 0 0 0 0 0 0 81,282 31,926 57,164 24,346 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (52,430) (56,043) (56,934) 0 0 0 0
0 (86,900) 0 0
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Corporate support
Closing borrowing 61,958 79,657 (6,822) 22,492 104,309 136,235 193,399 217,745 165,315 109,272 52,338
Notes:
1 2 3 The prospective Group of Activity Statement includes the activities and services provided by the following Group entities; Auckland Council. Expenditure on the Independent Maori Statutory Board was included in the Maori Relations activity in 2011/2012 and is therefore excluded from the comparative. The Maori Relations activity is now included within the Organisation Support Group of Activity. This activity generates an operating funding surplus which is used to offset the general rates funding requirement of other activities.
260
Corporate support
261
Chapter two: Financial information
262
Consolidated funding statements

The following table summarises the expenditure and funding sources for the Auckland Council Group. Prospective funding impact statements that are required by Local Government (Financial Reporting) Regulation 2011 are included in Chapter Three of this volume.
$000 Financial year ending 30 June OPERATING EXPENDITURE Operating expenditure by theme: Built and natural environment Commercial and investment Community Economic development Governance 1 Lifestyle and culture Planning 2 Solid waste 3 Stormwater and flood protection Transport Water supply and sewerage Corporate support Total operating expenditure Comprised of: Employee benefits Depreciation and amortisation Finance costs Other expenses Total application of operating funding Sources of operating funding: General rates Targeted rates 4 Activity user charges and fees Operating grants and subsidies 5 Other revenue Development contributions Borrowing to fund operating expenditure Total operating funding Operating funding surplus / (deficit) Repayment of borrowings CAPITAL EXPENDITURE Capital expenditure by theme: Built and natural environment Commercial and investment Community Economic development 6 Governance Lifestyle and culture 7 Planning Solid waste 8 Stormwater and flood protection Transport 9 Water supply and sewerage Corporate support 10 Carried forward capital expenditure 11 Total capital expenditure Comprised of: Growth Improve level of service Renewals Total application of capital funding Weathertightness claims Total capital expenditure and weathertightness claims Sources of capital funding: Capital subsidies 12 Development contributions Asset sales 13 Funded depreciation and operating surplus Borrowing to fund capital expenditure Capital funding surplus used to repay borrowing Total capital expenditure funding Capital funding surplus/(deficit) Annual Plan 2012 Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
228,895 217,266 225,316 233,596 243,215 250,362 258,535 271,120 281,809 286,601 302,387 218,346 188,230 189,567 193,858 200,358 215,097 224,743 234,170 241,028 248,836 257,390 174,108 178,611 184,469 190,290 196,376 199,524 206,346 215,336 225,767 229,699 244,296 162,425 171,378 187,909 202,506 216,395 228,109 240,366 258,183 273,254 282,688 297,720 48,081 41,436 48,412 44,992 44,760 48,796 45,071 46,804 55,302 53,718 58,450 408,942 406,717 424,118 445,069 462,087 475,489 494,875 517,096 540,457 555,398 586,971 102,338 44,281 45,104 46,131 45,790 45,904 48,071 49,203 51,137 52,509 54,565 85,443 96,622 97,794 104,618 138,232 139,775 140,404 150,366 150,894 157,659 164,546 120,269 106,807 114,305 119,555 124,891 129,235 138,468 144,418 152,285 157,066 168,641 820,199 931,276 1,008,763 1,071,903 1,126,294 1,197,231 1,276,300 1,347,595 1,431,137 1,592,899 1,656,056 457,668 471,897 510,439 538,398 574,154 604,070 651,985 685,730 740,824 783,323 854,181 88,959 106,792 108,861 115,927 124,065 137,640 153,050 161,081 166,138 168,120 163,379 2,915,673 2,961,313 3,145,057 3,306,843 3,496,617 3,671,232 3,878,214 4,081,102 4,310,032 4,568,516 4,808,582
651,142 649,306 665,599 684,298 705,150 728,532 748,576 769,344 791,238 815,294 840,032 632,979 632,658 687,991 738,425 800,476 853,115 923,953 968,549 1,034,764 1,123,263 1,194,874 250,625 317,808 374,514 432,542 468,857 525,396 583,142 632,930 687,049 739,081 766,392 1,380,927 1,361,542 1,416,954 1,451,578 1,522,135 1,564,190 1,622,543 1,710,278 1,796,981 1,890,878 2,007,285 2,915,673 2,961,314 3,145,058 3,306,843 3,496,618 3,671,233 3,878,214 4,081,101 4,310,032 4,568,516 4,808,583
1,308,770 1,266,617 1,340,448 1,422,018 1,511,905 1,609,536 1,721,324 1,838,808 1,964,660 2,097,109 2,237,530 90,426 97,205 100,769 107,965 108,665 96,999 97,014 105,580 105,680 111,318 116,698 1,099,095 1,160,258 1,226,220 1,293,161 1,438,216 1,509,385 1,597,859 1,677,628 1,758,395 1,884,509 1,961,085 139,743 228,067 239,049 230,007 233,328 238,633 246,588 251,270 257,391 310,823 320,806 64,901 55,864 58,991 64,564 69,298 72,632 73,812 75,064 76,139 77,721 79,024 0 7,636 13,680 18,282 20,488 22,522 24,451 25,306 25,997 26,969 26,405 30,414 15,882 23,981 23,638 22,960 30,953 45,561 58,807 82,422 647 814 2,733,349 2,831,529 3,003,138 3,159,635 3,404,860 3,580,660 3,806,609 4,032,463 4,270,684 4,509,096 4,742,362 (182,324) (129,785) (141,920) (147,208) 35,103 18,982 22,042 23,775 (91,758) 73,619 (90,573) 63,917 (71,605) 66,524 (48,638) 68,444 (39,348) 69,856 (59,420) 18,874 (66,221) 19,666
21,995 9,572 10,457 10,969 9,342 7,569 9,062 10,429 4,458 5,872 4,572 48,117 37,279 36,623 36,260 25,993 101,848 32,189 69,782 29,539 61,434 28,581 47,885 64,802 65,413 62,679 46,210 28,339 31,837 45,032 28,687 30,065 35,526 143,673 111,660 93,081 75,405 85,807 77,405 71,039 52,029 49,208 45,991 66,358 11,477 5,252 6,471 6,272 5,336 5,782 5,083 5,189 3,270 2,451 2,518 145,975 179,285 224,103 152,058 133,395 180,193 194,536 213,935 218,321 213,282 210,143 0 0 0 0 0 0 0 0 0 0 0 2,895 686 1,305 5,246 679 700 842 651 380 390 401 64,490 94,860 90,932 86,604 87,851 92,401 94,468 98,756 101,016 106,032 109,944 486,252 725,453 950,948 836,781 980,263 1,112,052 1,157,575 1,001,445 1,396,931 659,249 678,980 236,679 304,976 342,096 341,408 343,676 454,617 470,147 557,101 616,324 666,205 764,482 103,117 183,976 84,040 75,625 78,596 74,358 89,175 100,216 80,599 82,472 84,455 (90,000) (92,970) (95,940) 32,970 90,720 58,500 84,070 49,280 0 0 0 1,222,555 1,624,831 1,809,529 1,722,277 1,887,868 2,193,764 2,240,023 2,203,845 2,528,733 1,873,443 1,985,960
373,776 371,093 428,803 341,769 380,584 542,910 528,275 589,993 624,434 519,086 549,106 372,332 734,264 844,804 868,309 984,130 1,053,954 1,109,060 962,370 1,250,894 641,500 692,313 476,448 519,475 535,924 512,199 523,156 596,901 602,689 651,482 653,405 712,858 744,541 1,222,556 1,624,832 1,809,531 1,722,277 1,887,870 2,193,765 2,240,024 2,203,845 2,528,733 1,873,444 1,985,960 49,465 60,286 77,980 62,537 75,794 68,957 47,573 33,324 33,324 33,324 33,324
1,272,020 1,685,117 1,887,509 1,784,814 1,963,662 2,262,721 2,287,596 2,237,169 2,562,057 1,906,767 2,019,284
175,915 187,590 164,991 503,297 314,712 417,031 423,143 366,549 312,026 171,530 162,858 108,557 52,571 94,289 117,769 142,323 168,084 219,199 216,973 211,749 212,172 212,398 85,510 77,475 42,684 38,581 39,931 41,368 42,651 43,973 45,424 47,059 48,754 426,603 463,193 501,323 543,355 610,027 677,026 765,092 831,250 904,668 1,023,914 1,087,266 593,289 970,753 1,186,876 672,805 914,109 984,887 880,303 856,711 1,197,390 686,681 736,182 (117,854) (66,465) (102,654) (90,993) (57,440) (25,675) (42,792) (78,287) (109,200) (234,589) (228,174) 1,272,020 1,685,117 1,887,509 1,784,814 1,963,662 2,262,721 2,287,596 2,237,169 2,562,057 1,906,767 2,019,284 0 0 0 0 0 0 0 0 0 0 0
Movement in borrowing Opening borrowing Borrowing to fund operating expenditure Borrowing to fund capital expenditure Use of cash reserves Capital funding surplus used to repay borrowing Principal repayments Closing borrowing
4,029,885 4,500,632 5,401,820 6,487,981 7,069,656 7,875,666 8,801,914 9,618,462 10,387,249 11,488,005 11,921,870 30,414 15,882 23,981 23,638 22,960 30,953 45,561 58,807 82,422 647 814 593,289 970,753 1,186,876 672,805 914,109 984,887 880,303 856,711 1,197,390 686,681 736,182 0 0 0 0 0 0 0 0 0 0 0 (117,854) (66,465) (102,654) (90,993) (57,440) (25,675) (42,792) (78,287) (109,200) (234,589) (228,174) (35,103) (18,982) (22,042) (23,775) (73,619) (63,917) (66,524) (68,444) (69,856) (18,874) (19,666) 4,500,632 5,401,820 6,487,981 7,069,656 7,875,666 8,801,914 9,618,462 10,387,249 11,488,005 11,921,870 12,411,026
263

Notes:
1 2 The increase in expenditure for 2014, 2017 and 2020 is due to election expenditure related cost in a three year cycle. Annual Plan 2011/2012 comparative for transport strategy expenditure includes transport strategy activity undertaken by Auckland Transport. From 2012/2013 this is incorporated in the various transport groups of activities. The increase in expenditure for 2016 is due to the implementation of new waste management plan being the introduction of organic waste service for the Auckland area. The increase in targeted rates is due to the new waste management plans being the introduction of organic waste services and recycling initiatives for the Auckland area. The overall increase in operating grants and subsidies as a source of operating funding expenditure is due to the overall higher cost of rail and in particular the increase in cost for maintenance and repairs on old rail carriages. Increase in capital expenditure for 2013 is due to development work on the Queen Wharf ferry terminal. The increase in expenditure for 2017 onwards is mainly due to acquisition of land for regional parks development and other initiatives in this group of activities like the Hobsonville point runway, Zoo entrance upgrade and function centre. The increase in expenditure for 2015 is mainly due to the RFID-Enabled wheelie bin collection project and the Claris landfill project in this group of activities by the Auckland Council. The movements in the corporate support group of activities is mainly due to budget allocations for the acquisition of a new council building and some administration renewals. The movements in the transport group of activities is mainly due to the budget allocations for the City Rail Link and the Electric Motor Units for the City Rail Link projects. The carried forward capital expenditure for the period 2012 to 2014 reflects the assumption that $279 million of capex will not be delivered within the forecast timeframes due to constraints on Auckland Council's overall capacity for capex delivery, these allocations are re-phased over future years. The increase in capital subsidies for 2015 and 2017 respectively is due to the budget allocations for the City Rail Link and the Electric Motor Units for the City Rail Link projects. The increase in asset sale numbers in the early years of the LTP is due to the Auckland Council Property Limited asset sale programme.
6 7
10
11
12
13
264
265
Prospective financial statements and notes

Prospective statement of financial position
$000 Annual Plan Financial year ending 30 June 2012 2013 2014 2015 Long-term Plan 2012-2022 2016 2017 2018 2019 2020 2021 2022 ASSETS Current assets Cash and cash equivalents 179,388 178,727 183,924 110,430 148,755 125,539 117,118 150,073 234,788 264,438 299,552 Debtors and other receivables 570,985 568,304 602,298 699,440 715,140 770,931 821,498 850,415 879,410 913,016 955,195 Other financial assets 202,000 202,000 202,000 202,000 202,000 202,000 202,000 202,000 202,000 202,000 202,000 Derivative financial instruments 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Inventories 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Non-current assets held for sale- - - - - - -- - - Total current assets 973,373 970,031 1,009,222 1,032,870 1,086,894 1,119,470 1,161,616 1,223,488 1,337,199 1,400,453 1,477,747 Non-current assets Debtors and other receivables 40,668 40,478 42,899 49,818 50,936 54,910 58,511 60,571 62,636 65,030 68,034 Other financial assets 53,900 61,131 69,689 80,023 92,350 106,821 122,848 139,558 156,297 173,068 189,872 Derivative financial instruments 33,000 33,000 33,000 33,000 33,000 33,000 33,000 33,000 33,000 33,000 33,000 Property, plant and equipment 33,772,26935,563,83637,533,030 39,390,494 41,420,736 43,748,984 45,934,635 48,054,811 50,505,155 52,326,555 54,192,883 Intangible assets 300,440 283,381 268,116 248,259 226,970 203,732 176,107 149,996 126,793 97,189 69,692 Biological assets 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Investment properties 268,000 268,000 268,000 268,000 268,000 268,000 268,000 268,000 268,000 268,000 268,000 Equity accounted investments 665,929 672,315 681,329 690,592 700,945 713,370 727,796 744,132 762,270 782,081 803,419 Investments in subsidiaries - - - - - - -- - - Deferred tax asset - - - - - - -- - - Total non-current assets 35,139,20736,927,14138,901,063 40,765,186 42,797,937 45,133,817 47,325,897 49,455,068 51,919,151 53,749,923 55,629,900 TOTAL ASSETS LIABILITIES Current liabilities Derivative financial instruments Creditors and other payables Employee entitlements Borrowings Tax payable Provisions Total current liabilities 36,112,57937,897,17239,910,285 41,798,056 43,884,831 46,253,286 48,487,514 50,678,556 53,256,350 55,150,376 57,107,647
11,000 11,000 11,000 844,720 835,783 869,669 104,818 104,522 107,145 1,060,680 1,207,757 1,368,428 1,000 1,000 1,000 61,276 54,300 45,276 2,083,493 2,214,362 2,402,518
11,000 890,842 110,155 1,417,793 1,000 38,040 2,468,830
11,000 933,989 113,512 1,507,576 1,000 29,269 2,596,346
11,000 11,000 959,706 995,390 117,276 120,502 1,657,391 1,766,276 1,000 1,000 21,290 15,785 2,767,663 2,909,954
11,000 11,000 11,000 1,049,042 1,155,714 1,213,134 123,846 127,370 131,242 1,835,309 1,957,870 1,866,392 1,000 1,000 1,000 11,929 8,072 4,216 3,032,125 3,261,027 3,226,985
11,000 1,284,319 135,225 1,792,243 1,000 360 3,224,146
Non-current liabilities Derivative financial instruments 126,000 126,000 126,000 126,000 126,000 126,000 126,000 126,000 126,000 126,000 126,000 Creditors and other payables 13,018 12,880 13,402 13,729 14,394 14,790 15,340 16,167 16,984 17,869 18,966 Employee entitlements 11,117 11,086 11,364 11,683 12,039 12,438 12,781 13,135 13,509 13,920 14,342 Borrowings 1 3,439,952 4,194,063 5,119,553 5,651,863 6,368,090 7,144,523 7,852,186 8,551,940 9,530,135 10,055,478 10,618,783 Provisions 2 494,127 464,656 416,292 377,997 324,233 272,254 235,624 209,064 180,874 151,922 122,630 Other non-current liabilities - - - - - - -- - - Deferred tax liabilities 888,000 888,000 888,000 888,000 888,000 888,000 888,000 888,000 888,000 888,000 888,000 Total non-current liabilities 4,972,214 5,696,685 6,574,611 7,069,272 7,732,756 8,458,006 9,129,930 9,804,307 10,755,501 11,253,188 11,788,721 TOTAL LIABILITIES NET ASSETS Equity Contributed equity Accumulated funds Reserves Total ratepayers equity Non-controlling interest TOTAL EQUITY 7,055,708 7,911,048 8,977,129 9,538,102 10,329,102 11,225,669 12,039,884 12,836,431 14,016,528 14,480,173 15,012,867
29,056,87229,986,12430,933,155 32,259,954 33,555,729 35,027,618 36,447,629 37,842,124 39,239,822 40,670,203 42,094,780
26,354,00026,354,00026,354,000 26,354,000 26,354,000 26,354,000 20,205 89,648 161,604 596,067 930,350 1,396,510 2,681,666 3,541,476 4,416,551 5,308,887 6,270,379 7,276,108 29,055,87229,985,12430,932,155 32,258,954 33,554,729 35,026,618 1,000 1,000 1,000 1,000 1,000 1,000 29,056,87229,986,12430,933,155 32,259,954 33,555,729 35,027,618
26,354,000 26,354,000 26,354,000 26,354,000 26,354,000 1,931,914 2,423,668 2,842,769 3,184,475 3,512,553 8,160,715 9,063,457 10,042,053 11,130,728 12,227,227 36,446,629 37,841,124 39,238,822 40,669,203 42,093,780 1,000 1,000 1,000 1,000 1,000 36,447,629 37,842,124 39,239,822 40,670,203 42,094,780
Notes:
1 2 The increase in borrowings from 2019 onwards is due to borrowing for the City Rail Link project. The decrease in provisions in the outer years is due to the reduction of weather tightness claims made.
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Prospective statement of comprehensive income
$000 Financial year ending 30 June Income Rates 1 Service and other 2 Finance Other gains 3 Total income Expenditure Personnel Depreciation and amortisation Finance Other Total expenditure Operating surplus/(deficit) before tax and share of equity accounted investments Share of equity accounted investments' surplus Surplus/(deficit) before tax 2 Income tax expense Surplus/(deficit) after tax Auckland Council 2 Non controlling interest Other comprehensive income Gain on asset revaluations Cashflow hedges Share of revaluation gains of associates Total other comprehensive income Total comprehensive income Total comprehsensive income is attributable to: Auckland Council Non controlling interest Annual Plan 2012 Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
1,399,196 1,363,822 1,441,217 1,529,983 1,620,570 1,706,535 1,818,338 1,944,388 2,070,340 2,208,427 2,354,228 1,561,354 1,664,581 1,769,814 2,197,309 2,187,113 2,397,035 2,553,800 2,581,538 2,610,446 2,652,472 2,731,324 1,704 180 180 180 180 180 180 180 180 180 180 87,877 7,231 8,558 10,334 12,327 14,471 16,027 16,710 16,739 16,771 16,804 3,050,131 3,035,814 3,219,769 3,737,806 3,820,190 4,118,221 4,388,345 4,542,816 4,697,705 4,877,850 5,102,536
651,142 649,306 665,599 684,298 705,150 728,532 748,576 769,344 791,238 815,294 840,032 632,979 632,658 687,991 738,425 800,476 853,115 923,953 968,549 1,034,764 1,123,263 1,194,874 276,072 336,454 389,913 444,355 476,923 529,202 583,387 630,645 684,764 736,796 764,107 1,381,348 1,366,735 1,422,147 1,456,771 1,527,328 1,569,383 1,627,736 1,715,471 1,802,174 1,896,071 2,012,478 2,941,541 2,985,153 3,165,650 3,323,849 3,509,877 3,680,232 3,883,652 4,084,009 4,312,940 4,571,424 4,811,491 108,590 31,083 139,673 12,468 127,205 127,205 127,205 944,666 50,661 33,611 84,272 14,830 69,442 69,442 69,442 859,810 54,119 36,239 90,358 16,035 74,323 74,323 74,323 875,075 413,957 38,855 452,812 16,870 435,942 435,942 435,942 892,336 310,313 41,425 351,738 17,455 334,283 334,283 334,283 437,989 43,497 481,486 15,327 466,159 466,159 466,159 504,693 45,498 550,191 14,787 535,404 535,404 535,404 884,607 458,807 47,408 506,215 14,462 491,753 491,753 491,753 902,742 384,765 49,210 433,975 14,874 419,101 419,101 419,101 306,426 50,883 357,309 14,973 342,336 342,336 342,336 291,045 52,410 343,455 15,378 328,077 328,077 328,077
961,492 1,005,729
978,596 1,088,675 1,096,499
944,666 1,071,872
859,810 929,253
875,075
892,336
961,492 1,005,729
884,607
902,742
978,596 1,088,675 1,096,499
949,398 1,328,278 1,295,776 1,471,888 1,420,012 1,394,495 1,397,698 1,431,012 1,424,576
1,071,872 1,071,872
929,253 929,253
949,398 1,328,278 1,295,776 1,471,888 1,420,012 1,394,495 1,397,698 1,431,012 1,424,576 949,398 1,328,278 1,295,776 1,471,888 1,420,012 1,394,495 1,397,698 1,431,012 1,424,576
Notes:
1 2 3 Rates income for 2012 comparative includes $88 million to fund sewerage treatment activity. From 2013 this revenue is incorporated within service and other revenue income. The increase in capital subsidies from 2014 to 2015 drives an increasing operating surplus which is used to fund capital expenditure. Annual Plan 2012 comparative includes vested assets revenue of $86 million. Due to uncertainty in forecasting for this notional revenue stream the council has amended its policy from 2013 so that it no longer forecasts for revenue from vested assets.
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Prospective statement of cashflow
$000 Financial year ending 30 June Annual Plan 2012 Long-term Plan 2012-2022 2016 2017 2018
2013
2014
2015
2019
2020
2021
2022
Cash flows from operating activities Receipts from rates revenue, customers and other services 2,724,897 3,031,274 3,172,250 3,621,750 3,790,865 4,043,805 4,317,969 4,494,949 4,649,726 4,824,270 5,040,369 Interest received 1,704 180 180 180 180 180 180 180 180 180 180 Dividends received 25,154.00 27,225 27,225 29,592 31,072 31,072 31,072 31,072 31,072 31,072 31,072 Payments to suppliers and employees (1,748,414) (2,061,889) (2,107,825) (2,161,771) (2,247,488) (2,327,596) (2,378,644) (2,457,055) (2,514,072) (2,681,585) (2,808,971) Interest paid (276,072) (336,454) (389,913) (444,355) (476,923) (529,202) (583,387) (630,645) (684,764) (736,796) (764,107) Income tax refund/(paid) (12,467.56) (14,830) (16,035) (16,870) (17,455) (15,327) (14,787) (14,462) (14,874) (14,973) (15,378) Goods and services tax paid (net) Other 2,000 0 Net cash from operating activities 716,801 645,507 685,882 1,028,527 1,080,251 1,202,932 1,372,403 1,424,040 1,467,268 1,422,168 1,483,165 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 Purchase of property, plant and equipment Investment in subsidiaries Purchase of intangible assets Purchase of shares in subsidiary Net cash from investing activities Cash flows from financing activities Proceeds from borrowings Repayment of borrowings Payments of finance leases Net cash from financing activities
85,51077,47542,68438,58139,93141,36842,65143,97345,42447,05948,754 (1,211,321) (1,609,900) (1,792,901) (1,706,451) (1,870,520) (2,173,605) (2,219,439) (2,183,593) (2,505,496) (1,856,227) (1,967,711) (11,234) (14,931) (16,628) (15,826) (17,348) (20,159) (20,584) (20,252) (23,237) (17,216) (18,249) (1,137,045) (1,547,356) (1,766,845) (1,683,696) (1,847,937) (2,152,396) (2,197,372) (2,159,872) (2,483,309) (1,826,384) (1,937,206)
1,419,632 1,961,868 2,293,918 1,950,103 2,223,803 2,433,824 2,473,939 2,535,063 2,936,065 2,391,735 2,355,548 (950,000) (1,060,680) (1,207,757) (1,368,428) (1,417,793) (1,507,576) (1,657,391) (1,766,276) (1,835,309) (1,957,870) (1,866,392) 469,632 901,188 1,086,161 581,675 806,010 926,248 816,548 768,787 1,100,756 433,865 489,156
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
49,388 130,000 179,388
(661) 179,388 178,727
5,198 178,727 183,924
(73,494) 183,924 110,430
38,324 110,430 148,755
(23,216) 148,755 125,539
(8,421) 125,539 117,118
32,955 117,118 150,073
84,715 150,073 234,788
29,649 234,788 264,438
35,115 264,438 299,552
268

Prospective statement of changes in equity
$000 Financial year ending 30 June Annual Plan 2012 2013 2014 2015 Long-term Plan 2012-2022 2016 2017 2018 2019 2020 2021 2022 Equity at 1 July Total comprehensive income Movements in non-controlling interest Equity at 30 June 27,985,000 29,056,872 29,986,124 30,933,155 32,259,954 33,555,729 35,027,618 36,447,629 37,842,124 39,239,822 40,670,203
1,071,872 929,253 947,031 1,326,798 1,295,776 1,471,888 1,420,012 1,394,495 1,397,698 1,430,382 1,424,576 - - - - - - - - - - 29,056,872 29,986,124 30,933,155 32,259,954 33,555,729 35,027,618 36,447,629 37,842,124 39,239,822 40,670,203 42,094,780
Total comprehensive income is attributable to: Auckland Council 1,071,872 929,253 947,031 1,326,798 1,295,776 1,471,888 1,420,012 1,394,495 1,397,698 1,430,382 1,424,576 - - - - - - - - - - Non-controlling interest 1,071,872 929,253 947,031 1,326,798 1,295,776 1,471,888 1,420,012 1,394,495 1,397,698 1,430,382 1,424,576
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Notes to the financial statements Note 1 - General Notes
Auckland Council is a territorial local authority domiciled in New Zealand. The council together with six council-controlled organisations were established on 1 November 2010 as a result of the Local Government (Tamaki Makaurau Reorganisation) Act 2009 that was enacted 23 May 2009. On establishment the council assumed responsibility for the Auckland Councils LTP 2010-2019 (which was developed as a consolidation of the 2009-2019 long-term plans of the previous eight councils. The council developed its Annual Plan 2011/2012 based on the Councils LTP 2010-2019, updated for new information arising since 1 November 2011. The councils LTP 2012-2022 has been developed based on the current structure and operations of the Auckland Council and Group. This is the Councils first Long Term Plan developed since the formation of the Auckland Council and its related council controlled organisations on 1 November 2010. The Long-term Plan was approved for consultation by the Councils governing body on 15 February 2012. The Council is governed by the Local Government Act 2002 (LGA 2002) and the Local Government (Auckland) Act 2009. The LGA 2002 requires the Council to prepare its Long Term Plan based on the activities and funding requirements of the Auckland Council as a separate Parent entity. Given the significance and economic substance of activities provided through Council Controlled Organisations within the broader Council Group (for example Auckland Transport, Watercare Services etc.), and the relevance and importance of information related to these activities for Auckland ratepayers, the Council has decided to prepare its Long Term Plan on a full Group basis. The Group comprises the ultimate Parent entity, being the Auckland Council, and its subsidiaries, associates and joint ventures. 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. The previous Long Term Plan for 2019-2020 was prepared on a Parent only basis. The Council is responsible for the prospective financial statements included in the Long Term Plan, including the appropriateness of the significant financial assumptions these are based on, and the other disclosures included in the document. The prospective financial information has been prepared for the purposes of meeting councils requirements under the LGA 2002 the Local Government (Auckland Council) Act 2009 and the Local Government (Auckland Transitional Provisions) Act 2010. This information may not be suitable for use in any other context. In accordance with the LGA 2002 the Long Term Plan the financial statements are required to comply with New Zealand Generally Accepted Accounting Practice (NZ GAAP) and other requirements contained in the Local Government Act 2002 (LGA 2002). Since these prospective financial statements are for the period 1 July 2012 to 30 June 2022, actual results are not reflected. The actual results achieved for the period covered by this Long Term Plan are likely to vary from the information presented in this document, and these variations may be material. Council does not intend to update the prospective financial statements after publication. As these prospective financial statements are being presented on a Full Group basis for the first time a Group Statement of Financial Position as at 30 June 2012 has been constructed to provide an opening position for the prospective Statement of Financial Position for the period covered by the Long Term Plan. The primary objective of the Council and the Group is to provide goods and services for community or social benefit rather than to make a financial return. Accordingly, the Council has designated itself and the Group as public benefit entities for the purposes of New Zealand equivalents to International Financial Reporting Standards (NZ IFRS).
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Note 2 - Statement of significant accounting policies
Note 2 - Statement of significant accounting policies
The principal accounting policies applied in the preparation of these consolidated financial statements are set out below. These policies have been consistently applied to the opening Statement of Financial Position and reporting period to 30 June 2011, unless otherwise stated. (a) Basis of preparation
Statement of compliance The financial statements of the Council and Group have been prepared in accordance with the requirements of the Local Government Act 2002, which includes the requirement to comply with New Zealand generally accepted accounting practice (NZ GAAP). These financial statements have been prepared in accordance with NZ GAAP. They comply with NZ IFRS, and other applicable Financial Reporting Standards, as appropriate for public benefit entities. Measurement base The consolidated financial statements have been prepared on a historical cost basis, modified by the revaluation of certain infrastructural assets, investment properties, land and buildings, biological assets and certain financial instruments (including derivative instruments). Functional and presentation currency The consolidated financial statements are presented in New Zealand dollars and all values are rounded to the nearest million dollars ($million) unless otherwise stated. The functional currency of the Council and Group is New Zealand dollars. Budget figures The budget figures presented are those approved by the ATA. The ATA established the budgets using those prepared by the previous councils and council controlled organisations for the year to 30 June 2011 as a base. These were adjusted for the eight month period commencing 1 November 2010. The budget figures have been prepared in accordance with NZ GAAP and are consistent with the accounting policies adopted by the council for the preparation of the financial statements. Costs allocation Cost of service for each significant activity is calculated as follows: Direct costs are charged directly to significant activities. Direct costs are those costs directly attributable to a significant activity. Indirect costs are charged to significant activities using appropriate cost drivers such as actual usage, staff numbers and floor area. Indirect costs are those costs that cannot be identified in an economically feasible manner with a specific significant activity. Changes in accounting policies and disclosures The council is a new entity created and commenced operations on 1 November 2010 and this is the first reporting period. Accordingly there are no comparative figures and no accounting policy changes. (b) Consolidation
Subsidiaries The consolidated financial statements incorporate the assets and liabilities of all subsidiaries of the council as at balance date and the results of all subsidiaries for the 8 month period ended at balance date.
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Subsidiaries are all those entities over which the Council and Group has the power to govern the financial and operating policies generally accompanying a shareholding of more than one half of the voting rights. The existence and effect of potential voting rights that are currently exercisable or convertible are considered when assessing whether the Council and Group controls another entity. Subsidiaries are fully consolidated from the date on which control is transferred to the Council and Group. They are deconsolidated from the date that control ceases. The council's financial statements show the investment in subsidiaries at cost less impairment if any. Inter entity transactions, balances and unrealised gains on transactions between Group entities are eliminated. Unrealised losses are also eliminated. Accounting policies of subsidiaries have been aligned where necessary to ensure consistency with the policies adopted by the Council and Group. Transactions and non-controlling interests The Group treats transactions with non-controlling interests as transactions with equity owners of the Group. For purchases of non-controlling interests, the difference between any consideration paid and the relevant share acquired of the carrying value of net assets of the subsidiary is recorded as equity. Gains or losses on disposals of non-controlling interests are also recorded in equity. Associates An associate is an entity over which the Council and Group has significant influence and that is neither a subsidiary nor an interest in a joint venture, generally accompanying a shareholding between 20% and 50% of the voting rights. The investment in associates in the Group financial statements is recognised using the equity method. Under equity method, the investment in the associate is carried in the Group Statement of Financial Position at cost plus post-acquisition changes in the Group share of net assets of the associate. Goodwill relating to the associate is included in the carrying amount of the investment and is not amortised. After application of the equity method, the Group determines whether it is necessary to recognise any impairment loss with respect to the Group net investment in its subsidiaries. Post acquisition the Group's carrying amount is increased or decreased to recognise the Groups share of the surplus or deficit of the associate after the date of acquisition. The Groups share of the surplus or deficit of the associate is recognised in the Groups surplus/(deficit). Distributions received from an associate reduce the carrying amount of the investment in the consolidated financial statements. Joint ventures Joint ventures are contractual arrangements whereby two or more parties undertake an economic activity that is subject to joint control. For jointly controlled operations, the Council and Group recognises in its financial statements 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 Council and Group recognises in its financial statements its share of the jointly controlled assets (classified according to the nature of the assets), any liabilities that it has incurred, its share of any liabilities incurred jointly with the other venturers in relation to the joint venture, any income from the sale or use of its share of the output of the joint venture (together with its share of any expenses incurred by the joint venture) and any expenses that it has incurred in respect of its interest in the joint venture. Jointly controlled entities are accounted for in the financial statements using the proportional method, the Group recognises in its financial statements its share of cash or other resources to the jointly controlled entity as an investment in the jointly controlled entity and its share of the surplus/(deficit) of the jointly controlled entity in the statement of financial performance.
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(c) Foreign currency translation Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at period end exchange rates of monetary assets and liabilities are recognised in surplus/(deficit). (d) Property, plant and equipment
Property, plant and equipment consists of: (i) Operational assets
These include land, buildings, landfill cell development, library books, rare and heritage books, works of art, plant and machinery, computer equipment, furniture fittings and equipment, motor vehicles, wharves and rolling stock. (ii) Infrastructural assets
Infrastructural assets are utility systems including roads, water, wastewater sewerage, drainage network and the associated land and structures. Each asset class includes all items that are required for the network to function, for example, Wastewater sewerage includes reticulation piping and sewer pump stations and roading infrastructure includes the carriageway, streetlights, traffic signals, bus stations and train stations etc. (iii) Restricted assets
Restricted assets are parks and reserves (including improvements and buildings) which provide a benefit or service to the community and cannot be disposed of because of legal or other restrictions. Initial recognition Property, plant and equipment are initially shown at cost or at fair value in the case where an asset is acquired at no cost or for a nominal cost. Cost includes any costs that are directly attributable to the acquisition of the items. Capital work in progress is recognised at cost less impairment and is not depreciated. The total cost of a project is transferred to the relevant asset class on its completion and then depreciated. Subsequent measurement The classes of assets below are subsequently measured at fair value less depreciation. The methods used to determine fair value are also disclosed below. All other classes of assets are measured at historical cost less accumulated depreciation and accumulated impairment. Revaluations of property, plant and equipment are accounted for on a class of asset basis. Land, buildings (operational and restricted), rare and heritage books, and infrastructural assets (except land under roads which are held at cost) are revalued with sufficient regularity to ensure that their carrying amount does not differ materially from fair value and at least every 3 years. Each year, the Council and Group considers the adequacy of the valuation of its assets to ensure the carrying value reflects fair value. Class of asset measured at fair value Operational Land and buildings Works of art Rare and heritage books Market-based evidence/income Market-based evidence Market-based evidence Method applied to determine fair value
273

Infrastructural Restricted Land Buildings Market-based evidence/income Depreciated replacement cost Depreciated replacement cost
For the assumptions used when applying the methods above please refer to note 19. Increases in asset carrying amounts due to revaluation, increase revaluation reserves through other comprehensive income. Decreases in asset carrying amounts, decrease revaluation reserves through comprehensive income only to the extent that the class of assets has sufficient revaluation reserves to absorb the reduction. All other decreases are charged to the surplus/(deficit). If a revaluation increase reverses a decrease previously recognised in surplus/(deficit), the increase is recognised first in surplus/(deficit) to reverse previous decreases. Any residual increases the revaluation reserve through other comprehensive income. Additions The cost of an item of property, plant and equipment is recognised as an asset if, and only if, it is probable that future economic benefits or service potential associated with the item will flow to the Council and Group and the cost of the item can be measured reliably. Disposals Gains and losses on disposal are determined by comparing the proceeds with the carrying amount of the asset. Gains and losses on disposals are reported net in surplus/(deficit). When revalued assets are sold, the amounts included in asset revaluation reserves in respect of those assets are transferred to accumulated funds. Depreciation Land, Work of art and Rare and heritage books are not depreciated. Depreciation on assets is provided on a straight line basis at rates that will write off the cost of the assets to their estimated residual values over their useful lives. The useful lives of major classes of assets have been estimated as follows: Class of asset depreciated Operational Buildings Landfill cell development/post closure Library books Plant and machinery Computer equipment Furniture, fittings and equipment Motor vehicles Wharves Rolling stock and stations 10-100 2-30 3-12 5-50 3-8 5-15 5-10 2-100 2-50 Estimated useful life
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Class of asset depreciated Infrastructural Roads Water systems Wastewater sewerage systems Drainage network Structures Restricted Improvements and buildings 3-100 6-120 15-200 5-200 15-200 40-100 Estimated useful life
The residual value and remaining useful life of an asset is reviewed, and adjusted if applicable, at each financial period end. (e) Investment property
Land, buildings and wharves, which are not intended for operational purposes and are rented with the principal objective to earn rental and/or capital appreciation, are accounted for as investment property. Investment property is measured initially at its cost, including transaction costs. After initial recognition, investment property is carried at fair value, representing open market value determined annually by external independent valuers. Changes in fair values are recorded in surplus/(deficit). Investment properties are not depreciated for financial accounting purposes. (f) Intangible assets
Intangible assets are initially recorded at cost. Where acquired in a business combination, the cost is the fair value at the date of acquisition. The cost of an internally generated intangible asset represents expenditure incurred in the development phase. Subsequent to initial recognition, intangible assets with finite useful lives are recorded at cost, less any amortisation and impairment losses and are reviewed annually for impairment losses. Amortisation of intangible assets is provided on a straight-line basis that will write off the cost of the intangible asset to estimated residual value over their useful lives. Assets with indefinite useful lives are not amortised but are tested, at least annually, for impairment and are carried at cost less accumulated impairment losses. Where an intangible asset's recoverable amount is less than its carrying amount, it will be reported at its recoverable amount and an impairment loss will be recognised. Impairment losses resulting from impairment are reported in surplus/(deficit). Realised gains and losses arising from the disposal of intangible assets are recognised in surplus/(deficit) in the period in which the disposal occurs. Computer software Acquired computer software licences are capitalised based on the costs incurred to acquire and bring to use the software. Costs are amortised using the straight line method over their estimated useful lives (3 to 8 years). Costs associated with maintaining computer software programmes are recognised as an expense when incurred. Costs directly associated with the development of identifiable and unique software products are recognised as an asset.
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Computer software development costs recognised as assets are amortised using the straight line method over their estimated useful lives (not exceeding 8 years). Staff training costs are recognised as an expense when incurred. Resource Consents Costs incurred in obtaining resource consents are capitalised and classified as intangible assets. Costs are amortised on a straight line basis over the term granted by the resource consent which ranges from 5 to 30 years and are stated at cost less accumulated amortisation and impairment losses. Rights to occupy The rights to occupy relates to the Westhaven Marina berths licensed from the Westhaven Marina Trusts . These assets are recorded at cost and tested annually to assess whether there has been an impairment of value. Rights to occupy are not amortised as they have an indefinite life. It is considered very unlikely that these would be cancelled when they come up for renewal. Rights to acquire The right to acquire assets relates to the Vector Arena. The arena was completed in March 2007. QPAM Ltd will own and operate the Vector Arena for 40 years from this completion date, at which point it will revert to Regional Facilities Aucklands ownership. During the 40 year period, RFA will review the recoverable amount of Vector arena annually to ensure there is no impairment of the value. An impairment review was conducted on this right to acquire and there was no sign of impairment. Integrated catchment data Integrated catchment data and network models are intellectual property which provides local information on the performance of the stormwater network, identifying problems such as capacity of the system and interaction with the environment. The models are used for the long-term management of the network. These assets are recorded at cost and amortised on a straight line basis over their useful lives (10 years). Community rights Community rights are contracted rights of access to facilities that are not owned by the Group. These assets are recorded at cost and amortised on a straight-line basis over the term of the contracted right (ranging from 4 to 20 years). Goodwill Goodwill arising on the acquisition of a subsidiary is recognised as an asset at the date that control is acquired (the acquisition date). Goodwill is measured as the excess of the sum of the consideration transferred, the amount of any non-controlling interest and the fair value of the acquirer's previously held equity interest over the fair value of the identifiable net assets. Goodwill is not amortised but is reviewed for impairment at least annually. On disposal of a subsidiary, the attributable amount of goodwill is included in the determination of the surplus or deficit on disposal. Operating Lease The operating lease has been recognised at its fair value on acquisition and is being amortised over the period of the underlying lease (63 years). The lease is for the land at each of the railway station sites along the Auckland passenger rail network.
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(g) Impairment of non-financial assets Assets that have an indefinite useful life, or are not yet available for use, are not subject to amortisation and are tested annually for impairment. Assets that have a finite useful life are reviewed for indicators of impairment at each balance date. When there is an indicator of impairment, the assets recoverable amount is estimated. An impairment loss is recognised for the amount by which the assets carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an assets fair value less costs to sell and value in use. Value in use is depreciated replacement cost for an asset where the service potential of the asset is not primarily dependent on the assets ability to generate net cash inflows and where the Council or Group would, if deprived of the asset, replace its remaining service potential. The value in use for cash-generating assets and cash-generating units is the present value of expected future cash flows. If an assets carrying amount exceeds its recoverable amount, the asset is impaired and the carrying amount is written down to the recoverable amount. For revalued assets, the impairment loss is recognised against the revaluation reserve for that class of asset. Where that results in a debit balance in the revaluation reserve, the balance is recognised in the surplus or deficit. For assets not carried at a revalued amount, the total impairment loss is recognised in the surplus or deficit. The reversal of an impairment loss on a revalued asset is credited to the revaluation reserve. However, to the extent that an impairment loss for that class of asset was previously recognised in the surplus or deficit, a reversal of the impairment loss is also recognised in the surplus or deficit. For assets not carried at a revalued amount (other than goodwill), the reversal of an impairment loss is recognised in the surplus or deficit. (h) Non-current assets held for sale
Non-current assets held for sale's carrying amount will be recovered principally through a sale transaction rather than through continuing use and a sale is considered highly probable. They are measured at the lower of their carrying amount and fair value less costs to sell. Any impairment losses for write-downs of non-current assets held for sale are recognised in the surplus or deficit. Any increases in fair value (less costs to sell) are recognised up to the level of any impairment losses that have been previously recognised. Non-current assets classified as held for sale are not depreciated or amortised. (i) Investments and other financial assets
Financial assets The Group classifies financial assets in the following categories: financial assets at fair value through surplus or deficit; loans and receivables; and available-for-sale financial assets. The classification depends on the nature and purpose for which the financial assets were acquired. The Group determines the classification of financial assets when they are acquired. Financial assets are initially measured at fair value plus transaction costs unless they are carried at fair value through surplus or deficit in which case the transaction costs are recognised in surplus/(deficit).
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Purchases and sales of financial assets are recognised at trade date, the date on which the Council and Group commits to purchase or sell the asset. Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or have been transferred and the Council and Group has transferred substantially all the risks and rewards of ownership. (i) Financial assets at fair value through surplus or deficit This category has two subcategories: financial assets held for trading and those designated at fair value through surplus or deficit on initial recognition. A financial asset is classified in this category if acquired principally for the purpose of selling in the short term. Derivatives are also categorised as held for trading unless they are designated as hedges. The full value of a derivative is classified as a non-current asset or liability when the remaining maturity of the derivative is more than 12 months, and as a current asset or liability when the remaining maturity of the derivative is less than 12 months. After initial recognition financial assets at fair value through surplus or deficit continue to be measured at fair value. Realised and unrealised gains and losses arising from the changes in the fair value of the financial assets at fair value through surplus or deficit category are included in surplus/(deficit) in the period in which they arise. (ii) Loans and receivables
Loans and receivables are non derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are included in current assets, except for those with maturities greater than 12 months after the period end date, which are classified as non-current assets. After initial recognition loans and receivables are carried at amortised cost using the effective interest rate method less impairment if any. Community loans Loans to community organisations made at nil or below market interest rates are initially recognised at their expected future cash flows, discounted at the current market rate of return for a similar asset/investment. The difference between the face value and present value of expected future cash flows of the loan is recognised in surplus/(deficit) as a grant. Community loans are subsequently measured at amortised cost using the effective interest method less impairment if any. (iii) Available-for-sale financial assets
Available for sale financial assets are non derivative financial assets that are either designated in this category or not classified in any of the other categories. They are included in non current assets unless the investment matures or the Council or Group intends to dispose of it within 12 months of the end of the reporting period. After initial recognition they are measured at fair value, with gains and losses recognised in other comprehensive income except for impairment losses, which are recognised in surplus/(deficit). (j) (i) Impairment of financial assets Assets carried at amortised cost
The Council and Group reviews at the end of each reporting period whether there is objective evidence that a financial asset or group of financial assets is impaired. The criteria that the Council and Group uses to determine that there is objective evidence of an impairment loss include: Significant financial difficulty of the issuer or obligor; A breach of contract, such as a default or delinquency in interest or principal payments; The Council and Group, for economic or legal reasons relating to the borrowers financial difficulty, granting to the borrower a concession that the lender would not otherwise consider; It becomes probable that the borrower will enter bankruptcy or other financial reorganisation;
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The disappearance of an active market for that financial asset because of financial difficulties; or Observable data indicating that there is a measurable decrease in the estimated future cash flows from a portfolio of financial assets since the initial recognition of those assets, although the decrease cannot yet be identified with the individual financial assets in the portfolio, including: a) b) Adverse changes in the payment status of borrowers in the portfolio; and National or local economic conditions that correlate with defaults on the assets in the portfolio.
The amount of loss is measured as the difference between the assets carrying amount and the present value of estimated future cash flows (excluding future credit losses that have not been incurred) discounted using the financial assets original effective interest rate. The assets carrying amount is reduced and the loss is recognised in expenditure other. If a loan or a held to maturity investment has a variable interest rate, the discount rate for measuring any impairment loss is the current effective interest rate determined under the contract. As a practical expedient, the Council and Group may measure impairment on the basis of an instruments fair value using an observable market price. If, in a subsequent period, the amount of the impairment loss decreases and the decrease can be related objectively to an event occurring after the impairment was recognised (such as an improvement in the debtors credit rating), the reversal of the previously recognised impairment loss is recognised in surplus/(deficit). i. Assets classified as available-for-sale
The Council and Group assesses at the end of each reporting period whether there is objective evidence that a financial asset or group of financial assets is impaired. For debt securities, the Council and Group uses the criteria referred to in (i) above. In the case of equity investments classified as available-for-sale, a significant or prolonged decline in the fair value of the security below its cost is also evidence that the asset is impaired. If any such evidence exists for available-for-sale financial assets, the cumulative loss which has been recognised directly in other comprehensive income measured as the difference between acquisition cost and the current fair value, less any impairment loss on the financial asset previously recognised in surplus/deficit is removed from equity and recognised in surplus/deficit. Impairment losses recognised in surplus/deficit on equity instruments are not reversed through surplus/deficit. If, in a subsequent period, the fair value of a debt instrument classified as available-for-sale increases and the increase can be objectively related to an event occurring after the impairment loss was recognised in surplus/deficit, the impairment loss is reversed through surplus/deficit. Offsetting financial instruments Financial assets and liabilities are offset and the net amount reported in the statement of financial position when there is a legally enforceable right to offset the recognised amounts and there is an intention to settle on a net basis, or realise the asset and settle the liability simultaneously. (k) Derivative financial instruments
The Council uses derivative financial instruments to economically hedge exposure to interest-rate risk arising from financing activities. In accordance with its treasury policy, the Council does not hold or issue derivative financial instruments for trading purposes. Derivatives, such as interest-rate swaps, are initially recognised at fair value on the date a derivative contract is entered into and are subsequently remeasured at their fair value. The resulting gain or loss is recognised immediately in surplus/(deficit) within other gains/(losses) unless the derivative instrument has been designated as a hedging instrument and qualifies for hedge accounting, in which case, the method of recognising the resulting gain or loss is discussed below. Derivatives that qualify for hedge accounting
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When a derivative is designated as a hedging instrument, the Group documents a hedge relationship as either a cash flow hedge (hedge of a forecast transaction) or a fair value hedge (hedge of the fair value of a recognised asset or liability). Also documented are the nature of the risk being hedged, its risk-management objective and strategy for undertaking the hedge transaction, identification of the hedging instrument and hedged item, and how the hedging instruments effectiveness is to be assessed. (i) Fair value hedge
Changes in the fair value of derivatives that are designated and qualify as fair value hedges are recorded in surplus/(deficit), together with any changes in the fair value of the hedged asset or liability that are attributable to the hedged risk. The Council and Group may apply fair value hedge accounting for hedging fixed interest risk on borrowings. The gain or loss relating to the effective portion of the interest-rate swaps that hedge fixed-rate borrowings is recognised in surplus/(deficit) within finance costs. The gain or loss relating to the ineffective portion is recognised in surplus/(deficit) within other gains/(losses). Changes in the fair value of the hedged fixed-rate borrowings attributable to interest-rate risk are recognised in surplus/(deficit) within finance costs. If the hedge 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 in surplus/(deficit) over the period to maturity. (ii) Cash flow hedge
The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges is recognised in other comprehensive income. The gain or loss relating to the ineffective portion is recorded in surplus/(deficit) within other gains/(losses). When a hedging instrument expires, or is sold or terminated, or when a hedge no longer meets hedge accounting criteria, any cumulative gain or loss in the hedging reserve within equity at that time remains in equity until the forecast transaction occurs. When a forecast transaction is no longer expected to occur, the cumulative gain or loss reported in the hedging reserve transfers to other gains/(losses) within surplus/(deficit). When a hedge of a forecast transaction subsequently results in the recognition of a non-financial asset or a non-financial liability, or a forecast transaction for a non-financial asset or non-financial liability becomes a firm commitment for which fair value hedge accounting is applied, then the associated gains and losses that were recognised in other comprehensive income will be included in the initial cost or carrying amount of the asset or liability. (l) Inventories
Inventories held for distribution or consumption in the provision of services that are not supplied on a commercial basis are measured at cost adjusted for any loss of service potential. Inventories held for use in the production of goods and services on a commercial basis are valued at the lower of cost and net realisable value. The cost of purchased inventory is determined using the first-in first-out (FIFO) method. The amount of any write down in the value of inventories is recognised in surplus/(deficit). (m) Debtors and other receivables
Debtors are amounts due from ratepayers and other customers. If collection is expected in one year or less (or in the normal operating cycle of the business if longer), they are classified as current assets. If not, they are presented as non-current assets. Debtors and other receivables are initially measured at fair value and subsequently measured at amortised cost using the effective interest method, less any provision for impairment. (n) Cash and cash equivalents
Bank overdrafts are shown within borrowings in current liabilities in the Statement of Financial Position.
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(o) Creditors and other payables Creditors and other payables are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. They are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Creditors and other payables are initially measured at fair value and subsequently measured at amortised cost, using the effective interest method. (p) Ratepayers' equity
Ratepayers' equity is the communitys interest in the Council and Group as measured by total assets less total liabilities. Equity has been classified into various components to identify those portions of equity held for specific purposes. These components of equity are: Contributed equity Accumulated funds Reserves Reserves include the following: Restricted Equity Restricted equity included in reserves, is the balance of funds held by Council where the use of the funds is specified by statute, trust deed, contract etc. As the funds are expended on an approved purpose they are released to accumulated funds. The Council may establish designated funds and reserves. The Council may alter these without reference to any third party or the courts. Transfers to and from these reserves are at the discretion of the Council. Property revaluation reserves This reserve relates to the revaluation of property, plant, and equipment to fair value. Cash flow hedge reserves This reserve comprises the effective portion of the cumulative net change in the fair value of derivatives designated as cash flows hedges. The Council's objectives, policies and processes for managing capital are discussed in Note 41. (q) Borrowings
Borrowings are initially recognised at fair value (net of transaction costs) and subsequently measured at amortised cost. Any difference between the proceeds (net of transaction costs) and amortised cost is recognised in surplus/(deficit) over the period of the borrowings using the effective interest method. Borrowings are classified as current liabilities unless the Council and Group has an unconditional right to defer settlement of the liability for at least 12 months after the year-end date. (r) Borrowing costs
The Council and Group has elected to defer the adoption of NZ IAS 23 Borrowing Costs (Revised 2007) in accordance with its transitional provisions that are applicable to public benefit entities. Consequently, all borrowing costs are recognised as an expense in the period in which they are incurred.
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(s) Current and deferred income tax Income tax expense comprises both current tax and deferred tax, and is calculated using tax rates (and tax laws) that have been enacted or substantively enacted by balance date. Income tax expense is charged or credited to surplus/(deficit), except when it relates to items charged or credited directly to equity or other comprehensive income. Current tax is the amount of income tax payable based on the taxable surplus 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. Temporary differences are differences between the carrying amount of assets and liabilities in the financial statements and the corresponding tax bases used in the computation of taxable surplus. The measurement of deferred tax reflects the tax consequences that would follow from the manner in which the entity expects to recover or settle the carrying amount of its assets and liabilities. Deferred tax liabilities are generally recognised for all taxable temporary differences. Deferred tax assets are recognised to the extent that it is probable that taxable surplus will be available against which the deductible temporary differences or tax losses can be utilised. Deferred tax is not recognised if the temporary difference arises from the initial recognition of goodwill or from the initial recognition of an asset and liability in a transaction that is not a business combination and at the time of the transaction affects neither accounting surplus nor taxable surplus. Deferred tax is recognised on taxable temporary differences arising on investments in subsidiaries and associates, and interests in joint ventures, except where the Group can control the reversal of the temporary difference and it is probable that the temporary difference will not reverse in the foreseeable future. (t) Goods and Services Tax (GST)
All items in the financial statements are stated exclusive of GST, except for debtors and other receivables and creditors and other payables, which are presented on a GST inclusive basis. Where GST is not recoverable as input tax then it is recognised as part of the related expense or asset. (u) Employee entitlements
Short-term employee entitlements Employee benefits that the Council and Group expects to be settled within 12 months of balance date are measured at nominal values based on accrued entitlements at current rates of pay. These include salaries and wages accrued up to balance date, annual leave earned to, but not yet taken at balance date, retirement gratuities and long service entitlements expected to be settled within 12 months, and sick leave. The Council and Group recognises a liability for sick leave to the extent that absences in the coming period are expected to be greater than the sick leave entitlements earned in the coming period. The amount is calculated based on the unused sick leave entitlement that can be carried forward at balance date, to the extent that the Council and Group anticipates it will be used by staff to cover those future absences. The Council and Group recognises a liability and an expense for bonuses where contractually obliged or where there is a past practice that has created a constructive obligation. Long-term employee entitlements Entitlements that are payable beyond 12 months, such as long service leave and retirement gratuities, have been calculated on an actuarial basis. The calculations are based on: Likely future entitlements accruing to staff, based on periods of service, periods to entitlement, the likelihood that staff will reach the point of entitlement and contractual entitlement information; and The present value of the estimated future cash flows.
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The discount rate is based on the weighted average of interest rates for government stock with terms to maturity similar to those of the relevant liabilities. The inflation factor is based on the expected long-term increase in remuneration for employees. Superannuation schemes (i) Defined contribution schemes Obligations for contributions to defined contribution superannuation schemes are recognised as an expense in surplus/(deficit) as incurred. (ii) Defined benefit schemes The Council and Group belongs to the Defined Benefit Plan Contributors Scheme (the scheme), which is managed by the Board of Trustees of the National Provident Fund. The scheme is a multi employer defined benefit scheme. Insufficient information is available to use defined benefit accounting, as it is not possible to determine from the terms of the scheme, the extent to which the surplus/deficit will affect future contributions by individual employers, as there is no prescribed basis for allocation. The scheme is therefore accounted for as a defined contribution scheme. Further information on this scheme is disclosed in note 34. (v) Provisions
The Council and Group recognises a provision for future expenditure of uncertain amount or timing when: the Council and Group has a present obligation (legal or constructive) as a result of past events; it is probable that expenditure will be required to settle the obligation; and reliable estimate can be made of the amount of the obligation. Provisions are not recognised for future operating losses. Provisions are measured at the present value of the expenditure expected to be required to settle the obligation using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the obligation. The increase in the provision due to the passage of time is recognised in finance costs within surplus/(deficit). Financial guarantee contracts A financial guarantee contract is a contract that requires the Council or Group to make specified payments to reimburse the holder of the contract for a loss it incurs because a specified debtor fails to make payment when due. Financial guarantee contracts are initially recognised at fair value, even if a payment under the guarantee is not considered probable. If a financial guarantee contract was issued in a stand-alone arms length transaction to an unrelated party, its fair value at inception is equal to the consideration received. When no consideration is received, a liability is recognised based on the probability that the Council or Group will be required to reimburse a holder for a loss incurred discounted to present value. The portion of the guarantee that remains unrecognised, prior to discounting to fair value, is disclosed as a contingent liability. Financial guarantees are subsequently measured at the initial recognition amount less any amortisation. However, if it is probable that expenditure will be required to settle a guarantee, then the provision for the guarantee is measured at the present value of the future expenditure. (w) Revenue recognition
Revenue is measured at the fair value of consideration received or receivable. (i) Rates revenue
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Rates are set annually by a resolution of the council and relate to a financial year. All ratepayers are invoiced within the financial period to which the rates have been set. Rates revenue is recognised when invoiced. Refer to note 42 regarding recognition of rates revenue during the 2010/11 rating year. (ii) Development contributions and financial contributions
Development contributions are recognised as income when council is capable of providing the service for which the development was levied. If the service is not yet available, the contribution is held as income received in advance. Financial contributions received by council are recognised as income when expended on the project for which the contribution was levied. Prior to recognition as income contributions received are held as income received in advance. (iii) Other revenue Water billing revenue is recognised on an accrual basis. Unbilled usage, as a result of unread meters at period end, is accrued on an average usage basis. Rental revenue is recognised on a straight-line basis over the lease term. Traffic and parking infringements are recognised when the notice is issued. Revenue derived from licences and permits is recognised on application. Grants from New Zealand Transport Agency subsidises part of the Groups costs in maintaining the local roading infrastructure. The subsidies are recognised as revenue upon entitlement as conditions pertaining to eligible expenditure have been fulfilled. Revenue from rendering of services 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. Sales of goods or services are recognised when a product is sold or service is provided to the customer. Sales are usually in cash or by credit card. The recorded revenue is the gross amount of the sale, including credit card fees payable for the transaction. Such fees are included in other expenses. Where an asset is acquired for nil or nominal consideration the fair value of the asset received is recognised as other revenue. Assets vested in the Council and Group are recognised as revenue when control over the asset is obtained. Where revenue is derived by acting as an agent for another party, the revenue that is recognised is the commission or fee on the transaction. Interest income is recognised using the effective interest method. Dividends are recognised when the right to receive payment has been established. (x) Grant expenditure
Non-discretionary grants are those grants that are awarded if the grant application meets the specified criteria and are recognised as expenditure when an application that meets the specified criteria for the grant has been received. Discretionary grants are those grants where the council has no obligation to award on receipt of the grant application and are recognised as expenditure when a successful applicant has been notified of the councils decision. (y) (i) Leases Lessee
The Group leases certain property, plant and equipment. Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under operating leases (net of any incentives received from the lessor) are expensed on a straight line basis over the period of the lease.
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Leases of property, plant and equipment, where the Council and Group has substantially all the risks and rewards of ownership, are classified as finance leases. Finance leases are capitalised at the leases commencement at the lower of the fair value of the leased property and the present value of the minimum lease payments. The leased assets (the leased properties) and corresponding liabilities (the lease payments) are recognised in the Statement of Financial Position. Interest on finance leases is expensed over the lease period. Leased assets are depreciated over the period the Council and Group is expected to benefit from their use or the lease term if ownership at the end of the lease is uncertain. (ii) Lessor
Assets leased to third parties under operating leases are included in investment property and property, plant and equipment in the Statement of Financial Position. Rental income (net of any incentives given to lessees) is recognised as income on a straight line basis over the lease term. (z) Standards, amendments and interpretations that have been early adopted
NZ IFRS 7 Financial Instruments: Disclosures The effect of early adopting these amendments is the following information is no longer disclosed: the carrying amount of financial assets that would otherwise be past due or impaired whose terms have been renegotiated. (aa) 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 Council and Groups accounting periods beginning on or after 1 July 2011 or later periods but which the Council and Group has not early adopted: NZ IFRS 9, Financial Instruments This standard will eventually replace NZ IAS 39 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 2014. Currently, management are determining the impact this standard will have on the Council and Group financial statements. NZ IAS 24 Related Party Disclosures (Revised 2009) replaces NZ IAS 24 Related Party Disclosures (Issued 2004) and will be applied for the first-time in the Council and Group's 30 June 2012 financial statements. The revised standard: Clarifies that related party transactions include commitments with related parties. FRS-44 New Zealand Additional Disclosures and Amendments to NZ IFRS to harmonise with IFRS and Australian Accounting Standards (Harmonisation Amendments) These were issued in May 2011 with the purpose of harmonising Australia and New Zealands accounting standards with source IFRS and to eliminate many of the differences between the accounting standards in each jurisdiction. The amendments must first be adopted for the year ended 30 June 2012. The Council and Group has not yet assessed the effects of FRS-44 and the Harmonisation Amendments. As the External Reporting Board is to decide on a new accounting standards framework for public benefit entities, it is expected that 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 will not be applicable to public benefit entities. This means that the financial reporting requirements for public benefit entities are expected to be effectively frozen in the short term. Accordingly, no disclosure has been made about new or amended NZ IFRS that exclude public benefit entities from their scope.
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Significant forecasting assumptions

The significant forecasting assumptions and risks underlying the financial statements outlined in this plan are detailed in the table below.
Assumption Level of uncertainty Significant Risk Financial impact
Capital programme catering for growth The capital works programme for growth is based on the best available information and aligned with both forecast growth and the priorities set under the Auckland Plan. Development growth can be influenced by a wide range of factors including changes in demographics, changes in social and economic conditions, the performance of the economy and the effect of local, national and international forces.
The capital programme for growth differs from the proposed programme
There is a significant likelihood that the capital works programme will alter over time. Where significant changes occur to the capital works programme through an annual or long -term plan process, it may be appropriate for council to determine whether to revise the schedule of development contribution and /or financial contribution charges. This assumption is sensitive to interest rates and the timing of the capital expenditure. A 1% change in the amount of interest not funded from rates equates to $2.9 million.
Capitalisation and funding of interest The council will not capitalise interest, but will take the following approach disclose the full interest expense in the comprehensive income statement but do not fund, by way of rates, the interest incurred during the construction period for multi-year capital projects This plan assumes that $286.7 million of interest expense will not be funded from rates during the construction of multi-year capital projects.
Medium
That the level of interest incurred during the construction period of multi-year capital projects is different to that forecast That the councils credit rating differs from forecasted in this plan
Credit rating In preparing this plan, the council has assumed that its credit rating will fall one notch from its current rating of AA to a revised rating of AA- in 2012. The projected impact of this assumption has been factored into the interest rates applied to borrowings to determine projected borrowing costs. The impact this assumption has could vary depending on a range of factors, which includes the timing of new borrowings and market yields at the time of refinancing loans.
Medium
Interest rates payable on council borrowing are impacted by the councils credit rating. For every one notch change from the current rating we would expect a change in borrowing cost of between 0.05% -0.15% per annum and additional borrowing costs of between $2 million (low end) and $12.75 million (high end) per annum. Where catering for growth results in additional infrastructure requirements council can collect a portion of the cost through development or financial contributions. Forecast cash receipts from contributions are recorded in the prospective funding and financial statements in the year they are forecast to be received. Borrowing is used to manage the timing differences between capital expenditure being incurred and when the completion of development gives rise to a development contribution being received. If development is faster or slower than that forecast, the timing of revenue generated through development and financial contributions will vary, impacting on the level of borrowing required.
Development growth The council has made assumptions around the rate, level, location and type of residential and non-residential development growth that will occur in the future. These assumptions are derived from the Auckland Futures Growth Model 2011. The following growth forecasts are based on medium population and employment growth with an effective demand scenario for dwelling growth. These growth forecasts are based on medium population and employment growth with an effective demand scenario for dwelling growth.
Significant
That the actual level of development growth differs significantly from that forecasted in this plan
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Changes in the rate of development growth may require growth forecasts to be reviewed This may affect the demand for and ability of council to fund growth related infrastructure. The council is a new and complex organisation subject to a range of external factors.
Economic growth The projected annual increase in economic growth for the Auckland region over the period of the long-term plan ranges from 2.7% to 3.31% with an average of 2.88%. Growth has been measured as the annual change in the BERL projections for Auckland regions gross domestic product (GDP) adjusted for inflation
Medium
That economic growth differs significantly from that forecasted in this plan
New Zealands economic outlook, while outside the councils control, will affect the councils commercial investments such as Ports of Auckland Limited and AucklandInternationalAirport. Economic growth also impacts on affordability of council rates and the utilisation of services with a user charge funding component as discretionary income is impacted. This in turn may drive changes to both operational and capital expenditure. The economic outlook also affects local businesses, the regions level of employment and the rate of development. A significant decline in economic growth could impact on employment and reduce the level of development growth that is projected, which may require the council to reduce its capital programme. It may also result in moderate increases in rates due to a lower than expected rating base. The councils own levels of staff turnover and vacancies will be affected with these being less in times of negative economic outlook. A less positive economic outlook may also result in higher levels of bad debts and reduced council investment income, although historically this is offset by lower interest rates
Efficiency savings That the general rates requirement will reduce by $60 million in 2012/2013 and by $70 million from 2014/2015 onwards through the realisation of efficiency gains and other cost reductions
Moderate
That the reduction in general rates requirements through savings differ from those forecasted
The general rates requirement would increase or decrease by the difference between the actual and projected general rates reductions from savings. This would require the council to adjust rates, debt, fees and charges, and/or expenditure The council has a savings programme to leverage efficiencies from the amalgamation. This programme has so far facilitated $81 million in savings in 2011/2012 rising to
287

$131 million by 2021/2022. This provides confidence that further savings can be made, although the actual timing and impact will subject to a number of factors.
Emissions Trading Scheme (ETS) The legislative requirement under the Climate Change Response Act is for landfill operators to report emissions from Jan 2013 and surrender units for period Jan-Dec 2013 in Jan 2014 (and yearly after that). This will increase cost to Council for waste disposal to landfill. It will also increase costs for the operation of the Council owned Claris landfill site on Great Barrier. The forecasted cost to Council is based on $10/tonne being passed onto Councils for disposal into landfills with gas extraction (All Auckland landfills except Claris). Council currently disposes of 250,000 tonnes of refuse through kerbside collections, inorganic collections and transfer stations. This equates to $2.5M per annum. Claris landfill has no gas collection and under the default methodology will incur a cost of $27 per tonne on the 800 tonnes collected annually totalling $22,000 per annum.
Medium
That the cost of participating in the ETS is different to that forecasted in this plan
The council is forecasting expenditure of $25 million on participation in the ETS over the period of this plan. A $1 change in the charge per tonne would equate to $250,000 change in cost per annum from 2013/2014 onwards. A 1% change in the number of tonnes would equate to $25,000 change in cost per annum. An increase in tonnes or cost per tonne would increase the cost to council requiring it to increase its rates requirement, increase fees and charges or reduce expenditure in other areas. A decrease in tonnes of cost per tonne from that forecast would reduce the costs to council allowing it to reduce its rates requirement , reduce fees and charges or increase expenditure in other areas.
Expected return on investments (ie, dividends, return on shareholdings etc) Dividends are forecast to be received from councils investments held by Auckland Council Investments Limited (ACIL). Forecast ACIL dividends from its 22.35% shareholding in Auckland International Airport Limited are based on market analyst three year forecasts extrapolated for the 10 years of this plan. Dividends from ACILs 100% shareholding in Ports of Auckland are based on a 75% distribution of forecast after tax profit
Medium
That the return on investments will be different from those forecasted in this plan
The forecast dividends and returns are dependant of the financial performance of the companies the council has invested in. If the actual returns are significantly less than forecast, the council will need to look for alternative funding through rates or borrowings. If the actual returns are significantly more than forecast, the council may be able to reduce rates or forecast borrowings. The plan includes $630m of depreciation in 2012/2013. A 1% change in depreciation equates to $6.3 million If depreciation is lower than that forecast the council could choose to fund a higher proportion of depreciation expense than forecast allowing it to reduce debt or increase other expenditure If depreciation is higher than that forecast the council will fund less depreciation than forecast requiring it to increase debt/and or rates or reduce other expenditure.
Funding depreciation Not all of the previous councils fully funded depreciation. The council believes it is financially prudent and fair to fully fund depreciation so that each generation pays for the assets it uses. This needs to be balanced against other considerations such as affordability. The council has assumed that it will move to fully funding depreciation net of subsidies and contributions by 2024/2025. However Watercare Services Limited will continue to fund depreciation to meet forecast average renewal requirements. For the Long-term Plan 2012-2022, targeted rate funded depreciation is 100% funded. For other activities the council will fund 67% of depreciation, net of subsidies and contributions, for 2012/2013 to 2014/2015. The level of depreciation funding will increase by around 3.3% each year, so in 2021/2022 the council would fund 90% of depreciation (excluding depreciation for Watercare and Waterfront Development Agencys commercial operations), net of subsidies and contributions
Medium
That the actual level of depreciation differs significantly from that forecasted in this plan
288

Funding sources alternative sources In this long-term plan, the council has assumed that it will fund some projects from funding sources not currently available or utilised. The council is investigating alternative funding options for significant assets, including key transport initiatives. The alternative funding options include: funding from road users, such as: congestion charging tolling of new road links tolling parts of the existing roading network regional fuel tax parking levies betterment tax one-off charge to land owners due to the increase in value of land local sales taxes such as bed tax charged to hotel patrons A package of these alternative funding tools could help fund key projects. New legislation would be needed to introduce most of these funding tools. The council intends to discuss funding transport initiatives with the government as well as the use of alternative funding tools. The timeframe for these discussions is mid 2013. Should the government not agree to legislative change, the Council would revisit the affordability of the projects with traditional funding mechanisms through the LTP 2015-2025. For the LTP 2012-2022, the council has included the development of the city rail link prior to discussion with the government about possible cost sharing arrangements. The council has assumed following funding sources for the construction of the city rail link: New Zealand Government financial assistance 50% development contributions 7.5% alternative funding tools 29% general (region wide) rates 13.5% Significant That the actual levels and sources of funds differ from those forecasted in this plan The plan forecasts $378m from alternative funding sources. A 1% change in this revenue equates to a change of $3.8m If the level of revenue raised from alternative funding sources is less than forecast the council would need to increase the amount funded from other sources (such as from rates, external subsidies, development contributions or other funding sources), or reduce expenditure. If the level of revenue raised from alternative funding sources is higher than forecast the council could reduce funding from other sources (such as from rates, external subsidies, development contributions or other funding sources), or increase expenditure. This may result in changes needing to be made to the underlying capital expenditure programme and or changes to the level of user charges, borrowings or the rates requirements
Funding sources future replacement of significant assets The funding sources for the future replacement of significant assets, and the key assumptions underpinning these, are set out in councils Revenue and Financing Policy.
Low
That the actual levels and sources of funds differ from those forecasted in this plan
The scale of the impact of changes in funding sources will vary depending on the nature of the funding source and the asset being replaced. This may result in changes to the underlying capital expenditure programme and or changes to the level of user charges, borrowings or rate requirements Growth in the rating base has no financial impact on the total rates requirement. Lower than anticipated growth in the rating base would result in slightly higher average rates increases for existing ratepayers than forecast over the period of this plan, due to a lower than expected rating base over which to spread the rates requirement. Conversely higher growth in the rating base would result in slightly lower rates average rates increases than forecast. This plan forecasts on average an 3.5% increase per annum due to inflation. A 0.1% change in inflation would equate to approximately $550,000 in net expenditure.
Growth in the rating base The council uses growth in the rating base as an indicative adjustment to the total nominal rates increase to provide an indication of the average rates increase for existing ratepayers. This growth is impacted by property development, including new building and subdivision, which increases the size of the rating base over which the rates requirement is spread. For this Long-term Plan 2012-2022, the council has assumed that growth in the rating base will be lower in the short-term and will be higher in the medium to long term. Annual growth in the rating base ranges from 0.82% to 2.00% with an average of 1.56%
Medium
That the growth in the ratepayer base differs significantly from that forecasted in this plan
Inflation The average inflation rates assumed for the long-term are based on the following Auckland Region October 2011 BERL forecasts:
Medium
That actual inflation is different from forecast inflation
289

Inflation is affected by external economic factors, most of which are outside of the councils control and influence. The councils costs and the income required to fund those costs will increase by the rate of inflation unless efficiency gains are made While individual indices will at times vary from the assumptions in this plan, councils have historically relied on Reserve Bank use of monetary controls to keep inflation within the 1.5% to 3% band. However, risk exists where a particular component of council expenditure is exposed to uncharacteristically high inflation
Interest rates In preparing this plan, councils Treasury department have projected the average interest rates for each year of the plan, based on an assessment of market yields and anticipated borrowing requirements. The following average interest rates have been assumed in this plan: Year Average interest rate applied to borrowings 6.04% 6.00% 6.09% 6.11% 6.13% 6.17% 6.15% 6.15% 6.14% 6.12%
Medium
That prevailing interest rates differ significantly from that forecasted in this plan
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Increases in interest rates flow through to higher debt servicing costs and higher rates funding requirements. The councils treasury group has mitigated these risks with a prudent hedging programme. For every 100 basis point (1.0%) change in councils average interest rate, the councils debt servicing costs would change by approximately $35 million-$85 million p.a dependent upon the amount of debt outstanding and the level of hedging in place
Legislation The Auckland Council has assumed there will be no material changes to existing legislation and other national standards applicable to Auckland Council
Medium
New legislation or changes to existing legislation may alter the nature and scope of services currently being provided There are significant changes in
If changes in legislation require councils to provide further services, or significantly increase levels of compliance or operating costs then this will need to be offset by an increase in fees and charges and or an increase in rates. It is not possible to quantify the potential financial impact of such changes at this time If customer demand increases or customers require a higher level of service to that
Levels of Service
Low
290

Where the council has identified increased demand or a need to address variability in level of service across the region, and is proposing to increase investment and/or operating expenditure, the impacts are incorporated in budgets for the relative activity and where relevant in performance measures targets. Otherwise the long-term plan assumes that community expectations and demands will not significantly change the current levels of service. customer expectations regarding demand for services and the level of service expected Medium Changes in subsidy rate and variation in criteria for inclusion in the qualifying programme of works currently planned, user charges and rate requirements to fund these services will need to increase
New Zealand Transport Authority (NZTA) subsidies For this plan, the Auckland Council has made assumptions on level of subsidies it expects to receive from the central government through the NZTA. Auckland Transport has assumed the following subsidy rates: 43% for maintenance works 54% for new construction works subsidy rates approved by NZTA for the projects approved by the former councils and still underway in the period of this long term plan. This revenue stream is reflected primarily within Auckland Transport. The gross subsidy revenue projection for each year of the long-term plan is based on indicators provided by NZTA. The council has used NZTA guidelines to forecast how the allocation of this funding to each of its transport activities. Central government funding related to specific train purchases is based on confirmed agreements with the government.
The council is forecasting $2.6 billion of capital subsidies and $2.2 billion of operating subsidies from NZTA over the period of this plan. A 1% change in this subsidy would equate to $26 million in capital subsidies, and $22 million in operating subsidies. If the level of subsidy decreases transport infrastructure projects may be reprioritised, or the scope reduced. Alternatively they may be funded through a different source such as increased borrowing or rates Conversely an increase in subsidy entitlement may reduce the proportion of transport projects requiring debt funding or provide scope to improve service levels
Population growth The council has used 2006 census population growth data as a basis for estimating population growth for Auckland over the period of this plan. The council has estimated that the Auckland population will increase by around 240,000 people (16.0%) by 30 June 2022. Annual population growth ranges from 1.40 % to 1.59 % with average increase of 1.50% per annum. These assumptions have been considered in the development of the Auckland Plan, in asset management plans and in the provision of services forecast to be delivered within the period of this long-term plan
Low
That population growth is differs significantly from that forecasted in this plan
If actual population growth is higher, it may put pressure on the council to provide additional infrastructure and services If actual population growth is lower it may result in surplus capacity in existing or planned infrastructure and services Population growth is affected by a range of external factors, most of which are outside the councils control or influence The council will continue to monitor growth on an annual basis. If there is a significant change, appropriate amendments will be made as part of the annual plan or long-term process
Property rental income Rental income is included in this plan based on the amounts currently received with assumptions on the projected increases across the period of the plan (these are generally in line with the Other inflation assumption disclosed above).
Moderate
That the increase in rental income may differ from that projected due to changes in market rentals or other factors That actual financial performance
A shortfall in property rental income would require council to increase other fees and charges, reduce expenditure, increase rates or increase borrowings. A 1% change in rental income equals approximately $775,000
Reliability of financial information
Low
The impact will depend on the size and nature of any error in financial information
291

The information in this long-term plan is based on the financial information from the Auckland Councils long-term plan 2010-2019 prepared by the Auckland Transition Agency, which was itself based on the financial information supplied by the former councils. This information has been reviewed and updated as part of the process of compiling this document. This long-term plan has been prepared on the assumption that information on income, expenditure, assets and liabilities of the Auckland Council group is reliable and free from material error. differs from forecast financial performance because of errors in the underlying financial information
Resource consents The council has assumed that there will be no significant changes to existing resource or discharge consent conditions
Low
Conditions attaching to existing resource or discharge consents change, or council is unable to renew these when they expire That actual revaluation movements differ significantly from those forecasted in this plan That actual timing of the capital programme is different from that forecasted in this plan
A significant change could increase compliance costs, which would need to be funded from increasing user charges or rates
Revaluation of assets Auckland Councils accounting policy provides for most fixed assets to be revalued with sufficient regularity (at least every three years) to ensure that the carrying value does not differ materially from fair value. Land under roads are held at cost and not revalued. Where significant the projected impact of asset revaluation on fixed assets values and depreciation expense have been reflected in this plan
High
If the revaluations are different from those forecast it will affect fixed asset values and flow through to changed levels of depreciation expense and the rates funding requirement
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 programme 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 $270 million of capital expenditure will not be delivered within forecast timeframes due to constraints on its overall capacity for capex delivery. This assumed $270 million timing change is phased as follows: Financial Year Net capex under-delivery Net capex re-instated
Moderate
Delivery of capital expenditure to a different timeframe than projected would impact interest expense, depreciation expense and consequential operating expenditure The financial implications of this would depend on the planned funding sources for the relevant capital expenditure and its associated expenses Delivering less capital expenditure than planned would result in a reduction in the funding required, usually resulting in a decrease in borrowing from that forecast. Delivering more capital expenditure than planned would result in an increase in the funding required, usually increasing the borrowing requirement. The actual timing of capital expenditure will be impacted by a number of factors. One of the key areas under the control of the council is the quality of project management. The council has a Project Management Office to develop, monitor and improve project management capability and performance
2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 Total
$90,000,000 $90,000,000 $90,000,000
$30,000,000 $80,000,000 $50,000,000 $70,000,000 $40,000,000
$270,000,000
$270,000,000
292

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
Useful lives of significant assets The useful lives of significant assets are shown in the statement of significant accounting policies
Low
Assets wear out and need to be replaced earlier or later than estimated
Depreciation and borrowing costs would increase if capital expenditure was required earlier than anticipated. However, these impacts could be mitigated by reprioritising the capital expenditure programme If claims are higher or lower than forecast, then the councils levels of borrowing and the associated borrowing costs will also be higher or lower than forecast Depending on how large the variance is, it may affect future forecast rate requirements
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 at 1 November 2010 for future weathertightness claims. The balance on this provision at 1 July 2011 was $456 million. We have assumed a release from this provision as potential settlements are made from this provision of $526 million over the period of this plan. 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
Medium
The councils exposure to claims is different than the potential liability forecasted in this plan
293
Local board financial information

Expenditure on local activities for all local board areas for 2012 to 2022
$000 2013 Operating Expenditure Albert-Eden Devonport-Takapuna Franklin Great Barrier Henderson-Massey Hibiscus and Bays Howick Kaipatiki Mangere-Otahuhu Manurewa Maungakiekie-Tamaki Orakei Otara-Papatoetoe Papakura Puketapapa Rodney Upper Harbour Waiheke Waitakere Ranges Waitemata Whau Net operating expenditure allocated to specific local boards Net operating expenditure not allocated to a specific local board Net operating expenditure allocated to local boards Capital Expenditure Albert-Eden Devonport-Takapuna Franklin Great Barrier Henderson-Massey Hibiscus and Bays Howick Kaipatiki Mangere-Otahuhu Manurewa Maungakiekie-Tamaki Orakei Otara-Papatoetoe Papakura Puketapapa Rodney Upper Harbour Waiheke Waitakere Ranges Waitemata Whau Net capital expenditure allocated to specific local boards Net capital expenditure not allocated to a specific local board Net Capital expenditure allocated to local boards 7,180 9,427 2,670 3,765 32,945 6,499 10,421 6,352 10,845 7,071 9,300 7,703 3,173 5,859 4,372 7,143 5,469 6,033 9,097 5,722 3,544 164,588 9,060 173,648 3,465 13,503 7,422 896 14,636 8,489 13,103 6,980 18,524 7,464 13,078 4,912 9,167 8,613 2,315 8,633 13,677 1,628 1,312 780 1,552 160,151 32,388 192,539 9,624 5,542 3,237 948 9,191 3,137 14,801 7,018 6,710 5,399 5,052 2,973 6,066 5,289 2,257 7,629 11,099 1,045 1,012 1,752 7,752 117,534 27,853 145,387 3,672 4,587 3,709 864 2,802 3,909 21,167 4,731 8,676 3,920 3,259 2,321 7,870 2,519 1,314 5,556 1,202 1,319 281 3,869 61 87,608 37,698 125,307 1,172 2,660 3,325 922 1,846 3,674 6,656 6,537 3,729 8,484 5,679 1,123 5,979 8,178 838 3,721 1,294 3,584 176 2,996 41 72,614 37,051 109,665 1,091 2,920 10,652 914 1,070 3,680 6,868 1,105 3,303 2,654 3,567 962 2,976 2,299 795 3,044 3,514 3,642 0 687 54 55,798 34,775 90,573 566 5,799 4,252 936 6,689 2,401 8,038 657 2,841 3,785 3,574 1,040 4,600 2,322 880 3,088 11,564 699 460 1,308 182 65,683 34,653 100,336 575 3,452 1,755 469 546 2,106 23,084 49 1,228 3,239 613 530 1,708 2,147 350 2,169 2,393 752 39 769 44 48,017 34,152 82,170 541 1,312 1,637 447 510 2,113 6,611 0 1,215 1,603 585 499 1,708 2,244 319 2,171 3,173 738 510 808 0 28,745 35,061 63,806 556 131 1,680 458 524 2,168 19,418 0 1,249 1,644 602 512 1,752 2,171 327 2,228 387 758 0 831 0 37,394 35,971 73,365 11,660 12,770 13,964 1,981 18,567 11,948 21,879 8,783 15,266 12,568 14,892 12,608 13,146 9,096 7,596 10,509 9,220 4,731 8,019 32,660 11,318 263,181 34,704 297,885 12,250 13,788 14,973 2,041 20,498 12,796 23,804 9,342 16,258 12,811 16,046 13,199 13,945 10,053 8,032 11,231 10,653 5,384 8,759 34,569 11,915 282,345 36,191 318,536 12,886 14,958 15,776 2,236 22,068 13,657 25,793 9,662 19,825 13,585 17,756 14,211 14,646 11,850 8,423 11,719 12,157 5,812 9,381 35,633 12,700 304,734 38,025 342,760 13,363 15,473 16,502 2,352 23,580 14,113 27,059 10,018 20,660 13,666 18,829 14,971 15,019 12,383 8,292 12,172 13,109 6,019 9,831 36,574 13,409 317,394 40,015 357,409 13,520 15,896 16,780 2,456 24,126 14,359 28,888 10,326 20,941 14,033 19,410 14,971 15,069 12,413 8,426 12,498 13,587 6,072 10,176 37,402 13,798 325,146 41,502 366,648 14,078 16,618 17,531 2,596 25,023 14,993 30,414 10,719 21,736 14,379 20,580 15,595 15,655 13,093 8,784 13,183 14,657 6,093 10,703 39,626 14,445 340,501 42,617 383,118 14,809 17,513 18,608 2,655 26,304 15,836 32,280 11,397 22,782 15,412 21,634 16,373 16,546 13,524 9,221 13,773 15,851 6,357 11,197 42,277 15,252 359,602 44,397 403,998 15,626 18,319 19,582 2,819 27,496 16,664 33,434 12,103 24,047 16,079 22,805 17,208 17,576 14,049 9,709 14,429 16,840 6,633 11,722 45,043 16,056 378,242 47,568 425,811 16,112 18,596 20,096 3,051 27,728 17,034 33,575 12,389 24,725 16,792 23,345 17,684 18,036 14,226 10,045 14,747 17,247 6,855 12,065 46,675 16,568 387,590 48,459 436,050 17,283 19,758 21,494 3,298 29,473 18,260 34,911 13,374 26,436 17,871 24,870 18,934 19,559 14,966 10,784 15,619 18,323 7,263 12,929 50,723 17,765 413,893 52,186 466,079 2014 2015 Net expenditure over 2012-2022 2016 2017 2018 2019 2020 2021 2022
294

Expenditure by local activities for 2012 to 2022
$000 Financial year ending 30 June OPERATING EXPENDITURE Gross operating expenditure by activity: Local arts, culture and events services Local arts and culture facilities Local arts and culture initiatives Local events Total local arts, culture and events services Local built and natural environment Local environment and heritage protection Total local built and natural environment Local community services Local community development initiatives Local community facilities Local community safety initiatives Total local community services Local economic development Local business area planning and development Local street environment and town centres Total local economic development Local governance Local planning, policy and governance Total local governance Local libraries Local library facilities and services Total local libraries Local parks services Local parks Total local parks services Local recreation services Local recreation initiatives and facilities Total local recreation services Gross operating expenditure on local activities Operating revenue attributable to local activities Net operating expenditure on local activities CAPITAL EXPENDITURE Gross capital expenditure by activity Local arts, culture and events services Local arts and culture facilities Local arts and culture initiatives Local events Total local arts, culture and events services Local built and natural environment Local environment and heritage protection Total local built and natural environment Local community services Local community development initiatives Local community facilities Local community safety initiatives Total local community services Local economic development Local business area planning and development Local street environment and town centres Total local economic development Local governance Local planning, policy and governance Total local governance Local libraries Local library facilities and services 2013 2014 2015 Long-term Plan 2012-2022 2016 2017 2018 2019 2020 2021 2022
8,265 933 4,371 13,568
9,221 548 4,571 14,341
9,752 442 4,549 14,744
9,785 784 4,506 15,075
9,956 785 4,450 15,191
10,366 756 4,738 15,860
10,995 429 5,135 16,559
11,272 492 5,228 16,992
11,276 487 5,216 16,979
11,727 503 5,493 17,724
2,039 2,039
1,800 1,800
2,086 2,086
1,877 1,877
1,914 1,914
2,084 2,084
2,160 2,160
2,231 2,231
2,267 2,267
2,229 2,229
2,461 20,592 507 23,560
2,736 21,741 575 25,052
2,640 22,808 632 26,080
2,164 23,985 645 26,794
1,961 24,742 671 27,374
1,994 25,468 696 28,158
1,991 26,700 732 29,422
2,042 27,966 763 30,772
2,050 28,470 776 31,296
2,150 30,349 818 33,317
15,978 33,389 49,367
17,205 35,999 53,204
18,408 39,088 57,496
19,139 41,579 60,718
20,240 43,439 63,679
21,871 45,538 67,409
24,445 47,996 72,441
27,467 50,310 77,778
29,607 51,097 80,704
33,543 54,323 87,866
23,877 23,877
26,095 26,095
27,108 27,108
26,544 26,544
25,641 25,641
26,277 26,277
27,166 27,166
29,461 29,461
33,025 33,025
36,463 36,463
48,596 48,596
51,408 51,408
53,150 53,150
55,301 55,301
57,083 57,083
58,163 58,163
60,584 60,584
63,334 63,334
63,959 63,959
67,370 67,370
126,802 136,702 147,865 154,019 158,954 167,025 176,109 183,963 186,556 197,972 126,802 136,702 147,865 154,019 158,954 167,025 176,109 183,963 186,556 197,972
47,634 47,634
50,052 50,052
56,745 56,745
61,022 61,022
62,234 62,234
64,885 64,885
67,698 67,698
70,815 70,815
72,367 72,367
75,869 75,869
335,444 358,653 385,272 401,351 412,070 429,861 452,138 475,345 487,154 518,810 37,559 40,117 42,513 43,942 45,422 46,743 48,140 49,535 51,104 52,731
297,885 318,536 342,760 357,409 366,648 383,118 403,998 425,811 436,050 466,079
9,716 67 111 9,893
10,401 69 53 10,523
1,735 60 55 1,850
2,231 62 57 2,349
5,148 40 59 5,247
3,586 41 60 3,687
474 42 62 578
451 44 494
463 45 507
475 46 521
897 897
2,876 2,876
3,941 3,941
3,418 3,418
173 173
278 278
279 279
292 292
191 191
196 196
6,795 754 7,549
11,736 245 11,981
9,575 253 9,827
8,856 91 8,947
3,096 94 3,189
3,820 96 3,917
3,928 99 4,026
3,351 51 3,402
3,440 52 3,492
3,529 53 3,583
12,635 12,635
16,077 16,077
13,881 13,881
11,825 11,825
9,809 9,809
5,771 5,771
5,661 5,661
2,424 2,424
2,488 2,488
6,480 6,480
5,252 5,252
6,471 6,471
6,272 6,272
5,336 5,336
5,782 5,782
5,083 5,083
5,189 5,189
3,270 3,270
2,451 2,451
2,518 2,518
29,190
15,437
14,958
15,659
2,807
2,842
13,989
2,807
3,452
8,193
295

Total local libraries Local parks services Local parks Total local parks services Local recreation services Local recreation initiatives and facilities Total local recreation services Gross capital expenditure on local activities Capital revenue attributable to local activities Net capital expenditure on local activities 29,190 15,437 14,958 15,659 2,807 2,842 13,989 2,807 3,452 8,193 92,614 92,614 98,483 98,483 65,593 65,593 59,978 59,978 67,062 67,062 51,941 51,941 59,531 59,531 43,853 43,853 44,059 44,059 44,521 44,521
23,600 23,600
36,976 36,976
29,447 29,447
18,195 18,195
16,007 16,007
17,475 17,475
11,515 11,515
25,628 25,628 82,170 82,170
7,166 7,166 63,806 63,806
7,353 7,353 73,365 73,365
181,631 198,824 145,769 125,707 110,076 7,983 6,285 382 400 412
90,994 100,767 421 431
173,648 192,539 145,387 125,307 109,665
90,573 100,336
296
297
Capital expenditure projects

Governance
Project Description Development And Construction (Jenny's Rd) Half Moon Bay Precinct Master Plan Howick Village Master Plan/Heritage Plan Install Cycle Racks At Libraries, Parks And Comm Facilities Local SLIPS Capital Funding Group Entity AC AC AC AC AC Location Great Barrier Howick Howick Albert-Eden Albert-Eden Great Barrier Mangere-Otahuhu Maungakiekie-T amaki Orakei Puketapapa Waiheke Waitemata Local board IT hardware (members) AC Albert-Eden Devonport-T akapuna Franklin Great Barrier Henderson-Massey Hibiscus and Bays Howick Kaipatiki Mangere-Otahuhu Manurewa Maungakiekie-T amaki Orakei Otara-Papatoetoe Papakura Puketapapa Rodney Upper Harbour Waiheke Waitakere Ranges Waitemata Whau Local board IT hardware (staff) AC Albert-Eden Devonport-T akapuna Franklin Great Barrier Henderson-Massey Hibiscus and Bays 2012/13 ('000) 1,039 0 0 0 429 403 201 403 403 403 434 413 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2013/14 ('000) 0 531 0 160 443 443 222 443 443 443 448 426 34 26 38 21 34 34 38 34 30 34 30 30 30 26 26 38 26 21 26 30 30 7 7 7 7 7 7 2014/15 ('000) 0 546 546 0 457 457 228 457 457 457 462 484 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2015/16 ('000) 0 0 562 0 471 471 236 471 471 471 476 499 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2016/17 ('000) 0 0 0 0 486 486 243 486 486 486 491 515 37 28 42 23 37 37 42 37 33 37 33 33 33 28 28 42 28 23 28 33 33 8 8 8 8 8 8 2017/18 ('000) 0 0 0 0 499 499 250 499 499 499 504 581 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2018/19 ('000) 0 0 0 0 512 512 256 512 512 512 517 596 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2019/20 ('000) 0 0 0 0 526 0 0 526 0 0 531 612 40 30 46 25 40 40 46 40 35 40 35 35 35 30 30 46 30 25 30 35 35 9 9 9 9 9 9 2020/21 ('000) 0 0 0 0 541 0 0 541 0 0 546 693 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2021/22 ('000) 0 0 0 0 556 0 0 556 0 0 562 712 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
298

Howick Kaipatiki Mangere-Otahuhu Manurewa Maungakiekie-T amaki Orakei Otara-Papatoetoe Papakura Puketapapa Rodney Upper Harbour Waiheke Waitakere Ranges Waitemata Whau Local Slips Capital Projects (North) AC Devonport-T akapuna Hibiscus and Bays Kaipatiki Upper Harbour Pakuranga Growth Centre Master Plan Local governance Governance Total Gross Capex AC Howick 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 308 249 465 103 0 5,252 5,252 1,624,832 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 315 254 475 107 531 6,471 6,471 1,809,531 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 322 260 486 110 546 6,272 6,272 1,722,276 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 330 266 498 113 0 5,336 5,336 1,887,870 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 337 272 509 117 0 5,782 5,782 2,193,765 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 341 275 515 120 0 5,083 5,083 2,240,024 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 345 269 521 123 0 5,189 5,189 2,203,845 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 0 0 0 139 0 3,270 3,270 2,528,733 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 130 0 2,451 2,451 1,873,443 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 134 0 2,518 2,518 1,985,961
Planning
There is no capital expenditure for this group of activities.
299

Project Description Cem Renew (Franklin) Cem Renew (Rodney) Manukau Memorial Gardens Berms Manukau Memorial Gardens Minor Assets Manukau Memorial Gardens Renewals Manukau Memorial Gardens Western Block Development NS Memorial Park Improvements Papakura District Council Cemeteries Symonds St cemetery renewals Waikumete Cemetery - Cemetery Roading and Footpaths Waikumete Cemetery - Chapel Restoration Waikumete Cemetery - Depot Renewal Waikumete Cemetery - Development of Burial Areas Waikumete Cemetery - Expansion of Cemetery Capacity Waikumete Cemetery - Plant Renewals Waikumete Cemetery - Property Renewals Waikumete Cemetery - Replacement Seats and Bins Waikumete Cemetery - Roof Replacement (butynol Waikumete Cemetery - Stormwater Installation Waikumete Cemetery - Toilet Blocks Waikumete Cemetery - Water Supply Upgrade Cemeteries and crematoria CDEM Appliances Pre-Installed Generator Plugs At Welfare Centres Puhoi Fire Station build Puhoi Fire Station study Replace Northern fire appliance Replace Northern fire tanker Replace Southern fire appliance Replace Western fire appliance Rural Fire Equipment Incl Fire Stations/Appl And Protective Clothing Rural Fire Minor Capex AC AC AC AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Group Entity AC AC AC AC AC AC AC AC AC AC AC AC AC Location Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional 2012/13 ('000) 14 5 88 131 46 883 125 188 40 374 0 0 330 2013/14 ('000) 7 11 91 139 48 671 130 3 42 385 0 106 340 2014/15 ('000) 108 9 94 140 50 743 134 11 43 396 0 109 349 2015/16 ('000) 15 12 96 144 52 311 138 3 44 408 0 0 359 2016/17 ('000) 45 6 99 149 54 377 142 3 45 419 0 0 370 2017/18 ('000) 18 12 101 152 59 477 146 3 46 430 178 0 379 2018/19 ('000) 8 13 104 156 61 92 150 3 47 440 182 0 388 2019/20 ('000) 9 13 108 161 62 0 153 3 49 265 0 0 0 2020/21 ('000) 9 13 111 165 64 0 157 3 50 272 0 0 0 2021/22 ('000) 9 14 114 170 65 0 162 3 51 279 0 0 0
AC AC AC AC
Regional Regional Regional Regional
173 10 11 25
0 11 12 26
0 11 12 26
0 11 12 27
0 12 13 28
0 12 13 29
0 12 13 30
0 13 14 30
0 13 14 31
0 13 14 32
AC AC AC AC
0 84 0 577 3,107 199 114 155 0 0 98 0 0 115 222
0 109 0 164 2,292 182 0 0 0 0 0 0 196 162 154
57 563 0 169 3,024 134 0 0 207 214 0 0 0 374 0
0 349 45 174 2,199 123 0 0 0 0 0 253 0 368 0
0 360 0 180 2,302 145 0 0 0 0 261 0 0 362 0
0 622 0 124 2,802 163 0 0 0 0 0 0 0 313 0
0 644 0 0 2,344 190 0 0 0 0 0 0 0 236 0
0 0 0 0 878 190 0 0 0 0 0 0 0 437 0
0 0 0 0 903 195 0 0 0 0 0 0 0 449 0
0 0 0 0 928 201 0 0 0 0 0 0 0 462 0
300

Siren System Battery Replacement Transition to P25 radios aligned to NZFS Tsunami Early Warning System Emergency management Ahuroa Hall renewals Birkenhead Northcote Communities Facilties Trust Comm Centre Ext Repaint (Orewa) Comm Centre Renew (Mahurangi East) Comm Facilities Tenancy (Manukau) AC AC AC AC AC Rodney Kaipatiki Rodney Rodney Other (Unallocated) Other (Unallocated) Other (Unallocated) Papakura Other (Unallocated) Rodney Rodney Rodney Rodney Rodney Rodney Rodney Franklin Other (Unallocated) Papakura Rodney Rodney Rodney Rodney Other (Unallocated) Rodney Other (Unallocated) Other (Unallocated) Whau Albert-Eden Other (Unallocated) AC AC AC Regional Regional Regional 36 103 274 1,316 0 0 16 30 686 0 107 283 1,085 0 387 0 31 603 0 0 0 928 0 0 0 31 568 0 0 0 744 0 0 0 32 587 0 0 0 768 0 0 0 33 606 0 0 0 476 36 0 0 34 624 0 0 0 426 0 0 0 35 641 0 0 0 627 0 0 0 35 659 0 0 0 645 0 0 0 36 676 0 0 0 662 0 0 0 37 694
Comm Facility Renew (Central)
AC
1,040
2,105
1,050
1,229
601
1,180
1,106
1,119
1,148
1,178
Comm Facility Renew (Manukau) Comm Facility Renew (Papakura) Comm Facility Service Improve (Manukau) Comm Hall Ext Repaint (Coatesville) Comm Hall Ext Repaint (Kaukapakapa) Comm Hall Exterior Repaint (South Head) Comm Hall Floor Renew (Coatesville) Comm Hall Int Repaint (Leigh) Comm Hall Kitchen Upgr (Glasgow Park) Comm Hall Kitchen Upgr (Waimauku) Comm Hall Renew (Franklin) Comm Hall Renew (Manukau) Comm Hall Renew (Papakura) Comm Hall Renew (Rodney) Comm Hall Replace Water Tank (Pakiri) Comm Hall Toilet Upgr (South Head) Comm Hall Toilet/Heating Upgr (Leigh) Comm Hall Upgr (Waitakere) Comm Halls Health/Safety (Rodney) Comm House Renew (Manukau)
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
144 129 45 11 0 11 11 11 0 0 7 188 0 0 11 43 11 21 106 108
159 23 36 0 22 0 0 22 33 0 7 193 0 0 0 0 0 21 109 111
273 68 27 0 0 22 0 0 0 0 8 199 0 56 0 0 34 22 112 120
303 56 61 35 0 0 35 0 0 0 8 238 7 58 0 0 0 22 115 124
196 70 28 0 0 0 0 0 0 0 8 245 7 119 0 0 0 23 119 129
320 59 41 0 0 0 0 0 0 0 8 843 7 122 0 0 0 24 121 136
303 76 55 0 0 0 0 0 0 37 8 330 7 125 0 0 0 24 125 139
298 75 56 0 0 0 0 0 0 0 9 348 7 124 0 0 0 25 127 144
306 77 57 0 0 0 0 0 0 0 9 357 8 128 0 0 0 26 130 148
314 79 59 0 0 0 0 0 0 0 9 367 8 131 0 0 0 26 134 152
Comm Services Minor Assets (Manukau) Community Centre Feasibility Study (Avondale) Community Centre Upgrades Community Devel/Safer Commun - Capital Projects
AC AC AC AC
51 41 129 517
52 0 0 0
54 0 0 0
56 0 0 0
57 0 0 0
59 0 0 0
60 0 0 0
62 0 0 0
64 0 0 0
66 0 0 0
301

Community Facilities Cluster Community Facilities Upgrades And Renewals Community Facility Upgrades Community Hall and Facility Renewals Community Facility massey/West Harbour Extension to Ranui Community House Fickling centre redevelopment Fountain Drainage (Franklin) Franklin The Centre Renewal Graffiti Prevention-Target Hardening Hall Upgrade (Rakino) Halls Access Helensville Community Centre renewals Highland Park Community House LB generated Community Safety Initiatives Massey North Community Centre Massey North Youth Facility Multi-use Comm Facility Flatbush New Lynn Youth Facility Northern Community facility AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC M u g k k -a ai a n a i i Tm k ee Otara-Papatoetoe Waiheke Rodney Henderson-Massey Henderson-Massey Puketapapa Franklin Franklin Papakura Waiheke Franklin Rodney Howick Manurewa Henderson-Massey Henderson-Massey Howick Whau Upper Harbour Hibiscus and Bays Franklin Franklin Franklin Hibiscus and Bays Hibiscus and Bays Rodney Rodney Henderson-Massey Rodney Rodney Rodney Franklin Rodney Henderson-Massey Rodney 516 516 0 103 327 65 0 41 0 83 0 0 11 0 155 0 0 0 0 0 531 531 424 106 0 0 0 0 0 85 53 0 11 0 160 4,881 0 0 0 588 546 546 0 109 0 0 0 0 0 88 0 0 11 0 165 2,182 0 2,182 0 607 0 0 0 0 0 0 0 0 82 91 0 90 12 0 0 0 0 2,246 0 0 0 0 0 0 0 0 27 0 87 94 0 0 12 612 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 96 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 210 99 0 0 12 0 0 0 182 0 182 0 0 0 0 0 0 0 0 0 92 51 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 94 52 0 0 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 97 53 0 0 13 0 0 0 0 0 0 0
Orewa Community Centre renewals Pollok School and Land Purchase Pukekohe Borough Building Pukekohe War Memorial Town Hall Renewal Silverdale Hall renewals
AC AC AC AC AC
12 36 0 21 11
12 0 2 17 0
12 0 0 1 0
13 0 19 4 0
13 0 15 1 0
13 0 0 72 36
14 0 6 145 0
14 0 0 76 0
14 0 0 78 0
14 0 0 80 0
Stillwater Hall upgrade Tauhoa Hall renewals Te Hana Hall renewals Te Atatu Peninsula CC redevelopment Town Hall Upgrade (Warkworth) Waimauku Hall toilet upgrade Wainui Hall renewals Waiuku War Memorial Town Hall Renewal Wellsford Community Centre renewals West Harbour Community House Whangaripo Hall renewals
AC AC AC AC AC AC AC AC AC AC AC
633 0 0 1,611 0 0 0 24 22 0 0
0 44 22 0 531 44 0 3 23 0 0
0 0 0 0 546 0 0 3 24 164 0
0 0 0 0 2,246 0 0 8 24 1,123 23
0 0 0 0 0 0 0 61 25 0 0
0 0 0 0 0 0 36 11 26 0 0
0 0 0 0 0 0 0 41 26 0 0
0 0 0 0 0 0 0 42 27 0 0
0 0 0 0 0 0 0 43 28 0 0
0 0 0 0 0 0 0 45 29 0 0
302

Whangateau Hall renewals Local community services Central Library carpet replacement Highland Park Extension Libraries WiFi standardisation Library Building Renew (Central) AC AC AC AC Waitemata Howick Howick Other (Unallocated) Upper Harbour D v n otTk p n e o p r- a a u a Howick Whau Other (Unallocated) Rodney Other (Unallocated) Waitemata Whau Whau Waitemata Albert-Eden Howick M u g k k -a ai a n a i i Tm k ee Waitemata Waitemata Albert-Eden Puketapapa M u g k k -a ai a n a i i Tm k ee Mangere-Otahuhu M u g k k -a ai a n a i i Tm k ee Waitemata Albert-Eden Orakei Orakei Waiheke Other (Unallocated) Other (Unallocated) Rodney AC Rodney 0 7,549 0 0 21 1,862 0 11,981 0 0 0 1,346 0 9,827 0 0 0 1,432 0 8,947 0 0 0 1,432 0 3,189 0 0 0 1,473 0 3,917 0 0 0 1,510 37 4,026 603 0 0 1,545 0 3,402 0 0 0 1,585 0 3,492 0 443 0 1,627 0 3,583 0 5,236 0 1,669
Library Development (Albany) Library Development (Devonport) Library Development (Flatbush) Library Expansion Plan (Whau) Library Ext Building Repl (South) Library Extension (Warkworth) Library Facilities Interior (Manukau) Library Furn/Fit (Ackl Central) Library Furn/Fit (Avondale) Library Furn/Fit (Blockhouse Bay) Library Furn/Fit (Central) Library Furn/Fit (Epsom) Library Furn/Fit (Flatbush) Library Furn/Fit (Glen Innes) Library Furn/Fit (Grey Lynn) Library Furn/Fit (Leys Institute) Library Furn/Fit (Mt Albert) Library Furn/Fit (Mt Roskill) Library Furn/Fit (Onehunga) Library Furn/Fit (Otahuhu) Library Furn/Fit (Panmure) Library Furn/Fit (Parnell) Library Furn/Fit (Pt Chevalier) Library Furn/Fit (Remuera) Library Furn/Fit (St Heliers) Library Furn/Fit (Waiheke) Library Furn/Fit Comm (Central)
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
0 97 0 31 348 0 32 41 46 0 56 0 0 0 0 0 0 0 56 0 56 0 0 0 0 238 77
0 4,125 0 32 226 106 34 43 0 0 0 0 0 49 0 0 0 1 0 0 0 0 49 49 0 0 80
0 0 2,619 33 232 2,073 39 44 0 0 0 57 1,429 0 0 48 0 0 0 92 0 48 0 0 0 0 82
0 0 10,460 0 290 0 29 45 0 61 0 0 2,267 0 0 0 0 0 0 0 0 0 0 0 0 0 85
0 0 0 0 246 0 30 47 0 0 0 0 0 0 47 0 63 0 0 0 0 0 0 0 63 0 88
0 0 0 0 252 0 31 48 54 0 0 0 0 0 0 0 0 0 65 0 65 0 0 0 0 0 90
10,044 0 0 0 313 0 32 49 0 0 0 0 0 54 0 0 0 65 0 65 0 0 54 54 0 0 92
0 0 0 0 273 0 32 51 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 95
0 0 0 0 281 0 33 52 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 97
0 0 0 0 288 0 34 53 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100
Library Minor Assets (Manukau) Library Minor Assets (Norh/West)
AC AC
280 16
291 34
393 15
385 15
493 18
511 22
554 23
572 24
587 24
602 25
303

Library Minor Renew (Kumeu) Library Minor Renew (Mahurangi East) Library Minor Renew (North/West) AC AC AC Rodney Rodney Other (Unallocated) Hibiscus and Bays Rodney Rodney Hibiscus and Bays Rodney Papakura Rodney Rodney Rodney Rodney Waiheke Henderson-Massey Mangere-Otahuhu Rodney Henderson-Massey Papakura Henderson-Massey Other (Unallocated) Waiheke 152 6 40 47 11 41 23 12 42 14 26 42 14 20 42 15 16 43 26 9 43 27 12 49 27 13 51 28 13 52
Library Minor Renew (Orewa) Library Minor Renew (Warkworth) Library Minor Renew (Wellsford) Library Minor Renew (Whangaparoa) Library Renew (Helensville) Library Renew (Sir Edmund Hillary) Library Service Area Renew (Kumeu) Library Service Counter Replace (Helensville) Library Service Counter Replace (Warkworth) Library Upgr (Wellsford) New Library Build (Waiheke) NoRSGA-Massey North Library Otahuhu library redevelopment Point Wells Library minor capital items Ranui Library Takanini Library Te Atatu Peninsula Library Build Till replacement Upgrade Library Courtyard Local libraries Albert Place New Carports Albert Place Renewal CAB Renew (Manukau) CAB Service Improve (Manukau) CCTV Cameras (Manukau) Elderly Housing Renew (Franklin) Elderly Housing Renew (Manukau) Elderly Housing Renew (N/Shore) Henderson Ave Renewal Henry Curd Renewal Housing for Older Adults - Main Housing for Older Adults - Renewals Housing for older Adults
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
15 4 5 11 3 0 0 0 0 739 3,581 6,491 603 1 4,854 0 8,293 0 1,134 29,190
73 11 5 13 19 95 0 0 0 0 0 3,183 2,805 1 0 2,665 0 0 0 15,437 0 28 64 11 39 11 633 172 0 5 0 308 0
14 8 6 34 3 0 0 0 0 0 0 0 2,884 1 0 3,297 0 0 0 14,958 27 48 65 0 41 11 650 176 1 4 0 469 0
29 8 6 35 3 202 0 0 0 0 0 0 0 1 0 0 0 222 0 15,659 0 66 67 0 42 11 669 182 0 0 0 131 0
28 8 6 60 41 17 0 0 0 0 0 0 0 1 0 0 0 0 0 2,807 0 61 69 12 43 12 689 187 9 0 194 0 0
13 21 6 66 14 0 0 0 0 0 0 0 0 1 0 0 0 0 0 2,842 0 9 71 0 27 12 705 192 0 0 771 0 0
13 14 6 14 8 121 59 62 64 0 0 0 0 2 0 0 0 0 0 13,989 0 60 73 0 0 12 722 196 6 0 545 0 0
14 15 6 37 14 0 0 0 0 0 0 0 0 2 0 0 0 0 0 2,807 0 44 75 0 0 12 684 186 0 0 0 404 0
14 15 7 38 14 128 0 0 0 0 0 0 0 2 0 0 0 0 0 3,452 0 45 77 0 0 13 702 191 6 0 0 415 0
14 16 7 39 14 0 0 0 0 0 0 0 0 2 0 0 0 0 0 8,193 0 46 79 0 0 13 720 196 0 0 0 425 0
AC AC AC AC AC AC AC AC AC AC AC AC AC
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
0 9 62 0 38 10 614 166 0 0 0 192 377
304

Kent St Renewal Lawrie Ave Renewal Norfolk Rise Renewal Older Persons Housing Maintenance, Papakura Parkway New Carports Parkway Renewal Wilsher Village Redevelopment Regional community services Flatbush Library Collection Heritage Material Digitisation Libraries Technology Library Collection Renew (Central) Library Collection Renew (South) Library Current Use Coll Renew (North/West) Library Online Presences Library Security (RFID) Microfilm reader replacement Millennium LMS Mobile Library Repl (Central) Otahuhu Library Collections refresh Waiheke Library Collections refresh Regional library services Community Total Gross Capex AC AC AC AC AC AC AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional 3 3 5 5 0 38 4,978 6,501 0 467 1,091 3,949 4,321 4,779 153 1,355 36 706 0 0 282 17,140 64,803 1 2,3 ,4 2 6 8 7 6 6 54 74 40 15,404 16,862 0 512 1,667 4,111 4,449 4,839 158 954 0 1,066 0 0 0 17,756 65,413 18 95 1 ,0,3 0 0 4 50 0 15 13,009 14,571 0 614 892 4,275 4,584 5,035 163 332 32 3,134 0 308 0 19,370 62,678 17 22 6 ,2,7 9 17 30 19 0 72 543 1,860 0 723 762 4,450 4,733 5,244 168 348 33 341 0 0 0 16,802 46,211 18 78 0 ,8,7 2 17 33 6 0 54 0 1,388 234 779 917 4,632 4,883 5,423 173 385 0 389 69 0 0 17,884 28,339 21 37 5 ,9,6 26 5 7 6 0 11 0 1,842 720 893 807 4,796 5,010 5,578 178 402 0 1,573 0 0 0 19,959 31,837 22 00 4 ,4,2 11 10 1 6 0 15 0 1,658 739 1,013 1,679 4,964 5,141 7,023 182 440 0 1,408 0 0 0 22,590 45,032 22 38 5 ,0,4 11 11 14 24 0 39 0 1,502 0 1,012 0 5,060 5,313 6,199 187 435 0 1,265 0 0 0 19,471 28,687 25 87 3 ,2,3 11 11 14 24 0 40 0 1,548 0 1,041 0 5,204 5,464 6,375 193 448 0 1,301 0 0 0 20,025 30,065 18 34 3 ,7,4 11 11 14 25 0 41 0 1,581 0 1,070 0 5,348 5,615 6,551 198 460 0 1,337 0 0 0 20,579 35,526 1 8,6 ,5 1 9 9
Project Description All-Weather Canopy And Toilet Upgrade (Mangere Town Centre) All-Weather Stand At Criterion Square (Otahuhu Town Centre) Browns Bay Second Phoenix Plaza Business Improvement District Programmes Business Improvement Districts (New Lynn/Avondale/Blockhouse Bay) Clevedon Toilet Renewals Devonport Barclay - Clarence Devonport Marine Square Devonport Wharf Board Walk Extension Group Entity AC Location 2012/13 ('000) 773 2013/14 ('000) 0 2014/15 ('000) 0 2015/16 ('000) 0 2016/17 ('000) 0 2017/18 ('000) 0 2018/19 ('000) 0 2019/20 ('000) 0 2020/21 ('000) 0 2021/22 ('000) 0
Mangere-Otahuhu
AC
Mangere-Otahuhu Hibiscus and Bays Otara-Papatoetoe Whau Franklin Devonport-T akapuna Devonport-T akapuna Devonport-T akapuna
26
AC AC AC AC AC AC AC
0 286 21 167 0 0 1,251
59 133 21 90 0 1,067 2,479
61 218 22 94 929 851 0
1,279 0 0 98 75 0 0
1,283 0 0 95 77 0 0
1,375 0 0 115 0 0 0
0 0 0 148 0 0 0
0 0 0 124 0 0 0
0 0 0 128 0 0 0
0 0 0 131 0 0 0
305

Devonport Wharf Gateway Upgrade Enhance The Northern, Western And Eastern Gateways To LB Area Fort Street area upgrade Highbury Mainstreet Highbury Square Development Highbury Town Centre Hurstmere Green Upgrade Kiwi Esplanade Toilets (Mangere Bridge) Mt Albert town centre renewal New Lynn Stitch Avondale Urban Plan New Playground And Toilet Upgrade (Mangere East Town Centre) Northcote - Centre Road Northcote Centre Onehunga Centre Orewa town entrance landscape AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC Devonport-T akapuna Rodney Devonport-T akapuna Kaipatiki Kaipatiki Kaipatiki Devonport-T akapuna Mangere-Otahuhu Albert-Eden Whau Mangere-Otahuhu Kaipatiki Kaipatiki M u g ke i - a a i a n a i keTm k Hibiscus and Bays Hibiscus and Bays Howick Franklin Franklin Albert-Eden Albert-Eden Franklin Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe Streetscape Renewals AC Franklin Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe Takapuna - Hurstmere Green Commercial Area Takapuna Centre - Hurstmere Road revitalisation The Strand - Takapuna Town Centre Revitalisation AC Devonport-T akapuna 0 155 0 0 115 701 982 258 1,514 102 82 115 1,335 687 0 1,061 159 0 0 119 644 1,273 0 2,077 105 0 0 1,417 707 0 0 164 0 0 1,216 0 0 0 0 108 0 0 1,321 727 0 0 0 0 874 0 0 0 0 0 0 0 0 1,685 0 173 0 0 1,283 2,757 0 0 0 0 0 0 0 0 1,733 0 0 0 0 1,675 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Orewa town streetscape Pakuranga Growth Centre Infrastructure Pukekohe Town Centre Pukekohe Town Centre Capital Renewals Renewal Of Mt Albert Village Renewal Of Village Centres Streetscape Development
0 0 0 42 0 0 38 115 77 92 62 23 76 26 29 31 1,453
0 0 1,695 0 0 318 40 106 81 97 65 25 80 27 33 31 0
168 0 661 44 546 2,564 42 109 84 101 68 26 83 28 34 32 0
0 0 1,752 0 562 2,639 44 112 89 106 71 27 86 29 35 33 0
0 0 0 46 578 0 45 116 91 109 73 35 112 38 46 43 0
0 0 0 0 592 0 46 118 94 111 75 36 118 40 48 45 0
0 0 0 49 0 0 47 121 96 114 76 38 124 42 51 48 0
0 0 0 0 0 0 0 124 0 0 0 39 127 43 52 49 0
0 0 0 0 0 0 0 128 0 0 0 40 131 44 54 50 0
0 3,927 0 0 0 0 0 131 0 0 0 41 134 45 55 52 0
AC AC AC
Devonport-T akapuna Devonport-T akapuna Other (Unallocated)
115 69 890
0 71 1,150
0 0 1,181
0 0 1,217
0 0 1,251
0 0 1,282
3,393 0 1,313
0 0 1,865
0 0 1,914
0 0 1,964
306

Town Centre Revitalisation (Otara) Town Centre Urban Design Action Plan (Glenfield) Undertake Appropriate Mainstreet Upgrades Upgrade Hunters Corner Streetscapes Village Centre Upgrade (Mt Roskill/Dominion Road ) Village Square Development (Ponsonby) Local economic development City centre master Fort Street area upgrade Industrial Areas Revitalised Khartoum Place upgrade Lorne Street - stage 2 upgrade Mangere Gateway Avenue Route Mangere Gateway Experience O'Connell street upgrade Regeneration Project - New Lynn Strategic property developments Tamaki innovation precinct Town Square Massey North PC15 Regional economic strategy and initiatives Commercial Property Asset Renewal Innovation precinct Marina Development Queens Wharf Cruise Ship Terminal Site 15/25 - Hotel Development Super Yacht Refit And Commissioning Facility Tram Extensions Vos Yard Development Waitemata Plaza Westhaven Marina Operations Asset Renewal Westhaven Marina Village Westhaven Pier Renewals Wynyard Point Open Space (Heritage Yacht Basin) Wynyard Quarter Central Area Private Works Wynyard Quarter Central Precinct Public Works Wynyard Quarter Development Sites Public Works Waterfront Waterfront Waterfront Waterfront Waterfront Waterfront Waterfront Waterfront Waterfront Waterfront Waterfront Waterfront Waterfront Waterfront Waterfront Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional AC AC AC AC AC AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional AC AC AC AC AC AC Otara-Papatoetoe Kaipatiki Rodney Otara-Papatoetoe Puketapapa Waitemata 103 0 309 0 516 0 12,635 10,310 8,806 160 1,038 1,039 206 1,546 2,899 9,368 4,743 0 6,975 47,090 635 729 568 21,032 517 0 8,264 1,033 0 305 0 3,305 0 1,430 8,982 265 212 318 0 0 53 16,077 10,610 0 165 0 0 212 0 0 0 14,854 4,244 0 30,086 320 9,063 21,054 0 0 1,599 0 0 318 196 0 3,243 0 779 6,670 273 1,309 327 0 0 491 13,881 21,820 0 170 0 0 218 0 0 0 13,092 4,364 0 39,664 330 0 0 0 0 6,594 0 0 1,309 175 0 0 0 590 5,071 281 0 0 562 0 0 11,825 11,230 0 176 0 0 225 0 0 0 14,599 0 0 26,229 340 0 0 0 0 8,505 0 0 0 199 238 7,950 0 2,279 3,307 0 0 0 0 0 0 9,809 11,550 0 181 0 0 231 0 0 0 19,635 9,818 0 41,415 351 0 0 0 0 0 0 0 0 208 2,094 0 0 881 8,805 0 0 0 0 0 0 5,771 23,680 0 186 0 0 237 0 0 0 8,288 10,064 0 42,455 360 0 0 0 0 0 0 0 0 213 0 0 1,184 606 2,733 0 0 0 0 0 0 5,661 12,120 0 191 0 0 242 0 0 0 12,120 0 0 24,673 370 0 0 0 0 0 0 0 0 218 0 0 2,303 622 2,539 0 0 0 0 0 0 2,424 12,430 0 0 0 0 0 0 0 0 12,430 0 0 24,860 380 0 0 0 0 0 0 0 0 224 0 0 12,803 1,984 3,900 0 0 0 0 0 0 2,488 12,760 0 0 0 0 0 0 0 0 10,208 0 0 22,968 390 0 0 0 0 0 0 0 0 230 0 0 10,718 367 1,608 0 0 0 0 0 0 6,480 26,180 0 0 0 0 0 0 0 0 10,472 0 0 36,652 401 0 0 0 0 0 0 0 0 236 0 0 2,356 0 59
Waterfront
Regional
1,598
2,175
2,236
2,856
3,601
3,789
6,062
1,063
1,141
1,638
307

Wynyard Quarter Headland Precinct Public Works Wynyard Quarter Jellicoe Precinct Public Works Wynyard Quarter Marine Precinct Public Works Wynyard Quarter Western Waterspace Private Works Waterfront development Economic development Total Gross Capex Waterfront Regional 0 592 4,624 15,633 5,322 9,156 3,762 1,570 3,862 10,393
Waterfront
Regional
595
3,936
2,284
Waterfront
Regional
3,537
910
336
2,509
2,636
Waterfront
Regional
0 51,935 1 1,660 1 16 48 2 ,2,3
0 46,919 93,081 18 95 1 ,0,3
0 21,859 75,405 17 22 6 ,2,7
0 47,752 85,807 18 78 0 ,8,7
0 26,181 77,405 21 37 5 ,9,6
4,773 22,814 71,039 22 00 4 ,4,2
5,819 21,695 52,029 22 38 5 ,0,4
0 21,924 49,208 25 87 3 ,2,3
2,219 20,535 45,991 18 34 3 ,7,4
8,144 23,226 66,357 19 59 1 ,8,6

Project Description Built Heritage Protection Fund Closed Landfill Asset Management Plan Closed landfill remediation - priority sites Community-Amenity Streamside Planting Matakawau Ngahere Closed Landfill Parks Planning and Analysis Project Twin Streams Reactive Closed Landfill remediation Reactive Urban soils remediation Research and monitoring equipment replacement Waiuku Golf Club Closed Landfill Environment and heritage protection Community Environment Programmes (Whau River) Dune Restoration Rabbit Control Environmental Education Centre Development Environmental Enhancement Projects Fort Takapuna Heritage Project Lighting Heritage Features Manukau Harbour Restoration Projects Papatoetoe-Otara Heritage Trail Parks And Walkway Weed Management Programme Project Twin Streams - Further Development AC AC AC AC AC AC AC AC AC Whau Great Barrier Howick Great Barrier Devonport-T akapuna Orakei Mangere-Otahuhu Otara-Papatoetoe Howick Waitakere Ranges Group Entity AC AC AC AC AC AC AC AC AC AC AC AC Location Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional 2012/13 ('000) 4,805 26 0 60 5 5 21 1,571 367 408 536 26 7,830 129 52 52 103 0 10 129 0 361 2013/14 ('000) 3,183 349 2,283 62 0 0 21 0 392 423 553 11 7,277 133 53 0 106 0 48 133 0 106 2014/15 ('000) 3,274 346 1,479 64 0 0 22 0 416 435 570 0 6,606 136 55 0 109 273 49 136 109 218 2015/16 ('000) 3,369 255 537 66 3 0 22 0 442 448 589 0 5,730 0 56 0 112 1,404 0 0 112 0 2016/17 ('000) 3,465 513 1,440 68 0 0 23 0 468 461 607 0 7,046 0 58 0 116 0 0 0 0 0 2017/18 ('000) 3,553 2,375 891 70 0 0 24 0 497 475 623 0 8,507 0 59 0 118 0 0 0 0 0 2018/19 ('000) 3,637 4,357 0 71 0 0 24 0 529 490 639 0 9,748 0 61 0 121 0 0 0 0 0 2019/20 ('000) 0 1,191 905 73 0 0 31 0 517 517 657 0 3,891 0 62 0 124 0 0 0 0 0 2020/21 ('000) 0 2,611 936 75 0 0 32 0 535 535 675 0 5,399 0 64 0 128 0 0 0 0 0 2021/22 ('000) 0 1,209 967 78 0 0 33 0 553 553 694 0 4,086 0 65 0 131 0 0 0 0 0
AC
53
273
281
308

Restoring And Improving Christmas Beach Seawall Development And Erosion Protection Stormwater Renewal (Takapuna Beach) Town Heritage Protection Local built and natural environment Auckland Council Animal Shelters Depots and Animal Shelters Renewal Environmental health equipment replacement Franklin Dog Shelter Renewals Harbour Master Boat Replacement Harbour Master Motor Replacement Harbour Master New Patrol Boat Te Atatu Pile Mooring Replacement Regulation Built and natural environment Total Gross Capex AC AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional Regional AC AC AC AC Upper Harbour Rodney Devonport-T akapuna Franklin 0 62 0 0 897 395 113 11 0 114 52 0 161 845 9,572 16 48 2 ,2,3 796 64 1,385 0 2,876 0 127 11 0 0 37 0 128 304 10,457 18 95 1 ,0,3 873 65 1,644 0 3,941 0 120 11 0 0 38 121 132 423 10,969 17 22 6 ,2,7 0 0 1,453 0 3,418 0 135 12 8 0 40 0 0 194 9,342 18 78 0 ,8,7 0 0 0 0 173 0 150 12 1 0 41 0 145 350 7,569 21 37 5 ,9,6 0 0 0 101 278 0 142 13 0 0 60 0 62 277 9,062 22 00 4 ,4,2 0 0 0 97 279 0 152 13 0 136 43 0 59 402 10,429 22 38 5 ,0,4 0 0 0 106 292 0 155 14 0 0 44 0 61 274 4,458 25 87 3 ,2,3 0 0 0 0 191 0 160 14 0 0 46 0 62 282 5,872 18 34 3 ,7,4 0 0 0 0 196 0 164 15 0 0 47 0 64 289 4,572 19 59 1 ,8,6
Solid waste
Project Description Claris Landfill Site Improvements Environ maint - road replace and drainage Kerbside recycling bins - new Kerbside recycling bins - replacement Learning Centre - roof replacement Litter Bin Replacement New Waterblaster Plant Replace - upgrade 5.0t Excavator Public litter bins - new Public litter bins - replacement Refurbishment of Weighbridge interior Remedial site works - refurbish roading Remedial work - drain and concrete RRC Replace 15t Wheel Loader Replace 20t Excavator Replace 4t Forklift Replace exist cardboard Palfinger Crane Rfid-Enabled Wheelie Bin Collection Group Entity AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC Location Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional 2012/13 ('000) 123 52 209 40 0 30 0 0 111 55 0 0 0 0 0 0 0 0 2013/14 ('000) 684 0 225 43 0 36 0 69 52 59 0 0 0 0 0 0 0 0 2014/15 ('000) 0 0 241 46 49 37 11 0 56 63 0 0 60 253 0 104 0 4,293 2015/16 ('000) 0 0 260 49 0 38 0 0 60 68 0 40 0 0 164 0 0 0 2016/17 ('000) 0 0 279 53 0 39 0 0 65 73 41 75 0 0 0 0 74 0 2017/18 ('000) 0 0 298 57 0 40 0 0 69 78 0 0 0 300 0 0 0 0 2018/19 ('000) 0 0 318 60 0 35 0 80 74 83 0 0 0 0 0 0 0 0 2019/20 ('000) 0 0 171 51 0 32 0 0 63 63 0 0 0 0 0 0 0 0 2020/21 ('000) 0 0 176 52 0 33 0 0 65 65 0 0 0 0 0 0 0 0 2021/22 ('000) 0 0 180 53 0 33 0 0 67 67 0 0 0 0 0 0 0 0
309

RT Building - repl suspended lighting RT Building - replace worn tipping floor Security camera upgrade Staff Amenities - exterior painting Tipping Floor - refurbish load out dock Waste and recycling services Solid waste Total Gross Capex AC AC AC AC AC Regional Regional Regional Regional Regional 0 0 0 0 67 686 686 16 48 2 ,2,3 11 80 48 0 0 1,305 1,305 18 95 1 ,0,3 0 0 0 33 0 5,246 5,246 17 22 6 ,2,7 0 0 0 0 0 679 679 18 78 0 ,8,7 0 0 0 0 0 700 700 21 37 5 ,9,6 0 0 0 0 0 842 842 22 00 4 ,4,2 0 0 0 0 0 651 651 22 38 5 ,0,4 0 0 0 0 0 380 380 25 87 3 ,2,3 0 0 0 0 0 390 390 18 34 3 ,7,4 0 0 0 0 0 401 401 19 59 1 ,8,6

Project Description SW Capex forward design-holding account SW Capex implementation SW Flood alleviation holding account Flood protection and control Crown Lynn Precinct SW and Rd Infrastructure Stormwater PC13 SW asset renewal holding account SW Capex forward design SW Capex forward design-holding account SW Capex implementation SW CPM data and info capture SW Develop best practice guides tools standard SW Environmental improve holding account SW Growth holding account SW Network consent and compliance SW PC14 Waiarohia ponds SW PC15 Totara ponds SWAR Pond Desilting SWEI Flat bush water quality ponds Stormwater management Stormwater and flood protection Total Gross Capex AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Group Entity AC AC AC Location Regional Regional Regional 2012/13 ('000) 1,834 547 19,165 21,547 3,631 0 6,460 5,779 5,502 1,095 8,260 1,726 12,587 10,686 411 5,864 5,554 2,456 3,303 73,313 94,860 16 48 2 ,2,3 2013/14 ('000) 1,810 540 18,910 21,260 235 0 6,374 5,702 5,429 1,080 8,150 1,703 12,419 10,544 405 1,366 10,058 2,708 3,500 69,672 90,932 18 95 1 ,0,3 2014/15 ('000) 1,860 555 19,437 21,852 1,572 394 6,552 5,861 5,580 1,110 8,377 1,750 12,765 10,838 416 0 3,672 2,192 3,673 64,752 86,604 17 22 6 ,2,7 2015/16 ('000) 1,868 558 19,522 21,948 0 0 6,580 5,887 5,605 1,115 8,414 1,758 16,308 10,885 418 0 565 4,517 3,851 65,903 87,851 18 78 0 ,8,7 2016/17 ('000) 1,932 577 20,189 22,698 0 0 6,805 6,088 5,796 1,153 8,701 1,818 19,266 11,257 432 0 0 4,407 3,979 69,704 92,401 21 37 5 ,9,6 2017/18 ('000) 1,972 588 20,603 23,163 0 0 6,945 6,213 5,915 1,177 8,879 1,855 19,746 11,488 441 0 0 4,527 4,119 71,305 94,468 22 00 4 ,4,2 2018/19 ('000) 3,213 959 51,985 56,156 0 0 4,878 3,685 9,638 1,918 2,880 3,023 4,021 3,268 719 0 0 4,303 4,267 42,600 98,756 22 38 5 ,0,4 2019/20 ('000) 2,031 606 21,219 23,855 0 0 7,152 6,398 6,092 1,212 9,145 1,911 20,608 18,504 455 0 0 5,685 0 77,161 101,016 25 87 3 ,2,3 2020/21 ('000) 2,104 628 21,982 24,713 0 0 7,410 6,628 6,311 1,256 9,474 1,979 22,731 19,169 471 0 0 5,889 0 81,319 106,032 18 34 3 ,7,4 2021/22 ('000) 2,181 651 22,793 25,625 0 0 7,683 6,873 6,544 1,302 9,823 2,052 23,570 19,877 488 0 0 6,107 0 84,319 109,944 19 59 1 ,8,6

Project Description Group Entity Location 2012/13 ('000) 2013/14 ('000) 2014/15 ('000) 2015/16 ('000) 2016/17 ('000) 2017/18 ('000) 2018/19 ('000) 2019/20 ('000) 2020/21 ('000) 2021/22 ('000)
310

Watercare - Waste Water (Growth) Watercare - Waste Water (Renewal) Watercare - Waste Water (Service) Sewerage treatment Watercare - Water Supply (Growth) Watercare - Water Supply (Renewal) Watercare - Water Supply (Service) Water supply Water supply and sewerage Total Gross Capex Watercare Watercare Watercare Regional Regional Regional Watercare Watercare Watercare Regional Regional Regional 43,487 59,724 28,775 131,985 82,103 42,315 48,572 172,991 304,976 16 48 2 ,2,3 49,502 48,266 35,335 133,103 90,651 43,149 75,193 208,993 342,096 18 95 1 ,0,3 62,500 47,789 53,025 163,314 72,993 43,214 61,887 178,094 341,408 17 22 6 ,2,7 62,981 36,240 28,620 127,841 86,388 71,177 58,270 215,835 343,676 18 78 0 ,8,7 130,977 55,144 35,605 221,726 85,787 94,679 52,425 232,891 454,617 21 37 5 ,9,6 1 369 18, 71,755 44,054 234,178 83,861 100,508 51,600 235,969 470,147 22 00 4 ,4,2 155,784 90,095 66,249 312,128 95,754 97,484 51,735 244,973 557,101 22 38 5 ,0,4 151,715 1 162 13, 106,980 371,857 100,018 88,711 55,739 244,468 616,324 25 87 3 ,2,3 150,884 139,873 128,444 419,201 91,069 108,300 47,635 247,004 666,205 18 34 3 ,7,4 1 64 3 7,0 1 83 8 4,1 1 07 1 5,8 475,502 123,1 1 1 1 390 14, 51,479 288,981 764,482 19 59 1 ,8,6
Transport
Project Description Group Entity Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Location 2012/13 ('000) 0 2013/14 ('000) 0 2014/15 ('000) 242 2015/16 ('000) 622 2016/17 ('000) 1,283 2017/18 ('000) 0 2018/19 ('000) 0 2019/20 ('000) 0 2020/21 ('000) 0 2021/22 ('000) 0
Davies Ave Carpark Building Upgrade
Regional
Equipment
Regional
709
566
343
906
582
2,065
5,844
5,658
1,068
477
Fit outs Gasometer Development Multi use/storey Parking Building
Regional
1,443
4,408
2,099
2,373
2,652
2,230
2,964
2,755
2,455
5,955
Regional
IT Parking-RFS Migration and New Manukau City Centre Car park #2 - Hayman Park New Carpark Buildings (later years of LTP) parking equipment fitout
Regional
449
Regional
14,598
6,438
Regional
358
737
New Carpark Buildings Equipment Fitout
Regional
1,254
Off Street At-Grade Upgrades (type 2 to 3)
Regional
107
113
119
127
135
On Street PnD Machines Upgrade Parking Enforcement Equipment and Technology Projects
Regional
2,026
2,092
2,202
2,260
Regional
119
673
Pay and Display (New Areas)
Regional
623
330
174
184
196
202
Residential Parking Permits Parking and enforcement ACC HGI Wharves-Kennedy Point development
Regional
0 19,849
0 13,611
0 5,216
0 6,274
0 4,691
38 6,184
0 9,730
0 8,540
0 3,720
0 7,442
Transport Org. Transport Org. Transport Org.
Regional
312
3,228
3,330
3,432
Advance Design
Regional
1,346
AIFS Capex
Regional
118
308
1,300
1,385
1,426
311

Avondale Station Park and Ride Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 831 0 0 0 0 0 0 0 0 0
Bayswater Ferry Terminal
Regional
3,388
6,609
639
Beachaven Ferry Terminal
Regional
55
1,300
1,277
Britomart Asset Renewals
Regional
590
563
397
1,193
407
207
2,054
928
1,306
1,346
CRL Construction
Regional
15,495
1 746 15,
104,460
310,194
516,631
555,156
381,008
758,247
CRL Land
Regional
95,139
130,692
16,925
Devonport Ferry Terminal
Regional
6,606
Devonport Stanley Bay Wharf Access Upgrade
Regional
1,068
Downtown Ferry Terminal Pier 2
Regional
1,073
Downtown Ferry Terminal Pier 3 and 4 Downtown Ferry Terminal Queens Wharf Extension
Regional
1,039
805
Regional
706
7,514
Drury Station (SUP)
Regional
6,606
EMU Depot Capex
Regional
52,263
21,533
Glen Innes Station Half Moon Bay Ferry Terminal & Vehicular Ferries
Regional
781
Regional
1,247
4,649
4,848
2,034
Hibiscus Coast Busway Station
Regional
2,078
Huapai Station (SUP)
Regional
253
260
1,324
Manukau City Rail Link
Regional
9,200
Massey North TC: Bus Interchange
Regional
779
161
Mt Albert Station (SUP)
Regional
4,727
Newmarket Station
Regional
4,074
1,469
Northcote Point Ferry Terminal
Regional
191
1,032
Northern Busway Extension - Stations
Regional
779
429
1,652
NSCC Busway - Westlake Station Land
Regional
7,267
Otahuhu Bus Interchange
Regional
2,039
Paerata Station
Regional
1,865
312

Papakura Station (SUP) Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 6,805 0 0 0 0 0 0 0 0 0
Parnell Station (SUP)
Regional
7,273
PT Bus Stop Construction and Improvement
Regional
2,286
2,361
2,422
2,486
2,554
2,627
2,704
2,785
2,873
2,961
PT Customer Info - Minor Infrastructure
Regional
779
805
826
735
755
776
615
633
522
538
PT EMU Capex - Rolling Stock Purchase
Regional
45,535
141,939
160,538
100,776
9,843
PT Facilities - Bus
Regional
779
805
826
848
871
896
922
950
980
1,010
PT Facilities - Rail
Regional
1,643
1,696
1,741
1,787
1,836
1,888
1,943
2,002
2,065
2,128
PT Infrastructure - Ferry terminals
Regional
1,169
1,824
2,753
2,825
3,483
3,582
3,687
3,798
3,918
4,038
PT Minor Capex PT Real Time Passenger Information System (RTPIS)
Regional
520
537
551
565
581
597
615
633
653
673
Regional
1,039
4,292
2,973
1,791
5,162
3,165
2,019
Puhinui Park and Ride
Regional
1,159
Puhinui Station (SUP)
Regional
831
Pukekohe Station (SUP)
Regional
312
10,730
Rolling Stock
Regional
5,715
6,438
6,606
2,260
2,322
2,388
2,458
2,532
2,612
2,692
Rosedale / Greville Busway Station
Regional
136
349
1,505
1,563
Shoal Bay Wharf Development (Tryphena)
Regional
2,078
1,073
Southdown to Avondale Loop
Regional
443
1,959
1,346
Stanley Bay Ferry Terminal
Regional
62
Station Amenity Improvements
Regional
2,146
2,202
2,260
2,322
2,388
2,458
2,532
2,612
3,230
Strand Permanent Station
Regional
7,976
Sunnyvale Station
Regional
781
SWAMMCP Detailed design
Regional
1,701
5,305
5,455
5,615
5,775
5,920
6,060
6,215
6,380
6,545
Swanson Station
Regional
1,455
Sylvia Park Station
Regional
396
1,672
1,742
Sylvia Park Station Park and Ride
Regional
1,559
Takanini Park and Ride
Regional
1,867
313

Takanini Station (SUP) Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 1,662 0 0 0 0 0 0 0 0 0
Te Atatu Ferry Terminal
Regional
1,615
Te Mahia Station (SUP)
Regional
1,610
Waitakere Station (SUP)
Regional
483
1,729
WCC Glen Eden Park n Ride
Regional
2,078
Westfield Loop Infrastructure Track
Regional
83
537
7,157
Westfield Station (SUP)
Regional
727
Wharf renewals Public transport and travel demand management
Regional
196 283,031
203 469,320
208 348,987
213 443,384
219 553,007
225 587,993
232 412,51 1
239 788,679
247 30,961
254 38,298
Kepa Road stage 2 Reconstruction
Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org.
Regional
322
Kitchener Road Upgrade (Franklin) ACC Causeway Rd Reconstruction WAI (incl ped/cycleway) ACC Ocean View Road Reconstruction Stage 2 (WAI)
Regional
24
791
Regional
1,218
Regional
2,221
Activity Management Planning
Regional
416
429
440
452
464
478
492
506
522
538
Advance Destination Signs
Regional
226
235
243
252
261
270
281
292
303
315
Albany Centre Improvements
Regional
2,687
Albany Colisseum Dr Link (SH17 to Albany)
Regional
2,746
5,451
1,266
2,044
Albany Gills Link (Gills to Oteha Valley) Albany Highway North Upgrade (Schnapper Rock to SH17) Albany Highway South Upgrade (Sunset to SH18)
Regional
7,488
8,537
Regional
10,390
10,730
8,258
25,465
5,363
Regional
1,559
5,650
5,225
Albany Kyle Rd Upgrade
Regional
12,760
14,940
Albany Lonely Track Rd / Gills Rd Intersection Albany McClymonts Rd Upgrade (Don McKinnon to Medallion) Albany Medallion Dr Link (Oteha Valley to Fairview)
Regional
1,055
Regional
891
2,862
4,561
2,774
2,801
Regional
7,164
Albany Rising Parade Extension
Regional
1,324
Albany SH17 / The Avenue Intersection
Regional
7,541
314

Alfriston Stratford Intersection Upgrade AMETI - Package 4 Pakuranga Ti Rakau & Reeves Rd Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 0 0 0 170 505 1,415 0 0 0 0
Regional
1,101
13,352
4,776
44,244
56,259
58,770
53,840
AMETI - package 6 Mt Wellington area
Regional
1,101
4,038
AMETI - Panmure Corridor Package 1
Regional
39,530
42,386
37,159
39,522
46,556
23,414
17,218
10,001
19,590
10,903
AMETI - Sylvia Park Bus Lanes Package 2
Regional
7,237
153
AMETI Land
Regional
20,780
30,044
31,929
21,470
30,186
11,940
12,290
18,990
13,060
13,460
Asset Management Improvement Actvities
Regional
208
215
220
226
232
239
246
253
261
269
Associated improvements
Regional
876
912
944
977
1,012
1,050
1,090
1,132
1,178
1,224
Beach Road Widening (Papakura)
Regional
179
Botany to Manukau RTN
Regional
1,101
Botany to Manukau RTN- Botany interchange
Regional
2,260
23,220
Bridge Upgrade - View Rd
Regional
597
Brigham Creek Road Cooridor Improvements Browns Bay Rd/ECR - Corridor Inv Arran to Browns Bay Road
Regional
260
1,073
5,505
3,390
Regional
239
1,229
Browns Bay Town Centre Upgrade
Regional
130
CCTV New Centennial Park Drive SH1 Intersection Improvement
Regional
603
622
639
793
896
1,014
1,148
1,301
1,476
1,674
Regional
482
Central Park Drive / School Road Intersection
Regional
107
826
City Centre Transport Strategy Implementation
Regional
Clevedon/Marne/Willis Intersctn Upgrade
Regional
1,194
2,089
Cornwall Road Rail Crossing Upgrade
Regional
181
Corridor and intersection improvements
Regional
1,039
2,146
3,303
5,311
5,457
5,612
5,776
5,950
6,138
6,326
Crash reduction implementatio-
Regional
493
509
522
536
551
566
583
600
619
638
Crown Lynn Regeneration (New Public Roads)
Regional
7,982
8,193
Cycle path maintenance
Regional
119
123
128
132
137
142
148
153
159
166
Cycleway development and construction
Regional
5,195
5,365
8,258
8,475
8,708
8,955
9,218
9,495
9,795
10,095
315

Denbigh Road Reconstruction Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 0 376 0 0 0 0 0 0 0 0
Dominion Rd to Old Wairoa Rd - land
Regional
358
Dominion Road Corridor Upgrade
Regional
8,728
11,578
13,895
19,990
14,861
Drainage renewals
Regional
13,962
14,542
15,048
15,576
16,139
16,739
17,376
18,051
18,780
19,519
Druces Road Extension (Manukau)
Regional
1,161
1,194
East Coast Rd / Forrest Hill Rd Intersection
Regional
117
384
1,534
East Coast Rd / Spencer Rd Intersection
Regional
269
2,378
East Coast Rd Bus Priority East Coast Rd Upgrade (Sunset to Constellation)
Regional
115
248
663
1,417
176
377
3,035
Regional
954
2,669
5,605
East Coast Road Widening
Regional
1,776
1,103
5,634
12,807
EC Road Overbridge & view site
Regional
1,346
Electronic sign renewals
Regional
52
56
59
65
71
76
82
89
97
104
Ellerslie/Panmure Highway Upgrade
Regional
354
903
493
3,266
1,851
6,145
8,862
9,142
8,076
Environmental maintenance
Regional
23
24
25
26
27
28
29
30
32
33
Flat Bush Collector Stream Crossings Flat Bush Main Street Collector Link (Stream to Stancombe Rd) Flatbush to Manukau City Centre (Bus Priority Improvement)
Regional
697
4,298
2,581
4,558
Regional
208
215
3,303
Regional
156
8,234
10,381
14,144
Footpath Construction - regionwide
Regional
1,486
2,692
Footpaths renewals Glenfield Archers Rd Upgrade (Wairau to Coronation) Glenfield Rd / Birkenhead Ave Upgrade (Eskdale to Mokoia)
Regional
31,680
32,995
34,144
35,341
36,619
37,980
39,426
40,958
42,611
44,290
Regional
940
6,044
Regional
166
336
2,338
8,631
Glenfield Rd Town Centre Upgrade Glenfield Rd Upgrade Stage 4 (James to Sunset) Glenfield Sunnybrae Rd Upgrade (Northcote to Archers) Glenfield Target Rd Upgrade (Wairau to Sunset)
Regional
375
Regional
8,865
5,877
Regional
374
1,809
4,554
12,134
Regional
322
3,326
175
1,344
1,460
793
Glenfield Wairau Rd Upgrade
Regional
114
296
730
2,871
2,244
316

Great North Road Corridor Improvements Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 520 644 1,101 5,085 5,805 12,537 12,290 6,330 6,530 0
Great South Road (Manukau Central to Drury) GSR/Bell Ave/Mt Richmond Rd intersection improvements
Regional
1,101
16,950
17,415
Regional
107
551
Gt South / Beach Rd Intersection Upgrade Gt South Rd / Walters Roundabout Improvement
Regional
2,149
Regional
107
198
Gt Sth Rd - Park Estate to Slippery
Regional
1,119
93
955
Harrisville/Mill Rd Investgation (Franklin)
Regional
179
Hauiti - McKinney Link Road - R&T
Regional
1,057
Henderson - Albany Rapid Transport Network
Regional
581
Hibiscus Coast Highway
Regional
1,194
9,203
9,510
13,060
Highbury Mainstreet
Regional
3,572
Hillsbough Road stage 1 Reconstruction
Regional
429
Hillsbough Road stage 2 Reconstruction
Regional
551
Hingaia Peninsula Rd Improvement
Regional
1,662
246
506
431
404
HPMV routes
Regional
2,500
3,303
3,729
Hunua Rd Realignment (past Winstones
Regional
1,851
IT RAM Front End
Regional
375
IT RAMM Web Front End (Map)
Regional
234
107
Jenny's Road Construction
Regional
1,075
Khyber Pass Road
Regional
551
2,598
15,761
Kingseat/McRobbie Intersection upgrade
Regional
84
737
Kumeu Town Centre Improvements
Regional
872
Lincoln Road Corridor Improvements
Regional
1,247
3,004
6,056
12,430
9,288
Linwood Road Route Improvements (Franklin)
Regional
520
537
1,101
Long Bay Ashley Ave Upgrade
Regional
1,194
Long Bay East Coast Road Intersection
Regional
535
39
5,184
317

Long Bay Glenvar Ridge Road Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 0 0 0 0 0 925 1,290 1,298 0 0
Long Bay Glenvar Road Upgrade
Regional
2,320
7,876
8,542
10,842
Long Bay Okura / Vaughans Rd Upgrade
Regional
3,063
2,458
4,422
Lunn Ave/EPH - intersection upgrade Lunn Ave/Marua Rd/Harding - intersection upgrade Manukau/Harris/Custom Intersection improvements Manuroa/Takanini School Rd Intersection Upgrade
Regional
21
129
Regional
161
1,101
Regional
430
Regional
156
182
749
2,712
Matakana Centre Improvements
Regional
1,194
Matakana Leigh Rd / Takatu Rd Intersection
Regional
573
Matua Road / SH16 Intersection Upgrade
Regional
129
MCC Chapel Rd Realignment & New Bridge
Regional
1,728
8,645
2,856
MCC Clist/Barrowcliffe Connection
Regional
522
MCC Flat Bush School Rd- Stage 4 Murphys
Regional
4,696
MCC Link Between Waddon & Windrush
Regional
2,746
MCC Ormiston Rd Widening (TI Dr-Chapel)
Regional
33
1,672
MCC Papatoetoe TCShirley Stn Bypass
Regional
2,670
1,552
2,212
1,010
MCC Papatoetoe TCSt.Geo Kolmar Wallace
Regional
2,903
MCC Thomas Road Culvert Replacement
Regional
1,194
MCC Whitford Bypass
Regional
1,346
MCC Whitford Maraetai Rd Arterial MCC Whitford Maraetai Rd Okaroro-Beachlands
Regional
1,346
Regional
1,346
MCC Whitford Park Rd Upgrade
Regional
1,346
MCC Whitford Rd Widening
Regional
1,077
MCC Whitford Village NOR costs
Regional
1,346
MCC Whitford/Sommerville Intersection
Regional
1,346
Mill Road Corridor Upgrade
Regional
4,156
7,511
12,111
9,040
1,161
1,194
1,229
16,458
19,590
20,190
318

Murphys Rd Bridge Improvements (Manukau) Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 603 54 6,358 6,470 0 0 0 0 0 0
Murphys Rd Upgrd-(Murphys Bush Rdbt)
Regional
208
32
1,184
4,605
7,053
7,212
Neil Ave Road construction (WAI)
Regional
334
Neilsen Street upgrade
Regional
520
537
551
4,238
2,322
9,910
36,870
Network and asset management
Regional
4,367
4,548
4,707
4,872
5,048
5,236
5,435
5,646
5,874
6,105
Network Performance
Regional
3,117
3,219
3,303
New Lynn TOD MCCrae Way
Regional
727
751
New Lynn TOD Stage 5 Great North Road
Regional
2,338
2,414
North Area Bus Improvements Programme
Regional
150
794
159
836
168
884
157
817
144
744
Northcote College Road Upgrade Northcote Rd / Hillcrest Rd / Lake Rd Intersection
Regional
392
Regional
172
1,454
2,323
4,022
Northside Dr Ramps
Regional
6,530
6,730
Oraha Road Corridor Improvements
Regional
406
Orakei Road Reconstruction Ormiston/Preston/East Tamaki Rd Intersection Upgrade
Regional
565
Regional
5,368
3,146
Overhead underground Programme
Regional
3,303
3,441
3,560
3,685
3,818
3,960
4,111
4,271
4,443
4,618
Pakuranga Highway QTN
Regional
2,458
50,640
Papakura Town Centre Intersection Upgrades
Regional
299
184
261
Penlink - East Coast Rd re-alignment
Regional
3,687
2,532
Penlink - Redvale Interchange
Regional
8,816
9,086
Penlink - widening Arklow to Ladies Mile
Regional
3,918
Penlink Toll Road
Regional
6,388
8,862
11,042
51,178
Plan Change 13 Area - Hobsonville Airbase Plan Change 14 Area - Hobsonville Town Centre and Industrial Precinct Plan Change 15 Area - Massey North and Westgate
Regional
831
268
Regional
16,416
7,511
11,010
11,300
Regional
20,634
20,924
5,505
5,650
Porchester Rd - Airfield Intersection Upgrade
Regional
1,251
3,124
319

Porchester Rd - Manuroa Intersection Upgrade Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 0 0 0 0 0 1,182 2,900 0 0 0
Porchester Rd - Walters Intersection Upgrade
Regional
1,827
5,162
Porchester Road - Manuroa to Stream
Regional
107
551
2,260
Porchester Road - Popes Intersection Upgrade
Regional
2,388
5,626
1,659
Porchester Road - Stream-Manukau
Regional
348
127
Portage Rd - Neville St to Kinross St
Regional
537
Preventative Maint
Regional
4,667
4,861
5,030
5,206
5,395
5,595
5,808
6,034
6,277
6,525
Puhoi Structure Plan Implementation
Regional
836
Pukekohe Eastern Arterial Ramp Rd/Sunset/Sycamore - detailed design and implementation
Regional
202
Regional
239
Rata Streets Corridor Improvements
Regional
8,597
Red Beach Rd / Bay St Intersection
Regional
358
Red Light Camera New Regional Liveable Streets and LATM implementation Regional RAMM Database Improvement project
Regional
116
119
123
127
131
135
Regional
2,322
2,388
2,458
2,532
2,612
2,692
Regional
416
215
220
226
Regional Road Reconstruction
Regional
21,460
22,020
22,600
23,220
23,880
24,580
25,320
26,120
26,920
Regional safety programme Regional Transport Asset - Video Data Capture
Regional
1,728
1,784
1,831
1,879
1,930
1,985
2,044
2,105
2,172
2,238
Regional
1,101
1,229
1,346
Regionwide RTN and Corridor Land Purchase
Regional
5,650
5,805
5,970
6,145
6,330
7,836
8,076
Road Drainage Extensions - West
Regional
896
922
950
980
1,010
Rodney Glennies Bridge (West Coast Rd)
Regional
540
Rodney Leathers Bridge (Matakana Rd) Rodney McPhersons Bridge (Wellsford Valley Rd)
Regional
716
Regional
431
Rodney Oldfield Bridge Upgrade
Regional
268
Rodney Peak No 2 Bridge (Peak Rd) Rodney Taylors Bridge (Coatsville Riverhead Hwy)
Regional
657
Regional
607
320

Rodney Tramcar Bridge (Leigh Rd) Rodney Upper Weiti Bridge Link (East Coast to Curley) Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 0 0 0 0 0 554 0 0 0 0
Regional
615
3,797
3,257
Roundabout and Widening Brightside Rd
Regional
1,451
Safety and minor improvement
Regional
14,005
14,464
14,841
15,232
15,650
16,095
16,566
17,065
17,604
18,144
Safety around schools
Regional
8,441
8,717
8,945
9,180
9,432
2,388
2,458
2,532
2,612
2,692
Safety around schools (investment proposal)
Regional
520
1,610
2,202
2,260
2,322
2,388
2,458
2,532
2,612
2,692
Safety speed management
Regional
580
599
615
631
649
667
687
707
730
752
Seal extensions Seal extensions and local transport improvements
Regional
440
458
474
491
508
527
547
569
592
615
Regional
1,346
Sealed pavement maintenance
Regional
22,557
23,494
24,312
25,164
26,074
27,043
28,072
29,163
30,341
31,536
Sealed road pavement rehabilitation
Regional
45,040
46,909
48,543
50,245
52,062
53,997
56,052
58,230
60,581
62,967
Sealed road resurfacing Smales/Allens/Harish/Springs Rd widening and intersection Upgrade
Regional
43,298
45,095
46,665
48,301
50,048
51,908
53,884
55,978
58,237
60,531
Regional
2,754
6,813
South Western Arterial
Regional
165
226
581
Street lighting improvements - regionwide
Regional
2,388
1,346
Structures component replacements
Regional
7,199
7,498
7,759
8,031
8,322
8,631
8,960
9,308
9,684
10,065
Subdivision Improvement and Contribution Taharoto Rd / Wairau Rd Upgrade (Shakespeare to Boulevard)
Regional
3,582
Regional
5,896
1,041
2,825
Takanini School/Airfield/Taka Realignment
Regional
478
Takapuna Akoranga Dr Upgrade Stage 2 Takapuna Anzac St Upgrade (Northcote to Hurstmere)
Regional
235
384
4,184
Regional
1,393
3,104
18,435
6,330
Takapuna Auburn St / Burns Ave Upgrade Takapuna Lake Rd Upgrade (Hauraki to Bayswater)
Regional
581
3,104
3,687
2,405
Regional
6,850
5,970
6,760
9,115
17,239
1 1,037
Tamaki Dr & Ngapipi Intersect Safety Imp
Regional
1,764
Tamaki Drive - Corridor Upgrade Tamaki Drive Broadwalk between Kelly Tarltons and Millinium Bridge
Regional
2,612
3,582
3,380
6,330
9,142
17,498
Regional
3,150
2,871
2,971
321

Tamaki Drive/Takaparawha Pt Safety Imp Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 0 1,848 0 0 0 0 0 0 0 0
Te Atatu Rd Nth: Gunner Dr - Yeovil Rd
Regional
373
811
Te Atatu Road Corridor Improvements
Regional
5,922
4,292
5,505
5,650
Tetratrap Installation - Central
Regional
215
220
232
239
246
253
261
538
The Glade Upgrade
Regional
802
The Strand - Gabion Walls (WAI)
Regional
913
Titirangi Road Corridor Improvements
Regional
239
Tiverton-Wolverton Corridor Upgrade
Regional
16,624
17,168
1,298
Traffic services maintenance
Regional
387
403
417
432
447
464
482
500
521
541
Traffic services renewals
Regional
14,277
14,869
15,387
15,926
16,502
17,116
17,767
18,458
19,203
19,959
Traffic Signals New
Regional
771
813
836
860
886
914
1,917
Unsealed road metalling
Regional
2,091
2,178
2,254
2,333
2,417
2,507
2,602
2,703
2,812
2,923
Waimauku South-West, future roads - R&T
Regional
1,128
Waiuku Corners Walters Rd - Porchester to Grove Improvements Warkworth Mahurangi East Rd / Sharp Rd Intersection
Regional
448
Regional
54
55
464
Regional
673
Warkworth Matakana Link (SH1 to Matakana) Warkworth SH1 / McKinney / Hill / Hudson Intersections
Regional
633
1,959
6,730
Regional
3,174
1,953
42
Warkworth Western Collector WCC Metcalfe Rd - Swanson Rd to Munroe Rd Wcc Swanson Rd-Great Nth Rd to Don Buck Rd
Regional
3,367
2,517
8,482
10,448
2,692
Regional
119
369
Regional
116
1,015
Western Bypass Extension Whangaparaoa Rd Upgrade (Hibiscus Coast to Red Beach) Whangaparaoa Rd Upgrade (Vipond to Arklow)
Regional
239
369
3,165
3,918
Regional
6,234
7,165
Regional
3,022
12,228
18,171
Wynyard Quarter - Te Wero Bridge Roads and footpaths Transport
Regional
0 422,573 725,453
0 468,016 950,948
0 482,577 836,781
0 530,605 980,263
0 554,354 11 20 2 ,1 , 5
0 563,399 11 75 5 ,5,7
0 579,204 10 14 5 ,0,4
506 599,712 13 69 1 ,9,3
980 624,569 659,249
1,346 633,240 678,980
322

Total Gross Capex 16 48 2 ,2,3 18 95 1 ,0,3 17 22 6 ,2,7 18 78 0 ,8,7 21 37 5 ,9,6 22 00 4 ,4,2 22 38 5 ,0,4 25 87 3 ,2,3 18 34 3 ,7,4 19 59 1 ,8,6
Community
Project Description Cem Renew (Franklin) Cem Renew (Rodney) Manukau Memorial Gardens Berms Manukau Memorial Gardens Minor Assets Manukau Memorial Gardens Renewals Manukau Memorial Gardens Western Block Development NS Memorial Park Improvements Papakura District Council Cemeteries Symonds St cemetery renewals Waikumete Cemetery - Cemetery Roading and Footpaths Waikumete Cemetery - Chapel Restoration Waikumete Cemetery - Depot Renewal Waikumete Cemetery - Development of Burial Areas Waikumete Cemetery - Expansion of Cemetery Capacity Waikumete Cemetery - Plant Renewals Waikumete Cemetery - Property Renewals Waikumete Cemetery - Replacement Seats and Bins Waikumete Cemetery - Roof Replacement (butynol Waikumete Cemetery - Stormwater Installation Waikumete Cemetery - Toilet Blocks Waikumete Cemetery - Water Supply Upgrade Cemeteries and crematoria CDEM Appliances Pre-Installed Generator Plugs At Welfare Centres Puhoi Fire Station build Puhoi Fire Station study Replace Northern fire appliance Replace Northern fire tanker Replace Southern fire appliance Replace Western fire appliance AC AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional Regional Group Entity AC AC AC AC AC AC AC AC AC AC AC AC AC Location Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional 2012/13 ('000) 14 5 88 131 46 883 125 188 40 374 0 0 330 2013/14 ('000) 7 11 91 139 48 671 130 3 42 385 0 106 340 2014/15 ('000) 108 9 94 140 50 743 134 11 43 396 0 109 349 2015/16 ('000) 15 12 96 144 52 311 138 3 44 408 0 0 359 2016/17 ('000) 45 6 99 149 54 377 142 3 45 419 0 0 370 2017/18 ('000) 18 12 101 152 59 477 146 3 46 430 178 0 379 2018/19 ('000) 8 13 104 156 61 92 150 3 47 440 182 0 388 2019/20 ('000) 9 13 108 161 62 0 153 3 49 265 0 0 0 2020/21 ('000) 9 13 111 165 64 0 157 3 50 272 0 0 0 2021/22 ('000) 9 14 114 170 65 0 162 3 51 279 0 0 0
AC AC AC AC
173 10 11 25
0 11 12 26
0 11 12 26
0 11 12 27
0 12 13 28
0 12 13 29
0 12 13 30
0 13 14 30
0 13 14 31
0 13 14 32
AC AC AC AC
0 84 0 577 3,107 199 114 155 0 0 98 0 0
0 109 0 164 2,292 182 0 0 0 0 0 0 196
57 563 0 169 3,024 134 0 0 207 214 0 0 0
0 349 45 174 2,199 123 0 0 0 0 0 253 0
0 360 0 180 2,302 145 0 0 0 0 261 0 0
0 622 0 124 2,802 163 0 0 0 0 0 0 0
0 644 0 0 2,344 190 0 0 0 0 0 0 0
0 0 0 0 878 190 0 0 0 0 0 0 0
0 0 0 0 903 195 0 0 0 0 0 0 0
0 0 0 0 928 201 0 0 0 0 0 0 0
323

Rural Fire Equipment Incl Fire Stations/Appl And Protective Clothing Rural Fire Minor Capex Siren System Battery Replacement Transition to P25 radios aligned to NZFS Tsunami Early Warning System Emergency management Ahuroa Hall renewals Birkenhead Northcote Communities Facilties Trust Comm Centre Ext Repaint (Orewa) Comm Centre Renew (Mahurangi East) Comm Facilities Tenancy (Manukau) AC AC AC AC AC Rodney Kaipatiki Rodney Rodney Other (Unallocated) Other (Unallocated) Other (Unallocated) Papakura Other (Unallocated) Rodney Rodney Rodney Rodney Rodney Rodney Rodney Franklin Other (Unallocated) Papakura Rodney Rodney Rodney Rodney Other (Unallocated) Rodney Other (Unallocated) Other (Unallocated) Whau AC AC AC AC AC Regional Regional Regional Regional Regional 115 222 36 103 274 1,316 0 0 16 30 686 162 154 0 107 283 1,085 0 387 0 31 603 374 0 0 0 0 928 0 0 0 31 568 368 0 0 0 0 744 0 0 0 32 587 362 0 0 0 0 768 0 0 0 33 606 313 0 0 0 0 476 36 0 0 34 624 236 0 0 0 0 426 0 0 0 35 641 437 0 0 0 0 627 0 0 0 35 659 449 0 0 0 0 645 0 0 0 36 676 462 0 0 0 0 662 0 0 0 37 694
Comm Facility Renew (Central)
AC
1,040
2,105
1,050
1,229
601
1,180
1,106
1,119
1,148
1,178
Comm Facility Renew (Manukau) Comm Facility Renew (Papakura) Comm Facility Service Improve (Manukau) Comm Hall Ext Repaint (Coatesville) Comm Hall Ext Repaint (Kaukapakapa) Comm Hall Exterior Repaint (South Head) Comm Hall Floor Renew (Coatesville) Comm Hall Int Repaint (Leigh) Comm Hall Kitchen Upgr (Glasgow Park) Comm Hall Kitchen Upgr (Waimauku) Comm Hall Renew (Franklin) Comm Hall Renew (Manukau) Comm Hall Renew (Papakura) Comm Hall Renew (Rodney) Comm Hall Replace Water Tank (Pakiri) Comm Hall Toilet Upgr (South Head) Comm Hall Toilet/Heating Upgr (Leigh) Comm Hall Upgr (Waitakere) Comm Halls Health/Safety (Rodney) Comm House Renew (Manukau)
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
144 129 45 11 0 11 11 11 0 0 7 188 0 0 11 43 11 21 106 108
159 23 36 0 22 0 0 22 33 0 7 193 0 0 0 0 0 21 109 111
273 68 27 0 0 22 0 0 0 0 8 199 0 56 0 0 34 22 112 120
303 56 61 35 0 0 35 0 0 0 8 238 7 58 0 0 0 22 115 124
196 70 28 0 0 0 0 0 0 0 8 245 7 119 0 0 0 23 119 129
320 59 41 0 0 0 0 0 0 0 8 843 7 122 0 0 0 24 121 136
303 76 55 0 0 0 0 0 0 37 8 330 7 125 0 0 0 24 125 139
298 75 56 0 0 0 0 0 0 0 9 348 7 124 0 0 0 25 127 144
306 77 57 0 0 0 0 0 0 0 9 357 8 128 0 0 0 26 130 148
314 79 59 0 0 0 0 0 0 0 9 367 8 131 0 0 0 26 134 152
Comm Services Minor Assets (Manukau) Community Centre Feasibility Study (Avondale)
AC AC
51 41
52 0
54 0
56 0
57 0
59 0
60 0
62 0
64 0
66 0
324

Community Centre Upgrades Community Devel/Safer Commun - Capital Projects Community Facilities Cluster Community Facilities Upgrades And Renewals Community Facility Upgrades Community Hall and Facility Renewals Community Facility massey/West Harbour Extension to Ranui Community House Fickling centre redevelopment Fountain Drainage (Franklin) Franklin The Centre Renewal Graffiti Prevention-Target Hardening Hall Upgrade (Rakino) Halls Access Helensville Community Centre renewals Highland Park Community House LB generated Community Safety Initiatives Massey North Community Centre Massey North Youth Facility Multi-use Comm Facility Flatbush New Lynn Youth Facility Northern Community facility AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC Albert-Eden Other (Unallocated) M u g k k -a ai a n a i i Tm k ee Otara-Papatoetoe Waiheke Rodney Henderson-Massey Henderson-Massey Puketapapa Franklin Franklin Papakura Waiheke Franklin Rodney Howick Manurewa Henderson-Massey Henderson-Massey Howick Whau Upper Harbour Hibiscus and Bays Franklin Franklin Franklin Hibiscus and Bays Hibiscus and Bays Rodney Rodney Henderson-Massey Rodney Rodney Rodney Franklin Rodney 129 517 516 516 0 103 327 65 0 41 0 83 0 0 11 0 155 0 0 0 0 0 0 0 531 531 424 106 0 0 0 0 0 85 53 0 11 0 160 4,881 0 0 0 588 0 0 546 546 0 109 0 0 0 0 0 88 0 0 11 0 165 2,182 0 2,182 0 607 0 0 0 0 0 0 0 0 0 0 82 91 0 90 12 0 0 0 0 2,246 0 0 0 0 0 0 0 0 0 0 27 0 87 94 0 0 12 612 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 96 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 210 99 0 0 12 0 0 0 182 0 182 0 0 0 0 0 0 0 0 0 0 0 92 51 0 0 12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 94 52 0 0 13 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 97 53 0 0 13 0 0 0 0 0 0 0
Orewa Community Centre renewals Pollok School and Land Purchase Pukekohe Borough Building Pukekohe War Memorial Town Hall Renewal Silverdale Hall renewals
AC AC AC AC AC
12 36 0 21 11
12 0 2 17 0
12 0 0 1 0
13 0 19 4 0
13 0 15 1 0
13 0 0 72 36
14 0 6 145 0
14 0 0 76 0
14 0 0 78 0
14 0 0 80 0
Stillwater Hall upgrade Tauhoa Hall renewals Te Hana Hall renewals Te Atatu Peninsula CC redevelopment Town Hall Upgrade (Warkworth) Waimauku Hall toilet upgrade Wainui Hall renewals Waiuku War Memorial Town Hall Renewal Wellsford Community Centre renewals
AC AC AC AC AC AC AC AC AC
633 0 0 1,611 0 0 0 24 22
0 44 22 0 531 44 0 3 23
0 0 0 0 546 0 0 3 24
0 0 0 0 2,246 0 0 8 24
0 0 0 0 0 0 0 61 25
0 0 0 0 0 0 36 11 26
0 0 0 0 0 0 0 41 26
0 0 0 0 0 0 0 42 27
0 0 0 0 0 0 0 43 28
0 0 0 0 0 0 0 45 29
325

West Harbour Community House Whangaripo Hall renewals Whangateau Hall renewals Local community services Central Library carpet replacement Highland Park Extension Libraries WiFi standardisation Library Building Renew (Central) AC AC AC AC Waitemata Howick Howick Other (Unallocated) Upper Harbour D v n otTk p n e o p r- a a u a Howick Whau Other (Unallocated) Rodney Other (Unallocated) Waitemata Whau Whau Waitemata Albert-Eden Howick M u g k k -a ai a n a i i Tm k ee Waitemata Waitemata Albert-Eden Puketapapa M u g k k -a ai a n a i i Tm k ee Mangere-Otahuhu M u g k k -a ai a n a i i Tm k ee Waitemata Albert-Eden Orakei Orakei Waiheke Other (Unallocated) AC AC AC Henderson-Massey Rodney Rodney 0 0 0 7,549 0 0 21 1,862 0 0 0 11,981 0 0 0 1,346 164 0 0 9,827 0 0 0 1,432 1,123 23 0 8,947 0 0 0 1,432 0 0 0 3,189 0 0 0 1,473 0 0 0 3,917 0 0 0 1,510 0 0 37 4,026 603 0 0 1,545 0 0 0 3,402 0 0 0 1,585 0 0 0 3,492 0 443 0 1,627 0 0 0 3,583 0 5,236 0 1,669
Library Development (Albany) Library Development (Devonport) Library Development (Flatbush) Library Expansion Plan (Whau) Library Ext Building Repl (South) Library Extension (Warkworth) Library Facilities Interior (Manukau) Library Furn/Fit (Ackl Central) Library Furn/Fit (Avondale) Library Furn/Fit (Blockhouse Bay) Library Furn/Fit (Central) Library Furn/Fit (Epsom) Library Furn/Fit (Flatbush) Library Furn/Fit (Glen Innes) Library Furn/Fit (Grey Lynn) Library Furn/Fit (Leys Institute) Library Furn/Fit (Mt Albert) Library Furn/Fit (Mt Roskill) Library Furn/Fit (Onehunga) Library Furn/Fit (Otahuhu) Library Furn/Fit (Panmure) Library Furn/Fit (Parnell) Library Furn/Fit (Pt Chevalier) Library Furn/Fit (Remuera) Library Furn/Fit (St Heliers) Library Furn/Fit (Waiheke) Library Furn/Fit Comm (Central)
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
0 97 0 31 348 0 32 41 46 0 56 0 0 0 0 0 0 0 56 0 56 0 0 0 0 238 77
0 4,125 0 32 226 106 34 43 0 0 0 0 0 49 0 0 0 1 0 0 0 0 49 49 0 0 80
0 0 2,619 33 232 2,073 39 44 0 0 0 57 1,429 0 0 48 0 0 0 92 0 48 0 0 0 0 82
0 0 10,460 0 290 0 29 45 0 61 0 0 2,267 0 0 0 0 0 0 0 0 0 0 0 0 0 85
0 0 0 0 246 0 30 47 0 0 0 0 0 0 47 0 63 0 0 0 0 0 0 0 63 0 88
0 0 0 0 252 0 31 48 54 0 0 0 0 0 0 0 0 0 65 0 65 0 0 0 0 0 90
10,044 0 0 0 313 0 32 49 0 0 0 0 0 54 0 0 0 65 0 65 0 0 54 54 0 0 92
0 0 0 0 273 0 32 51 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 95
0 0 0 0 281 0 33 52 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 97
0 0 0 0 288 0 34 53 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100
326

Library Minor Assets (Manukau) Library Minor Assets (Norh/West) Library Minor Renew (Kumeu) Library Minor Renew (Mahurangi East) Library Minor Renew (North/West) AC AC AC AC AC Other (Unallocated) Rodney Rodney Rodney Other (Unallocated) Hibiscus and Bays Rodney Rodney Hibiscus and Bays Rodney Papakura Rodney Rodney Rodney Rodney Waiheke Henderson-Massey Mangere-Otahuhu Rodney Henderson-Massey Papakura Henderson-Massey Other (Unallocated) Waiheke 280 16 152 6 40 291 34 47 11 41 393 15 23 12 42 385 15 14 26 42 493 18 14 20 42 511 22 15 16 43 554 23 26 9 43 572 24 27 12 49 587 24 27 13 51 602 25 28 13 52
Library Minor Renew (Orewa) Library Minor Renew (Warkworth) Library Minor Renew (Wellsford) Library Minor Renew (Whangaparoa) Library Renew (Helensville) Library Renew (Sir Edmund Hillary) Library Service Area Renew (Kumeu) Library Service Counter Replace (Helensville) Library Service Counter Replace (Warkworth) Library Upgr (Wellsford) New Library Build (Waiheke) NoRSGA-Massey North Library Otahuhu library redevelopment Point Wells Library minor capital items Ranui Library Takanini Library Te Atatu Peninsula Library Build Till replacement Upgrade Library Courtyard Local libraries Albert Place New Carports Albert Place Renewal CAB Renew (Manukau) CAB Service Improve (Manukau) CCTV Cameras (Manukau) Elderly Housing Renew (Franklin) Elderly Housing Renew (Manukau) Elderly Housing Renew (N/Shore) Henderson Ave Renewal Henry Curd Renewal Housing for Older Adults - Main
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
15 4 5 11 3 0 0 0 0 739 3,581 6,491 603 1 4,854 0 8,293 0 1,134 29,190
73 11 5 13 19 95 0 0 0 0 0 3,183 2,805 1 0 2,665 0 0 0 15,437 0 28 64 11 39 11 633 172 0 5 0
14 8 6 34 3 0 0 0 0 0 0 0 2,884 1 0 3,297 0 0 0 14,958 27 48 65 0 41 11 650 176 1 4 0
29 8 6 35 3 202 0 0 0 0 0 0 0 1 0 0 0 222 0 15,659 0 66 67 0 42 11 669 182 0 0 0
28 8 6 60 41 17 0 0 0 0 0 0 0 1 0 0 0 0 0 2,807 0 61 69 12 43 12 689 187 9 0 194
13 21 6 66 14 0 0 0 0 0 0 0 0 1 0 0 0 0 0 2,842 0 9 71 0 27 12 705 192 0 0 771
13 14 6 14 8 121 59 62 64 0 0 0 0 2 0 0 0 0 0 13,989 0 60 73 0 0 12 722 196 6 0 545
14 15 6 37 14 0 0 0 0 0 0 0 0 2 0 0 0 0 0 2,807 0 44 75 0 0 12 684 186 0 0 0
14 15 7 38 14 128 0 0 0 0 0 0 0 2 0 0 0 0 0 3,452 0 45 77 0 0 13 702 191 6 0 0
14 16 7 39 14 0 0 0 0 0 0 0 0 2 0 0 0 0 0 8,193 0 46 79 0 0 13 720 196 0 0 0
AC AC AC AC AC AC AC AC AC AC AC
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
0 9 62 0 38 10 614 166 0 0 0
327

Housing for Older Adults - Renewals Housing for older Adults Kent St Renewal Lawrie Ave Renewal Norfolk Rise Renewal Older Persons Housing Maintenance, Papakura Parkway New Carports Parkway Renewal Wilsher Village Redevelopment Regional community services Flatbush Library Collection Heritage Material Digitisation Libraries Technology Library Collection Renew (Central) Library Collection Renew (South) Library Current Use Coll Renew (North/West) Library Online Presences Library Security (RFID) Microfilm reader replacement Millennium LMS Mobile Library Repl (Central) Otahuhu Library Collections refresh Waiheke Library Collections refresh Regional library services Community Total Gross Capex AC AC AC AC AC AC AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional AC AC AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional Regional Regional 192 377 3 3 5 5 0 38 4,978 6,501 0 467 1,091 3,949 4,321 4,779 153 1,355 36 706 0 0 282 17,140 64,803 1 2,3 ,4 2 6 8 308 0 7 6 6 54 74 40 15,404 16,862 0 512 1,667 4,111 4,449 4,839 158 954 0 1,066 0 0 0 17,756 65,413 18 95 1 ,0,3 469 0 0 0 4 50 0 15 13,009 14,571 0 614 892 4,275 4,584 5,035 163 332 32 3,134 0 308 0 19,370 62,678 17 22 6 ,2,7 131 0 9 17 30 19 0 72 543 1,860 0 723 762 4,450 4,733 5,244 168 348 33 341 0 0 0 16,802 46,211 18 78 0 ,8,7 0 0 2 17 33 6 0 54 0 1,388 234 779 917 4,632 4,883 5,423 173 385 0 389 69 0 0 17,884 28,339 21 37 5 ,9,6 0 0 26 5 7 6 0 11 0 1,842 720 893 807 4,796 5,010 5,578 178 402 0 1,573 0 0 0 19,959 31,837 22 00 4 ,4,2 0 0 11 10 1 6 0 15 0 1,658 739 1,013 1,679 4,964 5,141 7,023 182 440 0 1,408 0 0 0 22,590 45,032 22 38 5 ,0,4 404 0 11 11 14 24 0 39 0 1,502 0 1,012 0 5,060 5,313 6,199 187 435 0 1,265 0 0 0 19,471 28,687 25 87 3 ,2,3 415 0 11 11 14 24 0 40 0 1,548 0 1,041 0 5,204 5,464 6,375 193 448 0 1,301 0 0 0 20,025 30,065 18 34 3 ,7,4 425 0 11 11 14 25 0 41 0 1,581 0 1,070 0 5,348 5,615 6,551 198 460 0 1,337 0 0 0 20,579 35,526 1 8,6 ,5 1 9 9

Project Description Arts Collection Renew (Rodney) Arts Embellishment (Rodney) Arts/Cultural Centre Renew (Manukau) Group Entity AC AC AC Location Rodney Rodney Other (Unallocated) Other (Unallocated) Waitemata Waiheke Papakura 2012/13 ('000) 2 88 186 2013/14 ('000) 2 57 186 2014/15 ('000) 3 59 153 2015/16 ('000) 4 61 168 2016/17 ('000) 4 63 173 2017/18 ('000) 4 65 438 2018/19 ('000) 4 67 315 2019/20 ('000) 4 68 287 2020/21 ('000) 4 70 295 2021/22 ('000) 4 72 302
Arts/Cultural Centre Service Improv (Manukau) Artstation renewals Artworks Complex Upgrade Asset Renew (Hawkins Theatre)
AC AC AC AC
26 50 0 0
33 157 0 0
24 27 0 0
25 27 0 261
25 85 2,888 178
26 58 2,960 35
27 59 0 2
27 62 0 2
28 64 0 2
29 65 0 2
328

City Banner Programme (Manukau) Corban Estate Maintenance capex Glen Innes Music and Arts Centre for Youth Lopdell House Carparking Project AC AC AC AC Other (Unallocated) Henderson-Massey M u g ke i - a a i a n a i keTm k Waitakere Ranges Waitakere Ranges Otara-Papatoetoe Manurewa M u g ke i - a a i a n a i keTm k Orakei Howick 111 160 1,544 1,100 53 0 5,029 0 55 0 1,469 0 57 0 0 0 59 0 0 0 60 0 0 0 62 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Lopdell House Redevelopment Museum And Arts Facility (Papatoetoe) Nathan Homestead Public Art Programme Sculpture Trail (Okahu Bay-Bastion Point) Uxbridge Arts Centre Redevelopment Local arts, culture and events services Albany Domain Outdoor SporSurfaces
AC AC AC AC AC AC
5,955 0 247 36 31 358 9,893
0 0 0 37 32 4,937 10,523 0
0 0 0 38 22 0 1,850 0
0 1,685 0 39 22 0 2,349 0
0 1,733 0 40 0 0 5,247 0
0 0 0 41 0 0 3,687 336
0 0 0 42 0 0 578 0
0 0 0 44 0 0 494 0
0 0 0 45 0 0 507 0
0 0 0 46 0 0 521 0
AC
Upper Harbour Hibiscus and Bays Rodney
Annual coastal replanting
AC
11 11 19 0
11 11 0 57
11 11 0 59
12 12 0 61
12 12 0 62
13 13 0 64
13 13 0 65
13 13 0 67
14 14 0 69
14 14 0 71
Arboriculture Renewals
AC
Henderson-Massey Other (Unallocated) Waitakere Ranges Whau
18 18 103
0 0 1,698
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
Artifical Sportsfield (Albany)
AC
Upper Harbour Hibiscus and Bays Henderson-Massey Other (Unallocated) Waitakere Ranges Whau
Ashley Reserve Carpark Asset Improvement
AC AC
435 34 0
0 35 0
0 36 0
0 0 213
0 0 116
0 0 118
0 0 121
0 0 124
0 0 128
0 0 131
34 35 0 0 0 11 0
35 36 0 0 0 12 0
36 37 0 0 0 12 40
0 0 34 3,298 653 12 0
0 0 0 2,261 0 13 0
0 0 0 0 0 13 0
0 0 0 0 0 13 0
0 0 0 0 0 14 0
0 0 0 0 0 14 0
0 0 0 0 0 14 0
Asset Renewals Parks Auckland Domain Sandcarpet Installation Barry's Point Reserve Natural Outdoor SporSurfaces Beach Monitoring And Replenishment Beachfront Development - Southern Foreshore Protection (Red Beach) Beachfront Development (Red Beach) Big Bay South Birkenhead War Memorial Carpark
AC AC AC AC AC
Papakura Waitemata Devonport-T akapuna Orakei Hibiscus and Bays Hibiscus and Bays Franklin Kaipatiki
AC AC AC
0 41 0
0 0 0
0 0 0
29 0 0
0 0 0
111 0 590
0 0 0
0 0 0
0 0 0
0 0 0
329

Birkenhead War Memorial Cycling (BMX Track) Birkenhead War Memorial No 2 Sportsfield Extension Birkenhead War Memorial Playground Birkenhead War Memorial Public Convenience Birkenhead War Memorial Volleyball Court Birkenhead/Northcote Youth Facility In Parks Bledisloe Park Netball Carpark Extension Bledisloe park Queen Street Boat Ramp, Launching And Mooring Facilities Brown Walk Whangaparaoa - replacement walkway Browns Bay Beach non pedestrian coastal access Buckletons Beach - sea wall west end Building Upgrades AC Kaipatiki 243 0 0 0 0 0 0 0 0 0
Kaipatiki Kaipatiki Kaipatiki Kaipatiki Kaipatiki Franklin Franklin Rodney Hibiscus and Bays Hibiscus and Bays Rodney Henderson-Massey Other (Unallocated) Waitakere Ranges Whau
0 25 0 0 0 0 0 433 107
0 232 0 39 632 0 0 435 0
194 0 194 0 0 153 655 507 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
AC AC AC
150 21 480 0
0 0 0 757
0 0 0 954
0 0 0 916
0 0 0 976
0 0 0 890
0 0 0 709
0 0 0 559
0 0 0 574
0 0 0 589
180 253 26 0 213 411 0
0 0 27 109 109 0 507
0 0 27 112 112 0 513
0 0 28 115 115 0 535
0 0 29 119 119 0 488
0 0 30 121 121 0 481
0 0 30 125 125 0 482
0 0 31 127 127 0 497
0 0 32 130 130 0 510
0 0 33 134 134 0 524
Capital Projects Carpark renewals
AC AC
Papakura Hibiscus and Bays Rodney
Carpark Upgrades
AC
Henderson-Massey Other (Unallocated) Waitakere Ranges
118 0 0
0 0 182
0 90 125
0 215 328
0 0 335
0 0 330
0 0 342
0 0 249
0 0 255
0 0 262
Chelsea Reserve Carpark Citywide Carpark renewals
AC AC
Kaipatiki Other (Unallocated) Upper Harbour
206 31 31 58 0 521 412 618
0 0 0 0 123 531 531 440
0 0 0 0 125 546 546 460
0 0 0 0 128 0 0 0
0 0 0 0 131 0 0 0
0 0 0 0 129 0 0 0
0 0 0 0 133 0 0 0
0 0 0 0 137 0 0 0
0 0 0 0 140 0 0 0
0 0 0 0 144 0 0 0
Citywide Cycleway Renewals
AC
Devonport-T akapuna Hibiscus and Bays Kaipatiki Other (Unallocated)
Citywide Foundation Infrastructure
AC
Devonport-T akapuna Hibiscus and Bays Kaipatiki
330

Other (Unallocated) Upper Harbour Citywide Non Pedestrian coastal access renewal Citywide Pedestrian coastal access renewal AC AC Other (Unallocated) Devonport-T akapuna Other (Unallocated) Citywide Playground AC Kaipatiki Other (Unallocated) Citywide Public Convenience AC Devonport-T akapuna Kaipatiki Other (Unallocated) Citywide Walking Facilities AC Hibiscus and Bays Other (Unallocated) Civic Grounds Renewals AC Franklin Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe Coastal protection - general AC Hibiscus and Bays Rodney Coastal structures reactive renewals AC Hibiscus and Bays Rodney Coastal structures renewals AC Hibiscus and Bays Rodney Coastal Walkway - Pakuranga Rotary Coastal Walkway Network Colin Lawrie Fields Community Boards Parks Works AC AC AC AC Howick Orakei Franklin Mangere-Otahuhu Manurewa Otara-Papatoetoe Community Facilities And Parks, Visitor Orientation And Signage Concept Plan (Little Huia) Coyle Park - Bangor Street Car Park AC Great Barrier Waitakere Ranges Albert-Eden 0 0 0 1,982 1,957 1,925 1,891 1,243 1,276 1,309
1,031
531
546
64 1,239 0 59 31 138 21 0
789 0 1,157 0 91 0 0 670
682 0 1,034 0 93 0 0 250
990 0 651 0 95 0 0 256
1,011 0 664 0 98 0 0 262
995 0 653 0 96 0 0 257
1,033 0 679 0 100 0 0 267
1,069 0 696 0 101 0 0 249
1,097 0 715 0 104 0 0 255
1,126 0 733 0 106 0 0 262
104
41 3 21 36 41 35 0 155 0 247 0 192 101 392 0 85 98 72 103
151 0 0 0 0 141 0 159 143 55 55 143 104 403 0 99 114 83 106
158 0 0 0 0 145 170 220 147 57 57 147 107 415 109 74 85 62 109
256 0 0 0 0 149 175 117 152 58 58 152 0 427 0 78 89 65 112
262 0 0 0 0 162 180 120 156 60 60 156 0 439 0 80 91 67 116
257 0 0 0 0 178 185 123 160 62 62 160 0 450 0 82 94 68 118
267 0 0 0 0 194 189 126 164 63 63 164 0 461 0 84 96 70 121
249 0 0 0 0 174 194 0 168 66 66 168 0 472 0 0 0 0 124
255 0 0 0 0 179 199 0 172 68 68 172 0 485 0 0 0 0 128
262 0 0 0 0 183 204 0 177 69 69 177 0 497 0 0 0 0 131
AC AC
21 21
138 376
0 0
0 0
0 0
0 0
0 0
0 0
0 0
0 0
331

Cranwell Park Croquet Club Cricket Pitch Upgrade (Lloyd Elsmore) C-wide reserve signs-furniture AC AC AC Henderson-Massey Howick Franklin Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe Cycle And Walking Track Network Plan (Kaipatiki) Cycleways And Walkways Design, Consent And Consult For Coastal Protection AC AC AC Kaipatiki Papakura Hibiscus and Bays Rodney Design, Consent And Consult For Coastal Protection - Future Works AC Hibiscus and Bays Rodney Design, consultation and consent for toilets AC Hibiscus and Bays Rodney Develop Alnwick extension utility reserve Develop Riverhead neighbourhood reserve Development of Orakei Basin Open Space Development Of Tiverton Park Devonport Youth Facility In Parks Drinking Fountains East Coast Bays Youth Facility In Parks Erosion Control - Coastline AC AC AC AC AC AC AC AC Rodney Rodney Orakei Whau Devonport-T akapuna Waitemata Hibiscus and Bays Franklin Howick Mangere-Otahuhu Manurewa Eskdale Reserve Toilets Esplanade Development AC AC Kaipatiki Franklin Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe Esplanade Reserves Renewals AC Franklin Howick Mangere-Otahuhu Manurewa 0 103 0 79 43 57 53 0 206 22 74 21 22 0 0 0 0 206 0 0 62 0 310 309 100 173 0 0 856 314 202 0 84 511 225 203 0 191 57 81 45 58 54 849 212 55 44 44 0 16 16 0 0 318 18 0 64 142 147 637 95 163 131 450 424 329 127 0 88 537 237 213 273 0 56 81 45 59 55 873 218 57 45 45 0 0 0 0 0 327 115 0 66 0 152 655 97 168 0 60 436 442 55 0 102 621 274 247 0 0 58 83 46 61 56 898 225 58 47 47 0 17 17 0 0 0 0 0 0 0 156 136 101 173 0 17 449 393 219 0 101 612 270 243 0 0 60 85 49 59 59 693 231 60 48 48 0 0 0 0 297 0 0 447 0 0 161 140 104 178 0 159 462 612 312 231 112 682 301 271 0 0 62 88 49 59 63 0 237 62 49 49 0 18 18 0 0 0 0 0 0 0 164 143 107 182 0 94 474 616 397 178 114 690 305 274 0 0 63 90 50 61 65 0 242 63 50 50 0 0 0 62 0 0 0 0 0 0 168 147 109 187 0 218 485 630 297 182 113 689 304 274 0 0 32 46 25 31 34 0 249 65 52 52 0 19 19 0 0 0 0 0 0 0 172 150 111 191 0 0 497 0 0 0 115 697 308 277 0 0 33 47 26 32 34 0 255 66 53 53 0 19 19 0 0 0 0 0 0 0 177 154 114 197 0 0 510 0 0 0 118 716 316 284 0 0 34 48 26 33 35 0 262 68 54 54 0 20 20 0 0 0 0 0 0 0 181 158 117 202 0 0 524 0 0 0 121 734 324 291
332

Otara-Papatoetoe Extend Orakei Basin Cycleway Alongside Rail Corridor Fearon Park - Harold Long Res - Linkage improvements Foreshore Access Future Coastal Development Future Developments Future Path Development Future Playground Upgrades Future Toilet Developments Great Barrier - Walkways Greenhithe War Memorial Sportsfield Floodlights Greenslade Reserve Combined Toilet and Changing Greenslade Reserve Sportsfield Upgrade Greville Reserve Natural Outdoor SporSurfaces Half Cost Fencing AC Orakei 206 2,062 217 0 251 0 247 0 275 0 279 0 279 0 282 0 289 0 297 0
Puketapapa Papakura Franklin Franklin Franklin Franklin Franklin Great Barrier Upper Harbour Kaipatiki Kaipatiki Devonport-T akapuna Henderson-Massey Other (Unallocated) Waitakere Ranges Whau
0 31 0 0 0 19 0 86 200
435 32 0 0 0 19 85 53 0
436 33 0 46 87 20 87 109 0
562 34 112 47 90 20 0 112 0
0 35 87 49 92 21 0 116 0
0 36 89 50 95 21 59 118 0
0 36 91 51 97 22 61 121 0
0 37 62 0 99 0 0 124 0
0 38 64 0 102 0 0 128 0
0 39 65 0 105 0 0 131 0
AC AC AC AC
421 0 0 10 0
0 0 0 11 0
0 0 522 11 0
0 0 0 0 34
0 544 0 0 35
0 0 0 0 36
0 0 0 0 47
0 0 0 0 40
0 0 0 0 41
0 0 0 0 42
10 10 185 0
11 11 109 0
11 11 0 33
0 0 0 225
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
Hard court development Harrowglen Playground (Oteha Valley)
AC AC
Rodney Upper Harbour Hibiscus and Bays Waitemata Upper Harbour Upper Harbour Upper Harbour Upper Harbour Upper Harbour Upper Harbour Upper Harbour Upper Harbour
Hatfields Beach - replacement toilet block Hobson bay walkway to Pt Resolution Hobsonville Corridor Reserves 1/2/3 PC14
AC AC AC
159 756 928
0 0 467
0 0 0
0 0 0
0 0 0
0 0 533
0 0 502
0 0 559
0 0 528
0 0 0
Hobsonville Corridor W1 Reserve PC 14 Hobsonville Corridor W2 and W3 Amenity Area PC14 Hobsonville Corridor W5 Reserve PC 14
AC
193
AC
86
AC
278
244
1,283
1,317
Hobsonville Domain Devlpmt Area 1 Hobsonville Point Domain Replacement Sports fields Development Hobsonville Public Art
AC
218
AC
12
760
239
AC
318
Hobsonville Streets Rev
AC
334
333

Hobsonville Village Sinton Road Pond PC14 AC Upper Harbour Upper Harbour Orakei Other (Unallocated) Puketapapa Huapai local eastern linear reserve and walkway Huapai major new sportsfield Huapai major renewal sportsfield Hudsons Beach Karaka Sports Park Kiwi Esplanade Walkway Link To Ambury Park Farm Kiwi Esplanade Waterfront Road Development KWB Neat Streets AC AC AC AC AC AC AC AC Rodney Rodney Rodney Franklin Franklin Mangere-Otahuhu Mangere-Otahuhu Other (Unallocated) Other (Unallocated) Devonport-T akapuna Devonport-T akapuna Devonport-T akapuna Great Barrier Franklin Kaipatiki Manurewa Manurewa Henderson-Massey Other (Unallocated) Whau Little Manly - remove loose rock and build sea wall Stage 1 Local Sports Park South Drainage Loughbourne Pukekohe Playground Lucas Creek Catchment Toilet Lynn Reserve Toilet Madill's Farm Training Lights Mahurangi West boat ramp upgrade Major upgrades (full replacement) toilets AC AC AC AC AC AC AC AC Hibiscus and Bays Howick Franklin Upper Harbour Kaipatiki Orakei Rodney Rodney 0 0 0 0 0 1,659 292 0 0 0
Hooten Reserve Courts Hort turf sandcarpet renewals
AC AC
0 0 0 1,171 0 106 105 41 309 0 93 10
0 1,098 0 0 66 0 0 0 1,088 0 58 11
0 1,025 0 0 68 0 224 0 0 0 109 11
0 0 835 0 0 0 0 0 0 112 72 11
0 0 859 0 0 0 237 0 0 104 74 12
0 0 881 0 0 0 0 0 0 207 76 12
0 0 902 0 0 0 0 0 0 0 78 12
0 0 932 0 0 0 0 0 0 0 80 12
53 0 957 0 0 0 0 0 0 0 82 13
0 0 982 0 0 0 0 0 0 0 86 13
KWB Trees for Babies Lake Pupuke Pedestrian Coastal Access Lake Pupuke Walkways Lake Town Green Reserve Land Exchange Programme Landscaping and revegetation Larkings Landing Pedestrian Coastal Access Laurie Gibbons Reserve Car Park And Lighting Leabank Park Lighting Programme
AC AC AC AC AC AC AC AC AC AC
22 0 0 62 52 7 0 0 0 36 0 84 0 3,609 52 0 204 303 11 446
22 0 0 212 53 7 0 0 127 142 0 0 0 637 0 0 0 0 0 328
23 0 0 0 55 8 0 131 0 108 0 0 0 546 0 0 0 0 0 336
24 0 186 0 0 8 0 0 0 0 0 0 58 0 0 0 0 0 0 346
24 0 191 0 0 8 255 5,775 0 0 104 0 0 0 0 0 0 0 0 356
25 0 0 0 0 8 0 0 0 0 76 0 0 0 0 0 0 0 0 364
25 0 0 0 0 8 0 0 0 0 99 0 0 0 0 0 0 0 0 374
26 0 954 0 0 0 0 0 0 0 112 0 0 0 0 0 0 0 0 383
27 206 979 0 0 0 0 0 0 0 115 0 0 0 0 0 0 0 0 393
27 0 0 0 0 0 0 0 0 0 118 0 0 0 0 253 0 0 0 403
334

Management Of Public Facilities And Public Areas Manuka non pedestrian access Manukau foreshore walkway AC AC AC Waiheke Kaipatiki Puketapapa Whau Maritime Rec fund devt AC Mangere-Otahuhu Other (Unallocated) Massey North Open Spaces Massey North Streetscapes Matua Rd neighbourhood reserve Metropark sportsfield future Michaels Ave Reserve sportsfield dev Milford Reserve Walkways Minor Fixed Asset Accomodation AC AC AC AC AC AC AC Henderson-Massey Henderson-Massey Rodney Hibiscus and Bays Orakei Devonport-T akapuna Henderson-Massey Other (Unallocated) Waitakere Ranges Whau Minor Fixtures Minor Renewal Local Parks Misc Capital Works Molley Green Reserve Development Moorings renewals Mountfort Park Upgrade Multi-sport Facility (Ngati Otara Park) Murrays Bay Boat Ramp Myers Park To Q-centre Underpass Myers Park Upgrade Nat Outdoor Surface (Ashley Reserve) Native Revegetation Programme AC AC AC AC AC AC AC AC AC AC AC AC Franklin Franklin Papakura Puketapapa Rodney Manurewa Otara-Papatoetoe Hibiscus and Bays Waitemata Waitemata Hibiscus and Bays Henderson-Massey Other (Unallocated) Waitakere Ranges Whau Natural Outdoor Surface AC Kaipatiki Other (Unallocated) Navigational dredging AC Rodney 52 0 258 19 361 0 4,330 0 0 717 1,009 1,443 500 0 53 0 265 106 0 609 1,273 961 49 0 1,039 0 571 0 55 0 273 109 0 395 3,055 988 0 0 0 0 736 0 0 0 281 0 0 413 1,235 0 0 0 0 0 0 1,230 0 0 289 0 0 425 1,155 0 0 0 0 0 0 1,175 0 0 296 0 0 436 829 0 0 0 0 0 0 1,335 0 136 303 0 0 446 6,302 0 0 0 0 0 0 1,270 0 0 311 0 0 0 0 0 0 0 0 0 0 1,119 0 0 319 0 0 0 0 0 0 0 0 0 0 1,148 0 0 327 0 0 0 0 0 0 0 0 0 0 1,178
394 267 4 14 5 103 32 619 0 0 0 516 0 56 0
452 309 4 15 5 77 33 0 0 0 0 0 332 57 0
569 368 4 15 5 0 34 546 1,637 0 546 0 0 59 0
0 0 4 16 6 0 35 0 1,685 0 0 0 0 0 113
0 0 5 16 6 0 36 0 866 154 0 0 0 0 117
0 0 5 17 6 0 36 0 0 0 0 0 0 0 120
0 0 5 17 6 0 37 0 0 0 0 0 0 0 122
0 0 5 17 6 0 39 0 0 0 0 0 0 0 124
0 0 5 18 0 0 40 0 0 0 0 0 0 0 128
0 0 5 18 0 0 41 0 0 0 0 0 0 0 131
15 33 206 1,993 103
16 34 0 1,954 2,088
16 35 0 2,513 0
0 0 0 2,209 0
0 0 0 2,257 0
0 0 0 2,221 0
0 0 0 2,307 0
0 0 0 2,362 0
0 0 0 2,424 0
0 0 0 2,487 0
335

Neighbourhood Parks AC Franklin Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe Neighbourhood Reserves Renewal AC Franklin Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe New Drainage of Parks New Fencing New Park Lighting New sand field New Sporting Facility (Swanson Park) Ngataringa Park Playground Ngataringa Park Toilet OKIWI Airfield Sealing Omaha replace fibrolite sea wall - Stage 2 Stage 3 Omaha replace fibrolite sea wall - Upgrade gabions - Stage 2 Onehunga Bay foreshore upgrade Onepoto walkway Open Space Acquisition And Development Open space facilities for young people Orewa Beach access coastal protection nourishment Pahurehure Management Plan Implementn Park and street furniture renewal AC AC AC AC AC AC AC AC AC Franklin Franklin Franklin Rodney Mangere-Otahuhu Devonport-T akapuna Devonport-T akapuna Great Barrier Rodney 97 154 77 92 71 67 324 87 180 150 11 14 19 0 0 0 169 1,870 158 117 159 93 110 86 66 318 85 176 147 12 15 19 437 0 0 0 0 0 118 164 94 110 86 68 327 88 182 151 12 15 20 448 0 0 134 0 0 121 168 97 113 89 69 336 90 187 155 12 16 20 461 562 374 0 0 0 154 173 121 144 113 68 331 89 184 153 13 16 21 474 578 0 0 0 0 146 178 115 136 108 71 345 93 192 159 13 17 21 486 0 0 0 0 0 126 182 101 119 92 74 360 97 200 166 13 17 22 499 0 0 0 0 0 0 186 0 0 0 72 349 94 194 161 0 0 0 0 0 0 0 0 0 0 191 0 0 0 74 358 96 199 165 0 0 0 0 0 0 0 0 0 0 196 0 0 0 76 368 99 204 170 0 0 0 0 0 0 0 0 0
AC AC AC AC AC AC AC AC
Rodney M u g ke i - a a i a n a i keTm k Kaipatiki Waiheke Papakura Hibiscus and Bays Papakura Albert-Eden Great Barrier Mangere-Otahuhu M u g ke i - a a i a n a i keTm k Orakei Other (Unallocated) Puketapapa Waiheke Waitemata Whau
0 1 1,046 0 155 67 1,410 156 204 18 91 221 133 83 146 81 294 39
165 10,085 403 159 69 0 94 0 0 0 0 0 2,879 0 0 0 0
0 0 0 164 71 0 14 0 0 0 0 0 1,388 0 0 0 0
0 0 0 168 73 0 0 0 0 0 0 0 1,429 0 0 0 0
0 0 0 173 75 0 0 0 0 0 0 0 1,470 0 0 0 0
0 0 0 178 77 0 0 0 0 0 0 0 1,507 0 0 0 0
0 0 0 182 79 0 0 0 0 0 0 0 1,542 0 0 0 0
0 0 0 186 0 0 0 0 0 0 0 0 1,582 0 0 0 0
0 0 0 191 0 0 0 0 0 0 0 0 1,624 0 0 0 0
0 0 0 196 0 0 0 0 0 0 0 0 1,666 0 0 0 0
336

Park and street sign renewals AC Albert-Eden Great Barrier Mangere-Otahuhu M u g ke i - a a i a n a i keTm k Orakei Other (Unallocated) Puketapapa Waiheke Waitemata Whau Park Bollards Park facilities renewal Park plant and equipment renewals AC AC AC Papakura Other (Unallocated) Mangere-Otahuhu M u g ke i - a a i a n a i keTm k Orakei Other (Unallocated) Puketapapa Waiheke Waitemata Whau Park Seats Park Signs Parks And Reserves (Keith Hay Park) Parks Stormwater Drainage Programme AC AC AC AC Papakura Franklin Puketapapa Henderson-Massey Other (Unallocated) Waitakere Ranges Whau Parks Structures Upgrade Parks West - Forward Design AC AC Other (Unallocated) Henderson-Massey Other (Unallocated) Parks West - Lighting Programme Passive Space And Sportsgrounds (Murphys Park) Path and Track Upgrades AC Other (Unallocated) Howick Henderson-Massey Other (Unallocated) 135 19 105 202 141 0 151 15 156 24 10 55 109 433 393 68 362 253 562 220 3 4 371 66 0 0 0 0 0 0 976 0 0 0 0 11 104 0 0 0 3,792 0 0 0 0 3 4 1,061 32 0 0 0 0 0 0 1,004 0 0 0 0 11 107 0 0 0 2,670 0 0 0 0 3 4 1,091 33 0 0 0 0 0 0 1,033 0 0 0 0 11 110 0 0 0 1,649 0 0 0 0 3 4 0 0 83 0 0 0 0 0 1,063 0 0 0 0 12 113 0 0 0 1,696 0 0 0 0 3 5 0 0 85 0 0 0 0 0 1,089 0 0 0 0 12 116 0 0 0 1,738 0 0 0 0 4 5 0 0 87 0 0 0 0 0 1,115 0 0 0 0 12 119 0 0 0 1,780 0 0 0 0 4 5 0 0 89 0 0 0 0 0 1,144 0 0 0 0 12 122 0 0 0 1,815 0 0 0 0 4 0 0 0 87 0 0 0 0 0 1,174 0 0 0 0 0 125 0 0 0 1,863 0 0 0 0 4 0 0 0 89 0 0 0 0 0 1,204 0 0 0 0 0 128 0 0 0 1,911 0 0 0 0 4 0 0 0 92
66 66 0 66 0
32 32 0 68 0
33 33 0 70 0
0 0 976 0 56
0 0 0 0 58
0 0 0 0 59
0 0 0 0 97
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
124
AC AC
0 182 0
0 0 466
0 0 512
0 0 533
0 0 542
0 0 508
0 0 569
0 0 584
0 0 600
3,927 0 615
337

Waitakere Ranges Whau Pedestrian Coastal Walkway (Torpedo Bay) Piripiri Reserve Carpark Planting Upgrades AC AC AC Devonport-T akapuna Hibiscus and Bays Henderson-Massey Other (Unallocated) Waitakere Ranges Whau Playground Renewals AC Albert-Eden Franklin M u g ke i - a a i a n a i keTm k Orakei Other (Unallocated) Puketapapa Waitemata Whau Playground replacement AC Hibiscus and Bays Rodney Playground Upgrades AC Henderson-Massey Other (Unallocated) Waitakere Ranges Whau Playgrounds Access, Availability And Suitability Playgrounds And Neighbourhood Parks AC AC Manurewa Manurewa Papakura Port Albert Reserve Domain - form and seal carpark Port Albert wharf carpark Practical Public Access (Great Barrier) Premier Park Development AC AC AC AC Rodney Rodney Great Barrier Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe Premier Parks Renewals AC Franklin Howick 182 172 52 0 53 0 0 0 212 0 0 156 0 0 13 0 0 165 0 0 0 0 0 170 0 0 0 0 0 176 0 0 0 0 0 180 0 0 0 303 0 185 0 0 0 0 0 190 0 0 0 0 0 195 0 0 0 0 0 201
51 51 227 12 211 232 42 258 289 216 106 106 210 0
0 0 0 25 0 0 1,836 0 0 0 109 109 0 583
0 0 0 11 0 0 1,560 0 0 0 112 112 0 836
0 0 0 18 0 0 1,606 0 0 0 115 115 0 875
0 0 0 28 0 0 1,652 0 0 0 119 119 0 845
0 0 0 13 0 0 1,693 0 0 0 121 121 0 823
0 0 0 142 0 0 1,733 0 0 0 125 125 0 1,119
0 0 0 12 0 0 1,802 0 0 0 128 128 0 773
0 0 0 13 0 0 1,850 0 0 0 131 131 0 794
0 0 0 13 0 0 1,898 0 0 0 135 135 0 814
504 15 204 82 26 106 106 21 1,701 103 170 363 42 109
0 0 220 85 27 0 0 53 1,963 106 175 325 91 239
0 0 244 87 27 0 0 55 1,935 0 180 491 25 65
0 0 0 0 28 0 0 0 1,887 0 185 533 57 149
0 0 0 0 29 0 0 0 1,935 289 191 1,045 56 148
0 0 0 0 30 0 0 0 1,630 0 197 772 54 141
0 0 0 0 30 0 0 0 1,491 0 200 909 49 127
0 0 0 0 16 0 0 0 932 0 0 0 49 128
0 0 0 0 0 0 0 0 957 0 0 0 50 131
0 0 0 0 0 0 0 0 982 0 0 0 51 134
338

Mangere-Otahuhu Manurewa Otara-Papatoetoe Public Convenience (Ashley Reserve) Public Convenience New Public conveniences renewals AC AC AC Hibiscus and Bays Papakura Albert-Eden M u g ke i - a a i a n a i keTm k Orakei Other (Unallocated) Waitemata Whau Public Toilet renewals Pukekiwiriki Pukekohe North East (Twomey-Anselmi) Puni Recreation Reserve Quail Reserve Playground AC AC AC AC AC Franklin Papakura Franklin Franklin Upper Harbour Upper Harbour Upper Harbour Hibiscus and Bays Rodney Randwick Park/Riverton Reserve Development Recreational Boat Ramps Recreational Walkways And Bike Trails Redevelopment Of The Playground At Harania Park (Favona) Reserve Car Parks Renewals Reserve Development (Barry's Point) Reserve Lighting Installation Reserve Upgrades Reserve water supply improvements AC AC AC AC AC AC AC AC AC Manurewa Waiheke Rodney Mangere-Otahuhu Papakura Devonport-T akapuna Papakura Papakura Hibiscus and Bays Other (Unallocated) Rodney Reserves - Bruce Pulman Park - future projects Restoration Of Seaside Park Playing Fields Review And Implement Bridleways Strategy AC AC AC Papakura Mangere-Otahuhu Rodney 50 72 78 355 124 330 431 412 0 330 10 15 201 52 52 0 109 157 172 0 127 0 0 0 2,831 0 0 16 11 0 0 0 30 43 47 0 131 0 0 0 1,602 0 0 55 11 0 0 0 68 98 108 0 135 0 0 0 1,649 0 0 40 11 0 0 0 68 97 106 0 139 0 0 0 1,696 0 0 24 12 0 0 0 65 93 102 0 142 0 0 0 1,738 0 0 28 12 0 0 106 58 84 92 0 145 0 0 0 1,780 0 0 39 12 0 0 0 58 84 92 0 149 0 0 0 1,815 0 0 40 12 0 0 0 60 86 94 0 153 0 0 0 1,863 0 0 41 13 0 0 0 61 88 97 0 157 0 0 0 1,911 0 0 42 13 0 0 0
Rame Reserve Canoe Ramp
AC
378
Rame Road Carpark
AC
381
Ramp upgrades - general
AC
53 0 1,031 0 217 82 72 0 10 516 108
0 55 637 0 615 0 74 0 11 1,061 56
0 57 0 273 323 0 76 0 11 1,091 29
0 58 0 281 0 0 79 0 11 1,123 0
0 60 0 0 0 0 81 58 12 1,155 0
0 62 0 0 0 0 83 533 12 1,184 0
0 63 0 0 62 0 85 364 12 1,212 0
0 0 0 0 0 0 87 0 12 1,243 0
0 0 0 0 0 0 89 0 0 1,276 0
0 0 0 0 0 0 92 0 0 1,309 0
0 108 309 0 0
0 56 3,819 0 0
0 29 0 0 0
30 0 0 34 34
31 0 0 35 271
32 0 0 355 278
33 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
339

Riverhead Esplanade Reserve industrial ruins landscaping Riverton Park Reserve Rosedale Park Walkways Royal Reserve Development Royal Reserve Devlpmt Stg 2 Playground Sand Carpet Installation Sand field and irrigation renewals Sandspit jetty safety upgrade School Rd Totara View Valley reserve walkway Scope Options For Further Development (Norana Park) Scotts Landing - Stage 1 seawalls Sea Wall West End - Design And Consent (Tindalls Bay - Esplanade) Sea Wall West End - Design And Consent (Tindalls Bay) Services Upgrade AC AC AC AC AC AC AC AC AC Rodney Manurewa Upper Harbour Henderson-Massey Henderson-Massey Orakei Hibiscus and Bays Rodney Rodney 0 1,031 0 0 379 1,237 400 0 0 0 3,289 0 93 0 1,061 437 0 0 22 65 0 1,231 0 0 448 0 0 0 0 0 0 0 0 461 117 0 0 0 128 0 0 0 474 0 59 0 0 0 0 0 0 486 0 0 0 0 0 0 0 0 499 0 0 0 0 0 0 0 0 512 0 0 0 0 889 0 0 0 526 0 0 0 0 0 0 0 0 539 0 0
AC AC AC
Mangere-Otahuhu Rodney Hibiscus and Bays Hibiscus and Bays Henderson-Massey Other (Unallocated) Waitakere Ranges Whau
0 0 0
0 0 0
0 0 0
337 0 0
289 180 36
355 0 0
0 0 0
0 0 0
0 0 0
0 0 0
AC AC
43 30 0
0 0 195
0 0 206
0 0 221
0 0 197
0 0 250
0 0 191
0 0 186
0 0 191
0 0 196
66 30 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 40
0 0 0
0 0 0
0 0 0
Sherwood Reserve Volleyball Court
AC
Hibiscus and Bays Hibiscus and Bays Rodney
Sports and sand field irrigation
AC
109 103 182 0
0 219 0 110
0 224 0 148
0 231 0 235
0 237 0 101
0 243 0 217
0 249 0 251
0 255 0 257
0 262 0 264
0 268 0 271
Sports Facilities Upgrades
AC
Henderson-Massey Other (Unallocated) Waitakere Ranges Whau
63 31 516 0 0 258 464 371 711 160
0 0 531 0 371 0 477 281 101 6,124
0 0 546 0 0 0 491 469 600 1,131
0 0 562 1,685 393 0 505 0 56 1,262
0 0 0 0 0 0 520 0 173 58
0 0 0 0 0 0 533 0 118 71
0 0 0 0 0 121 545 364 1,333 1,527
0 0 0 0 0 0 0 0 1,629 0
0 0 0 0 0 0 1,672 0 0 0
0 0 0 0 0 0 1,715 0 0 0
Sports Field Upgrades Sports Fields - Playing Surfaces Sports Park Pavilion Extensions (Onetangi) Sports parks
AC AC AC AC
Kaipatiki Manurewa Waiheke Franklin Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe
340

Sports Turf Development Sportsfield Developmt - Drury Sportsfield Upgrades AC AC AC Franklin Papakura Henderson-Massey Other (Unallocated) Waitakere Ranges Whau Sportsfields (Opaheke and Hingaia) Sportsgrounds Renewals AC AC Papakura Franklin Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe Stillwater Reserve - replacement playground Stonefields open space redevelopment Street Trees Planting Structure renewals - premier parks AC AC AC AC Hibiscus and Bays Orakei Papakura Albert-Eden Orakei Other (Unallocated) Waiheke Waitemata Structures Minor Work Structures Upgrade AC AC Papakura Henderson-Massey Other (Unallocated) Waitakere Ranges Whau Taipari Strand Landscape Concept Plan Takapuna Beach Coastal Walkways Takapuna Devonport walkway stage 3 (Northboro pipe bridge) Takapuna Milford coastal walkway Takapuna/Devonport Coastal Walkways Tamakae Wharf Tamaki Head Land Public Convenience TeAtatu South Park Sandfields Toilet and changing room renewals AC AC AC AC AC AC AC AC AC Henderson-Massey Devonport-T akapuna Devonport-T akapuna Devonport-T akapuna Devonport-T akapuna Franklin Devonport-T akapuna Henderson-Massey Hibiscus and Bays Rodney 19 2,062 259 0 19 0 0 654 20 0 0 737 101 0 0 984 104 0 0 620 107 0 0 945 109 0 0 870 112 0 0 746 115 0 0 766 118 0 0 785
12 469 0 0 807 322 431 466 106 388 52 159 152 0 3 291 26 370 0
0 0 0 384 566 226 302 327 0 0 53 0 0 623 0 0 27 0 800
0 0 0 212 773 308 413 446 0 611 55 0 0 641 0 0 27 0 933
0 0 0 212 771 308 412 445 0 1,388 57 0 0 660 0 0 28 0 0
0 0 5,775 215 783 312 418 452 0 81 59 0 0 678 0 0 29 0 983
0 0 0 222 807 322 431 466 0 0 60 0 0 695 0 0 30 0 800
0 0 0 227 825 329 440 476 0 0 62 0 0 8 0 0 30 0 1,049
0 0 0 172 625 249 334 361 0 0 63 0 0 721 0 0 31 0 0
0 0 0 176 641 256 343 370 0 0 65 0 0 740 0 0 32 0 0
0 0 0 181 658 263 351 380 0 0 67 0 0 759 0 0 33 0 0
306 284 36 0 546 345 0 26 0 26 16 15
0 0 0 0 0 660 0 0 0 596 0 33
0 0 0 0 0 0 0 0 0 0 0 34
0 0 0 0 0 0 0 0 0 0 0 35
0 0 0 0 0 0 0 0 0 0 0 36
0 0 0 0 0 0 253 0 0 0 0 36
0 0 0 0 0 0 1,577 0 0 0 0 37
0 0 0 932 0 0 1,142 0 261 0 0 39
0 0 0 0 0 0 0 0 0 0 0 40
0 0 0 0 0 0 0 0 0 0 0 41
341

Toilet and changing rooms minor upgrade AC Hibiscus and Bays Rodney Toilets and Changing Fac LOS AC Devonport-T akapuna Kaipatiki Rodney Toilets and changing rooms - new Toilets Renewals AC AC Rodney Devonport-T akapuna Kaipatiki Other (Unallocated) Upper Harbour Torpedo Bay Pedestrian Coastal Access Town Centre Water Feature Town Square Massey North Canopy Town Square PC14 Trent Street To Heron Park Walkway Linkage Tui Glen S2 Parking pathways and landscape Upgrade existing fields - Starling Park Upgrade Existing Sportsfields AC AC AC AC AC AC AC AC Devonport-T akapuna Papakura Henderson-Massey Upper Harbour Whau Henderson-Massey Henderson-Massey Henderson-Massey Other (Unallocated) Waitakere Ranges Whau Upgrade Parks And Reserves Waiake Reserve Playground Waiheke Great Walk Wainoni Park Cricket Nets AC AC AC AC Franklin Hibiscus and Bays Waiheke Upper Harbour Upper Harbour Waitakere Ranges Franklin Franklin Franklin Franklin Franklin Franklin 43 27 0 0 0 0 443 411 0 44 55 0 106 0 240 0 0 584 45 56 0 0 109 246 0 0 545 46 58 112 0 0 254 0 0 505 47 59 231 0 0 0 0 0 751 49 61 118 0 0 0 0 0 888 50 62 121 0 0 0 0 0 1,091 52 63 124 0 0 0 0 0 746 54 65 128 0 0 0 0 0 766 55 67 131 0 0 0 0 0 785
464 0 0 0 0 40 1,086 0 36 0
0 0 0 1,119 0 125 0 0 89 0
0 179 5 0 351 91 0 0 0 0
0 0 0 0 650 0 0 40 0 75
0 0 0 0 0 0 0 409 0 110
0 0 6 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 115
0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0
0 137 0 0 88 0
13 23 0 0 90 36
74 109 0 174 93 0
0 0 0 0 0 0
0 0 393 0 0 0
0 0 391 0 0 0
0 0 400 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
0 0 0 0 0 0
Wainoni Park Natural Outdoor SportSurface
AC
436
539
Waitakere Ranges Foothills Walkway Waiuku Coastal Walkways Waiuku Collingwood to Kitchener Waiuku Esplanades Waiuku Estuary Mangrove Works Waiuku Rec Reserve Waiuku Sports Park
0 21 62 0 21 355 0
531 0 0 95 21 0 2,440
0 0 0 0 22 0 0
0 0 0 0 22 0 0
140 0 0 0 23 0 0
0 0 0 0 24 0 0
460 0 0 0 24 0 0
0 0 0 0 0 0 0
510 0 0 0 0 0 0
0 0 0 0 0 0 0
342

Waiwera - consent for estuary walls and upgrade Waiwera - management of beachfront - dune Waiwera EST - stage 1 Walkway And Cycleway Network Plan Walkways (Lucas Creek) AC Hibiscus and Bays Hibiscus and Bays Whau Upper Harbour Hibiscus and Bays Rodney Warkworth Showgrounds future Western Park Lighting Western Reserve - replacement toilet AC AC AC Rodney Waitemata Hibiscus and Bays Hibiscus and Bays Rodney Wharves and jetties renewals AC Hibiscus and Bays Rodney Wilson's Beach Reserve Worker Rd-Totara View Valley Reserve Local parks services Aquatic Centre (Mt Albert) Aquatic Centre Renew (Henderson) Aquatic Facilities Renewals AC AC AC Albert-Eden Henderson-Massey M u g ke i - a a i a n a i keTm k Other (Unallocated) Puketapapa Waitemata Citywide pool development Closure Works Jubilee Pool Design - recreation facilities Flat Bush Aqua-Rec-Sports-BS P General capital fund AC AC AC AC AC Other (Unallocated) Franklin Franklin Howick Devonport-T akapuna Hibiscus and Bays Kaipatiki Other (Unallocated) Glen Innes pool redevelopment HBC Fitness Equipment AC AC M u g ke i - a a i a n a i keTm k Hibiscus and Bays AC AC Orakei Rodney 0 0 28 0 0 0 0 0 0 0
AC AC AC
0 31 0
0 0 0
0 0 0
0 0 0
0 0 0
37 0 0
0 0 364
0 0 373
0 0 255
0 0 0
Walkways renewals
AC
0 101 1,591 373 0
55 66 897 0 219
56 68 269 0 0
58 70 277 0 0
60 72 0 0 0
61 74 0 0 0
32 45 0 0 0
63 76 0 0 0
65 78 0 0 0
67 81 0 0 0
Wharf upgrades - general
AC
39 36 0 176 103 0 92,614 3,609 412 82 0 258 215 0 0 0 0 0 31 313 0 0 184
22 55 55 109 371 0 98,483 0 389 0 776 0 0 0 0 0 0 46 45 182 45 0 276
23 57 56 112 55 0 65,593 6,001 245 0 693 0 0 0 0 0 0 94 47 187 0 0 114
23 58 58 115 0 58 59,978 0 403 0 1,315 0 0 4,122 0 0 0 0 0 0 338 0 118
24 60 59 119 0 0 67,062 0 237 0 1,244 0 0 4,240 0 809 0 0 0 0 349 0 122
25 62 61 121 0 0 51,941 0 241 0 1,275 0 0 0 321 7,933 0 0 0 0 359 2,897 125
25 63 62 125 0 0 59,531 0 205 0 1,305 0 0 0 0 0 1,212 0 0 0 368 2,966 128
26 65 65 127 0 0 43,853 0 497 0 1,338 0 0 0 0 0 18,650 0 0 0 378 0 132
27 66 66 130 0 0 44,059 0 510 0 1,374 0 0 0 0 0 0 0 0 0 389 0 135
27 68 68 134 0 0 44,521 0 524 0 1,409 0 0 0 0 0 0 0 0 0 399 0 139
343

HBC Group Fitness Renew AC Hibiscus and Bays Hibiscus and Bays Hibiscus and Bays Hibiscus and Bays M u g ke i - a a i a n a i keTm k Franklin M u g ke i - a a i a n a i keTm k Devonport-T akapuna Hibiscus and Bays Kaipatiki Other (Unallocated) Leisure Facility Upgr (N/Shore) AC Devonport-T akapuna Hibiscus and Bays Kaipatiki Other (Unallocated) Lloyd Elsmore Park Leisure Centre - Flow Rider Massey Leisure Centre Extension McLaren Park Design and Construction Minor Renewals Local Recreation and Leisure Facilities Moana-nui-a-kiwa Leisure Centre Outdoor Pool upgrade Netball Complex, Community And Events Centre (Manurewa) New Lynn-Glen Eden Recreation Centre New Stadium (Rodney) AC AC AC AC Howick Henderson-Massey Henderson-Massey Franklin 11 11 51 12 12 13 13 13 14 14
HBC Leisure Centre extension
AC
4,827
HBC Leisure Centre refurbishments
AC
84
132
57
HBC Leisure Centre Renew Jordan Recreation Centre redevelopment Jubilee Pool Renewals Lagoon pool renewal Leisure Facility Equipment (N/Shore)
AC AC AC AC AC
111 0 11 0 41 52 176 0 48 0 0 0
115 0 17 1,039 28 28 111 0 7 7 28 7
119 748 11 1,068 28 28 113 0 7 7 29 7
123 2,748 11 0 0 0 0 171 0 0 0 51
127 5,112 0 0 0 0 0 169 0 0 0 52
130 0 0 0 0 0 0 167 0 0 0 52
133 0 0 0 0 0 0 174 0 0 0 53
137 0 12 0 0 0 0 557 0 0 0 55
141 0 13 0 0 0 0 572 0 0 0 56
144 0 13 0 0 0 0 588 0 0 0 58
0 103 278 19
0 1,094 0 19
0 0 0 20
0 0 0 20
0 0 0 21
1,184 0 0 21
1,212 0 0 22
0 0 0 22
0 0 0 23
0 0 0 24
AC
Mangere-Otahuhu
541
1,091
AC AC AC
Manurewa Whau Hibiscus and Bays Upper Harbour M u g ke i - a a i a n a i keTm k Mangere-Otahuhu Papakura Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe
905 619 0
743 531 0
1,637 6,546 0
0 0 354
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
Northern Recreational Facility Onehunga pool renewal Otahuhu Recreation Precinct Pool Development (Papakura) Pool Renew (Manukau)
AC AC AC AC AC
1,395 1,009 0 1,280 156 177 166 138 128
8,860 1,039 0 0 171 72 132 169 148
7,646 0 0 0 176 74 136 174 0
214 0 5,615 0 181 76 140 179 12
129 0 0 0 205 86 158 202 90
0 0 0 0 210 88 162 207 0
0 0 0 0 215 90 165 212 0
0 0 0 0 220 92 170 218 149
0 0 0 0 226 95 174 223 153
0 0 0 0 232 97 179 229 157
Pool Renew (Rodney)
AC
Hibiscus and Bays
344

Recreation Centre - Mitigation Of Condensation Issues (Papakura) Recreation Centre Renew (Manukau) AC AC Papakura Howick Mangere-Otahuhu Manurewa Otara-Papatoetoe Recreation Centre Te Rangi Hiroa Recreation Facilities Renewal Programme AC AC Henderson-Massey Albert-Eden Orakei Other (Unallocated) Puketapapa Recreation Facility Renew (Franklin) Recreation Facility Renew (N/Shore) AC AC Franklin Devonport-T akapuna Kaipatiki Other (Unallocated) Recreation Renew (Papakura) School Capital Grants (Franklin) Special Leisure facilities Renewals Pgm AC AC AC Papakura Franklin Albert-Eden Other (Unallocated) Stadium Renew (Rodney) Swimming Pool Development (Otahuhu) Te Pai Netball Centre Tepid Baths restoration Waiuku Pool - Design Whiteside Pool Renewals Local recreation services Art Acquisitions (West) Art Assets (Manukau) Arts Collection (Manukau) Citywide artworks Digital Arts Infrastructure Capex Events Equipment Functional Art Proj (West) Massey North Arts Infrastructure Memorial-fountain-artworks renewals New Lynn Arts Infrastructure Olympic Park Railway Bridge Arts AC AC AC AC AC AC AC AC AC AC AC Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional AC AC AC AC AC AC Hibiscus and Bays Mangere-Otahuhu Henderson-Massey Waitemata Franklin Franklin 460 136 0 79 383 1,065 57 82 0 376 165 74 352 0 6 15 367 0 0 264 111 203 261 0 0 0 822 0 155 0 0 289 49 16 0 426 0 148 62 114 146 0 0 0 608 0 156 0 0 416 17 16 0 578 0 156 65 120 154 0 0 0 660 0 202 0 0 532 18 17 0 53 0 304 127 234 300 0 0 0 690 0 124 0 0 547 97 18 0 170 0 209 87 161 206 0 0 0 707 0 70 0 0 351 143 18 0 116 0 214 90 165 211 0 0 0 724 0 170 0 0 331 19 18 0 119 0 297 125 229 294 0 0 0 957 0 174 0 0 338 20 19 0 497 0 305 128 235 302 0 0 0 983 0 179 0 0 347 20 20 0 510 0 313 131 241 309 0 0 0 1,008 0 183 0 0 356 21 20 0 524
11 6,186 427 1,318 0 29 23,600 36 101 76 1,349 103 26 72 387 202 45 0
11 12,732 0 0 0 3 36,976 45 80 53 1,929 0 32 76 0 208 0 0
11 0 0 0 0 22 29,447 46 87 55 1,547 0 33 80 0 214 0 0
12 0 0 0 0 3 18,195 49 149 57 1,593 0 34 84 0 220 0 0
12 0 0 0 0 23 16,007 50 129 59 1,638 0 41 89 0 226 0 0
13 0 0 0 0 12 17,475 54 127 60 1,679 0 42 94 0 232 0 0
13 0 0 0 970 0 11,515 55 91 62 1,719 0 43 99 0 237 0 48
13 0 0 0 0 25 25,628 57 94 63 1,949 0 44 101 0 242 0 0
14 0 0 0 0 26 7,166 59 96 65 2,001 0 46 104 0 249 0 0
14 0 0 0 0 26 7,353 60 99 67 2,052 0 47 107 0 255 0 0
345

Public Art Works Remediation (West) Touch Poll Survey Equipment Utility Boxes (West) Regional arts, culture and events services Art Gallery Internal Renewals RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group Regional AC AC AC Regional Regional Regional 57 15 46 2,516 672 61 11 53 2,547 719 55 11 55 2,183 717 57 11 57 2,309 676 59 12 59 2,360 695 60 12 60 2,420 713 62 12 62 2,490 730 63 13 63 2,690 748 65 13 65 2,762 768 67 13 67 2,834 788
Development of Art Gallery collection
Regional
303
313
323
333
344
353
362
371
382
393
Equipment and public furniture
Regional
202
209
215
222
229
235
241
248
255
262
Framing
Regional
101
104
108
111
115
118
121
124
127
131
Renewals (Art Gallery)
Regional
509
544
585
884
109
105
1,207
2,366
6,538
7,927
Visitor Entrance
Regional
5,614
Wild Asia Precint And Funtion Centre
Regional
6,195
Zoo building renewals
Regional
208
187
196
206
212
218
223
228
234
241
Zoo exhibits and enclosures renewals
Regional
1,408
1,263
1,328
1,397
1,437
1,473
1,508
1,547
1,588
1,629
Zoo features renewals
Regional
296
265
279
294
302
310
317
325
334
342
Zoo services renewals Regional collections and amenities Accoustic Improvements (Town Hall)
Regional
347 4,046
312 3,915 2,589
328 4,077 0
345 4,468 0
354 3,797 0
363 3,887 0
372 5,079 0
381 6,338 0
392 16,232 0
402 18,309 0
RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group RFA Group
Regional
Investment In New Facilities (RFA)
Regional
12,120
24,860
25,520
26,180
Minor Capital Equipment Budget (RFA)
Regional
52
53
55
57
59
60
62
63
65
67
Renewals (Aotea Centre)
Regional
5,732
6,031
6,175
5,271
6,120
2,655
6,969
12,049
10,557
6,934
Renewals (Bruce Mason Centre)
Regional
83
45
405
40
665
101
43
52
Renewals (Mt Smart)
Regional
2,290
2,484
2,890
2,970
3,094
1,015
409
692
453
815
Renewals (The Civic)
Regional
952
2,077
2,204
3,566
3,059
4,819
4,640
1,118
4,759
482
Renewals (Town Hall)
Regional
579
688
225
50
188
61
117
93
267
219
Renewals (Viaduct Events Centre)
Regional
52
53
55
56
58
59
463
62
64
482
Renewals (Western Springs)
Regional
218
224
231
225
116
118
121
124
128
131
RFA Information Technology - Renewals
Regional
107
110
113
117
120
123
127
130
134
Stardome Roof
Regional
57
346

Stardome Technical Equipment Replacement Regional event facilities Bastion Point - Whenua Rangatira Hobsonville Point Domain Replacement Sports field Land Acquisition Hobsonville Point Runway Replacement Land Acquisition Land Acquisition (Central) Land Acquisition (N/Shore) Land Purchase Reserves (Manukau) Land Purchase/Development (Franklin) N/Hood Park Land Acquisition (Franklin) Regional Parks Regional Parks Developments - Buildings Regional Parks Developments - Fences Regional Parks Developments - Land Regional Parks Developments - Recreation Structures Regional Parks Developments - Roads Regional Parks Developments - Tracks Regional Parks Developments - Utilities Regional Parks Renewals - Buildings Regional Parks Renewals - Fences Regional Parks Renewals - Green Assets Regional Parks Renewals - Recreation Structures Regional Parks Renewals - Roads Regional Parks Renewals - Tracks Regional Parks Renewals - Utilities Reserve Acquisition (Rodney) Reserves - Open Space Strategy Land Aquisition Sports Field Capacity Volcanic cones and Landscape WS Auckland City Walk Regional parks services Leisure Facility Partnership Unallocated Partnership Funding Regional recreation services Lifestyle and culture AC AC Regional Regional AC AC Regional Regional RFA Group Regional 83 10,097 91 4,124 245 14,597 1,134 0 0 12,349 481 0 0 12,308 0 0 0 12,814 0 0 0 8,948 0 0 0 25,689 0 0 0 39,289 0 0 0 41,986 0 0 0 35,496 0 0
AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC
Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional
0 5,245 7,333 1,542 970 1,321 1,375 152 410 0 86 371 399 177 814 155 347 314 255 661 392 2,013 584 2,578 2,523 62 34,294 517 1,708 2,224 179,285
0 2,418 16,842 3,163 369 553 1,415 156 422 16,666 88 384 411 136 832 159 358 324 263 680 404 2,096 0 5,305 353 0 54,930 0 2,132 2,132 224,104
0 4,024 5,924 3,228 380 568 1,455 161 434 0 91 394 428 140 871 164 372 333 271 705 418 1,698 0 10,910 363 0 33,812 550 2,198 2,748 152,058
0 4,142 5,631 3,302 391 585 0 120 447 0 93 336 345 144 754 168 317 197 209 591 394 1,751 0 11,230 374 0 31,520 0 2,268 2,268 133,395
18,371 794 5,344 3,372 402 602 0 124 202 23,966 96 345 355 148 777 173 326 202 215 608 405 1,804 0 11,550 385 0 70,565 0 2,340 2,340 180,193
2,638 813 5,890 3,445 412 617 0 127 0 0 98 355 364 152 801 178 334 207 221 623 415 1,850 72,000 11,840 394 0 103,774 0 2,402 2,402 194,536
0 833 6,152 232 422 631 0 130 0 0 101 366 373 155 825 182 342 212 228 638 425 1,894 80,000 12,120 330 0 106,589 0 2,464 2,464 213,935
0 0 0 0 0 0 0 186 435 0 103 377 382 159 939 186 351 218 235 654 436 0 80,000 12,430 410 0 97,500 0 2,530 2,530 218,322
0 0 0 0 0 0 0 191 447 0 106 389 392 163 964 191 360 223 242 671 447 0 80,000 12,760 421 0 97,968 0 2,602 2,602 213,281
0 0 0 0 0 0 0 196 458 0 109 400 402 168 989 196 369 229 249 689 459 0 80,000 13,090 432 0 98,435 0 2,674 2,674 210,144
347

Total Gross Capex 16 48 2 ,2,3 18 95 1 ,0,3 17 22 6 ,2,7 18 78 0 ,8,7 21 37 5 ,9,6 22 00 4 ,4,2 22 38 5 ,0,4 25 87 3 ,2,3 18 34 3 ,7,4 19 59 1 ,8,6
Corporate support
Project Description Administration building security Administration renewals - central Administration Renewals South Administration renewals North Aministration renewals west Asset Renewals Brand Consistency Programme Business Enablement Cafeteria At Henderson Cafeteria At Hereford Street Capital Project Carryforwards City Branding CIVIC Upgrade R11 chillers CS-HO Extension to building, 1 The Strand Customer First programme (budget) Enterprise Processes and Systems General building renewals IS Operations Kotuku House Refit New Civic Centre and Offices Office Fixtures, Fittings and Equipment Off-street car park renewals Property Management - renewal capital Property Renewals Regional Sustainability Projects Strategic Property Acquisitions Town Hall internal renewals Vehicle replacement Waiheke service centre Group Entity AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC AC Transport Org. Transport Org. Transport Org. Location Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional Regional 2012/13 ('000) 0 8,300 335 103 225 67 313 6,715 851 567 -92,970 52 919 0 518 21,752 155 22,977 2,937 26 2,613 50 966 763 52 1 31 0 0,0 991 3,930 0 2013/14 ('000) 127 10,866 423 351 346 85 0 6,929 0 0 -95,940 53 1,122 0 0 22,447 159 23,711 4,668 27 1,587 52 991 785 53 0 1,262 4,177 1,443 2014/15 ('000) 0 4,900 218 635 218 0 0 7,144 0 0 32,970 55 0 0 0 23,142 164 24,445 2,460 27 1,680 53 1,015 807 55 0 1,266 4,041 0 2015/16 ('000) 135 4,528 325 359 225 0 0 7,371 0 0 90,720 57 0 1,211 0 23,879 168 25,224 2,190 28 1,807 55 1,041 831 57 0 642 4,883 0 2016/17 ('000) 0 2,040 282 370 231 41 0 7,605 0 0 58,500 59 0 0 0 24,637 173 26,024 0 29 1,893 57 1,067 855 59 0 727 5,193 0 2017/18 ('000) 142 12,994 2,428 379 237 14 0 7,807 0 0 84,070 60 0 0 0 25,289 178 26,714 0 30 1,876 58 1,084 876 60 0 1,983 4,078 0 2018/19 ('000) 0 22,724 247 388 242 0 0 8,008 0 0 49,280 62 0 0 0 25,942 182 27,403 0 30 1,982 59 1,122 897 62 0 2,686 5,598 0 2019/20 ('000) 149 3,687 398 398 249 0 0 8,223 0 0 0 63 0 0 0 26,637 188 28,137 0 31 2,024 61 1,204 920 63 0 820 4,286 0 2020/21 ('000) 0 3,785 408 408 255 0 0 8,457 0 0 0 65 0 0 0 27,395 193 28,938 0 32 2,082 62 1,235 944 65 0 997 4,408 0 2021/22 ('000) 157 3,882 419 419 262 0 0 8,691 0 0 0 67 0 0 0 28,153 198 29,739 0 33 2,139 64 1,267 969 67 0 143 4,530 0
GIS Asset info & Programming Capabilty
Regional
104
107
110
113
116
119
123
127
131
135
IT CRM Build
Regional
669
369
323
IT Enterprise Strategy
Regional
343
361
381
404
430
348

IT GIS Interface AIS Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Transport Org. Regional 128 0 0 0 0 0 0 0 0 0
IT HOP Phase 2
Regional
385
IT Identity Management
Regional
401
IT Identity Management AFIS
Regional
856
26
IT Infrastructure-Network shift ARC to AT
Regional
401
IT My street
Regional
781
753
663
848
581
IT NOC Establishment
Regional
256
IT Other (New programmes after 2012)
Regional
537
2,202
2,260
2,322
2,388
2,458
2,532
2,612
2,692
IT Remedy Helpdesk for IT
Regional
201
IT Reporting Programme
Regional
251
IT Resolve Upgrade
Regional
31
IT RON RFS for online Organisational support Corporate support Total Gross Capex
Regional
234 91,006 91,006 16 48 2 ,2,3
242 -11,900 -11,900 18 95 1 ,0,3
0 108,595 108,595 17 22 6 ,2,7
0 169,316 169,316 18 78 0 ,8,7
0 132,858 132,858 21 37 5 ,9,6
0 173,245 173,245 22 00 4 ,4,2
0 149,496 149,496 22 38 5 ,0,4
0 80,599 80,599 25 87 3 ,2,3
0 82,472 82,472 18 34 3 ,7,4
0 84,455 84,455 19 59 1 ,8,6
349
Chapter three: Other statutory financial statements
350
Funding impact statements for 2012-2022

The council has prepared these prospective funding impact statements to meet the requirements of Clause 5 of the Local Government (Financial Reporting) Regulations 2011. They cover the 10-year period from 2012/2013 to 2021/2022 and outline the council's sources of funding and our plan to apply them. The statements available are for the whole council and one for each group of activity. Please refer to the council's Financial Strategy in Volume One and Financial Policies in Volume Three for more detailed information on the council's general approach towards handling of funds. Group Reporting Entity 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. Within each individual Prospective Group of Activities Funding Impact Statement, those Group entities that contribute to the activities and services provided as part of the Group of Activities have been separately identified by way of note reference.
3.1 Whole of council

$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines 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 application of operating funding Surplus (deficit) of operating funding Annual Plan 2012 Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
1,308,772 1,266,616 1,340,449 1,422,017 1,511,904 1,609,536 1,721,325 1,838,806 1,964,659 2,097,104 2,237,529 90,426 97,207 100,771 107,966 108,665 97,000 97,015 105,580 105,680 111,319 116,700 139,743 228,066 239,048 230,006 233,327 238,632 246,587 251,269 257,390 310,822 320,804 1,099,094 1,160,258 1,226,216 1,293,163 1,438,214 1,509,386 1,597,857 1,677,629 1,758,394 1,884,508 1,961,084 288,946 228,608 223,997 216,517 212,558 189,168 190,671 213,371 231,292 213,477 258,589 64,901 55,864 58,992 64,564 69,299 72,633 73,812 75,065 76,141 77,721 79,025 2,991,882 3,036,619 3,189,473 3,334,233 3,573,967 3,716,355 3,927,267 4,161,720 4,393,556 4,694,951 4,973,731
2,032,068 2,010,848 2,082,552 2,135,875 2,227,284 2,292,721 2,371,119 2,479,622 2,588,219 2,706,172 2,847,315 250,625 317,807 374,517 432,543 468,856 525,395 583,141 632,925 687,052 739,081 766,392 288,945 228,607 223,996 216,516 212,555 189,171 190,672 213,371 231,292 213,475 258,588 35,102 18,983 22,042 23,775 73,619 63,917 66,524 68,444 69,857 18,874 19,667 2,606,740 2,576,245 2,703,107 2,808,709 2,982,314 3,071,204 3,211,456 3,394,362 3,576,420 3,677,602 3,891,962 385,142 460,374 486,366 525,524 591,653 645,151 715,811 767,358 817,136 1,017,349 1,081,769
CAPITAL EXPENDITURE 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 funding 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 Total application of capital funding Surplus (deficit) of capital funding
175,916 187,591 164,988 503,297 314,711 417,030 423,143 366,548 312,025 108,558 52,568 94,287 117,769 142,324 168,084 219,197 216,974 211,749 505,841 927,802 1,121,882 623,722 900,116 1,012,681 907,517 862,526 1,196,603 85,510 77,475 42,683 38,581 39,931 41,369 42,651 43,973 45,424 0 0 0 0 0 0 0 0 0 875,825 1,245,436 1,423,840 1,283,369 1,397,082 1,639,164 1,592,508 1,490,021 1,765,801
171,530 212,173 479,701 47,060 0 910,464
162,858 212,398 535,218 48,754 0 959,228
373,776 371,092 428,803 341,769 380,586 542,913 528,275 589,991 624,434 519,086 549,106 372,335 734,265 844,804 868,309 984,134 1,053,954 1,109,060 962,372 1,250,893 641,500 692,315 476,443 519,477 535,922 512,199 523,158 596,902 602,690 651,486 653,404 712,858 744,542 38,413 80,976 100,677 86,616 100,857 90,546 68,294 53,530 54,206 54,369 55,034 0 0 0 0 0 0 0 0 0 0 0 1,260,967 1,705,810 1,910,206 1,808,893 1,988,735 2,284,315 2,308,319 2,257,379 2,582,937 1,927,813 2,040,997 (385,142) (460,374) (486,366) (525,524) (591,653) (645,151) (715,811) (767,358) (817,136) (1,017,349) (1,081,769)
Funding balance
351

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.
Rate Differential Factor Total value of factor 560,712 Rate/charge (including GST) 350.00 Rates yield (excluding GST) 170,652,545
Uniform annual general charge General rates
Not applicale
Separately used and inhabited part Capital value Capital value Capital value Capital value Capital value Capital value Capital value Total
Urban - residential Urban - business Rural - residential Rural - business Farm and lifestyle Sea only access Uninhabited island
227,801,734,371 55,177,770,884 14,070,450,831 8,489,247,202 29,426,979,192 515,087,600 32,000
0.00305623 0.00786846 0.00275061 0.00709059 0.00244499 0.00076406 0.00000000
605,403,611 377,533,482 33,654,268 52,342,322 62,563,817 342,225 0 1,131,839,725
Solid waste services targeted rate
Waste management other waste services for properties in the district of the former Auckland City Council Waste management - recycling collection for properties in the district of the former Auckland City Council Waste management refuse collection for properties in the district of the former Auckland City Council Waste management - recycling collection for properties in the district of the former Franklin District Council (Rate applies to rating units in the Pukekohe, Waiuku and Clarks Beach/Waiau Pa collection areas) Waste management - refuse collection for properties in the district of the former Franklin District Council Waste management for properties in the district of the former Manukau City Council Waste management for properties in the district of the former North Shore City Council Waste management for properties in the district of the former Papakura District Council Waste management for properties in the district of the former Rodney District Council Waste management for properties in the district of the former Waitakere City Council
Number of available services
181,693
23.43
3,701,377
162,266
67.03
9,457,416
159,231
140.29
19,424,821
12,047
68.09
713,294
Separately used and inhabited part
19,104
50.07
831,693
102,520
196.46
17,513,613
87,465
55.19
4,197,231
17,653
135.45
2,079,243
41,616
90.95
3,291,257
71,267
21.33
1,322,007
Total City centre upgrade targeted rate Business improvement district targeted rates Urban- businesses in the city centre area Urban- businesses in the Avondale BID area Capital value 10,772,199,658 0.00214267
62,531,952 20,070,631
Separately used and inhabited part Capital value
104
0.00
0.00
79,099,420
0.00145387
100,000.00
352

Urban- businesses in the Birkenhead BID area Separately used and inhabited part Capital value Urban- businesses in the Blockhouse Bay BID area Separately used and inhabited part Capital value Urban- businesses in the Browns Bay BID area Separately used and inhabited part Capital value Urban- businesses in the Dawsons Road BID area Separately used and inhabited part Capital value Urban- businesses in the Eden Valley BID area Separately used and inhabited part Capital value Urban- businesses in the Ellerslie BID area Separately used and inhabited part Capital value Urban- businesses in the Glen Eden BID area Separately used and inhabited part Capital value Urban- businesses in the Glen Innes BID area Separately used and inhabited part Capital value Urban- businesses in the Greater East Tamaki BID area Separately used and inhabited part Capital value Urban- businesses in the Heart of the City BID area Separately used and inhabited part Capital value Urban- businesses in the Howick BID area Separately used and inhabited part Capital value Urban- businesses in the Hunters Corner BID area Separately used and inhabited part Capital value Urban- businesses in the Karangahape Road Separately used and inhabited part Capital value Urban- businesses in the Kingsland BID area Separately used and inhabited part Capital value Urban- businesses in the Mahunga Drive BID area Separately used and inhabited part Capital value Urban- businesses in the Mairangi Bay BID area Separately used and inhabited part Capital value 134 0.00 0.00 148,677,000 32 0.00116023 0.00 150,000.00 0.00
30,337,842 84
0.00164074 0.00
43,284.00 0.00
163,825,000 28
0.00077217 0.00
110,000.00 0.00
16,545,000 70
0.00068965 0.00
9,922.00 0.00
112,572,002 52
0.00120034 0.00
117,500.00 0.00
52,740,462 46
0.00243452 0.00
111,650.00 0.00
36,493,000 108
0.00141808 0.00
45,000.00 0.00
94,014,926 1,894
0.00203356 195.00
166,248.00 321,165.58
3,394,942,650 3,818
0.00006058 200.00
178,834.42 663,988.38
7,133,983,011 86
0.00049071 0.00
3,044,111.62 0.00
91,960,000 147
0.00175562 0.00
140,388.60 0.00
124,736,000 374
0.00083704 0.00
90,790.70 0.00
600,901,527 223
0.00062294 0.00
325,500.00 0.00
307,468,838 44
0.00074804 0.00
200,000.00 0.00
93,268,000 22
0.00084153 0.00
68,250.00 0.00
33,698,000
0.00143332
42,000.00
353

Urban- businesses in the Managere Bridge BID area Separately used and inhabited part Capital value Urban- businesses in the Managere East Village BID area Separately used and inhabited part Capital value Urban- businesses in the Managere Town BID area Separately used and inhabited part Capital value Urban- businesses in the Manukau Central BID area Separately used and inhabited part Capital value Urban- businesses in the Manurewa BID area Separately used and inhabited part Capital value Urban- businesses in the Milford BID area Separately used and inhabited part Capital value Urban- businesses in the Mt Eden Village BID area Separately used and inhabited part Capital value Urban- businesses in the New Lynn BID area Separately used and inhabited part Capital value Urban- businesses in the Newmarket BID area Separately used and inhabited part Capital value Urban- businesses in the North Harbour BID area Separately used and inhabited part Capital value Urban- businesses in the Northcote BID area Separately used and inhabited part Capital value Urban- businesses in the Old Papatoetoe BID area Separately used and inhabited part Capital value Urban- businesses in the Onehunga BID area Separately used and inhabited part Capital value Urban- businesses in the Orewa BID area Separately used and inhabited part Capital value Urban- businesses in the Otahuhu BID area Separately used and inhabited part Capital value Urban- businesses in the Otara BID area Separately used and inhabited part Capital value 20 0.00 0.00 11,875,000 3 0.00235476 0.00 24,315.50 0.00
6,925,000 51
0.00092139 0.00
5,548.40 0.00
46,090,000 333
0.00677126 0.00
271,380.28 0.00
378,210,000 100
0.00059929 0.00
197,094.70 0.00
103,604,000 79
0.00115932 0.00
104,444.00 0.00
141,899,000 71
0.00097252 0.00
120,000.00 0.00
94,171,966 136
0.00095294 0.00
78,035.27 0.00
181,511,000 965
0.00069693 0.00
110,000.00 0.00
1,742,710,759 1,415
0.00089063 0.00
1,349,662.50 0.00
1,317,848,000 34
0.00027052 0.00
310,000.00 0.00
35,291,000 58
0.00391035 0.00
120,000.00 0.00
49,955,600 159
0.00115005 0.00
49,957.70 0.00
234,519,049 126
0.00189176 0.00
385,786.00 0.00
150,135,000 210
0.00124289 0.00
162,262.10 0.00
199,926,595 55
0.00223470 0.00
388,500.00 0.00
49,755,000
0.00156048
67,514.70
354

Urban- businesses in the Panmure BID area Separately used and inhabited part Capital value Urban- businesses in the Papakura BID area Separately used and inhabited part Capital value Urban- businesses in the Parnell BID area Separately used and inhabited part Capital value Urban- businesses in the Ponsonby BID area Separately used and inhabited part Capital value Urban- businesses in the Pukekohe BID area Separately used and inhabited part Capital value Urban- businesses in the Remuera BID area Separately used and inhabited part Capital value Urban- businesses in the Rosebank Separately used and inhabited part Capital value Urban- businesses in the St Heliers BID area Separately used and inhabited part Capital value Urban- businesses in the Takapuna BID area Separately used and inhabited part Capital value Urban- businesses in the Te Atatu BID area Separately used and inhabited part Capital value Urban- businesses in the Torbay BID area Separately used and inhabited part Capital value Urban- businesses in the Waiuku BID area Separately used and inhabited part Capital value Urban- businesses in the Wiri BID area Separately used and inhabited part Capital value Total Araparera forestry targeted rate Retro-fit targeted rate Riverhaven Drive targeted rate Glorit flood gate targeted rate Rural sewerage targeted rate Properties in service area Capital value 5,596,758,100 0.00001346 175 0.00 0.00 188,773,666 232 0.00257542 0.00 422,758.60 0.00
233,403,000 234
0.00085490 0.00
173,509.60 0.00
382,556,748 221
0.00093056 0.00
309,557.60 0.00
467,611,400 526
0.00065467 0.00
266,200.00 0.00
597,806,400 55
0.00073851 0.00
383,900.00 0.00
166,206,500 458
0.00167833 0.00
242,564.00 0.00
754,608,709 38
0.00052272 0.00
343,000.00 0.00
100,617,515 456
0.00158279 0.00
138,484.00 0.00
746,513,000 44
0.00046706 0.00
303,187.00 0.00
39,134,000 11
0.00255660 0.00
87,000.00 0.00
12,250,000 164
0.00118755 0.00
12,650.00 0.00
97,327,000 327
0.00129974 0.00
110,000.00 0.00
430,890,000
0.00044037
165,000.00 12,630,945 65,500
Not applicable Properties in service area
Level of service Level of service
3,105,000 18
0.15724662 10,449.91
467,924 163,563.84
Properties in service area
Level of service per hectare Per septic tank
264.5
180.61
41,540
Properties in service area
4,351
192.71
729,133
355

Total Rates 1,399,193,459
See the council's Rating Policy and mechanisms, section in Volume Three for more details on the rates liability and calculation. Transition Management Policy A rates remission will automatically be applied to properties with rates increases above the limits shown in the table below. See Volume Three, Chapter Eight for details of the proposed transition management remission policy.
Property type Residential Farm/life style Business Qualifying criteria rates increase higher than $300 and 15% rates increase higher than $500 and 15% rates increase higher than $1000 and 10% Rates remitted rates above a $300 increase or above a 15 per cent increase (which ever is the higher) rates above a $500 increase or above a 15 per cent increase (which ever is the higher) rates above a $1,000 increase or above a 20 per cent increase (which ever is the higher). The maximum remission that will be available to business properties is $6,000.
Definition of a separately used or inhabited part of a rating unit The council defines a separately used or inhabited part 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 license 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 license to occupy.
356

3.2 Governance and democracy
Governance and democracy
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines and other receipts Total operating funding 2 Applications of operating funding: Payment to staff and suppliers Finance costs Internal charges and overheads applied 3 Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
23,044 17,367 22,130 17,694 18,024 22,958 18,593 19,435 25,633 20,478 21,764 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 198 165 170 176 182 189 195 201 207 215 222 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 23,242 17,532 22,300 17,870 18,206 23,147 18,788 19,636 25,840 20,693 21,986
17,252 14,628 19,189 15,298 15,778 21,011 16,736 17,202 22,908 18,291 18,884 (164) (474) (473) (482) (486) (489) (493) (493) (493) (492) (491) 3,762 3,322 3,549 3,026 2,888 2,603 2,524 2,916 3,422 2,893 3,593 0 0 0 0 0 0 0 0 0 0 0 20,850 17,476 22,265 17,842 18,180 23,125 18,767 19,625 25,837 20,692 21,986 2,392 56 35 28 26 22 21 11 3 1 0
0 0 (7,819) 5,477 0 (2,342)
0 0 (56) 0 0 (56)
0 0 (35) 0 0 (35)
0 0 (28) 0 0 (28)
0 0 (26) 0 0 (26)
0 0 (22) 0 0 (22)
0 0 (21) 0 0 (21)
0 0 (11) 0 0 (11)
0 0 (3) 0 0 (3)
0 0 (1) 0 0 (1)
0 0 0 0 0 0
5 45 0 0 0 50 (2,392)
0 0 0 0 0 0 (56)
0 0 0 0 0 0 (35)
0 0 0 0 0 0 (28)
0 0 0 0 0 0 (26)
0 0 0 0 0 0 (22)
0 0 0 0 0 0 (21)
0 0 0 0 0 0 (11)
0 0 0 0 0 0 (3)
0 0 0 0 0 0 (1)
0 0 0 0 0 0 0
Funding balance
Notes:
1 2 3 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council. The increase in expenditure in 2014, 2017 and 2020 is due to election expenditure related cost in a three year cycle. A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings.
357

3.3 Local governance
Local Governance
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines 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 application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
24,789 23,556 25,656 26,557 25,950 25,021 25,651 26,554 28,886 32,509 36,031 0 0 0 0 0 0 0 0 0 0 0 50 50 50 50 50 50 50 50 50 50 50 0 38 39 38 38 38 38 38 38 38 38 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 24,839 23,644 25,745 26,645 26,038 25,109 25,739 26,642 28,974 32,597 36,119
11,923 9,942 11,287 11,587 10,466 9,298 9,135 8,842 10,081 13,377 15,278 750 1,391 1,692 2,058 2,361 2,627 2,885 3,072 3,205 3,221 3,183 12,133 11,839 12,053 12,061 12,015 11,703 11,933 12,611 13,227 13,190 14,530 0 0 0 0 0 0 0 0 0 0 0 24,806 23,172 25,032 25,706 24,842 23,628 23,953 24,525 26,513 29,788 32,991 33 472 713 939 1,196 1,481 1,786 2,117 2,461 2,809 3,128
0 0 11,394 0 0 11,394
0 0 4,781 0 0 4,781
0 0 5,759 0 0 5,759
0 0 5,333 0 0 5,333
0 0 4,140 0 0 4,140
0 0 4,302 0 0 4,302
0 0 3,297 0 0 3,297
0 0 3,072 0 0 3,072
0 0 809 0 0 809
0 0 (358) 0 0 (358)
0 0 (609) 0 0 (609)
5,319 88 6,020 0 0 11,427 (33)
3,088 2,165 0 0 0 5,253 (472)
3,762 1,921 789 0 0 6,472 (713)
3,921 2,351 0 0 0 6,272
3,567 1,769 0 0 0 5,336
3,681 1,236 866 0 0 5,783
3,831 1,252 0 0 0 5,083
3,930 1,259 0 0 0 5,189
2,195 139 936 0 0 3,270
2,321 130 0 0 0 2,451
2,385 134 0 0 0 2,519
(939) (1,196) (1,481) (1,786) (2,117) (2,461) (2,809) (3,128)
Funding balance
Notes:
358

3.4 Planning and strategy
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines and other receipts Total operating funding 2 Applications of operating funding: Payment to staff and suppliers Finance costs 3 Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
91,165 41,867 42,707 43,741 43,404 43,515 45,677 46,804 48,732 50,095 52,143 0 0 0 0 0 0 0 0 0 0 0 12,840 2,157 2,157 2,157 2,157 2,157 2,157 2,157 2,157 2,157 2,157 1,351 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (4,519) 196 203 209 217 225 232 239 247 255 265 100,837 44,220 45,067 46,107 45,778 45,897 48,066 49,200 51,136 52,507 54,565
88,792 (457) 12,963 0 101,298 (461)
34,077 (1,317) 11,338 0 44,098 122
35,115 (1,314) 11,190 0 44,991 76
36,420 (1,338) 10,978 0 46,060 47
36,390 37,236 39,192 39,261 40,455 (1,345) (1,350) (1,360) (1,357) (1,357) 10,704 9,993 10,218 11,286 12,032 0 0 0 0 0 45,749 45,879 48,050 49,190 51,130 29 18 16 10 6
42,394 (1,356) 11,462 0 52,500 7
42,717 (1,352) 13,193 0 54,558 7
0 38,887 (38,426) 0 0 461
0 0 (122) 0 0 (122)
0 0 (76) 0 0 (76)
0 0 (47) 0 0 (47)
0 0 (29) 0 0 (29)
0 0 (18) 0 0 (18)
0 0 (16) 0 0 (16)
0 0 (10) 0 0 (10)
0 0 (6) 0 0 (6)
0 0 (7) 0 0 (7)
0 0 (7) 0 0 (7)
0 0 0 0 0 0 461
0 0 0 0 0 0 (122)
0 0 0 0 0 0 (76)
0 0 0 0 0 0 (47)
0 0 0 0 0 0 (29)
0 0 0 0 0 0 (18)
0 0 0 0 0 0 (16)
0 0 0 0 0 0 (10)
0 0 0 0 0 0 (6)
0 0 0 0 0 0 (7)
0 0 0 0 0 0 (7)
Funding balance
Notes:
1 2 3 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council. Annual Plan 2012 comparative for transport strategy expenditure includes transport strategy activity undertaken by Auckland Transport. From 2013 this is incorporated in the various transport groups of activities. A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings.
359

3.5 Commercial
Commercial
$000 Financial year ending 30 June OPERATING EXPENDITURE Sources of operating funding: General rates, UAGCs, rates penalties Targeted rates 2 Subsidies and grants for operating purposes Fees, charges and rates for water supply Internal charges and overheads recovered Petrol tax, fines and other receipts Total operating funding Applications of operating funding: Payment to staff and suppliers Finance costs 3 Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
(20,056) (16,725) (19,637) (20,181) (21,237) (23,087) (24,318) (25,220) (25,876) (27,025) (26,991) 66 66 66 0 0 0 0 0 0 0 0 299 0 0 0 0 0 0 0 0 0 0 53,377 46,013 47,713 49,003 50,260 52,034 53,637 55,300 56,471 57,769 59,537 0 0 0 0 0 0 0 0 0 0 0 1,080 0 0 0 0 0 0 0 0 0 0 34,766 29,354 28,142 28,822 29,023 28,947 29,319 30,080 30,595 30,744 32,546
24,045 18,282 18,755 19,242 19,777 20,329 20,836 21,356 21,683 22,054 22,693 429 (1,076) (3,142) (4,170) (5,177) (6,127) (7,321) (8,679) (10,097) (10,988) (11,929) 6,457 9,946 10,002 9,996 9,973 9,598 9,785 10,550 11,120 10,803 12,073 0 0 0 0 0 0 0 0 0 0 0 30,931 27,152 25,615 25,068 24,573 23,800 23,300 23,227 22,706 21,869 22,837 3,835 2,202 2,527 3,754 4,450 5,147 6,019 6,853 7,889 8,875 9,709
CAPITAL EXPENDITURE Sources of capital funding: Subsidies and grants for capital expenditure 4 Development and financial contributions Increase (decrease) in debt Gross proceeds from sale of assets Lump sum contributions Total capital expenditure funding 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 Total application of capital funding Surplus (deficit) of capital funding
(150) 14,713 8,756 20,813 7,015 10,539 9,747 26,808 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (12,508) (48,495) (14,953) (19,211) (13,249) (19,704) (18,812) (29,614) (14,997) (16,290) (17,446) 31,000 51,650 16,006 11,023 11,409 11,820 12,186 12,564 12,978 13,446 13,930 0 0 0 0 0 0 0 0 0 0 0 18,342 17,868 9,809 12,625 5,175 2,655 3,121 9,758 (2,019) (2,844) (3,516)
2,779 9,221 10,177 0 0 22,177
7,934 7,177 4,959 0 0 20,070
4,253 3,680 4,403 0 0 12,336
6,031 5,710 4,638 0 0 16,379
2,457 2,253 4,915 0 0 9,625
1,467 1,361 4,974 0 0 7,802
2,494 2,422 4,224 0 0 9,140
5,828 5,754 5,029 0 0 16,611
0 0 5,870 0 0 5,870
0 0 6,031 0 0 6,031
0 0 6,193 0 0 6,193
(3,835) (2,202) (2,527) (3,754) (4,450) (5,147) (6,019) (6,853) (7,889) (8,875) (9,709)
Funding balance
Notes:
1 2 3 4 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council and Auckland Council Property Ltd., Araparera Forestry JV. A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings. Targeted rates for 2013 and 2015 include Araparera forest earnings from harvesting. Subsidies and grants for capital expenditure amongst other include capital revenue earned on Hobsonville marine precinct development, Papatoetoe redevelopment and Ormiston town centre development.
360

3.6 Investment
Investment
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
(28,834) (33,342) (37,730) (43,522) (46,728) (44,545) (43,363) (42,778) (43,525) (43,695) (44,483) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 178,203 184,544 190,999 197,681 204,596 211,753 219,161 226,828 234,763 242,976 251,477 0 0 0 0 0 0 0 0 0 0 0 25,468 27,540 29,540 33,907 37,387 39,387 39,387 39,387 39,387 39,387 39,387 174,837 178,742 182,809 188,066 195,255 206,595 215,185 223,437 230,625 238,668 246,381
145,543 98,787 102,191 106,212 111,804 122,154 128,388 135,562 140,734 146,664 152,416 19,244 36,862 35,077 33,439 33,155 35,186 36,993 37,299 37,109 37,238 36,598 0 538 545 551 558 558 565 571 579 587 595 0 0 0 0 0 0 0 0 0 0 0 164,787 136,187 137,813 140,202 145,517 157,898 165,946 173,432 178,422 184,489 189,609 10,050 42,555 44,996 47,864 49,738 48,697 49,239 50,005 52,203 54,179 56,772
0 0 0 0 4,838 (4,656) 0 0 0 0 4,838 (4,656)
0 0 0 0 0 0 1,989 (3,904) (8,306) 0 0 0 0 0 0 1,989 (3,904) (8,306)
0 0 0 0 66,939 (5,469) 0 0 0 0 66,939 (5,469)
0 0 0 0 23,372 (7,652) 0 0 0 0 23,372 (7,652)
0 0 0 0 22,269 (12,673) 0 0 0 0 22,269 (12,673)
10,414 0 15,526 (11,052) 0 14,888
100 0 17,109 20,690 0 37,899
4,317 0 19,971 22,697 0 46,985
8,677 0 11,204 24,079 0 43,960
6,632 45,397 0 0 9,737 48,650 25,063 21,589 0 0 41,432 115,636
11,487 0 11,562 20,721 0 43,770
41,095 0 12,076 20,206 0 73,377
11,951 0 11,718 20,882 0 44,551
46,728 0 8,675 21,045 0 76,448
12,434 0 9,955 21,710 0 44,099
(10,050) (42,555) (44,996) (47,864) (49,738) (48,697) (49,239) (50,005) (52,203) (54,179) (56,772)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Auckland Council Investments (ACIL) Ltd., Manukau City Investments Ltd., Auckland International Airport Ltd., Ports of Auckland Ltd., Ports Of Auckland Nominees Ltd, Ports of Auckland Investments Ltd. Auckland Film Studios Ltd., Freemans Bay Properties Ltd., West Tugz Ltd., North Tugz Ltd, Seafuels Ltd., Axis Intermodal Ltd., Axis International Ltd., Seafuels 2007 Ltd., Northland Port Corporation (NZ) Ltd., New Zealand Local Government Insurance Corporation Ltd, Nort West Auckland Airport Ltd.
361

3.7 Regional economic strategy and initiatives
$000 Financial year ending 30 June OPERATING EXPENDITURE Sources of operating funding: General rates, UAGCs, rates penalties Targeted rates 2 Subsidies and grants for operating purposes Fees, charges and rates for water supply Internal charges and overheads recovered Petrol tax, fines 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 application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
14,928 20,423 22,981 29,217 32,292 34,471 37,620 40,554 43,106 44,757 47,657 17,859 19,914 20,053 20,226 20,694 8,865 9,073 9,294 9,573 9,860 10,156 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 32,787 40,337 43,034 49,443 52,986 43,336 46,693 49,848 52,679 54,617 57,813
11,598 6,545 3,030 10,026 31,199 1,588
11,361 11,686 11,909 12,158 12,535 12,874 13,223 13,608 14,037 14,481 13,354 15,531 17,611 19,492 21,237 23,627 25,366 26,498 27,513 28,710 2,809 2,844 2,810 2,664 2,258 2,270 2,665 2,943 2,628 3,346 10,661 9,864 12,830 13,968 2,157 2,304 2,463 2,968 3,240 3,533 38,185 39,925 45,160 48,282 38,187 41,075 43,717 46,017 47,418 50,070 2,152 3,109 4,283 4,704 5,149 5,618 6,131 6,662 7,199 7,743
CAPITAL EXPENDITURE 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 funding Application of capital funding: Capital expenditure: - to meet additional demand 3 - to improve the level of service - to replace existing assets Increase (decrease) in reserves Increase (decrease) in investments Total application of capital funding Surplus (deficit) of capital funding
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 130,518 44,937 26,977 35,381 21,526 36,266 36,837 18,542 18,198 15,769 28,909 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 130,518 44,937 26,977 35,381 21,526 36,266 36,837 18,542 18,198 15,769 28,909
95,849 37,506 7,003 12,437 7,300 7,970 12,906 7,514 7,458 7,401 14,137 34,797 9,423 22,918 27,057 18,754 33,264 29,363 16,968 17,402 15,567 22,515 1,460 160 165 170 176 181 186 191 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 132,106 47,089 30,086 39,664 26,230 41,415 42,455 24,673 24,860 22,968 36,652 (1,588) (2,152) (3,109) (4,283) (4,704) (5,149) (5,618) (6,131) (6,662) (7,199) (7,743)
Funding balance
Notes:
1 2 3 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council. City Centre targeted rates reduction due to the full payment of the source of funding; targeted rates continue to fund depreciation and consequential opex related to the higher standard of amenities. The movement of expenditure across the various financial years in the LTP for this group of activities are mainly due to the budget allocation increases and decreases of once-off projects and specific projects like the city centre master, strategic property developments and Tamaki innovation precinct.
362

3.8 Local economic development
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines and other receipts Total operating funding Applications of operating funding: Payment to staff and suppliers 2 Finance costs Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
32,324 35,982 37,809 40,700 42,242 43,488 45,067 48,219 51,237 51,638 56,024 12,010 12,631 14,590 16,049 17,654 19,420 21,362 23,498 25,848 28,433 31,276 242 221 233 248 261 277 292 308 308 308 308 2 2 2 2 2 2 2 2 2 2 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 44,578 48,836 52,634 56,999 60,159 63,187 66,723 72,027 77,395 80,381 87,610
38,010 43,874 46,842 50,195 52,881 56,499 59,680 63,062 67,136 71,213 75,603 810 1,576 2,422 3,382 4,161 4,799 5,269 5,521 5,680 5,698 5,794 4,954 3,709 3,557 3,047 2,441 834 643 1,769 2,644 1,341 3,884 0 0 0 0 0 0 0 0 0 0 0 43,774 49,159 52,821 56,624 59,483 62,132 65,592 70,352 75,460 78,252 85,281 804 (323) (187) 375 676 1,055 1,131 1,675 1,935 2,129 2,329
0 0 0 0 0 0 0 0 0 0 9,153 12,957 16,263 13,507 11,150 0 0 0 0 0 0 0 0 0 0 9,153 12,957 16,263 13,507 11,150
0 0 8,754 0 0 8,754
0 0 4,640 0 0 4,640
0 0 3,986 0 0 3,986
0 0 489 0 0 489
0 0 360 0 0 360
0 0 4,151 0 0 4,151
555 763 848 705 763 6,262 8,085 10,217 8,210 5,636 3,140 3,786 5,011 4,967 5,427 0 0 0 0 0 0 0 0 0 0 9,957 12,634 16,076 13,882 11,826 (804) 323 187 (375)
606 6,959 2,244 0 0 9,809
444 3,050 2,277 0 0 5,771
455 3,393 1,813 0 0 5,661
124 0 2,300 0 0 2,424
128 0 2,361 0 0 2,489
2,094 1,964 2,422 0 0 6,480
(676) (1,055) (1,131) (1,675) (1,935) (2,129) (2,329)
Funding balance
Notes:
1 2 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Highbrook Park Trust. Grants to Business Improvement District (BID) are included in the area payment to staff and supplies.
363

3.9 Tourism, major events and industry development
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines and other receipts Total operating funding Applications of operating funding: Payment to staff and suppliers Finance costs 2 Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding Annual Plan 2012
1
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
53,618 40,411 44,264 46,856 50,019 52,072 54,088 60,953 65,565 67,625 69,782 0 0 0 0 0 0 0 0 0 0 0 3,694 1,156 1,156 1,156 1,156 1,156 1,156 1,156 1,156 1,156 1,156 13,385 14,547 14,917 15,369 15,844 16,365 16,834 17,319 17,851 18,450 19,070 0 0 0 0 0 0 0 0 0 0 0 674 0 0 0 0 0 0 0 0 0 0 71,371 56,114 60,337 63,381 67,019 69,593 72,078 79,428 84,572 87,231 90,008
63,404 47,366 51,499 54,458 57,987 60,439 62,807 70,038 75,048 77,567 80,175 32 87 76 65 53 39 24 8 (8) (25) (44) 168 8,571 8,664 8,752 8,854 8,971 9,088 9,216 9,299 9,397 9,563 0 0 0 0 0 0 0 0 0 0 0 63,604 56,024 60,239 63,275 66,894 69,449 71,919 79,262 84,339 86,939 89,694 7,767 90 98 106 125 144 159 166 233 292 314
0 0 (6,157) 0 0 (6,157)
0 0 (90) 0 0 (90)
0 0 (98) 0 0 (98)
0 0 (106) 0 0 (106)
0 0 (125) 0 0 (125)
0 0 (144) 0 0 (144)
0 0 (159) 0 0 (159)
0 0 (166) 0 0 (166)
0 0 (233) 0 0 (233)
0 0 (292) 0 0 (292)
0 0 (314) 0 0 (314)
0 1,570 40 0 0 1,610 (7,767)
0 0 0 0 0 0 (90)
0 0 0 0 0 0 (98)
0 0 0 0 0 0 (106)
0 0 0 0 0 0 (125)
0 0 0 0 0 0 (144)
0 0 0 0 0 0 (159)
0 0 0 0 0 0 (166)
0 0 0 0 0 0 (233)
0 0 0 0 0 0 (292)
0 0 0 0 0 0 (314)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Auckland Tourism, Events and Economic Development Ltd., New Zealand Food Innovaion (Manukau) Ltd., Bizangels Ltd., The Business Shop Ltd. A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings.
364

3.10 Waterfront development
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines and other receipts Total operating funding Applications of operating funding: Payment to staff and suppliers Finance costs 3 Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
2,333 10,769 13,111 14,145 0 0 0 0 0 0 0 0 23,198 26,106 28,249 31,614 0 0 0 0 0 0 0 0 25,531 36,875 41,360 45,759
17,832 0 0 36,654 0 0 54,486
20,600 0 0 38,841 0 0 59,441
22,322 0 0 41,797 0 0 64,119
23,705 0 0 43,804 0 0 67,509
25,045 0 0 44,809 0 0 69,854
26,444 0 0 46,358 0 0 72,802
27,710 0 0 48,021 0 0 75,731
26,896 23,920 24,755 25,518 2,720 2,533 5,141 7,056 0 4,678 4,813 4,952 0 0 0 0 29,616 31,131 34,709 37,526 (4,085) 5,744 6,651 8,233
27,981 8,480 5,104 0 41,565 12,921
28,840 10,138 5,265 0 44,243 15,198
29,710 11,125 5,409 0 46,244 17,875
30,653 11,754 5,557 0 47,964 19,545
31,709 12,339 5,721 0 49,769 20,085
32,826 12,830 5,904 0 51,560 21,242
33,983 13,273 6,092 0 53,348 22,383
CAPITAL EXPENDITURE 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 funding 2 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 Total application of capital funding Surplus (deficit) of capital funding
0 3,305 3,243 0 0 1,556 3,179 4,248 4,085 41,330 33,846 9,378 0 0 0 0 0 0 0 0 4,085 46,191 40,268 13,626
7,950 5,183 21,698 0 0 34,831
0 0 0 0 0 0 6,187 7,825 7,639 7,871 7,805 7,837 4,796 (2,887) (5,489) (6,033) (8,512) (6,994) 0 0 0 0 0 0 0 0 0 0 0 0 10,983 4,938 2,150 1,838 (707) 843
0 10,990 37,001 9,015 0 36,700 6,158 12,340 0 4,245 3,760 504 0 0 0 0 0 0 0 0 0 51,935 46,919 21,859
18,595 20,668 8,489 0 0 47,752
16,815 8,807 559 0 0 26,181
11,078 11,162 573 0 0 22,813
9,763 11,344 588 0 0 21,695
13,849 7,471 603 0 0 21,923
12,336 7,579 620 0 0 20,535
9,625 12,964 637 0 0 23,226
4,085 (5,744) (6,651) (8,233) (12,921) (15,198) (17,875) (19,545) (20,085) (21,242) (22,383)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Auckland Waterfront Development Agency Ltd., Westhaven Marinas Ltd., Westhaven (Existing Marinas) Trust, Westhaven (Marina Extension) Trust, Westhaven Trust. Capital expenditure incorporated in this group of activities from 2013 is included in the commercial and planning and policy groups of activities in the Annual Plan 2012 comparative.
365

3.11 Environment and heritage protection
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
45,241 45,931 46,713 47,318 49,755 50,982 50,849 53,495 55,896 56,865 60,874 577 1,197 1,226 1,254 1,286 1,319 1,350 1,382 1,412 1,446 1,014 50 50 50 50 50 50 50 50 50 50 50 685 604 608 613 618 623 628 633 639 645 651 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 46,553 47,782 48,597 49,235 51,709 52,974 52,877 55,560 57,997 59,006 62,589
34,398 37,423 37,917 38,480 40,872 42,676 41,967 42,832 43,986 45,343 46,745 984 1,904 2,316 2,736 3,080 3,420 3,849 4,315 4,683 4,848 5,013 9,139 7,974 7,732 7,278 6,931 5,915 5,921 7,077 7,756 6,985 8,756 0 0 0 0 0 0 0 0 0 0 0 44,521 47,301 47,965 48,494 50,883 52,011 51,737 54,224 56,425 57,176 60,514 2,032 481 632 741 826 963 1,140 1,336 1,572 1,830 2,075
0 0 16,422 0 0 16,422
0 0 7,350 0 0 7,350
0 0 6,646 0 0 6,646
0 0 5,865 0 0 5,865
0 0 4,904 0 0 4,904
0 0 6,083 0 0 6,083
0 0 7,367 0 0 7,367
0 0 8,412 0 0 8,412
0 0 2,319 0 0 2,319
0 0 3,569 0 0 3,569
0 0 2,012 0 0 2,012
221 17,430 803 0 0 18,454 (2,032)
0 7,151 680 0 0 7,831 (481)
0 6,117 1,161 0 0 7,278 (632)
0 5,582 1,024 0 0 6,606 (741)
0 4,869 861 0 0 5,730 (826)
0 5,978 1,068 0 0 7,046
0 7,525 982 0 0 8,507
0 8,919 829 0 0 9,748
0 2,861 1,030 0 0 3,891
0 4,338 1,061 0 0 5,399
0 2,995 1,092 0 0 4,087
(963) (1,140) (1,336) (1,572) (1,830) (2,075)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council.
366

3.12 Local built and natural environment
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
62 0 0 0 0 0 62
2,036 0 0 0 0 0 2,036
1,784 0 0 0 0 0 1,784
2,040 0 0 0 0 0 2,040
1,800 0 0 0 0 0 1,800
1,809 0 0 0 0 0 1,809
1,980 0 0 0 0 0 1,980
2,065 0 0 0 0 0 2,065
2,147 0 0 0 0 0 2,147
2,195 0 0 0 0 0 2,195
2,172 0 0 0 0 0 2,172
0 62 0 0 62 0
1,774 93 164 0 2,031 5
1,436 192 123 0 1,751 33
1,448 393 106 0 1,947 93
941 614 63 0 1,618 182
761 733 25 0 1,519 290
879 731 23 0 1,633 347
911 724 47 0 1,682 383
944 717 65 0 1,726 421
982 704 38 0 1,724 471
890 684 83 0 1,657 515
0 0 0 0 0 0
0 0 892 0 0 892
0 0 2,843 0 0 2,843
0 0 3,848 0 0 3,848
0 0 3,237 0 0 3,237
0 0 (117) 0 0 (117)
0 0 (69) 0 0 (69)
0 0 (104) 0 0 (104)
0 0 (129) 0 0 (129)
0 0 (280) 0 0 (280)
0 0 (319) 0 0 (319)
0 0 0 0 0 0 0
0 866 31 0 0 897 (5)
0 1,061 1,815 0 0 2,876 (33)
0 1,555 2,386 0 0 3,941 (93)
0 562 2,857 0 0 3,419 (182)
0 173 0 0 0 173 (290)
0 278 0 0 0 278 (347)
0 279 0 0 0 279 (383)
0 292 0 0 0 292 (421)
0 191 0 0 0 191 (471)
0 196 0 0 0 196 (515)
Funding balance
Notes:
367

3.13 Regulation
Regulation
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines and other receipts Total operating funding 2 Applications of operating funding: Payment to staff and suppliers Finance costs Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
97,965 46,040 50,420 55,176 59,069 61,681 67,488 74,102 78,482 77,266 84,064 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 107,379 119,740 124,059 128,416 133,200 138,291 142,839 147,593 152,457 157,931 163,604 0 0 0 0 0 0 0 0 0 0 0 1,878 1,937 2,001 2,067 2,139 2,216 2,285 2,356 2,434 2,521 2,612 207,222 167,717 176,480 185,659 194,408 202,188 212,612 224,051 233,373 237,718 250,280
102,196 113,281 116,733 120,214 124,059 128,031 131,748 135,473 139,267 143,480 147,827 899 3,143 7,103 11,406 15,311 19,460 22,811 24,687 26,026 27,258 28,413 78,692 50,212 50,141 49,689 49,344 47,145 48,203 52,431 55,482 53,796 60,565 24,943 837 2,080 3,946 5,297 7,190 9,489 11,075 12,185 12,737 12,991 206,730 167,473 176,057 185,255 194,011 201,826 212,251 223,666 232,960 237,271 249,796 492 244 423 404 397 362 361 385 413 447 484
0 0 52,514 0 0 52,514
0 0 60,887 0 0 60,887
0 0 77,860 0 0 77,860
0 0 62,555 0 0 62,555
0 0 75,591 0 0 75,591
0 0 68,945 0 0 68,945
0 0 47,490 0 0 47,490
0 0 33,341 0 0 33,341
0 0 33,185 0 0 33,185
0 0 33,159 0 0 33,159
0 0 33,129 0 0 33,129
0 3,158 383 49,465 0 53,006 (492)
0 721 124 60,286 0 61,131 (244)
0 165 138 77,980 0 78,283 (423)
0 291 131 62,537 0 62,959 (404)
0 40 154 75,794 0 75,988 (397)
0 186 164 68,957 0 69,307 (362)
0 123 155 47,573 0 47,851 (361)
0 238 164 33,324 0 33,726 (385)
0 105 169 33,324 0 33,598 (413)
0 108 174 33,324 0 33,606 (447)
0 111 178 33,324 0 33,613 (484)
Funding balance
Notes:
1 2 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council. The variance between total operating expenditure for the regulation activity between 2012 and 2013 is largely driven by a change in corporate overhead allocation methodology.
368

3.14 Waste and recycling services
$000 Financial year ending 30 June OPERATING EXPENDITURE Sources of operating funding: General rates, UAGCs, rates penalties Targeted rates Subsidies and grants for operating purposes Fees, charges and rates for water supply 2 Internal charges and overheads recovered Petrol tax, fines and other receipts Total operating funding Applications of operating funding: Payment to staff and suppliers Finance costs 3 Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
833 6,447 5,484 6,138 9,486 9,732 9,819 10,926 11,162 11,961 12,713 59,584 63,036 64,472 70,072 68,662 67,120 64,953 71,127 68,608 71,338 74,010 4,164 4,164 4,164 4,164 4,164 4,164 4,164 4,164 4,164 4,164 4,164 20,863 19,618 20,265 20,828 52,364 55,248 58,013 60,757 63,759 67,102 70,625 0 0 0 0 0 0 0 0 0 0 0 0 2,819 2,819 2,819 2,819 2,819 2,819 2,819 2,819 2,819 2,819 85,444 96,084 97,204 104,021 137,495 139,083 139,768 149,793 150,512 157,384 164,331
75,142 86,063 87,598 94,618 126,488 132,152 132,915 139,861 139,489 148,945 150,651 118 182 171 279 402 334 259 170 71 (21) (111) 8,836 8,758 8,330 7,912 8,860 4,669 4,477 7,442 9,018 6,663 11,835 0 0 0 0 0 0 0 0 0 0 0 84,096 95,003 96,099 102,809 135,750 137,155 137,651 147,473 148,578 155,587 162,375 1,348 1,081 1,105 1,212 1,745 1,928 2,117 2,320 1,934 1,797 1,956
CAPITAL EXPENDITURE 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 funding Application of capital funding: Capital expenditure: - to meet additional demand - to improve the level of service 4 - to replace existing assets Increase (decrease) in reserves Increase (decrease) in investments Total application of capital funding Surplus (deficit) of capital funding
0 0 1,547 0 0 1,547
0 0 (396) 0 0 (396)
0 0 200 0 0 200
0 0 4,033 0 0 4,033
0 0 (1,066) 0 0 (1,066)
0 0 (1,230) 0 0 (1,230)
0 0 (1,274) 0 0 (1,274)
0 0 (1,669) 0 0 (1,669)
0 0 (1,555) 0 0 (1,555)
0 0 (1,407) 0 0 (1,407)
0 0 (1,555) 0 0 (1,555)
0 1,776 1,119 0 0 2,895
0 332 353 0 0 685
0 956 349 0 0 1,305
0 4,534 711 0 0 5,245 (1,212)
0 260 419 0 0 679 (1,745)
0 279 419 0 0 698 (1,928)
0 298 545 0 0 843 (2,117)
0 318 333 0 0 651 (2,320)
0 171 208 0 0 379 (1,934)
0 176 214 0 0 390 (1,797)
0 180 221 0 0 401 (1,956)
(1,348) (1,081) (1,105)
Funding balance
Notes:
1 2 3 4 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Waste disposals Services JV. The increase in expenditure for 2016 is due to the implementation of new waste management plan being the introduction of organic waste service for the Auckland area. A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings. The increase in expenditure for 2015 is due to the RFID-Enabled wheelie bin collection project in this group of activities by the Auckland Council.
369

3.15 Stormwater management
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
116,851 85,349 90,029 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 116,851 85,349 90,029
92,587 0 0 0 0 0 92,587
97,152 101,000 110,331 115,704 122,373 127,217 139,081 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 97,152 101,000 110,331 115,704 122,373 127,217 139,081
25,898 34,864 38,179 6,100 7,410 9,090 39,455 14,423 13,788 0 0 0 71,453 56,697 61,057 45,398 28,652 28,972
40,332 10,324 12,156 0 62,812 29,775
42,895 10,976 10,405 0 64,276 32,876
45,397 11,341 7,932 0 64,670 36,330
52,335 11,418 7,490 0 71,243 39,088
53,852 10,313 9,726 0 73,891 41,813
56,605 8,906 11,313 0 76,824 45,549
59,899 8,656 8,924 0 77,479 49,738
62,939 8,326 13,198 0 84,463 54,618
CAPITAL EXPENDITURE Sources of capital funding: Subsidies and grants for capital expenditure Development and financial contributions Increase (decrease) in debt 2 Gross proceeds from sale of assets Lump sum contributions Total capital expenditure funding Application of capital funding: Capital expenditure: - to meet additional demand - to improve the level of service 2 - to replace existing assets Increase (decrease) in reserves Increase (decrease) in investments Total application of capital funding Surplus (deficit) of capital funding
360 204 210 30,178 9,552 16,376 (11,447) 34,906 24,113 0 0 0 0 0 0 19,091 44,662 40,699
150 19,353 15,474 0 0 34,977
155 22,983 9,891 0 0 33,029
135 26,201 7,039 0 0 33,375
139 143 33,500 32,505 (1,422) (31,862) 0 0 0 0 32,217 786
148 31,343 121 0 0 31,612
154 31,448 (21) 0 0 31,581
159 31,846 (2,304) 0 0 29,701
21,101 36,854 6,534 0 0 64,489
31,680 26,639 14,995 0 0 73,314
31,658 26,284 11,729 0 0 69,671
24,938 27,016 12,798 0 0 64,752
22,214 30,099 13,592 0 0 65,905
22,745 33,168 13,792 0 0 69,705
23,283 33,920 14,102 0 0 71,305
12,149 18,722 11,728 0 0 42,599
26,450 35,165 15,546 0 0 77,161
27,608 37,605 16,106 0 0 81,319
28,627 38,992 16,700 0 0 84,319
(45,398) (28,652) (28,972) (29,775) (32,876) (36,330) (39,088) (41,813) (45,549) (49,738) (54,618)
Funding balance
Notes:
1 2 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Keeling Rd Stormwater Management Company Ltd. The decrease in expenditure for 2019 is due to the deferrals of unallocated capital works currently allocated to the storm water flood alleviation holding account and to be re-allocated to the storm water environmental improve holding account.
370

3.16 Flood protection and control
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines and other receipts Total operating funding Applications of operating funding: Payment to staff and suppliers Finance costs 3 Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
3,372 45 0 0 0 0 3,417
5,004 42 0 0 0 0 5,046
6,008 42 0 0 0 0 6,050
7,223 42 0 0 0 0 7,265
8,459 42 0 0 0 0 8,501
9,684 10,729 12,828 15,484 16,840 18,357 42 42 42 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,726 10,771 12,870 15,484 16,840 18,357
441 2,935 41 0 3,417 0
472 3,860 908 0 5,240 (194)
492 5,002 853 0 6,347 (297)
509 6,211 849 0 7,569 (304)
528 7,356 843 0 8,727 (226)
548 317 331 347 364 382 8,489 9,643 11,487 13,780 14,867 15,957 803 801 842 880 844 944 0 0 0 0 0 0 9,840 10,761 12,660 15,007 16,075 17,283 (114) 10 210 477 765 1,074
0 0 0 0 0 0 0 0 0 0 0 0 1,499 2,570 3,038 3,607 4,113 5,258 5,102 4,920 4,936 4,999 0 20,241 18,986 19,119 18,566 18,699 17,895 50,845 18,459 19,011 19,552 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 21,740 21,556 22,157 22,173 22,812 23,153 55,947 23,379 23,947 24,551
0 3,232 3,189 3,278 3,292 3,405 3,474 8,423 3,578 3,707 3,844 0 17,957 17,718 18,212 18,292 18,917 19,304 47,107 19,881 20,597 21,356 0 357 352 363 363 376 385 627 397 408 425 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 21,546 21,259 21,853 21,947 22,698 23,163 56,157 23,856 24,712 25,625 0 194 297 304 226 114 (10) (210) (477) (765) (1,074)
Funding balance
Notes:
1 2 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council. The increase in expenditure for 2019 is due to the deferrals of unallocated capital works currently allocated to the storm water flood alleviation holding account and to be re-allocated to the storm water environmental improve holding account.
371

3.17 Water supply
Water supply
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 156,227 167,427 184,369 202,949 220,731 239,325 257,231 265,346 277,027 298,578 313,777 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 156,233 167,427 184,369 202,949 220,731 239,325 257,231 265,346 277,027 298,578 313,777
76,498 10,128 0 0 86,626 69,607
82,227 84,919 88,444 92,111 95,914 99,539 103,172 107,017 111,181 115,730 14,294 21,601 29,097 33,703 41,568 49,686 58,101 65,875 74,429 84,062 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 96,521 106,520 117,541 125,814 137,482 149,225 161,273 172,892 185,610 199,792 70,906 77,849 85,408 94,917 101,843 108,006 104,073 104,135 112,968 113,985
0 0 0 0 0 0 34,432 102,085 131,144 0 0 0 0 0 0 34,432 102,085 131,144
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 92,685 120,918 131,049 127,963 140,901 140,333 134,036 174,995 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 92,685 120,918 131,049 127,963 140,901 140,333 134,036 174,995
62,554 82,103 90,651 72,993 86,388 85,787 83,861 95,754 100,018 91,069 123,111 16,100 48,572 75,193 61,887 58,270 52,425 51,600 51,735 55,739 47,635 51,479 25,385 42,316 43,149 43,213 71,177 94,680 100,508 97,485 88,711 108,300 114,390 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 104,039 172,991 208,993 178,093 215,835 232,892 235,969 244,974 244,468 247,004 288,980 (69,607) (70,906) (77,849) (85,408) (94,917) (101,843) (108,006) (104,073) (104,135) (112,968) (113,985)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Watercare Services Ltd.and Metro Water Community Trust.
372

3.18 Sewerage treatment and disposal
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
87,975 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (87,973) 0 0 0 0 0 0 0 0 0 0 295,567 308,991 323,166 335,679 351,453 370,542 408,629 445,723 482,436 522,606 551,773 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 295,569 308,991 323,166 335,679 351,453 370,542 408,629 445,723 482,436 522,606 551,773
115,861 124,924 129,014 134,370 139,941 145,719 151,226 156,745 162,588 168,913 175,823 71,497 73,115 73,899 76,032 71,839 74,084 78,441 83,977 90,744 100,596 112,518 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 187,358 198,039 202,913 210,402 211,780 219,803 229,667 240,722 253,332 269,509 288,341 108,211 110,952 120,253 125,277 139,673 150,739 178,962 205,001 229,104 253,097 263,432
269 0 24,158 0 0 24,427
283 0 20,751 0 0 21,034
318 0 12,532 0 0 12,850
364 418 0 0 37,674 (12,250) 0 0 0 0 38,038 (11,832)
471 0 70,515 0 0 70,986
520 541 559 579 600 0 0 0 0 0 54,696 106,585 142,193 165,525 211,470 0 0 0 0 0 0 0 0 0 0 55,216 107,126 142,752 166,104 212,070
49,398 43,487 49,502 62,500 62,981 130,977 118,369 155,784 151,715 150,884 176,403 29,600 28,775 35,335 53,025 28,620 35,605 44,054 66,249 106,980 128,444 150,781 53,640 59,724 48,266 47,790 36,240 55,143 71,755 90,094 113,161 139,873 148,318 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 132,638 131,986 133,103 163,315 127,841 221,725 234,178 312,127 371,856 419,201 475,502 (108,211)(110,952)(120,253)(125,277)(139,673)(150,739)(178,962)(205,001)(229,104)(253,097)(263,432)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Watercare Services Ltd.and Metro Water Community Trust.
373

3.19 Public transport and travel demand management
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines and other receipts Total operating funding Applications of operating funding: Payment to staff and suppliers Finance costs 2 Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding Annual Plan 2012
1
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
183,896 212,482 229,037 238,831 0 0 0 0 148,973 168,081 177,267 168,209 43,530 59,648 70,092 74,210 0 0 0 0 0 0 0 0 376,399 440,211 476,396 481,250
244,615 0 170,828 127,167 0 0 542,610
252,883 0 176,042 130,818 0 0 559,743
261,891 0 183,889 134,602 0 0 580,382
268,518 0 188,475 138,711 0 0 595,704
273,357 0 194,554 142,383 0 0 610,294
331,005 0 247,845 175,669 0 0 754,519
339,820 0 256,476 178,733 0 0 775,029
327,324 346,282 370,151 365,050 371,985 386,994 408,025 424,050 442,872 502,352 526,692 48,942 70,587 87,566 102,553 105,595 117,097 130,366 141,777 161,154 179,190 172,232 0 1,833 1,885 1,939 1,997 2,060 2,116 2,174 2,237 2,309 2,383 133 7,485 10,098 6,999 54,354 54,570 54,731 54,906 54,704 2,897 3,143 376,399 426,187 469,700 476,541 533,931 560,721 595,238 622,907 660,967 686,748 704,450 0 14,024 6,696 4,709 8,679 (978) (14,856) (27,203) (50,673) 67,771 70,579
CAPITAL EXPENDITURE Sources of capital funding: Subsidies and grants for capital expenditure Development and financial contributions Increase (decrease) in debt 2 Gross proceeds from sale of assets Lump sum contributions Total capital expenditure funding Application of capital funding: Capital expenditure: - to meet additional demand 2 - to improve the level of service 2 - to replace existing assets Increase (decrease) in reserves Increase (decrease) in investments Total application of capital funding Surplus (deficit) of capital funding
57,751 39,230 36,139 367,286 185,040 291,554 298,264 215,982 188,676 47,948 31,920 0 6,471 11,054 13,187 15,539 17,880 23,110 22,557 22,268 22,261 22,492 85,910 223,306 415,432 (36,195) 234,128 244,552 281,474 201,178 628,407 (107,018) (86,694) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 143,661 269,007 462,625 344,278 434,707 553,986 602,848 439,717 839,351 (36,809) (32,282)
1,824 17,510 37,762 19,157 46,762 77,691 83,386 57,306 113,992 132,829 255,430 420,030 317,301 387,496 466,180 495,421 343,909 664,240 9,008 10,091 11,529 12,529 9,128 9,137 9,185 11,299 10,446 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 143,661 283,031 469,321 348,987 443,386 553,008 587,992 412,514 788,678 0 (14,024) (6,696) (4,709) (8,679) 978 14,856 27,203
308 19,526 11,128 0 0 30,962
383 26,448 11,466 0 0 38,297
50,673 (67,771) (70,579)
Funding balance
Notes:
1 2 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council. Movements in expenditure from 2014 to 2020 mainly relate to rail expenditure and funding primarily to the commencement of the CBD rail link, with the acquisition of property and associated construction costs. The balance of movements relate to the development work being started on the ferry terminals at Devonport, Downtown terminal at Queen Wharf and Half Moon Bay vehicle ferry terminal.
374

3.20 Roads and footpaths
Roads and footpaths
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
177,138 262,970 286,812 320,711 356,948 399,269 442,550 482,972 528,198 573,989 619,296 145 164 164 164 164 164 164 164 164 164 164 44,935 44,494 44,546 44,508 45,156 45,190 45,240 45,275 45,317 45,458 46,809 2,041 15,544 16,178 16,836 17,554 18,320 19,025 19,757 20,556 21,448 22,377 0 0 0 0 0 0 0 0 0 0 0 8,543 0 0 0 0 0 0 0 0 0 0 232,802 323,172 347,700 382,219 419,822 462,943 506,979 548,168 594,235 641,059 688,646
139,945 166,669 171,454 183,118 191,938 201,482 210,254 219,288 229,028 237,565 247,160 38,217 53,220 65,917 81,318 96,661 112,994 129,515 143,928 158,368 172,488 185,691 0 2,748 2,826 2,907 2,995 3,090 3,174 3,261 3,356 3,463 3,574 0 0 0 0 0 0 0 0 0 0 0 178,162 222,637 240,197 267,343 291,594 317,566 342,943 366,477 390,752 413,516 436,425 54,640 100,535 107,503 114,876 128,228 145,377 164,036 181,691 203,483 227,543 252,221
93,435 103,465 103,558 105,101 113,563 113,703 113,857 122,458 122,642 122,849 130,179 0 9,410 16,090 19,143 22,572 25,987 33,674 32,876 32,467 32,443 32,716 127,942 209,163 240,866 243,458 266,242 269,288 251,831 242,179 241,120 241,734 218,124 48,884 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 270,261 322,038 360,514 367,702 402,377 408,978 399,362 397,513 396,229 397,026 381,019
18,552 32,578 37,419 38,505 43,743 45,895 45,970 47,208 48,792 50,843 50,518 115,892 199,553 232,252 238,821 274,414 288,327 289,115 294,993 304,706 317,574 316,481 190,457 190,442 198,346 205,252 212,448 220,133 228,313 237,003 246,214 256,152 266,241 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 324,901 422,573 468,017 482,578 530,605 554,355 563,398 579,204 599,712 624,569 633,240 (54,640)(100,535)(107,503) (114,876)(128,228)(145,377)(164,036)(181,691)(203,483)(227,543)(252,221)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council and Auckland Transport.
375

3.21 Parking and enforcement
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
(30,636) (11,673) (12,940) (12,505) (11,554) (11,467) (11,479) (11,443) (11,852) (13,905) (14,914) 0 0 0 0 0 0 0 0 0 0 0 2,147 0 0 0 0 0 0 0 0 0 0 77,309 68,056 70,935 77,893 80,966 85,000 88,830 92,770 97,625 102,151 106,270 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 48,820 56,383 57,995 65,388 69,412 73,533 77,351 81,327 85,773 88,246 91,356
48,392 48,357 49,030 55,914 59,210 63,070 66,633 70,151 74,074 76,343 79,230 428 861 1,620 1,983 2,031 2,054 2,054 2,163 2,367 2,394 2,325 0 2,168 2,230 2,293 2,363 2,438 2,504 2,572 2,647 2,732 2,820 0 0 0 0 0 0 0 0 0 0 0 48,820 51,386 52,880 60,190 63,604 67,562 71,191 74,886 79,088 81,469 84,375 0 4,997 5,115 5,198 5,808 5,971 6,160 6,441 6,685 6,777 6,981
0 0 0 0 17,691 14,852 0 0 0 0 17,691 14,852
0 0 8,495 0 0 8,495
0 0 18 0 0 18
0 0 0 0 465 (1,280) 0 0 0 0 465 (1,280)
0 0 24 0 0 24
0 0 3,291 0 0 3,291
0 0 0 0 1,855 (3,057) 0 0 0 0 1,855 (3,057)
0 0 461 0 0 461
0 0 0 13,741 17,697 8,638 3,950 2,152 4,972 0 0 0 0 0 0 17,691 19,849 13,610
0 2,775 2,441 0 0 5,216
0 2,995 3,278 0 0 6,273
0 1,457 3,234 0 0 4,691
0 1,889 4,295 0 0 6,184
0 922 8,810 0 0 9,732
0 127 8,413 0 0 8,540
0 196 3,524 0 0 3,720
0 1,010 6,432 0 0 7,442
0 (4,997) (5,115) (5,198) (5,808) (5,971) (6,160) (6,441) (6,685) (6,777) (6,981)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council and Auckland Transport.
376

3.22 Cemeteries and crematoria
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
(771) (1,266) (1,238) (1,239) (1,272) (1,445) (1,476) (1,358) (1,148) (1,222) (913) 0 0 0 0 0 0 0 0 0 0 0 35 35 35 35 35 35 35 35 35 35 35 7,218 7,633 7,938 8,267 8,637 9,039 9,453 9,899 10,133 10,397 10,671 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6,482 6,402 6,735 7,063 7,400 7,629 8,012 8,576 9,020 9,210 9,793
4,369 157 1,012 0 5,538 944
5,015 330 944 0 6,289 113
5,179 487 921 0 6,587 148
5,360 641 867 0 6,868 195
5,537 795 812 0 7,144 256
5,730 917 658 0 7,305 324
5,904 1,056 657 0 7,617 395
6,117 1,187 798 0 8,102 474
6,311 1,265 898 0 8,474 546
6,530 1,282 776 0 8,588 622
6,756 1,293 1,043 0 9,092 701
0 0 2,114 0 0 2,114
0 0 2,994 0 0 2,994
0 0 2,144 0 0 2,144
0 0 2,828 0 0 2,828
0 0 1,944 0 0 1,944
0 0 1,978 0 0 1,978
0 0 2,407 0 0 2,407
0 0 1,869 0 0 1,869
0 0 333 0 0 333
0 0 281 0 0 281
0 0 227 0 0 227
0 1,196 1,862 0 0 3,058 (944)
0 1,767 1,340 0 0 3,107 (113)
0 1,127 1,165 0 0 2,292 (148)
0 1,656 1,367 0 0 3,023 (195)
0 1,127 1,073 0 0 2,200 (256)
0 1,204 1,098 0 0 2,302 (324)
0 1,524 1,278 0 0 2,802 (395)
0 1,207 1,136 0 0 2,343 (474)
0 110 769 0 0 879 (546)
0 113 790 0 0 903 (622)
0 117 811 0 0 928 (701)
Funding balance
Notes:
377

3.23 Emergency management
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
6,514 0 108 0 0 0 6,622
5,834 0 228 0 0 0 6,062
6,016 0 157 0 0 0 6,173
6,229 0 187 0 0 0 6,416
6,442 0 217 0 0 0 6,659
6,565 0 248 0 0 0 6,813
6,832 0 281 0 0 0 7,113
7,162 0 314 0 0 0 7,476
7,476 0 314 0 0 0 7,790
7,606 0 314 0 0 0 7,920
8,111 0 314 0 0 0 8,425
4,805 15 1,395 0 6,215 407
4,546 55 1,245 0 5,846 216
4,591 115 1,220 0 5,926 247
4,744 162 1,182 0 6,088 328
4,914 192 1,145 0 6,251 408
5,092 212 1,019 0 6,323 490
5,260 221 1,034 0 6,515 598
5,436 210 1,182 0 6,828 648
5,585 200 1,285 0 7,070 720
5,751 192 1,180 0 7,123 797
5,923 181 1,440 0 7,544 881
0 0 332 0 0 332
0 0 1,100 0 0 1,100
0 0 838 0 0 838
0 0 600 0 0 600
0 0 336 0 0 336
0 0 278 0 0 278
0 0 (122) 0 0 (122)
0 0 (222) 0 0 (222)
0 0 (93) 0 0 (93)
0 0 (152) 0 0 (152)
0 0 (219) 0 0 (219)
0 0 739 0 0 739 (407)
0 387 929 0 0 1,316 (216)
0 283 802 0 0 1,085 (247)
0 0 928 0 0 928 (328)
0 0 744 0 0 744 (408)
0 0 768 0 0 768 (490)
0 0 476 0 0 476 (598)
0 0 426 0 0 426 (648)
0 0 627 0 0 627 (720)
0 0 645 0 0 645 (797)
0 0 662 0 0 662 (881)
Funding balance
Notes:
378

3.24 Regional library services
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines and other receipts Total operating funding 2 Applications of operating funding: Payment to staff and suppliers Finance costs Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
44,931 36,858 37,874 38,663 39,428 39,704 0 0 0 0 0 0 0 0 0 0 0 0 205 3,650 3,774 3,893 4,028 4,169 0 0 0 0 0 0 0 0 0 0 0 0 45,136 40,508 41,648 42,556 43,456 43,873
42,555 0 0 4,282 0 0 46,837
46,464 0 0 4,503 0 0 50,967
50,262 0 0 4,650 0 0 54,912
52,687 0 0 4,816 0 0 57,503
57,912 0 0 4,988 0 0 62,900
23,445 23,062 23,365 24,079 24,926 25,576 174 506 1,001 1,561 2,107 2,584 9,108 8,169 7,996 7,621 7,204 6,268 0 0 0 0 0 0 32,727 31,737 32,362 33,261 34,237 34,428 12,409 8,771 9,286 9,295 9,219 9,445
26,306 3,114 6,356 0 35,776 11,061
27,214 3,651 7,363 0 38,228 12,739
27,840 4,105 8,110 0 40,055 14,857
28,694 4,317 7,373 0 40,384 17,119
29,736 4,415 9,298 0 43,449 19,451
0 0 2,901 0 0 2,901
0 67 8,301 0 0 8,368
0 0 129 167 8,341 9,907 0 0 0 0 8,470 10,074
0 214 7,370 0 0 7,584
0 245 8,194 0 0 8,439
0 333 8,564 0 0 8,897
0 336 9,515 0 0 9,851
0 330 4,284 0 0 4,614
0 330 2,576 0 0 2,906
0 320 809 0 0 1,129
0 82 0 89 0 234 499 467 512 614 723 779 14,811 16,590 17,244 18,666 16,080 16,871 0 0 0 0 0 0 0 0 0 0 0 0 15,310 17,139 17,756 19,369 16,803 17,884
720 893 18,345 0 0 19,958
739 1,013 20,838 0 0 22,590
0 1,012 18,459 0 0 19,471
0 1,041 18,984 0 0 20,025
0 1,070 19,510 0 0 20,580
(12,409) (8,771) (9,286) (9,295) (9,219) (9,445) (11,061) (12,739) (14,857) (17,119) (19,451)
Funding balance
Notes:
1 2 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council. The variance between total operating expenditure for the regional library service activity between 2012 and 2013 is largely driven by a change in corporate overhead allocation methodology.
379

3.25 Local libraries
Local libraries
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
38,820 46,725 49,379 50,934 53,320 54,827 55,451 58,394 61,141 61,798 65,279 0 0 0 0 0 0 0 0 0 0 0 116 116 116 116 116 116 116 116 116 116 116 4,087 901 927 954 983 1,015 1,043 1,116 1,148 1,183 1,220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 43,023 47,742 50,422 52,004 54,419 55,958 56,610 59,626 62,405 63,097 66,615
28,529 33,222 34,260 35,233 36,572 37,996 38,795 39,828 41,170 42,451 43,775 974 2,249 3,571 4,417 5,186 5,615 5,545 5,658 5,892 5,700 5,624 11,178 12,060 11,989 11,758 11,565 10,795 10,997 12,171 13,010 12,351 14,319 0 0 0 0 0 0 0 0 0 0 0 40,681 47,531 49,820 51,408 53,323 54,406 55,337 57,657 60,072 60,502 63,718 2,342 211 602 596 1,096 1,552 1,273 1,969 2,333 2,595 2,897
0 0 0 0 0 0 0 0 0 0 0 670 1,266 1,654 2,046 2,455 3,249 3,245 3,188 3,198 12,324 28,310 13,568 12,708 12,517 (1,200) (1,680) 8,774 (2,714) (2,341) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12,324 28,980 14,834 14,362 14,563 1,255 1,569 12,019 474 857
0 3,167 2,129 0 0 5,296
6,031 17,253 5,543 7,555 12,728 4,105 7,794 442 1,895 0 4,530 4,144 9,451 5,508 2,931 0 0 0 0 0 0 0 0 0 0 14,666 29,191 15,436 14,958 15,659 (2,342) (211) (602)
0 0 2,807 0 0 2,807
0 4,017 0 6,026 2,842 3,945 0 0 0 0 2,842 13,988
0 0 2,807 0 0 2,807
0 0 3,452 0 0 3,452
0 0 8,193 0 0 8,193
(596) (1,096) (1,552) (1,273) (1,969) (2,333) (2,595) (2,897)
Funding balance
Notes:
380

3.26 Regional community services
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
43,002 38,580 37,248 37,397 39,452 42,145 43,312 43,755 45,417 45,643 48,603 0 0 0 0 0 0 0 0 0 0 0 2,041 2,284 2,293 2,301 2,311 2,320 2,330 2,341 2,341 2,341 2,341 16,506 7,035 7,195 7,361 7,542 7,736 7,908 8,086 8,281 8,500 8,728 0 0 0 0 0 0 0 0 0 0 0 16 16 17 18 18 19 20 21 21 21 21 61,565 47,915 46,753 47,077 49,323 52,220 53,570 54,203 56,060 56,505 59,693
33,435 33,893 34,877 35,768 36,741 37,840 38,865 39,865 40,876 42,004 43,171 25 (498) (346) 167 444 516 479 444 394 333 268 23,588 13,642 11,884 11,557 12,704 11,745 11,909 11,536 12,328 11,600 13,527 0 0 0 0 0 0 0 0 0 0 0 57,048 47,037 46,415 47,492 49,889 50,101 51,253 51,845 53,598 53,937 56,966 4,517 878 338 (415) (566) 2,119 2,317 2,358 2,462 2,568 2,727
CAPITAL EXPENDITURE Sources of capital funding: Subsidies and grants for capital expenditure Development and financial contributions 4 Increase (decrease) in debt Gross proceeds from sale of assets Lump sum contributions Total capital expenditure funding 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 Total application of capital funding Surplus (deficit) of capital funding
8,309 8,396 6,234 9,036 7,363 0 0 0 (11,874) (2,772) 10,290 5,950 0 0 0 0 0 0 0 0 3,798 5,624 16,524 14,986
0 0 2,425 0 0 2,425
0 0 (731) 0 0 (731)
0 0 (476) 0 0 (476)
0 0 (701) 0 0 (701)
0 0 0 0 0 0 (960) (1,020) (1,146) 0 0 0 0 0 0 (960) (1,020) (1,146)
0 3,537 4,778 0 0 8,315 (4,517)
0 0 0 653 757 718 5,849 16,105 13,853 0 0 0 0 0 0 6,502 16,862 14,571 (878) (338) 415
0 711 1,148 0 0 1,859
0 743 645 0 0 1,388
0 732 1,109 0 0 1,841
0 722 935 0 0 1,657
0 684 818 0 0 1,502
0 702 846 0 0 1,548
0 720 861 0 0 1,581
566 (2,119) (2,317) (2,358) (2,462) (2,568) (2,727)
Funding balance
Notes:
1 2 3 4 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Auckland Regional Migrant Services Charitable Trust, The Waitemata Harbour Clean Up Trust. Annual Plan 2012 comparative includes expenditure that is incorporated in local activities from 2013. A negative figure in the finance costs line represents interest earned on reserves held to fund future asset renewals expenditure. For the purposes of this statement reserves are shown as negative borrowings. Annual Plan 2012 comparative includes expenditure that is incorporated in local activities from 2013.
381

3.27 Local community services
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
6,845 18,978 20,166 20,948 21,522 21,887 22,541 23,630 24,864 25,258 27,146 0 0 0 0 0 0 0 0 0 0 0 284 272 272 272 272 272 272 272 272 272 272 4,018 3,980 4,147 4,243 4,387 4,544 4,676 4,837 4,980 5,140 5,307 0 0 0 0 0 0 0 0 0 0 0 134 138 143 147 153 158 163 168 174 180 186 11,281 23,368 24,728 25,610 26,334 26,861 27,652 28,907 30,290 30,850 32,911
6,782 20,551 21,411 21,994 22,238 22,984 23,672 24,329 25,192 26,091 27,043 311 621 1,129 1,753 2,244 2,534 2,611 2,665 2,705 2,717 2,721 1,015 2,022 1,925 1,625 1,323 628 549 999 1,327 820 1,764 0 0 0 0 0 0 0 0 0 0 0 8,108 23,194 24,465 25,372 25,805 26,146 26,832 27,993 29,224 29,628 31,528 3,173 174 263 238 529 715 820 914 1,066 1,222 1,383
0 0 2,624 0 0 2,624
0 0 380 685 6,994 11,033 0 0 0 0 7,374 11,718
0 940 8,649 0 0 9,589
0 1,145 7,273 0 0 8,418
0 1,411 1,064 0 0 2,475
0 1,784 1,313 0 0 3,097
0 1,985 1,128 0 0 3,113
0 1,845 491 0 0 2,336
0 1,772 498 0 0 2,270
0 1,830 370 0 0 2,200
1,208 462 4,127 0 0 5,797 (3,173)
619 4,968 1,359 2,240 5,570 4,773 0 0 0 0 7,548 11,981 (174) (263)
4,728 1,831 3,268 0 0 9,827 (238)
3,558 1,214 4,175 0 0 8,947 (529)
0 792 2,398 0 0 3,190 (715)
0 196 3,721 0 0 3,917 (820)
360 218 3,449 0 0 4,027
0 169 3,233 0 0 3,402
0 173 3,319 0 0 3,492
0 178 3,405 0 0 3,583
(914) (1,066) (1,222) (1,383)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, North Shore Heritage Trust, Manukau Beautification Charitable Trust, Safer Papakura Security Ltd, Safer Papakura Trust, City of Manukau Education Trust, Mangere Mountain Education Trust.
382

3.28 Regional arts, culture and events services
Regional arts, culture and events services
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
20,081 19,106 18,873 14,069 14,832 15,026 15,438 15,744 16,559 16,844 17,984 0 0 0 0 0 0 0 0 0 0 0 209 920 920 920 920 920 920 920 920 920 920 465 507 514 522 530 539 547 556 564 574 584 0 0 0 0 0 0 0 0 0 0 0 2,884 0 0 0 0 0 0 0 0 0 0 23,639 20,533 20,307 15,511 16,282 16,485 16,905 17,220 18,043 18,338 19,488
10,180 17,026 17,200 12,361 12,614 12,954 13,155 13,414 13,798 14,156 14,527 67 232 356 476 579 681 783 875 969 1,063 1,151 4,580 2,854 2,274 2,128 2,439 2,099 2,106 1,943 2,150 1,886 2,433 0 0 0 0 0 0 0 0 0 0 0 14,827 20,112 19,830 14,965 15,632 15,734 16,044 16,232 16,917 17,105 18,111 8,812 421 477 546 650 751 861 988 1,126 1,233 1,377
0 0 (5,596) 0 0 (5,596)
0 0 2,095 0 0 2,095
0 0 2,070 0 0 2,070
0 0 1,638 0 0 1,638
0 0 1,660 0 0 1,660
0 0 1,610 0 0 1,610
0 0 1,559 0 0 1,559
0 0 1,502 0 0 1,502
0 0 1,563 0 0 1,563
0 0 1,529 0 0 1,529
0 0 1,458 0 0 1,458
169 50 2,997 0 0 3,216 (8,812)
0 76 2,440 0 0 2,516 (421)
0 53 2,494 0 0 2,547 (477)
0 55 2,129 0 0 2,184 (546)
0 57 2,253 0 0 2,310 (650)
0 59 2,302 0 0 2,361 (751)
0 60 2,360 0 0 2,420 (861)
0 62 2,428 0 0 2,490
0 63 2,626 0 0 2,689
0 65 2,697 0 0 2,762
0 67 2,768 0 0 2,835
(988) (1,126) (1,233) (1,377)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, ARTS (Regional) Trust.
383

3.29 Local arts, culture and events services
$000 Financial year ending 30 June OPERATING EXPENDITURE Sources of operating funding: General rates, UAGCs, rates penalties Targeted rates 2 Subsidies and grants for operating purposes Fees, charges and rates for water supply Internal charges and overheads recovered Petrol tax, fines 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 application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
8,443 12,072 12,553 13,034 13,268 13,445 14,089 14,745 15,164 15,137 15,868 140 157 158 159 163 70 71 73 75 78 80 27 27 27 27 27 27 27 27 27 27 27 1,367 1,224 1,266 1,308 1,355 1,404 1,449 1,495 1,536 1,582 1,630 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,977 13,480 14,004 14,528 14,813 14,946 15,636 16,340 16,802 16,824 17,605
6,092 10,620 10,972 10,939 10,765 10,990 11,377 11,951 12,194 12,453 12,748 396 899 1,493 1,929 2,029 2,211 2,467 2,561 2,538 2,504 2,464 2,796 1,817 1,389 1,225 1,400 1,063 1,045 947 1,110 852 1,312 0 0 0 0 0 0 0 0 0 0 0 9,284 13,336 13,854 14,093 14,194 14,264 14,889 15,459 15,842 15,809 16,524 693 144 150 435 619 682 747 881 960 1,015 1,081
0 0 5,734 0 0 5,734
0 0 0 0 9,750 10,373 0 0 0 0 9,750 10,373
0 0 1,415 0 0 1,415
0 0 1,730 0 0 1,730
0 0 4,565 0 0 4,565
0 0 2,941 0 0 2,941
0 0 (303) 0 0 (303)
0 0 (466) 0 0 (466)
0 0 (507) 0 0 (507)
0 0 (560) 0 0 (560)
15 114 6,298 0 0 6,427 (693)
0 0 2,330 10,125 7,564 398 0 0 0 0 9,894 10,523 (144) (150)
0 1,612 238 0 0 1,850 (435)
0 1,832 517 0 0 2,349 (619)
0 4,749 498 0 0 5,247 (682)
0 3,093 595 0 0 3,688 (747)
0 136 442 0 0 578 (881)
0 139 355 0 0 494
0 143 365 0 0 508
0 147 374 0 0 521
(960) (1,015) (1,081)
Funding balance
Notes:
1 2 3 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Pakuranga Arts and Cultural Trust ( Te Tuhi). City Centre targeted rates reduction due to the full payment of the source of funding; targeted rates continue to fund depreciation and consequential opex related to the higher standard of amenities. The movement in expenditure is mainly due to the capital works on the Glen Innes music and arts centre for youth, the Lopdell House car parking and redevelopment and the Uxbridge arts centre redevelopment projects by the Auckland Council.
384

3.30 Regional events facilities
Regional events facilities
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
5,418 23,036 23,678 24,226 25,254 26,676 27,439 28,567 31,323 0 0 0 0 0 0 0 0 0 850 0 0 0 0 0 0 0 0 21,684 24,477 25,344 27,360 28,047 29,390 29,896 31,136 31,979 0 0 0 0 0 0 0 0 0 86 0 0 0 0 0 0 0 0 28,038 47,513 49,022 51,586 53,301 56,066 57,335 59,703 63,302
34,453 0 0 33,038 0 0 67,491
37,836 0 0 34,557 0 0 72,393
27,143 30,123 30,812 32,496 33,390 35,027 35,246 36,383 37,560 2,381 4,572 4,919 5,472 5,870 6,251 6,542 7,000 8,385 7 7,351 7,584 7,740 7,724 7,864 8,023 8,120 8,263 0 0 0 0 0 0 0 0 0 29,531 42,046 43,315 45,708 46,984 49,142 49,811 51,503 54,208 (1,493) 5,467 5,707 5,878 6,317 6,924 7,524 8,200 9,094
38,528 10,260 8,400 0 57,188 10,303
40,233 11,973 8,527 0 60,733 11,660
0 0 11,193 0 0 11,193
0 0 4,630 0 0 4,630
0 0 8,890 0 0 8,890
0 0 6,471 0 0 6,471
0 0 5,991 0 0 5,991
0 0 5,890 0 0 5,890
0 0 0 0 0 0 1,424 17,489 30,195 0 0 0 0 0 0 1,424 17,489 30,195
0 0 31,683 0 0 31,683
0 0 23,836 0 0 23,836
0 0 0 0 0 0 0 0 2,589 0 0 0 9,700 10,097 12,008 12,349 12,308 12,814 0 0 0 0 0 0 0 0 0 0 0 0 9,700 10,097 14,597 12,349 12,308 12,814
0 6,060 12,430 0 6,060 12,430 8,948 13,569 14,429 0 0 0 0 0 0 8,948 25,689 39,289
12,760 12,760 16,466 0 0 41,986
13,090 13,090 9,316 0 0 35,496
1,493 (5,467) (5,707) (5,878) (6,317) (6,924) (7,524) (8,200) (9,094) (10,303) (11,660)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Regional Facilities Auckland Ltd. North Shore City Performing Arts Centre Management Board Trust, North Shore Domain and North Harbour Stadium Trust Board, Counties Maniukau Pacific Trust, North Shore Events Centre Board, Events Centre Enterprises Ltd. North Shore Promotions NZ Ltd. The variance in operating expenditure between the Annual Plan 2012 comparative and the 2013 forecast reflects the consolidation of services provided by Regional Facilities Auckland into this activity.
385

3.31 Regional park services
Regional park services
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
31,764 27,529 27,149 27,432 0 0 0 0 0 0 0 0 4,221 4,445 4,638 4,875 0 0 0 0 0 0 0 0 35,985 31,974 31,787 32,307
26,210 25,460 0 0 0 0 5,080 5,274 0 0 0 0 31,290 30,734
27,886 0 0 5,798 0 0 33,684
30,541 34,614 36,420 41,098 0 0 0 0 0 0 0 0 5,971 6,164 6,380 6,604 0 0 0 0 0 0 0 0 36,512 40,778 42,800 47,702
20,699 20,094 20,484 21,047 7,671 8,908 9,970 10,694 5,289 3,687 3,526 3,249 0 0 0 0 33,659 32,689 33,980 34,990 2,326 (715) (2,193) (2,683)
21,616 22,275 9,851 9,244 2,986 2,251 0 0 34,453 33,770 (3,163) (3,036)
23,072 9,982 2,232 0 35,286 (1,602)
23,538 24,253 25,052 25,879 11,115 12,106 12,671 13,135 2,905 3,407 2,758 4,155 0 0 0 0 37,558 39,766 40,481 43,169 (1,046) 1,012 2,319 4,533
0 0 0 0 0 0 0 0 0 0 0 32,113 16,275 30,544 39,934 49,104 59,447 78,449 78,390 76,927 77,177 76,721 (8,568) 18,734 26,579 (3,439) (14,421) 14,154 26,928 29,244 19,561 18,471 17,181 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 23,545 35,009 57,123 36,495 34,683 73,601 105,377 107,634 96,488 95,648 93,902
9,634 20,274 44,574 20,542 12,104 8,398 5,842 9,284 4,133 5,622 4,514 3,986 0 0 0 0 0 0 0 0 25,871 34,294 54,930 33,812 (2,326) 715 2,193 2,683
20,611 59,576 92,690 95,307 85,405 85,549 85,693 7,900 7,893 7,906 8,094 8,658 8,889 9,120 3,009 3,096 3,179 3,187 3,437 3,529 3,622 0 0 0 0 0 0 0 0 0 0 0 0 0 0 31,520 70,565 103,775 106,588 97,500 97,967 98,435 3,163 3,036 1,602 1,046 (1,012) (2,319) (4,533)
Funding balance
Notes:
1 2 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council. The increase in expenditure for the period 2018 to 2022 is mainly due to the reserves-open space strategy land acquisition project in this group of activities by the Auckland Council.
386

3.32 Local parks services
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
139,323 116,626 124,805 134,048 140,041 144,959 153,316 163,206 172,048 175,674 188,469 0 0 0 0 0 0 0 0 0 0 0 10 11 12 13 14 15 15 16 16 16 16 1,328 1,358 1,389 1,423 1,459 1,499 1,533 1,536 1,574 1,616 1,660 0 0 0 0 0 0 0 0 0 0 0 18 19 20 20 21 22 22 23 24 25 26 140,679 118,014 126,226 135,504 141,535 146,495 154,886 164,781 173,662 177,331 190,171
76,201 84,468 88,305 92,891 95,697 100,124 104,985 109,702 113,436 118,012 122,694 4,213 7,191 10,986 14,310 16,032 17,339 18,124 17,945 17,559 16,411 15,035 19,714 10,823 10,308 8,994 7,390 3,384 2,883 5,472 7,330 4,200 9,741 0 0 0 0 0 0 0 0 0 0 0 100,128 102,482 109,599 116,195 119,119 120,847 125,992 133,119 138,325 138,623 147,470 40,551 15,532 16,627 19,309 22,416 25,648 28,894 31,662 35,337 38,708 42,701
3,812 0 22,427 0 0 26,239
7,983 4,975 64,124 0 0 77,082
6,285 9,198 66,373 0 0 81,856
382 11,922 33,980 0 0 46,284
400 14,724 22,438 0 0 37,562
412 421 17,916 23,763 23,085 (1,136) 0 0 0 0 41,413 23,048
431 0 0 0 23,887 22,571 22,796 22,539 3,551 (14,055) (17,445) (20,719) 0 0 0 0 0 0 0 0 27,869 8,516 5,351 1,820
27,383 13,277 26,130 0 0 66,790
39,366 19,052 34,196 0 0 92,614
37,621 27,115 33,747 0 0 98,483
18,460 17,251 29,882 0 0 65,593
17,290 14,405 28,283 0 0 59,978
18,495 20,189 28,377 0 0 67,061
12,373 10,273 29,296 0 0 51,942
18,197 12,034 29,300 0 0 59,531
8,928 7,447 27,478 0 0 43,853
8,007 7,852 28,200 0 0 44,059
6,787 8,804 28,930 0 0 44,521
(40,551) (15,532) (16,627) (19,309) (22,416) (25,648) (28,894) (31,662) (35,337) (38,708) (42,701)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Keep Waitakere Beautiful Trust.
387

3.33 Regional recreation services
$000 Financial year ending 30 June OPERATING EXPENDITURE 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 Petrol tax, fines and other receipts Total operating funding Applications of operating funding: Payment to staff and suppliers 2 Finance costs Internal charges and overheads applied Other operating funding applications Total application of operating funding Surplus (deficit) of operating funding
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
7,171 11,079 11,249 11,412 11,682 11,896 12,354 12,763 13,182 13,386 14,268 0 0 0 0 0 0 0 0 0 0 0 400 400 400 400 400 400 400 400 400 400 400 661 666 672 679 685 693 699 706 713 721 730 0 0 0 0 0 0 0 0 0 0 0 140 0 0 0 0 0 0 0 0 0 0 8,372 12,145 12,321 12,491 12,767 12,989 13,453 13,869 14,295 14,507 15,398
3,218 9,069 8,266 8,470 8,695 9,043 9,374 9,599 9,848 10,125 10,411 12 84 181 256 338 401 466 532 611 696 780 3,708 2,847 2,695 2,556 2,464 2,209 2,233 2,502 2,684 2,498 2,963 0 0 0 0 0 0 0 0 0 0 0 6,938 12,000 11,142 11,282 11,497 11,653 12,073 12,633 13,143 13,319 14,154 1,434 145 1,179 1,209 1,270 1,336 1,380 1,236 1,152 1,188 1,244
0 0 563 0 0 563
0 0 2,079 0 0 2,079
0 0 953 0 0 953
0 0 1,539 0 0 1,539
0 0 998 0 0 998
0 0 1,004 0 0 1,004
0 0 1,022 0 0 1,022
0 0 1,228 0 0 1,228
0 0 1,378 0 0 1,378
0 0 1,414 0 0 1,414
0 0 1,430 0 0 1,430
0 0 1,997 0 0 1,997 (1,434)
0 0 2,224 0 0 2,224
0 0 2,132 0 0 2,132
0 0 2,748 0 0 2,748
0 0 2,268 0 0 2,268
0 0 2,340 0 0 2,340
0 0 2,402 0 0 2,402
0 0 2,464 0 0 2,464
0 0 2,530 0 0 2,530
0 0 2,602 0 0 2,602
0 0 2,674 0 0 2,674
(145) (1,179) (1,209) (1,270) (1,336) (1,380) (1,236) (1,152) (1,188) (1,244)
Funding balance
Notes:
1 2 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council. The decrease in expenditure for the period 2013 to 2014 is due to the Muriwai Surf Lifesaving Grant that come to an end.
388

3.34 Local recreation services
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
47,682 17,045 16,592 20,708 23,595 23,376 24,999 26,767 29,170 29,530 31,941 0 0 0 0 0 0 0 0 0 0 0 2,442 2,442 2,442 2,442 2,442 2,442 2,442 2,442 2,442 2,442 2,442 25,513 26,758 29,033 31,209 32,360 33,541 34,601 35,692 36,827 38,105 39,430 0 0 0 0 0 0 0 0 0 0 0 (70) 0 0 0 0 0 0 0 0 0 0 75,567 46,245 48,067 54,359 58,397 59,359 62,042 64,901 68,439 70,077 73,813
38,425 33,243 33,898 37,663 40,465 41,913 43,177 44,352 45,944 47,478 49,011 1,605 2,775 4,227 5,977 7,021 7,514 7,864 7,913 8,073 8,243 7,679 25,764 8,375 8,178 8,022 7,728 6,558 6,600 7,724 8,525 7,593 9,684 0 0 0 0 0 0 0 0 0 0 0 65,794 44,393 46,303 51,662 55,214 55,985 57,641 59,989 62,542 63,314 66,374 9,773 1,852 1,764 2,697 3,183 3,374 4,401 4,912 5,897 6,763 7,439
0 0 0 0 0 0 0 0 0 0 0 0 1,713 3,196 4,183 5,207 6,242 8,252 8,452 8,019 8,007 7,931 12,471 20,035 32,016 22,567 9,805 6,391 4,822 (1,849) 11,712 (7,604) (8,017) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12,471 21,748 35,212 26,750 15,012 12,633 13,074 6,603 19,731 403 (86)
741 7,094 12,806 11,819 4,763 4,692 3,966 1,696 18,650 4,412 7,621 17,072 9,865 6,120 1,074 5,858 2,165 1,008 17,091 8,885 7,098 7,763 7,312 10,241 7,651 7,654 5,970 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 22,244 23,600 36,976 29,447 18,195 16,007 17,475 11,515 25,628
0 1,037 6,129 0 0 7,166
0 1,065 6,288 0 0 7,353
(9,773) (1,852) (1,764) (2,697) (3,183) (3,374) (4,401) (4,912) (5,897) (6,763) (7,439)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Mt Albert Grammar School Community Swimming Pool Trust, Te Puru Community Charitable Trust.
389

3.35 Regional collections and amenities
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
43,002 38,580 37,248 37,397 39,452 42,145 43,312 43,755 45,417 45,643 48,603 0 0 0 0 0 0 0 0 0 0 0 2,041 2,284 2,293 2,301 2,311 2,320 2,330 2,341 2,341 2,341 2,341 16,506 7,035 7,195 7,361 7,542 7,736 7,908 8,086 8,281 8,500 8,728 0 0 0 0 0 0 0 0 0 0 0 16 16 17 18 18 19 20 21 21 21 21 61,565 47,915 46,753 47,077 49,323 52,220 53,570 54,203 56,060 56,505 59,693
33,435 33,893 34,877 35,768 36,741 37,840 38,865 39,865 40,876 42,004 43,171 25 (498) (346) 167 444 516 479 444 394 333 268 23,588 13,642 11,884 11,557 12,704 11,745 11,909 11,536 12,328 11,600 13,527 0 0 0 0 0 0 0 0 0 0 0 57,048 47,037 46,415 47,492 49,889 50,101 51,253 51,845 53,598 53,937 56,966 4,517 878 338 (415) (566) 2,119 2,317 2,358 2,462 2,568 2,727
CAPITAL EXPENDITURE Sources of capital funding: Subsidies and grants for capital expenditure Development and financial contributions 4 Increase (decrease) in debt Gross proceeds from sale of assets Lump sum contributions Total capital expenditure funding 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 Total application of capital funding Surplus (deficit) of capital funding
8,309 8,396 6,234 9,036 7,363 0 0 0 (11,874) (2,772) 10,290 5,950 0 0 0 0 0 0 0 0 3,798 5,624 16,524 14,986
0 0 2,425 0 0 2,425
0 0 (731) 0 0 (731)
0 0 (476) 0 0 (476)
0 0 (701) 0 0 (701)
0 0 0 0 0 0 (960) (1,020) (1,146) 0 0 0 0 0 0 (960) (1,020) (1,146)
0 3,537 4,778 0 0 8,315 (4,517)
0 0 0 653 757 718 5,849 16,105 13,853 0 0 0 0 0 0 6,502 16,862 14,571 (878) (338) 415
0 711 1,148 0 0 1,859
0 743 645 0 0 1,388
0 732 1,109 0 0 1,841
0 722 935 0 0 1,657
0 684 818 0 0 1,502
0 702 846 0 0 1,548
0 720 861 0 0 1,581
566 (2,119) (2,317) (2,358) (2,462) (2,568) (2,727)
Funding balance
Notes:
1 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council, Regional Facilities Auckland Ltd.
390

3.36 Organisational support
1
Annual Plan 2012
Long-term Plan 2012-2022 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
11,693 26,507 25,917 28,760 34,924 46,126 59,354 66,396 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 27,361 33,859 34,865 35,968 37,256 38,456 39,403 41,783 185,346 194,073 190,807 182,847 176,643 152,497 153,290 176,519 28,569 23,199 24,249 25,377 26,545 27,787 28,884 30,052 252,969 277,638 275,838 272,952 275,368 264,866 280,931 314,750
72,578 0 0 42,826 193,674 31,035 340,113
75,659 0 0 43,999 175,035 32,513 327,206
76,229 0 0 41,737 219,305 33,709 370,980
245,412 224,056 223,302 218,950 211,040 184,374 183,553 206,539 16,440 6,316 4,879 2,442 5,519 9,324 11,956 14,654 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 261,852 230,372 228,181 221,392 216,559 193,698 195,509 221,193 (8,883) 47,266 47,657 51,560 58,809 71,168 85,422 93,557
225,257 14,273 0 0 239,530 100,583
211,351 10,955 0 0 222,306 104,900
256,931 7,484 0 0 264,415 106,565
150 17 21,683 149 0 21,999
217 245 0 0 17,699 (86,479) 25,825 26,677 0 0 43,741 (59,557)
165 170 0 0 29,313 81,817 27,558 28,522 0 0 57,036 110,509
216 0 31,926 29,549 0 61,691
195 0 57,164 30,465 0 87,824
185 0 0 0 0 0 0 0 24,346 (52,430) (56,043) (56,934) 31,409 32,446 33,614 34,824 0 0 0 0 55,940 (19,984) (22,429) (22,110)
59,704 (87,270) 40,682 0 0 13,116
15,433 15,926 16,419 16,942 17,480 17,943 18,406 16,612 (92,518) 36,323 94,493 61,577 87,161 51,923 58,962 64,692 55,854 57,883 53,802 68,142 79,168 0 0 0 0 0 0 0 0 0 0 0 0 0 0 91,007 (11,900) 108,596 169,318 132,859 173,246 149,497
18,899 3,275 58,425 0 0 80,599
19,437 2,808 60,226 0 0 82,471
19,975 3,481 60,999 0 0 84,455
8,883 (47,266) (47,657) (51,560) (58,809) (71,168) (85,422) (93,557) (100,583) (104,900) (106,565)
Funding balance
Notes:
1 2 The prospective Group of Activities Funding Impact Statement includes the activities and services provided by the following Group entities; Auckland Council. Sources and application of capital funding include carried forward capital expenditure for capex that will not be delivered within the forecast timeframes due to constraints on Auckland Council's overall capacity for capex delivery, these allocations are re-phased over future years.
391
Chapter four: Draft Audit opinion
392
Draft Audit opinion
393
Significant legislation
394
This appendix lists significant legislation governing councils activities.
Governance Themes/groups of activities Governance and Democracy Services
Activities Elections
Significant governing legislation Local Electoral Act 2001 Local Electoral Regulations 2001 Local Government Act 2002 Local Government Auckland Council Act 2009 Orakei Act 1991 Local Government (Auckland Council) Act 36-2 (2009) Local Government Act 2010 Local Government Act 2002 (Part 5 Council-controlled organisations and council organisations) Local Government (Auckland Council) Act 2009 Local Government Act 2002 Local Government Official Information and Meetings Act 1987 Resource Management Act 1991 Local Government (Auckland Council) Act 2009 Local Authorities (Members Interests) Act 1968 Local Electoral Act 2001 Local Government Elected Members Determination 2010 Fees and Travelling Allowances Act 1951 Trespass Act 1980
Independent Mori Statutory Board Mayoral office Monitoring of council-controlled organisations (CCOs)
Regional governance and democracy
Planning Themes/groups of activities Planning and strategy
Activities Spatial, strategic and infrastructure planning Unitary and area planning Long-term and annual planning
Significant governing legislation Local Government (Auckland Council) Amendment Act 2010
Resource Management Act 1991 (RMA) Local Government Act 2002 Local Government (Auckland Council) Act 2010
Research and monitoring
Local Government Act Resource Management Act 1991 Land Transport Management Act WaitakereRanges Heritage Area Act 2008 Hauraki GulfMarinePark Act 2000 Historic Places Act 1993 Walking Access Act 2008
395
Transport strategy AucklandRegionalLand Transport Strategy
Commercial and investment Themes/groups of activities Commercial
Activities Commercial property
Significant governing legislation Property Law Act 1952 Land Transfer Act 1952 Resource Management Act 1991 Public Works Act 1981 Building Act 2004
City Parks Services Holiday parks
Reserves Act 1977 Reserves Act 1977 Camping-Grounds Regulations 1985 Act
Other commercial activities
Local Government (Tmaki Makaurau Reorganisation) Council-controlled Organisations Vesting Order 2010 Local Government Act 2002 Companies Act 1993
Investment
Major shareholdings and investments
Economic development Themes/groups of activities Tourism, major events and industry development
Activities Major events
Significant governing legislation Local Government Act 2002 Major Events Management Act 2007 Major Events Management Regulation 2008
Tourism and visitor centres Business attraction and development Regional economic strategy and initiatives Waterfront development Economic strategy and initiatives
Local Government (Tmaki Makaurau Reorganisation) Act 2009 Local Government Act 2002
Local Government Act 2002 (section 3(c))
Waterfront public initiatives
Resource Management Act 1991 Reserves Act 1977 Auckland City Council Consolidated Bylaw 1998 (part 20 - public places)
Waterfront commercial initiatives
Resource Management Act 1991 Marine and Coastal Area (Takutai Moana) Act 2011 Building Act 2004 Health and Safety in Employment Act 1992
396
Waterfront planning and activation Waterfront marina operations+B21 Resource Management Act 1991 Resource Management Act 1991 Marine and Coastal Area (Takutai Moana) Act 2011 Securities Act 1978 Biosecurity Act 1993 Hauraki GulfMarinePark Act 2000 Electricity Act 1992 Electricity (Safety) Regulations Act 2010 Maritime Transport Act 1994
Built and natural environment Themes/groups of activities Regulation
Activities Building consents
Significant governing legislation Building Act 2004 Disputes Tribunal Act 1981 Fencing of Swimming Pools Act 1987 Historic Places Act 1993 Building (Accreditation of Building Consent Authorities) Regulations 2006 Building (Designation of Building Work Licensing Classes) Order 2010 Amusement Devices Regulations 1978
Land and property information
Local Government Official Information and Meetings Act 1987 Local Government (Prescribed Form for Seizure of Property not on PrivateLand) Regulations 2009
Resource consents
Resource Management Act 1991 Resource Management (Forms, Fees, and Procedure) Regulations 2003 Resource Management (National Environmental Standards Relating to Certain Air Pollutants, Dioxins, and Other Toxins) Regulations 2004 Building Act 2004
Environmental health and licensing
Biosecurity Act 1993 Health Act 1956 Health (Hairdressers) Regulations 1980 Health (Registration of Premises) Regulations 1966 Food Act 1981 Food Hygiene Regulations 1974 Food (Fees and Charges) Regulations 1997
397
Litter Act 1979 Sale of Liquor Act 1989 Sale of Liquor Regulations 1990 Sale of Liquor Amendent Regulations 2000 Trespass Act 1980
Animal control
Animal Welfare Act 1999, Dog Control Act 1996, Dog Control (prescribed forms) Regulations 1996, Impounding Act 1956 Weathertight Homes Resolution Services Act 2006 Local Government Act 1974 2002 (Section 6), Local Government Amendment Act (No 2) 1999 Resource Management Act 1991 Maritime Transport Act 1994 Navigation Safety Bylaw 2008
Weathertightness Marine safety
Air, land and water monitoring and management
Resource Management Act 1991 National Environmental Standards for Air Quality (2004) Resource Management Act 1991 New Zealand Coastal Policy Statement 2010 Hauraki GulfMarinePark Act 2000 WaitakereRanges Heritage Area Act 2008 Local Government Act 2002 Soil Conservation and Rivers Control Act 1941
Urban design Natural heritage protection and biosecurity
Resource Management Act 1991 Biosecurity Act 1993 Resource Management Act 1991 WaitakereRanges Heritage Area Act 2008 Hauraki GulfMarinePark Act 2000 Local Government Act 2002
Cultural and built heritage protection
Resource Management Act 1991 Local Government Act 2002 (section 10) Hauraki GulfMarinePark Act 2000 WaitakereRanges Heritage Area Act 2008 Historic Places Act 1993, Reserves Act 1977
Solid waste
398
Themes/groups of activities Waste and recycling services Activities Waste collection and disposal Significant governing legislation Waste Minimisation Act 2008 Waste Minimisation (Calculation and Payment of Waste Disposal Levy) regulations 2009 Health Act 1956 Resource Management Act 1991
Recycling
Waste Minimisation Act 2008 Health Act 1956 Resource Management Act 1991
Stormwater and flood protection Themes/groups of activities Stormwater Management
Activities Stormwater operation and maintenance
Significant governing legislation Building Act 2004 Resource Management Act 1991 Civil Defence and Emergency Management Act 2002 Local Government Act 2002 (schedule 10)
Stormwater catchment
Local Government Act 2002 (Schedule 10) Building Act 2004 Resource Management Act 1991 Health Act 1956 Utilities Access Act 2010 Hauraki GulfMarinePark Act 2000
Water supply and sewerage Themes/groups of activities Water supply
Activities Water supply services
Significant governing legislation Watercare is a council organisation (CO) owned by the Auckland Council. The companys obligations to deliver water and wastewater services for Auckland, are established under Part 5 section 57(1) of the Local Government (Auckland Council) Act 2010 which stipulates that an Auckland water organisation: must manage its operations efficiently with a view to keeping the overall costs of water supply and wastewater services to its customers (collectively) at the minimum levels consistent with the effective conduct of its undertakings and the maintenance of the long-term integrity of its assets; and must not pay any dividend or distribute any surplus in any way, directly or indirectly, to any owner or shareholder; and
399
is not required to comply with section 68(b) of the Local Government Act 2002; and must have regard for public safety (for example, the safety of children in urban areas) in relation to its structures. Under sections 2(2) and 113(2) of the Local Government (Auckland Transitional Provisions) Act 2010, Watercare will become a council-controlled organisation (CCO) on 1 July 2012.
Sewerage treatment and disposal services
Watercare is a Council Organisation (CO) owned by the Auckland Council. The companys obligations to deliver water and wastewater services for Auckland, are established under Part 5 section 57(1) of the Local Government (Auckland Council) Act 2010 which stipulates that an Auckland water organisation: must manage its operations efficiently with a view to keeping the overall costs of water supply and wastewater services to its customers (collectively) at the minimum levels consistent with the effective conduct of its undertakings and the maintenance of the long-term integrity of its assets; and must not pay any dividend or distribute any surplus in any way, directly or indirectly, to any owner or shareholder; and is not required to comply with section 68(b) of the Local Government Act 2002; and must have regard for public safety (for example, the safety of children in urban areas) in relation to its structures. Under sections 2(2) and 113(2) of the Local Government (Auckland Transitional Provisions) Act 2010, Watercare will become a council-controlled organisation (CCO) on 1 July 2012
400
Transport Themes/groups of activities Roads and footpaths
Activities Roads
Significant governing legislation Land Transport Act 1998 Land Transport Management Act 2004 Local Government Act 2002 Transit New Zealand Act 1989 Public Works Act 1981 Building Act 2004 Resource Management Act 1991 Civil Defence and Emergency Management Act 2002 Traffic Regulations 1976 Traffic Amendment Regulations (No 2) 2004 Transport Act 1962 Transport Regulations 1965
On-street parking and enforcement
Transport Act 1962 Road User Rule and Traffic Control Devices Rule Building Act 2004 Regional Parking Plan and Council Transport Bylaws 25
Community Themes/groups of activities Cemeteries and crematoria
Activities Cemeteries and crematoria
Significant governing legislation Burial and Cremation Act 1964 Health (Burial) Regulations 1946 Cremation Regulations 1973 Historic Places Act 1993 Resource Management Act 1991 Reserves Act 1977 Local Government Act 2002 WaitakereRanges Heritage Area Act 2008
Emergency management and preparedness Rural fire services
Civil Defence and Emergency Management Act 2002
Forest and Rural Fires Act 1977 Copyright Act 1994 Copyright (New Technology) Amendment Act 2008
Regional and corporate library management
401
Privacy Act 1993 New Zealand Library Association Act 1939 Grey Collection Exchange Act 1921 Building Act 2004 Building Act Amendment Act 2005 Health and Safety in Employment Act 1992 Libraries and Mechanics Institutes Act 1908 Public Records Act 2005 Trespass Act 1980
Community development policy
Local Government (Auckland Council) Act 2009 Local Government Act 2002
Regional community development initiatives Regional community safety programmes
Local Government Act 2002
Local Government Act 2002 Privacy Act 1993 Crimes Amendment Act 2003 Summary Offences Act Summary Offences Act 1981 Children, Young Persons and Their Families Act 1989 Domestic Violence Act 1995
Regional social housing
Local Government Act 2002 Residential Tenancies Act 1986 Building Act 2004 Barrier free guidelines (Auckland Council) New Zealand Positive Ageing Strategy 2003
Lifestyle and culture Themes/groups of activities Regional arts, culture and events services
Activities Arts, culture and events policy
Significant governing legislation Local Government Act 2002 Local Government (Auckland Council) Act 2009 Legislation relating to the Mackelvie Trust collection (which precludes the gallery charging entry fees to its own collections)
Regional arts and culture initiatives
QEII Arts Council Act
402
Regional events Waste Minimisation Act 2008 Local Government Act 2002 Land Transport Act 1998 Resource Management Act 1991 Building Act 2004
Regional event facilities
Stadium management
Local Government Act 2002 Local Government (Auckland Council) Act 2009 Mt Smart Regional Recreation Centre Act 1985 Reserves Act 1977
Viaduct Events Centre management
Local Government Act 2002 Local Government (Auckland Council) Act 2009
The EDGE event facilities management
Regional event facility and stadium support
Parks policy and acquisition
Reserves Act 1977 Biosecurity Act 1993 Biosecurity (Costs) regulations 2010 Biosecurity (Infringment Offences) Regulations 2010 Biosecurity (System Entry Levy) Regulations 2010 Burial and Cremation Act 1964 Conservation Act 1987 Cremation Regulations 1973 Dog Control Act 1996 Hauraki GulfMarinePark Act 2000 Health (Burial) Regulations 1946 Historic Places Act 1993 Occupiers Liability Act 1962 Local Government Act 2002 Local Government (Auckland Council) Act 2009 Resource Management Act 1991 Settlement legislation arising from Treaty settlements
403
Reserves Act 1977 Hazardous Substances and New Organisms (Organisms Prescribed As Not New Organisms) Regulations 2009
Volcanic cones
Reserves Act 1977 Resource Management Act 1991 WaitakereRanges Heritage Protection Act 2008 Hauraki Gulf Marine Act 2000
Botanic gardens
Reserves Act 1977 Resource Management Act 1991
Regional parks
Reserves Act 1977 Resource Management Act 1991 WaitakereRanges Heritage Protection Act 2008 Hauraki Gulf Marine Act 2000 Walking Access Act 2008 Wild Animal Control Act 1977 Wildlife Act 1953
Regional recreation initiatives Regional collections and amenities Regional amenities and museums
Auckland Regional Amenities Funding Act 2008 AucklandWarMemorialMuseum Act 1996 Museum of Transport and Technology Act 2000 Auckland Regional Amenities Funding Act 2008
Auckland Zoo
Local Government Act 2002 Local Government (Auckland Council) Act 2009 Biosecurity Act 1993 Hazardous Substances and New Organisms Act 1996
Local activities Themes/groups of activities Local libraries Activities Significant governing legislation
Local library facilities and services
Copyright Act 1994 Copyright (New Technology) Amendment Act 2008 Privacy Act 1993 New Zealand Library Association Act 1939 Grey Collection Exchange Act 1921
404
Building Act 2004 Building Act Amendment Act 2005 Health and Safety in Employment Act 1992
Local community development initiatives Local community facilities Local community safety programmes
Local Government Act 2002
Resource Management Act 1991 Local Government Act 2002 Privacy Act 1993 Crimes Amendment Act 2003 Summary Offences Act (tagging and graffiti vandalism) Summary Offences Act 1981 (alcohol) Children, Young Persons and Their Families Act 1989 (at risk youth) Domestic Violence Act 1995
Local arts and culture facilities
Local Government Act 2002 Historic Places Act 1993 Resource Management Act 1991
Local arts and culture initiatives Local events
Auckland Improvement Trust Act 1971 Permitting of events, bylaws, liquor bans Waste Minimisation Act 2008 Land Transport Act 1998 Resource Management Act 1991 Building Act 2004
Local parks
Auckland Domain Act 1987 Auckland Improvement Trust Act 1971 Onehunga Reserves Act 1875 Orakei Act 1991 Reserves Act 1977 Rodney County Council (GulfHarbour) Vesting and Empowering Act 1977 Walking Access Act 2008
Local business area planning
Resource Management Act 1991 Local Government (Rating) Act 2002
405
Local street environment and town centres Resource Management Act 1991 Litter Act 1979 Electricity (Hazard From Trees) Regulations 2003
Local built and natural Environment
Local environment and heritage protection
Resource Management Act 1991 Historic Places Act 1993 Protected Objects Act 1975
Local governance
Local planning, policy and governance
Local Government (Auckland Council) Act 2009 Local Government (Auckland Council) Amendment Act 2010
Resource Management Act 1991 Local Government Act 2002 Local Government (Auckland Council) Act 2009 Local Government (Auckland Council) Amendment Act 2010
Corporate support Themes/groups of activities Organisational support
Activities Communication
Significant governing legislation Copyright Act 1994 Trademarks Act 2022 Unsolicited Electronic Messages Act 2007
Mori strategy and relations Customer services Copyright Act 1994 Unsolicited Electronic Messages Act 2007
Financial services
AucklandAirport Act 1987 Auckland Regional Amenities Funding Act 2008 Charitable Trust Act 1957 Charities Act 2005 Commerce Act 1986 Credit Contracts and Consumer Finance Act 2003 Credit (Repossession) Act 1997 Financial Reporting Act 1993 Financial Transactions Reporting Act 1996 Electronic Transactions Act 2002 Local Government (Rating) Act 2002
406
Insolvency Act 2006 Minimum Wage Act 1983 Municipal Insurance Act 1960 Public Audit Act 2001 Securities Act 1978 Securities Transfer Act 1991 Tax Administration Act 1994 Waitemata City Council (FarmLand) Act 1985
Management of council property
AucklandCity Endowments and Reserves Act 1875 Clevedon Agricultural and Pastoral Association Empowering Act 1994 Construction Contracts Act 2002 Historic Places Act 1993 Land Transfer Act 1952 Land Transfer Regulations 2002 Property Law Act 2007 Public Works Act 1981 Rodney County Council (GulfHarbour) Vesting and Empowering Act 1977 Unit Titles Act 1987
Management of legal issues
Building Act 2004 Bylaws Act 1910 Charitable Trust Act 1957 Charities Act 2005 Disputes Tribunal Act 1981 Dog Control Control Act 1996 Land Transfer Act 1952 Olawyers and Conveyancers Act 2006 Limitation Act 2010 Major Events Management Act 2007 Property Law Act 2007 Personal Properties Securities Act 1999 Public Audit Act 2001 Public Works Act 1981 Reserves Act 1977 Resource Management Act 1991
407
Securities Act 1978 Securities Transfer Act 1991 Summary offences Act 1981 Summary Proceedings Act 1957 Trade Marks Act 2002 Trustees Act
Rating services
Rates Rebate Act 1973 Rating Valuations Act 1998 Rating Valuations regulations 1998
Risk and assurance services
Copyright Act 1994 Electronic Transactions Act 2002 Fees and Travelling Allowances Act 1951 Municipal Insurnace Act 1960 Protected Disclosures Act 2000
408

Auckland Council Draft Long Term Plan Volume Two 22dec 1426

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Auckland Council Draft Long Term Plan Volume Two 22dec 1426

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Auckland Council draft Long-term Plan 2012-2022

Volume Two: Activities, What we plan to do for Auckland

How to read this volume

How to read this volume

A fair, safe and healthy Auckland

An Auckland of prosperity and opportunity

A well connected and accessible Auckland

A beautiful Auckland that is loved by its people

A culturally rich and creative Auckland

How to read this volume

How to read this volume

How to read this volume

About Chapter Three: Other statutory financial information

Reading the financial tables

How to read this volume

Chapter one: Activities

Introduction to themes and groups of activities

Independent Mori Statutory Board (IMSB)

Monitoring of council-controlled organisations

Regional governance and democracy

What regional projects are we proposing?

Are there any negatives?

How we measure performance

Percentage of CCO monitoring and accountability requirements that met targets

Annual Plan 2012 391 0 4,995 1,171 16,685 23,242

5,671 2,393 (164) 15,342 23,242

6,714 83 (474) 11,236 17,559

6,747 52 (473) 15,992 22,318

6,855 41 (482) 11,469 17,883

7,040 36 (486) 11,626 18,216

7,230 30 (489) 16,383 23,154

7,404 27 (493) 11,856 18,794

7,582 12 (493) 12,537 19,638

7,779 4 (493) 18,552 25,842

7,996 2 (492) 13,188 20,694

8,220 1 (491) 14,257 21,987

23,044 0 198 0 0 0 0 0 23,242 0 0

17,367 0 165 0 0 0 0 0 17,532 (27) 0

22,130 0 170 0 0 0 0 0 22,300 (18) 0

17,694 0 176 0 0 0 0 0 17,870 (13) 0

18,024 0 182 0 0 0 0 0 18,206 (10) 0

22,958 0 189 0 0 0 0 0 23,147 (7) 0

18,593 0 195 0 0 0 0 0 18,788 (6) 0

19,435 0 201 0 0 0 0 0 19,636 (2) 0

25,633 0 207 0 0 0 0 0 25,840 (2) 0

20,478 0 215 0 0 0 0 0 20,693 (1) 0

21,764 0 222 0 0 0 0 0 21,986 (1) 0

0 0 5,477 2,392 0 (7,819) 50 0

(7,819) 0 0 0 (55) 0 (7,874)

(7,874) 0 0 0 (35) 0 (7,909)

(7,909) 0 0 0 (28) 0 (7,937)

(7,937) 0 0 0 (25) 0 (7,962)

(7,962) 0 0 0 (22) 0 (7,984)

(7,984) 0 0 0 (21) 0 (8,005)

(8,005) 0 0 0 (10) 0 (8,015)

(8,015) 0 0 0 (3) 0 (8,018)

(8,018) 0 0 0 (2) 0 (8,020)

(8,020) 0 0 0 (1) 0 (8,021)

What local projects are we proposing?

Are there any negatives?

Annual Plan 2012 24,839 24,839

2 33 750 24,054 24,839

0 705 1,391 21,781 23,877