MONITORING REPORT January 2011 Contents PAGE Attachment A - Executive Summary 1 Attachment B - Organisational Section 3 Activity Area Reports Transportation 16 Airport 30 Arts and Heritage 38 Venues and Events 44 Libraries 56 Indoor Space and Active Living 65 Open Space 76 Aquatic 95 CBD and Neighbourhood Centre Revitalisation 101 Economic Development 109 Strategic Property 115 Elder Housing 122 Solid Waste 129 Stormwater 136 Wastewater 149 Water Supply 161 Environmental Policy 173 Environmental Planning 181 Building & Inspection Services 190 Environmental Compliance and Monitoring 199 Animal Services 208 Civil Defence and Emergency Management 214 Customer Service Centre 220 Democracy and Civic Services 231 Community Property Services 237 Business Solutions (Support) 247 City Development (Support) 254 Communications (Support) 260 Finance, Legal and Risk Management (Support) 266 Business Information (Support) 272 Property Consultancy (Support 279 Strategic Planning and Relationships (Support) 284 Human Resources (Support) 290 Attachment C - Confidential Section Organisational Confidential 296
Transcript
MONITORING REPORT January 2011
Contents
PAGE
Attachment A - Executive Summary 1
Attachment B - Organisational Section 3
Activity Area Reports Transportation 16 Airport 30 Arts and Heritage 38 Venues and Events 44 Libraries 56 Indoor Space and Active Living 65 Open Space 76 Aquatic 95 CBD and Neighbourhood Centre Revitalisation 101 Economic Development 109 Strategic Property 115 Elder Housing 122 Solid Waste 129 Stormwater 136 Wastewater 149 Water Supply 161 Environmental Policy 173 Environmental Planning 181 Building & Inspection Services 190 Environmental Compliance and Monitoring 199 Animal Services 208 Civil Defence and Emergency Management 214 Customer Service Centre 220 Democracy and Civic Services 231 Community Property Services 237 Business Solutions (Support) 247 City Development (Support) 254 Communications (Support) 260 Finance, Legal and Risk Management (Support) 266 Business Information (Support) 272 Property Consultancy (Support 279 Strategic Planning and Relationships (Support) 284 Human Resources (Support) 290
Attachment C - Confidential Section Organisational Confidential 296
Executive Summary
ATTACHMENT A Highlights ofthe Monitoring Report
• The past three months have seen staff focused on delivery for the New Year's activities and on responding to weather related events - along with the usual maintenance and building activity.
• The Baypark Arena is now out of the ground and is 65% complete. An open day is planned for 27 March 2011. The building will be completed by the end of August 2011.
• The Mount Green Sport project has been handed over and an official opening was held on 12 February 2011.
• The Pyes Pa Bypass and CBD bus stop have been the major areas of work being undertaken in transportation. The Pyes Pa Bypass which managed by NZTA and jointly funded by then and Tauranga City Council, is now having pavement aggregate laid and is being compacted for the carriageway construction. The project is proceeding according to schedule. The CBD bus stop now has canopies and lights in place and is expected to be operational in mid-March. A range of parking promotions have been run in the city centre to get more people into the CBD.
• Visits to the libraries are down 8% from the same time last year. Top titles are down 6.4% and DVDs and CDs are down 21 %. Income remains at 71 % of the target.
• Repair work to Mauao is being undertaken to remediate the slips that occurred during heavy rain on 29 January. The costings to undertake this work have not yet been assessed. Other improvement work is also being undertaken on and around the summit as planned.
• There is an open day planned for the BMX track at Cambridge Park on 19 February 2011. DIY Marae is scheduled to film at Huharua Park (Plummers Point) in mid-April.
• Significant drainage improvements have been made within the northern area of the Kopurererua Valley including diverting stormwater flow further away from the Village on 17th.
• The "Learning though Discovery" educational programme that runs in our parks and reserves has about 50 teaching days already booked for 2011.
• The Aspen Tree is now safe again.
• Substantial coastal erosion planting has been completed at Windermere to address recent slips in the esplanade reserve.
• A mobile application has been developed for the Pollution Prevention Team to enable auto workshop inspections to be recorded electronically. This combines over 40 previously paper-based forms.
• The Papamoa East Bell Road and Maxwells Road stormwater pump stations are now under construction. The stormwater system around the city coped as expected in a one in 12 year event as per the storm on 29 January although two areas suffered water inundation.
• The Chapel St wastewater plant processed a record 44 mega litres during the storm event and the Te Maunga plant was 24 mega litres. This compares to the 'normal' processing of 17 and eight mega litres respectively.
• Construction of the Southern Pipeline from Maleme to Memorial Park is progressing favourably.
GDI
•
Executive Summary cont'd
98% of resource consents and 100% of LIMs have been processed within statutory timeframes.
The new entrance, reception, office and manager's accommodation at the Mount Beachside Holiday Park is now complete. Four cabins are in place and three more are arriving soon.
Excellent feedback and positive media coverage has been given to the entire summer programme of events and activities that Venue and Events, Environmental Planning, Monitoring and Communication staff have been co-ordinating or involved with.
The New Year's post celebration cleanup went very smoothly - having amalgamated all aspects under one contractor this year.
The elected members have now worked through the draft budgets and developed the draft Annual Plan. This will be adopted for public consultation on 8 March 2011 and available in print and electronic format two weeks later.
002
Organisational Section
ATTACHMENT B
1. Summary
The financial information provided in this section relates to:
Statement of Financial Performance showing Council's revenue and operating expenditure.
Statement of Financial Position showing Council assets and liabilities.
Cost of Service Statement Summary for the seven months to 31^' January 2011 showing financial results by activity.
Capital Expenditure Summary by activity.
Graphs on Capital Expenditure and Operational Expenditure for the seven months to 31^'January 2011.
003
Organisational Section
STATEJVENT OF RNANQAL PERFORMANCE
Forthe? Months Ended 31 January 2011
OPERCTNGRBOJUE
Rates Revenue
User Fees
Interest Revenue
Other Revenue^
Total Operating Ffewnue
OPffiATlNGEXPBOTURE
Depredation
Loss on/teset Sales
Debt Servicing
CttierBipenditure
/^ministration Bpenses
Consultants^
Legal Fees
Bected IVbmbers Remuneration
E m p l o y Related Costs
Other Bpenditure^
Repairs &f\feintenance
Total Operating Bcpencfture
ICTOPmATlNGSURPUJS/iDBICrntefore
ASSET DB/RnPMBn-RBOJLE
ASSFT DB/HjOPIVBir fBeJUE
Development Contritxitions
\teted/issets
NZ Transport Aihority Subsidies
ln\fistment F'iDperty Revaluation movements
Capital Prdit on asset sales
Total yisset Development Revenue
rcTsuRPLUs/(DmcrT)
2010/11
YTDA:tuals
52,779
26,660
1,361
2715
83,515
19,355
121
13,332
2,905
922
253 456
17.900
16,663
8,091
79,998
3,517
4,815
7945
2,760
0 16
15,536
19,053
2010/11 2010/11
YID ^ , , YTDVariance Budget
51,948
27,900
327
2,318
82,493
20,526
0 13,902
3,450
1,127
231
540 18,200
18,237
9,636
85,849
(3,356)
6,710
8,008
4,585
0 0
19,303
15,947
831
(1,240)
1,034
397
1,022
1,171
(121)
570
545
205 (22)
84
300
1,574
1,545
5,851
(6,873)
(1,895)
(63)
(1,825)
0 16
(3,767)
3,106
2010/11
%YTD
Variance
2%
4%
316%
17%
1%
6% *"
4%
16%
18%
-10%
16%
2%
9% 16%
7%
2%
-28%
-1%
40% '-*"
-20%
19%
2010/11
Total
Budget
89,053
47,699
560
4,235
141,547
35,187
0
23,831
5,766
2,095
396
927
31,188
30,855
16,869
147,114
(5,567)
11,503
13,727
7,352
0
0 32,582
27,015
2010/11
%Budget
,SpmP
59%
56%
243%
64%
59%
~
55% **
56% *"
50%
44% 64%
49% 57%
54%
48% 54%
-63%
42%
58% 38%
"" ""
48%
71%
2009/10
m A:tuals
47,077
27,351
495
2,377
77,300
17,677
729 10522
3,965
1,105
300
503
15,780
17,256
8,295
76,132
1,168
7154
6,411
1,304
0
58
14,927
16,095
* this percentage should be compared to the % thnough cxinent inanaal jear = 58%
UAHUTIES-CURFOIT Creditors and Othier Payables Derivative Rnandal Instmments - Current Portion Employee Benefit Liabilities Deposits Held Income In Ad\ance Bon'owings - Cun'ent Portion
(exc lude Loss on Asset Disposal and non-fiMTdedDepreciatian^
140.000
120.000
100,000
g 80,000
60,000
40,000
20,000
o o o 4/>
>" / / y / r^^
Month
<c^
c^ J" / #^
-2011 YTDActual -2010 YTD Actu^
-2011 YTD Budget
009
Organisational Section
1.1 Revenue
Total operating revenue is currently $1m greater than budget (1% variance). Interest revenue remains favourable to budget due to funds received from the $75m bond issue. User fees are below budget mainly due to the timing of New Zealand Transport Agency (NZTA) subsidies and timing effects in the billing of water meters. The NZTA work programme is currently well under way and will see this variance reducing over the remainder of the year.
Development Contribution Revenue is now $1.9m or 28% behind budget. This is $2.3m lower than the level of Development Contributions received at the same time last year.
Further analysis of the revenue from development contributions and the volumes of new dwelling consents are presented in the following graph.
During November to January 2011, 111 new dwelling permits were issued, compared to 129 for the same period last year.
2.0i 1.8 1.6 1.4 1.2
$m1.0 0.8 0.6 0.4 0.2 0.0
.^
. y
. '
•f 1 • 1 il 1 w
1 ^ i < 4
- — -
Ul ^m t
- -'Bt M j i ^
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
12009/10 B 2010/11
tl' ';
Organisational Section
The graph below shows the new dwelling permits issued on a monthly basis.
70
60
Dw
elli
ng
P
erm
its
50
40
30
20
10
-1 1 1 1 1 1 1 1 1 1 1 1
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
2010/11 -B-2009/10
The top external revenue activities which are ahead of their budgeted revenue are:
• Environmental Monitoring ($181 k) - grant received to fund crime prevention unit. • Strategic Property ($399k) - lease revenue remains higher than expected in the budget
(refer expenditure comments below).
The top external revenue activities which are behind their budgeted revenue are:
• Transportation (NZTA) ($1.8m) - NZTA revenue due to timing of programme whilst Parking revenue remains behind budget due to lower occupancies;
• Water Supply ($397k) - timing of water billing and the cut off of the billing cycle for 2010 has resulted in some revenue being allocated to the prior financial year.
• Building and Inspections Services ($345k) - reduced economic activity.
1.2 Operational Expenditure
Operational Expenditure is $5.9m (7%) behind budget. Asset related expenditure (depreciation and interest) accounts for $1.7m of this variance and is related to the timing of the capital programme which will increase over coming months.
Repairs and Maintenance ($1.5m) and Other Expenditure ($1.6m) are also behind budget. The timing of maintenance programmes are expected to result in higher expenditure in these categories during the later part of the year.
Oil
Organisational Section
Activities which are under budget in their expenditure are:
• Transportation ($1.5m), Open Space ($962k) and Stormwater ($617k). Refer to the comments above concerning depreciation, debt servicing and repairs and maintenance.
The main activity unfavourable to budget is Strategic Property ($530k) due to the higher costs offset by higher leasing revenue. This is due to this activity holding a greater number of properties than planned which will be reallocated to other activities in the future.
1.3 Net Cost of Service
The Net Cost of Service surplus at $19.1m (inclusive of asset development revenue) is $3.1m ahead of budget due to the favourable revenue and expenditure variances mentioned above.
The extent of funding required to fully fund each of the operational activities (shown in the Cost of Service Summary Statement) is $45.3m which is $5.6m less than budget.
The top activities favourable to budget are Transportation ($1.4m) and Open Space ($1m), whilst the top activities unfavourable to budget were Libraries ($289k) and Strategic Property ($131k).
1.4 Capital Expenditure
Capital expenditure is 48% spent for the year at $66.8m of a total budget including vested assets of $140.5m (including projects carried forward from the previous financial year). This is considerably ahead of the same time last year due largely to expenditure on the Sports and Exhibition Centre and property purchases.
Excluding vested assets the capital programme is 37% spent at $58.7m.
A summary of capital expenditure by activity is shown earlier in this report.
The main capital expenditure activity areas are:
• Three Waters $65.3m total budget, $16.0m (25%) spent; • Transportation $28.6m total budget, $10.0m (35%) spent; • Indoor Space & Active Living $31.8m total budget, $17.4m (55%) spent. • Open Space $13.0m total budget, $2.2m, (17%) spent
1.5 Financial Management of Projects
Staff manage the projects in the capital expenditure programme within the confines of the funding which has been approved by Council during the Annual Plan process.
The capital project sheets in each of the activity areas present each project status as "on target" or "variance expected".
012
Organisational Section
1.6 Debt Management
TCC's Total Customer Debt
Total TCC customer debt is $11.6m at Jan'11 ($50.3m at Jan'10), reflecting a decrease of $38.7m from the prior year. This is primarily due to the timing of the 2"' rates instalment being processed - it was included in the prior year numbers.
Total overdue debt is $5.2m at Jan '11 ($5.2m at Jan '10). Rates overdue debt increased $0.5m compared to the prior year, water overdue debt has remained relatively consistent, and sundry debt decreased $0.5m compared to the prior year. More commentary on these movements follows.
R a t e s ( e x c l w a t e r )
W a t e r
S u n d r y
$
$
$ S
T o t a l dc
J a n - 1 1
4 .476 .460 $
2 .452 ,117 S
4 .687 .030 $
11 ,615 ,606 $
b t
J a i i - 1 0
4 2 , 9 1 1 . 0 2 7
3 ,638 .390
3 .702 .747
5 0 , 2 5 2 , 1 6 4
Rates (excl water )
W a t e r
Sundry
$
$
$ -S
Total overdue
Ja i i - l 1
2.529.048 $
1,013,864 $
1.629,887 $
5,172,799 $
debt
Jan-10
2.001,833
1.028,385
2,129,544
5,159,762
Rates Debt
Total General Rates debt exceeding a year overdue (excluding water) is $1.8m at Jan '11 ($1.3m at Jan '10). The aging profile shows more customers are generally paying later than the prior year, indicating the volume of further 'last resort' collection action is likely to increase in future, specifically Baycorp & referral to Mortgagee's. This trend is likely to continue as the economic recovery, if any, is slow. Rates penalties make up approx $126k of existing debt on general land.
G e n e r a l l and
J a n - l l
C u s t o m e r s
Jan -10
C u s t o m e r s
C u r r e n t
$ l , 7 « , 2 8 6
1.988
$40,477,688
47.092
1-2 y $1,236,668
598
$921,009
796
ears 2-3
$332,779
256
$270,878
270
y rs 3-1-
$274,733
111
$131,196
75
v rs t o ta l
$3,587,466
1.991
$41,800,771
47,093
Total Maori debt exceeding a year overdue (excluding water) is $0.7m at Jan '11 ($0.7m at Jan '10). Overdue debt on multiple owned Maori land is consistent overall with the prior year, however it Is pleasing to see the level of old debt decrease. One initiative implemented by the Land & Rating Information rating team is to separately rate all occupiers of Papakainga housing, rather than send one invoice to the managing Maori Trust. Although this takes extra effort & administration for the team, it provides a better debt recovery situation. Rates penalties make up approx $236k of existing debt on Maori land.
Maori land
.Ian-11
Customers
Jan-10
Customers
Current
$204,125
94
$431,506
252
1-2
$461,347
67
$234,886
72
years 2-3
$63,019
32
$119,686
52
yrs 3+
$160,503
28
$324.1 78
41
yrs total
$888,994
95
$1,110,256
253
Water Debt
Total water rates debt is $2.5m at Jan '11 ($3.6m at Jan '10) of which $1.0m is overdue ($1.0m at Jan '10). The same debt collection mechanisms exist for water as it does for rates, i.e. Baycorp & mortgage demands.
Current water debt sits at $1.4m ($2.6m prior year) primarily due to the return to quarterly billing - meaning the value invoiced is less but occurs more frequently.
Organisational Section
W a t e r
J a n - U
Customers
Jan-10
Customers
Cur ren t
$1,438,253
10.977
$2,610,005
14,498
30-60days
$199,838
3,085
$109,301
2,276
60-90days
$137,543
2,090
$47,634
78
90+days
$676,483
2,481
$871,450
4.670
total
$2,452,117
14,664
$3,638,390
18.419
* Customer numbers as listed in the above tables for Rates, Maori Land and Water reflect the invoice or debt that a customer has in each period. The Total reflects total customers however these customers may be counted more than once if they have multiple invoices outstanding.
Sundry Debt
Total sundry debt is $4.7m at Jan '11 ($3.7m at Jan '10) reflecting an increase of $1.0m from the prior year. Overdue sundry debt is $1.6m at Jan '11 ($2.1m at Jan '10) reflecting a decrease of $0.5m.
S u n d r y deb t
J a n - I l
Jan-10
C u r r e n t
$3,057,143
$1,573,203
30-60days
$471,784
$962,700
60-90days
$176,594
$182,122
90-(-days
$981,509
$984,722
to ta l
$4.687.0.30
$3,702,747
Jan-11
B u i l d i n g Consents
Resource Consents
A i r p o r t
P r o p e r t y - c o m m e r c i a l leases
C u r r e n t
$384,627
$14,477
$304,769
$204,963
$908,836
30-60days
$119,567
$3,524
$231,648
$47,434
$402,174
60-90days
$163,517
$494
$5,191
$8,677
$177,878
90+days
$391,054
$113,565
$23,383
$65,134
$593,137
to ta l
$1,058,766
$132,060
$564,991
$326,207
$2,082,024
014
Organisational Section
1.7 Multi Activity Projects
None at this time.
2. Annual Report/Annual Plan
• The Risk Management Framework was updated by the Executive Team in August 2010 and was presented to the Projects and Services Committee in September 2010.
• The Annual Report for 2009/2010 was adopted on 21^* September 2010.
• The Draft 2011/12 Annual Plan is currently being prepared for Council adoption in March 2011.
015
1.1 Overview
Why We Do It
To make Tauranga easy and safe to move around by providing an integrated, sustainable and efficient transport network.
Community Outcomes We Contribute To
Easy and Safe to Move Around Built To Fit our Hills Harbour and Coast Vibrant, Healthy and Diverse Communities Strong Sustainable Economy Living Well, Wasting Less
Forward Focus
Sustainable Transport • Prioritised ten commuter routes for cycling. Working on feasibility studies to submit for
funding applications.
Transportation Planning • Work with New Zealand Transport Agency (NZTA) and other SmartTransport partners on
the development of strategic routes.
Traffic Network Management • Minor Safety Works at various sites around the city. These projects help support Council's
road safety initiatives and community programmes. • Expansion of traffic cameras at key intersections. • Planning and design for Streetlight Upgrades. • Planning and design for Traffic Signal Improvements/upgrades.
Asset Management . Annual Reseals programme underway at various locations around the city.
Pavement rehabilitation and upgrade of Kairua Road (Stage 2)
016
Transportation
Project Development and Implementation
Citv Centre Bus Stops • New streetlights and the canopy extension on the TCC building have been completed. • New under canopy lights, a new canopy in front of Masonic Park, new seating and
signs are expected to be completed by end of February 2011. • The Tauranga Bay Hopper bus services will relocate from Durham Street to Willow
Street upon completion of all works. • Waiting lounge/cafe will not be progressed. The area designated for this will be
leased out.
Tara Road Upgrading Work is continuing with the construction of a new roundabout at Tara Road/Doncaster Drive intersection.
• With the recent wet weather, and the extent of services relocation and additional peat material to be removed and replaced with sand, the project is five days behind programme,
• The roundabout will be in partial operation when the new Papamoa College opens and extra traffic control will be in place.
• Pedestrians from Parton Road will be diverted through Alice Lane to the new school. • Carriageway surfacing on the roundabout is programmed for the 21*' February 2011. • The completion of works scheduled for the 2010/11 financial year is the end of March
2011.
Domain Road / Gravatt Road Intersection Signalisation • A Post-construction Safety Audit was completed on 19 January 2011. • Recommendations in the Safety Audit Report are currently being reviewed by the design
consultant. • Minor works and items from the Safety Audit are expected to be completed by February
2011.
Howell Place Link • Houses at 14 Howell Place and 163 16" Avenue have been demolished. • The sites have been cleared except for trees and fences. • Investigation works are continuing and design works have commenced. • The new link from Howell Place to 16" Avenue is expected to be completed by mid-
2011.
Pves Pa Bypass • This project is managed by NZTA and funded by NZTA/TCC. Work has progressed as
per programme since HEB Contractors Ltd were awarded the Stage 3 contract on 23 December 2009.
• Earthworks ceased over the 2010 winter period and works recommenced in September 2010.
• The contractor has removed the balance of the preloaded material and is continuing with supplying pavement aggregate, shaping and compacting for the carriageway construction.
• The new roundabout at the southern end of the project linking onto Pyes Pa Road is currently under construction.
Olt
Transportation
Cameron Road/11 Avenue "Upgrade • Due to budget reviews, this project has been deferred. • The "right turn" currently banned from 11"^ Avenue (east) onto Cameron Road will be
reinstated. A report to amend the Traffic and Parking Bylaw 2007 will be presented to Council on 21 February 2011.
Speed Limit Review 2011 • Investigation work has commenced on the 2011 Citywide Speed Limit Review.
Progress Update on Previously Reported Issues
Refer Section 1.3.
1.2 Activity Area Summary
(a) Non-Financial Performance
Nothing to report.
Oi l
Transportation
(b) Capital Expenditure ($000)
30.000
25.000
20.000 -
15,000 -
10,000 -
5,000 -
0 -
^
July
_ — j r
August
- — - - ^
September
Transportation New Capital Expenditure
" - - y/ ___^_^,..^
* _^„A
_ — • • ' ^ ' ' ' ' ^ - ' " ^ ' ^
^^^^.^.-'^''Tr—^---' ''"'''' A-" ^
October November December January February March April May June
NB: Nev\' Capital Expancliture e.^cludes 'Vested Assets
Comments: Actual capital expenditure is below budget. This is due to some timing differences of how some projects have been cash flowed. It is expected that there will be savings of around $9.7 million in total at yearend. There are also some projects that total $3.4 million that will no longer be happening as part ofthe budget savings from the 2010/11 year. $2.2 million of this relates to land purchases that have been put on hold. At this stage $891K has been identified as a potential carry forward which relates to land purchases at Tauriko.
r
Transportation
(c) Operating Expenditure ($000)
30,000 -|
25,000
20,000
1 15.000 •
10.000
5,000
Transportation Operational Expenditure
- - -
^ July
— -
^^..^---'t-i l ' '',„
August September
^ ^ ^ ^ . ^ m r ^ ^
^ . - ^ " ^ ^ ^ ^ ^ ^ - ^ ^ ^ — " - " " ^ ^
^^ * ^^ -.- '* ' '
,„-^^r'^^' " " "
October November December January February March April May June • '" 2011 Budget — -^ — 2010 Actual
" " " ' ^ » • • . • 20,1A=,ual
.'V£?.' OperationaiExpen-Jiiure exo'uaes LOSS on Asset D:sposaf and r.on-f-jnPea Deprecistiofi
NB: Operational Expenditure excludes Loss on Disposal of assets and non-funded Depreciation
Comments: Actual operating expenditure is behind budget due to some timing differences of how some operational budgets have been cash flowed. There will be savings in the debt servicing costs.
(d) Operating Revenue ($000)
Transpor ta t ion Operat ional Revenue
8.000
4.000
July August September October November December January February Marctr April May June • 2011 Budget — . * — 2010 Actual
Mon th 2011 Actual
' \ 'S: Ope'et icna!Revenue eKCtuaes Interest on Depreciation Reserve ana revenues furtding cspe.s ( e g Developer rj-jntrlDutions')
Comments: Actual operating revenue is currently below budget. This is partly due to parking revenue being less than budget by $206K. The rest $146K relates to NZTA subsidies and the timing of partly funded operational NZTA works commencing. Therefore the actual revenue claims from NZTA are later than what has been cash flowed.
020
Transportation
(d) Net Cost of Services ($000)
^Transportation
COST OF SERVICE STATEMENT for the 7 months ended 31 January 2011
OPERATIONAL
Operational Revenue User Fees Subsidies funding operational expenditure Other Total Operating Revenue
Operating Expenditure Operating Expense Debt Servicing Depreciation Total Operating Expenditure Net Operational Cost Less non-funded costs:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Operational Cost to be funded
Net Operational Cost is funded as follows: Rates Funding Rates Funding reduced by:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Rates Funding Corporate Reserves Cash Reserves - increase/(decrease) Other Operational Funding Total Operational Funding
CAPITAL
Capital Expenditure
Capital Expenditure is funded as follows: Internal Loans Renewal Funding Corporate Res. Funding (Capex) Vested Assets Transfund Subsidies & Other Subsidies Capital Subsidies Other Total Capital Funding
2010/11 YTD
Actual ^ $000
3,734 1,957
68 5,759
6,928 4,128 4,844
15,900 10,141
1,704 0
8,437
(9,100)
1,704 0
(7,396) 0
776 (1,817)
(8,437)
13,669
(2,371) (2,704)
(2) (3,628) (2,866) (1,450)
(648) (13,669)
NB:We
2010/11 YTD
Budget '' $000
3,940 2,103
162 6,205
7,979 4,427 4,513
16,919 10,714
996 0
9,718
(9,232)
996 0
(8,236) 0
413 (1,895)
(9,718)
16,124
(3,961) (2,850)
(380) (3,691) (4,388) (3,395)
2,541 (16,124)
are currentiy
2010/11 YTD
Variance " $000
(206) (146) (94)
(446)
1,051 299
(331) 1,019
573
(708) 0
1,281
(132)
(708) 0
(840) 0
(363) (78)
(1,281)
2,455
(1,580) (146) (378) (63)
(1,522) (1,945)
3,189 (2.445)
58.3%
2010/11 Total
Budget " $000
6,754 3,926
278 10,958
13,925 7,589 7,737
29,251 18,293
1,708 0
16,585
(15,827)
1,708 0
(14,119) 0
783 (3,249)
(16,585)
34,946
(6,790) (4,886)
(651) (6,327) (7,222) (5,821) (3,249)
(34,946)
_ throughtne20
2009/10 YTD
Actual '' $000
3,226 1,900
502 5,628
6,952 3,999 3,909
14,860 9,232
1,351 0
7,881
(7,978)
1,351 0
(6,627) 0
478 (1,732)
(7,881)
11,271
(2,493) (1,503)
(6) (3,555) (1,195) (2,528)
9 (11,271)
lOni year
'OZl
03
^~ iS (ti Q re 2 <
1 1 ^t;
g S .<" ^ .s
3 o c
( 0
o .<u
? CL
j j
o s O c/i o .8 </> 9,
CO
i 2 ^ O o> .si..; ^ P "
— "O
S ^ • ^ ^
c5s ^ 1
>» w '^ + j
> • * • >
u <
CO
T -
O is * - S- c
= « s raS-ffi (0 = w
," ^ UJ CD
^ ^ ^ 3,M^
Po
ten
tia
l Y
/E$
Va
ria
nce
l i . m
Full
Ye
ar
Pro
jectio
n
$
0 )
> • =
>
Q S
**<
CJl ^
s i
Vi 9 C
T J C
* ( 0
>-( 0
c _o
1 Q .
* « K
UJ
re E E
« 3
S (A
o
"E" Q.
1 ^
0 O a,
o o
o •2i, "o
li: :B
CO,
1 CO CD
. J
"1
S
I a .
CO <£> CD
in CO
CO CO CD
CO CD CD
? . U 03
0) ' * -
C CD
<D o J3 "5)
f s OJ Q .
^ £ i -
QJ CO
i = > ,
.E -D
01" 11 i i
8 E g:"i £ i is £ t O " c f t O 0 O t j Q . D .
"5 o
J 2 CD
T 3 C =) o or Osl X (/) E o x :
g i S , CO
o CO
h -LU
i <
ii
CO CO CN
CD CM
O
CD CO
s CN
O
g
T 3
0 )
<D
C ^
O
<u
1 ^ m o
O J Z
5 e ._ CD
5 ^
c ro .9
•Is 11 ro "T
%i % -o
S i b 2 -- ? cn to TJ " i O c o
CJ 3 5
„ r o ° ~ c o < 2 g '^ •£ d .-£• " ^ i 5 •§
E 2 S 1 1 f " •s S o l l » .?! 2 S g " , ro <s o -5 ^ o 3 ,2 §> S -H ° ^ °
H » " £ S 1 '1
8 | i s 1 S s cn . 9 Q CO o Q. JU
c T 3
ro o> Q .
Z)
ro o a : c 'ro E o
Q
o s s CO
CN
H LU O cr < I—
z o
o o
CD CD
CM"
ID CN
s
o o CN
CO
tn
II 5^1
i l l ? * <u rti ro
fiill i i g l l
! ! ° i 1 o 0 cn o , o . o D> ,S _ Q. s ? S S ^
f ? l l £ ro g § O o
5 5 " ro c
.S " = O) !2 "
1 s is- i .1 5) S .E Q ra .£ o c o « — 1- a> cr ?3 -o .55
Q. - ^ o o t ; CD
8 5 i e i 8 CO •<- CL OJ (D Q -
c o o E
(U
cr -o CD O
a : CD
CD
H
CO
o
i CO
CO
z o
s
g CD
CN O CD
3 CD
O
CN
S
16 •o 5 ro ,2
!? £ , CD O 1 -
0 ) - " CVJ
^ 1 cr Q ^ ro >- = 5 0) O X3 CD ro u .
CN
% •o :: .a T 3 CD
•o 0 ) (D CJ X CD
ro . c o (D
' 2 D.
= 1 " 2 o "> ro - •
•s g i - 2 £ cc m ^ " o g ro " o S g
^ c ro " .E en O QJ O .S C» c ••= > CC ro CF> S (U J5 CD CO X
O ^ >- '^ r i 2 I - i i 0) H 0> "
^fliil o £ c ^ raro o t ! o .•= a 5
CO ro Q 5 3 «) 3 o
J 3 ( 0
?
> Q
ss o c
1 CD
ro
CO
o CO CO
CO
CN
UJ o cr
2 O
CM
CO
CN
0 0
a> IT)
CN
CD
CN
o o CM
CN O i CD
CM
t n
o (D
• g
C L
o o
CJ c ro ro m
1 -IXI O
z o
0 3
CM CM 0 5
CO
CO
CN
CO
"CJ
1 Q -
o
o c
m
L U
o
i
GO
n
00
1^"
a t a t
CM t o
o>
CM
3
(0
tf)
t 0 .
3
022
CD
O Q_ C/)
CD
Pote
ntial
Y/E
$ V
ari
an
ce
> - Ol = "O
Li- CQ
Full
Ye
ar
Pro
jectio
n
$
at
«> ro >
Q Q) H Dl
^ ? <« CO
ri 0)
J =
o »
11 c
TJ C 0)
(U
c o
lfl o
D.
•a Oj O CD Q . X
L U
E E 3
CO
3
0
'o CL
U 0)
'o Q .
(fl 0
CJ a> ^ - o 0 o
u
'o a 5
i2 o
' i a. m
J C
o
a> z ED
o
o
o o a> co"
o o a> ro
cn o CO
3 1
r^
o
§ J2 o SJ
I" .2 ^ g . 01 o — ro ^ ro 3 c ^ a,
9 o .E g g
E ^ ra c 5 o 5 P 3 o o ° D. e Q:
OJ
OJ
Q .
E 5 U
0)
- Q
O •Q 0 )
o ttJ CL X tu ^ W CD - cn U "CJ
t l Q- o O « S 1-
— • 0 ) _ > (JJ
^ ^ < ' S ro| ? g 1 R g S ,2 1 £
a t r S a i c D O i i f c o i d i
^ " i . ^ o i j o i o — , r o • S 5 > f e o ^ o r M r o O ) i :
8 0.15 s l l i g-Sf^S - 1 i " " =:5- E i c - S i S i a J c o o c O o - r ,
o g w r o • £ § £ - - £
C O £ c O U . c ^ C J t J > , 0 ( j
c
- C
3
o M "5 "2 o ro
i ^ CD c CL o «
? ^ re CL C £
5 § s ^ 5. i i U UJ
• t
ro
Fla
g
ON
TA
RG
ET
'
O
<o
IS
CN (D
lO CO
s
c Z to CJ)
S .£ S " J (5 " = 01 D. .C .Q = . 2 0 5 ro c .2 (B „
1 Iil i f SSg 1 15 1 2 C S E I S I
a> •0 3
c
1 0)
2
1 1 s' 0. § ^ §1 g - i? •S S g c ° g ? Sro.ro ^ r o r o r o ^
I " . " ! 21 t i l s
« o S S E £ r o Q o Z L
« 3 m
1 0 0
0
CO
i in CX)
m 0 1
CM
Z 0
CO
0
? co'
CD CO
CM"
a> (D CN
CN
5
u CD
0
C L
(rt
1 0)
0
8 c CD
CD
CD
1 -LU
cr < 1—
z 0
CO CM
in
CO CM
in in
0 0
0 CM_
0
0 CM i n fO
CM
m
0
io_
00 t o
0 - * CM " *
0
<D
0
QI trt
0
I z 0)
- C
0 0
(D 0 c ro ro
CD
L U
0 Z < cr
1— z < 0 L l .
z 0 OT
5
£2 3
( 0
a CJ
ID
0 0. tf)
1 S a, z
0
0
a>
cn
CM CN CO
0
2
s' 0.
1 c
CM
CD C 3 C
C 0 CJ
0 )
E E
0
Q .
"TO <D
0 )
cr
0) J2 0 "
" O
CD • C i . • ^
- >< 01 s
.s f •a s 01 dl
ro S-g >-< 5 s
^ .^ 2 Q . ^ 0 < _
0 ^ 01 T3 S 01 0 <n c a; 0 CN 0 ro fS:
3 ro 0 „ « i .
ilillll ^ 0 ro •£ . c 0) to
c c • ro 3 p (D ro 0 § SJ -a ro
8 1 ^ ro .9- 8 1 CJ t (D <D JZ QJ "
CO £ i trt (rt 0 2: Q-
ro QJ
CO
• . .c 0 (D 0 c CD c
B c ro 5
00 CO
CO
t5
i ~ LU
cr < Z 0
0
CM
s CN
CM
CO
CM'
s.
CD
2
0
T 3
OJ
1 s l l l n .2?
li • tn
•0 -6 B
c ro| i i 0 • • 3 Ct _ | -
5 1 5 ro ,2 g
ro 0 S E ° -S
ili^ji Q. t S iS * £ 01 g S " •» -2 Q. 0 0 " ^ 3 ° -8 S g § ro 1
cn QC S CC OT u
1 1 E s ro CL
1 m CM
tn
< z 0 nz-
cu o
C l .
CD
Pote
ntial
Y/E
$
Variance
0, -S >- O)
= - a
LJ. CD
Full Y
ea
r
Pro
jectio
n
$
0 )
«> ro >
0)
o «
i l f! 11 c
•D
£ ( 0
15 c
o 0. •a 2 % a X
UJ
TO E E 3
CO
tf) 3
s if i
t> 0)
•g' 0-
o
a.
(A
o
O 0,
^ 0
o
t i s
ra ro i l
o
(3)
CD
o CO
o CO CO
CO
0 )
O
i o 0) -
& : : (D O
1,1 •2 >-5 f •o c 0) ID ro 8-o >•
< a 01
o .£ 3 g 8 o 1 i K 1 = 5 S » ^
15 ro ro .E m £ Ol . 3 . C O j t > . r o , E . S ' C « l O Q . C L C
ro^rog-^^J!
o i £ _ j c : ' o 0 c j " 2
o i c D J H ^ ^ c ^ r o o Q . ™ = o raLi- 0 ) - ^ 0 S ' ^ ' > - ( r t - o "> ro CO Q - S i S - a roiro
c 0
•? 3
CO CD £ CJ
c 0 0
i CO
< c Ic 1— 0 CD 0 0 CO CO
CD
QC < Z 0
0 g
0
g
0
0
0
0
0 QJ * .
• Q CD
5 ra
l ° l ^ CM ro 0 o '" :•= £ ID TJ _ ra •D -E "D ro ^ 3 CO c: ^
S •• 0 > CO § S t= 0 aJ 3 .0 ro " = ro - Q. £ E « | S ~ ra c S 5 ? 2 0 o i ^ 3 °- ro :£ - • ! : (31 01 ^ : - CO
0 ro CO " ^ ; - • §
lli 1 Cl a 2 1 S 1 9- r .- u, c J3
I I i f I I
"CD QJ
0
cr ra c 0
<
0 CO
0 CO CO
CM CN
or
§ 1 -z < 0 LJ_
z 0
CO
CO
CO
CO CO CO
CN
CO
co
to
0
t IL 1 <D c CD
cr
8 c ro ro
CD
1 -LU
cr
z 0
0 to
co
CO
0
<o"
o>
0 0 0 0 CM
0 0
a*
2 0 1-
3 w
t Q .
S 0 c « cr
1
i of
s
^
i 0
1 . 2
1
. '?4
Transportation
(b) S ign i f i can t Opera t iona l Pro jec ts ( Inc ludes Pro jects Del ivered F rom W i t h i n Cur ren t Budge ts )
Project Status
Alternative transport promotions and education
Develop travel plan guidelines
Safe cycling education
Ttiis area of v\/orl< is not proceeding as NZTA have withdrav\/n funding.
NZTA have withdravi/n funding.
Tauranga Hospital has completed their Workplace Travel Plan.
Ongoing as part of our Community Programmes, which are subsidised by NZTA.
(c) Non-F inanc ia l Pe r fo rmance i n fo rma t i on
• Activity Area Plan Progress Check
(Key items from the 'how we are going to get there' section of the activity area plan)
Parking
Through the parking enforcement role plus consideration of statistics of parking infringements to assist City Transportation in managing the efficiency of parking infrastructure in the City.
Ongoing.
Sustainable Transport
• Develop and implement Travel Plans for schools.
• Expand the "Kids on Feet" and "Kids Can Ride" programmes at schools.
• Develop and implement integrated walking and cycling paths in conjunction with Parks and Leisure and Stormwater sections.
With BOPRC, develop a Transportation Centre in the city centre, along with satellite centres in the suburbs.
• Develop and install bus priority measures (BPM) to provide predictable bus travel times on key corridors.
On-going.
On-going.
Planning has progressed in the development of 10 commuter routes. A Feasibility Study on these routes is currently being completed for funding submission to NZTA.
The City Centre Bus Stops are currentiy under construction with completion due in late February 2011.
Bus stop guidelines have been developed. Business plan under development with BOPRC to investigate electronic timetables. Bus Priority Measures (BPM) integrated with upgrading of arterials.
0"S
Transportation
Transportation Planning
• Carry out the ITS Implementation Plan and accommodate national and regional strategies and policies.
. Continue to develop key multi-modal corridors and funding plans in collaboration with our SmartTransport partners to ensure an integrated approach.
Ongoing.
Ongoing.
Network Management
Develop and initiatives to infrastructure.
implement travel demand better utilise existing
Use road safety statistics and trends to plan education campaigns and safety works.
Develop and implement Parking Management Plans in the City Centre, Mount Maunganui and Greerton retail areas.
Research and investigation ongoing.
On-going.
Ongoing.
• Progress Towards 2010/11 Performance Targets
(table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)
What this measure tells Measure
What we're doing to make sure 2010/11 we meet the year end target Target (including actual YTD if
available)
Activity outcome measures
Level of safety for people moving around the city (factual)
Number of people that were injured or killed in crashes across the city (cyclists, pedestrians, vehicle occupants).
Data Source NZTA - Crash Analysis System (CAS)
No. Decreasing Continuing with Road Safety Promotions and Road Maintenance and Minor Safety Works to address problems shown from past years' statistics.
Level of safety for people moving around the city (perception)
Of residents who cycle, walk or drive around the city, the percentage that feel safe* when doing so on the cycleways, footpaths or roads. * safe in its broader sense, including personal safety / security.
Data Source: TCC-annual residents' survey
% Increasing As above.
Efficiency of All day congestion indicator, which is the transport the minutes of delay* per km of travel network on key city routes. (factual) *delay is calculated as the actual
travel time less what the travel time would be at the speed limit.
Mins/ No increase Road and intersection km improvements ongoing.
Continuing to work with BOPRC to improve the public transport system.
Transportation
What this measure tells
" n m
Sustainability of the transport network (perception)
Sustainability ofthe transport network (factual)
Sustainability of the transport network (factual)
Sustainability ofthe transport network (perception)
Awareness of sustainable transport initiatives (factual)
Access to sustainable transport (factual)
Enabling efficient movement of traffic within the CBD (factual)
Measure
i ^ Data Source NZTA - Tauranqa Traffic System Performance Monitoring Report (Beca - six monthly)
How people journeyed to work:
(a) Drove a car, truck, van or motorcycle. (b) Passenger in car, truck or van. (c) Walked or jogged, cycled, by bus. (d) Didn't go out to work or not stated.
Data Source: Census (5-vearlv) and TCC - annual residents' survey for intervening years
Number of pedestrians and cyclists. and number of vehicles that have more than one occupant, on key routes*. * as per counts done at the same key sites, at the same times, on the same days during the year (plus percentage of vehicles that have more than one occupant).
Data Source: TCC
Number of passenger trips on local buses.
Data Source: Bav of Plenty Reaional Council (BOPRC)
Percentage of residents that agreed that public transport is affordable, convenient and safe.
Data Source: Quality of Life survey, 2-yearly
Number of participants in school children's walking and cycling programmes.
Data Source: TCC
Percentage of households that live within 400 metres (on formed pathways) on a bus stop.
Data Source: TCC
Number of infringement notices issued for over time limits.
Data Source: TCC
Unit
No.
No.
No.
No.
No.
%
_
2010/11 Target
An increasing proportion of people using alternatives to private vehicles
Increasing
Increasing
Increasing
1000
Increasing
Baseline to be established this year
What we're doing to make sure we meet the year end target (including actual YTD if available)
The funding cuts to walking and cycling are putting this measure at risk of not achieving the targets. Increasing on-road and off-road cycle and pedestrian facilities.
Continuing to work with BOPRC to improve the public transport system.
The funding cuts to walking and cycling are putting this measure at risk of not achieving the targets.
Building more bus shelters and installing additional bus stops.
Working with BOPRC on promotion.
Continuing to maintain relativity between bus fares and all day parking.
Continuing to work with schools to promote walking and cycling.
Working with BOPRC to install additional bus stops.
027
Transportation
What this measure tells
us
.1 t 2010/11 Measure Unit ^^^g^^
What we're doing to make sure we meet the year end target (including actual YTD if available)
Levels of Service
Responsiveness (factual)
Provision of roading services -reseals (factual)
Provision of footpaths (factual)
Access to sustainable transport (factual)
Provision of road sweeping services (factual)
All complaints about pot holes on local -roads are responded to within three days in summer, or two days in winter.
Data Source: TCC
The re-seal level of service is effectively "like for like". Roads will be re-sealed using the same material as the current surface. The exception to this is that all roads carrying more than 10,000 vehicles a day will be re-sealed with hot mix. In special circumstances exceptions to these rules may occur for engineering purposes.
Data Source: TCC
Percentage of: o/ (a) Roads in residential areas and industrial zones* that have at least one footpath, and (b) Urban arterials and collectors that have two footpaths. * The long-term level of service for industrial zones is to have footpaths on both sides ofthe road, but work to achieve this level of service will not commence in this ten year period. ** As per Council policy, rural-residential roads do not require footpaths.
Data Source: TCC
Achieve
Achieve
97.50%
Increase in the walking and cycling Km Additional network each year, in accordance with the Integrated Transport Strategy for Tauranga (including total length of walking and cycling network and the location of key additions to the network each year).
Data Source: TCC
Roads are swept daily in the CBD, weekly or twice weekly for arterial routes, and four times per month for local roads.
6km Total = 77km
Achieve
This is being achieved however periods of sustained heavy rain will impact on the Levels of Service.
Council currently spends approximately $120K on pothole repairs per year.
Reseal work has been planned to meet this level of service.
This is currently at approximately 96%.
This financial year approximately 3 km of new footpath will be constructed.
New projects currently being planned. However the funding cuts to walking and cycling are putting this measure at risk of not achieving the targets.
Contract conditions set to achieve this level of service.
026
Transportation
What this measure tells Measure Unit
2010/11 Target
What we're doing to make sure we meet the year end target (including actual YTD if available)
Data Source: TCC
Provision of public transport facilities - bus shelters (factual)
Provision of parking
services (factual)
Safety of coastal structures (factual)
14 new bus shelters are installed each year.
Data Source: TCC
Parking restrictions are enforced in; Tauranga CBD - 6 hours/day for 5.5 days/week. Mount and Greerton Centres - 6 hours/day for 5 days/week. Citywide patrol service, in response to complaints, available 7 days/week 8.00am-5.00pm
Data Source: TCC
Progress towards achieving compliance with BOPRC resource consent cx^nditions for coastal structures (number achieved compared to the planned programme each year, as well as total number that are compliant). * The longer term target is that all 24 coastal marine structures managed by this activity comply with resource consent conditions by 2020.
Data Source: TCC
Achieved
Achieved
4 structures compliant this year of a total of 24.
Installation of 14 new bus shelters will be undertaken this financial year.
Level of service maintained with no significant variances to report.
OTHER INTERESTING STATS
What thiq
measure tells us
Provision of street lighting (factual)
Measure Unit
Number of streetlights that are upgraded each year (normally 150-200), noting that those on arterial and collector roads are given priority.
Data Source: TCC
2010/11 Target
Achieve
What we're doing to make sure we meet the year end target (including actual YTD if available)
Additional streetlights will be provided and upgraded during this financial year.
• Other Information
None for this activity area.
029
2.1 Overview
Why We Do It
To ensure Tauranga has an airport that is safe and is recognised as a centre for excellent air transport and related services, and that meets the social and economic needs of our community.
Community Outcomes We Contribute To
• Easy and Safe to Move Around • Strong Sustainable Economy
Forward Focus
Continue the consolidation of the Airport business and monitor growth against Masterplan projections and infrastructure development plans.
Progress on Issues Previously Raised Through the 'Forward Focus' Section
N/A
2.2 Activity Area Summary
(a) Non-Financial Performance
The volume of passengers travelling in and out of the Airport continues to Increase due to availability of increased capacity and discounted fare products. Capacity will Increase again following the Introduction of a second dally direct return service to Christchurch.
030
(b) Capital Expenditure ($000)
Airport New CeipHal Expenditure
1.000
800
'KX)
• ^ — 2 0 1 1 Budge! A 2013 Actual
m 20t1Actuad
NB: New capital Expenditure exdudes vested assets.
Comments:
The main item of capital expenditure for the year (being the Apron Extension) remains on hold until demand requires this project to be completed.
031
(c) Operational Expenditure ($000)
Airport Operational Expenditure
2,500
zooo
NB: Operational Expenditure excludes Loss on Disposal of assets and non-funded Depreciation
Comments:
Due to the delay In the Apron Extension debt servicing Is favourable to budget.
032
(d) Operational Revenue ($000)
r~ Airport Operational Revenue
4,500
4,000
3,500
3,000
... 2500
2000
1,500
1,000
500
JJy AjgLEt Septerrber CfctcDber Ncwerrber Decerrber January Febiuary IVbrch / ^ l May June
Operational revenue Is in line with budget to the end of January.
033
(e) Net Cost of Services ($000)
Airport
COST OF SERVICE STATEMENT for the 7 months ended 31 January 2011
OPERATIONAL
Operational Revenue User Fees Subsidies funding operational expenditure Other Total Operating Revenue
Operating Expenditure Operating Expense Debt Servicing Depreciation Total Operating Expenditure Net Operational Cost Less non-funded costs:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Operational Cost to be funded
2010/11 YTD
Actual $000
2,424 15 27
2,466
833 206 278
1,317 (1,149)
0 0
(1,149)
2010/11 YTD
Budget $000
2,326 6
96 2,428
946 327 299
1,572 (856)
0 0
(856)
2010/11 YTD
Variance $000
98
9 (69)
38
113 121 21
255 293
0 0
293
2010/11 Total
Budget $000
3,988 10
165 4,163
1,620
561 513
2,694 (1,469)
0 0
(1,469)
2009/10 YTD
Actual $000
2,376 11 35
2,422
806 292 260
1,358 (1.064)
0 0
(1,064)
Net Operational Cost is funded as follows: Rates Funding Rates Funding reduced by;
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Rates Funding Corporate Reserves Cash Resen/es - increase/{decrease) Other Operational Funding Total Operational Funding
0 0 0 0
1,149 0
1,149
0 0 0 0
856 0
856
0 0 0 0
(293) 0
(293)
0 0 0 0
1,469 0
1,469
0 0 0 0
1,061 0
1,061
CAPITAL
Capital Expenditure 315 732 417 1,051 628
Capital Expenditure is funded as follows: Internal Loans Renewal Funding Corporate Res. Funding (Capex) Vested Assets Subsidies funding capital expenditure Development Impact Levies Other Total Capital Funding
(134) (181)
0
0 0 0 0
(315)
NB: We are
(497) (116)
0 0 0 0
(119) (732)
currently
(363) 65
0 0 0 0
(119) (417)
58.3%
(853) (198)
0
0 0 0 0
(1,051)
through the 2010/11
(543) (85)
0 0 0 0 0
(628)
year
034
2.3 Activity Area Detail
(a) S ign i f i can t Capi ta l Pro jects ($000)
There are no significant capital projects to report for the Airport.
(b) Signif icant Operational Projects (Includes Projects Delivered From Within Current Budgets)
There are no operational projects to report for the Airport.
(c) Non-F inanc ia l Pe r fo rmance In fo rmat ion
(i) Activity Area Plan Progress Check
(key items from the 'how we are going to get there' section of the activity area plan)
Item Status
Align its activities with its 20 Year Master Plan and the Tauranga City Council LTCCP to move it on from where it is now. In particular:
Key projects in 20 Year Master Plan which include the following:
Grass runway extension. Sealed taxiways. Further hangar Further overnight parking for scheduled aircraft. Further terminal and car park capacity
Continued provision of Category 4 rescue fire services. Continued enhancement of community awareness of the benefits of the airport in its current location via contact with community and educational groups and the media. Continue to work with airlines to maintain passenger capacity at appropriate levels
Included in the Ten Year Plan.
In place.
Regular presentations to community groups and users of the Airport. Very Positive feedback received re Tauranga City Airshow 2010 Regular contact with ANZ management.
(ii) Progress Towards 2010/11 Performance Targets
(table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)
What this measure tells Measure
What we're doing to make sure 2010/11 we meet the year end target Target (Including actual YTD if
available)
Service performance measures
That the airport Achieve 100% compliance with Civil facilities are Aviation Authority rules through safe (factual) adherence to an airport quality
management system.
Data Source: TCC - CAA Annual Audit
% 100 Compliance achieved with 2010.
035
What this measure tells us
Quality ofthe airport facilities (factual)
IVIeasure Unit
Customers are generally satisfied with No. the facilities provided at the Airport (including cafeteria and parking), tracked through the number of complaints received.
Data Source: TCC
2010/11 Target
<24 complaints per year
What we're doing to make sure we meet the year end target (including actual YTD if available)
All comments are monitored and complaints actioned if they occur.
Levels of service
Management of land held (factual)
Safety (factual)
Fire safety (factual)
Accessibility of facilities (factual)
Carpark provision (factual)
All currently leasable* buildings, land and hangar sites are leased.
* Council retains land round the airport for future expansion, not all land is available to be leased at any point in time.
Data Source: TCC
All flights operate in accordance with the Airport Authorities Act and Civil Aviation Regulations.
Data Source: TCC - CAA annual audit
The airport rescue and fire service is available to meet the requirements of Civil Aviation Regulations.
Data Source: TCC - CAA annual audit
Airport facilities (cafeteria, carpark etc) -are open to meet all scheduled services. * Opening hours for the cafeteria are from 30 minutes before the first scheduled departure until the last departure each day.
Data Source: TCC
Number of carpark spaces provided. No. * Security services are provided for the carpark area from 10pm to 6am, seven days/week.
Data Source: TCC
Achieved
Achieved
Achieved
Achieved
356
All leased, but further including 9 new hangar site.
CAA Audit completed in July 2010.
CAA Audit completed in July 2010. Ongoing training undertaken.
All operating to meet public demand.
Occupancy being monitored.
Other interesting statistics
Throughput -passengers (factual)
Number of passengers through the No. airport each year.
Data Source: TCC
n/a Passenger counts are monitored and reported monthly.
036
What this measure tells Measure
Throughput - Total number of flight movements flights (factual) each year.
Data Source: TCC
No.
What we're doing to make sure 2010/11 we meet the year end target Target (including actual YTD if
available)
p/a Flight movements are monitored and reported monthly.
(iii) Other Information
None for this activity area.
037
Arts and Heritage
3.1 Overview
Why We Do It
To provide dynamic facilities and services that help create a strong sense of community mana, pride and identity, reflecting the heritage and culture of our region.
Community Outcomes We Contribute To
• Vibrant, Healthy and Diverse Communities • Strong Sustainable Economy • A Great Place to Grow Up
Forward Focus
Progress on Issues Previously Raised Through the 'Forward Focus' Section
N/A
3.2 Activity Area Summary
(a) Non-Financial Performance
Nothing to report.
(b) Capital Expenditure ($000)
No significant capital expenditure for this activity area.
03B
Arts and Heritage
(c) Operating Expenditure
Arts and Heritage Operational Expenditure 2,000
0 + July August September October November December January February March April
Month ~
May June
2011Budget - - 4 20t)Actual
2011AcHjal
NB: Operational Expenditure excludes Loss on Asset Disposal and non-funded Depreciation
Comments:
Tracking in line with budget.
(d) Operating Revenue ($000)
No significant operating revenue for this activity area.
039
Arts and Heritage
(e) Net Cost of Services ($000)
Arts & Heritage
COST OF SERVICE STATEMENT for the 7 months ended 31 January 2011
OPERATIONAL
Operational Revenue User Fees Subsidies funding operalional expenditure Other Total Operating Revenue
Operating Expenditure Operating Expense Debt Servicing Depreciation Total Operating Expenditure Net Operational Cost Less non-funded costs:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Operational Cost to be funded
Net Operational Cost Is funded as follows: Rates Funding Rates Funding reduced by:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Rates Funding Corporate Reserves Cash Reserves - increase/(decrease) Other Operational Funding Total Operational Funding
2010/11 YTD
Actual $000
0 34 0
34
929 19 21
969 935
0 0
935
2010/11 YTD
Budget $000
0 34 0
34
997 18 20
1,035 1,001
0 0
1.001
2010/11 YTD
Variance $000
0 0 0 0
68
(1) (1) 66 66
0 0
66
2010/11 Total
Budget $000
0 60 0
60
1,669 32 35
1,736 1,676
0 0
1,676
2009/10 YTD
Actual $000
0 0 0 0
892 19 20
931 931
0 0
931
(935) (936) (1) (1,604) (909)
0 0
(935)
0 0 0
(935)
0 0
(936) (65)
0 0
(1,001)
0 0
(1) (65)
0 0
(66)
0 0
(1,604)
(72) 0 0
(1,676)
0 0
(909) (36)
14 0
(931)
CAPITAL
Capital Expenditure 14
Capital Expenditure is funded as follows: Internal Loans Renewal Funding Corporate Res. Funding (Capex) Vested Assets Subsidies funding capital expenditure Development Impact Levies Other Total Capital Funding
0 0 0 0 0 0 0 0
NB:We
0 0 0 0 0 0 0 0
are currently |_
0 0 0 0 0 0 0 0
58.3% _ through
0 0 0 0 0 0 0 0
the 2010/11
0 0 0 0 0 0
(14) (14)
year
040
Arts and Heritage
3.3 Activity Area Detail
(a) S ign i f i can t Capi ta l Pro jec ts ($000)
None for this activity area.
(b) S ign i f i can t Opera t iona l Pro jec ts ( Inc ludes Pro jec ts Del ivered f r o m W i t h i n Cur ren t Budge ts )
Project
None for this activity area.
Status
(c) Non-F inanc ia l Per fo rmance In fo rmat ion
(i) Act ivi ty Area Plan Progress Check
(key items from the 'how we are going to get there' section of the activity area plan)
Item Status
Museum • The Project Steering Group is responsible for
the development of a plan to deliver a public museum facility.
Art Gallery • Agree on an annual basis with the Tauranga
Art Gallery Trust a Statement of Intent and monitor performance of the Trust in accordance with the performance measures and targets established via the Statement of Intent.
Arts & Heritage Facilitation Continue to assist Creative Tauranga to upskill so they are in a position to provide high quality strategic advice to Council.
• Assist The Elms to achieve their vision and implement actions in The Way Forward strategic document.
Council has established a fully independent Trust, the Tauranga Moana Museum Trust, to deliver a public museum facility. The Trust has not yet reported back to Council regarding its plans.
2010/11 Statement of Intent signed. First six-monthly monitoring report to go to Projects and Monitoring Committee on 14* March.
Ongoing liaison with both Creative Tauranga and The Elms. Ongoing monitoring of both outcomes delivered and financial status of Creative Tauranga.
(ii) Progress Towards 2010/11 Performance Targets
(table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)
What this measure tells Measure
What we're doing to make sure 2010/11 we meet the year end target Target (including actual YTD if
available)
Activity outcome measures
Level of cultural richness and diversity (perception)
Percentage of residents that agreed % Retain at that there is a culturally rich and diverse Arts scene in Tauranga City.
Data Source: Quality of Life two-yearly survey
45% (increase not anticipated due to Council
Art Gallery services available to the public.
n 4 V
Arts and Heritage
What this measure tells Measure
2010/11 Target
policy direction and investment decisions)
What we're doing to make sure we meet the year end target (including actual YTD if available)
Service performance measures
Level of Percentage of users that are satisfied satisfaction with the operation of, and information with service available at, the information hub provided (Creative Tauranga office and web (perception) links).
Data Source: Creative Tauranga -annual customers' survey
99% of respondents rate service as "very good" or "excellent" and 99% rate availability as "mostly" or "always"
TCC has entered into a contract with Creative Tauranga for delivery of Arts & Heritage facilitation services.
Accessibility of Museum collection (factual)
Number of sessions on the Museum website each year.
Data Source: TCC
No. Increasing Over this current period there has been very little activity due to the holiday period.
Total visits for the year-to-date are 2,005.
Total visits since the website was launched are 10,540.
Levels of service
Accessibility of Museum collection (factual)
X % of the Museum collection is available to view on the website.
Data Source: TCC
No Target will be developed
There have been no additional items loaded onto the Heritage Collection website for public viewing.
Hands on Tauranga objects remain at the same amount as per the previous monitoring report (201 items).
There are currently 15 local schools signed up to the service with 1 new sign up since the last report.
The new school is Papamoa College.
Total number of orders for the period is 0 due to it being the school holiday period.
Accessibility of Museum collection (factual)
Number of schools visited to provide education programmes each year.
Data Source: TCC
No. Target will be developed
Provision of exhibitions (factual)
Number of special exhibitions held at the Art Gallery each year.
Data Source: Art Gallery Trust
No. 16 per year Exhibitions held to date:
Reuben Paterson (Whakapapa)
The Asian (Heather Straka)
Edward Bullmore: Life Studies
Bohemians ofthe Brush
042
What this measure tells
us
Funding sources (factual)
Accessibility of infonnation hub (factual)
Throughput -visitors (factual)
Measure
Level of operational funding generated from sources other than rates.
Data Source: Art Gallerv Trust
Opening hours of information hub (Creative Tauranga office aspect).
Data Source: Creative Tauranqa
Other interesting statistics
Number of visitors to the Art Gallery each year.
Data Source: Art Gallery Trust
Unit
%
Narra five
No.
2010/11 Target
20%
Opens days per week (excluding public holidays) when the Creative Tauranga office is open)
No targets required
What we're doing to make sure we meet the year end target (including actual YTD if available) W ^ ^ ^ M
Femme du Monde (Frances Hodgkins)
Night Cock Fight (Jacquelyn Greenbank)
My Casa is your Casa (Lauren Lysaght)
In Bloom - Karl Maughan
The Making of the Word Witch
Bob Tulloch
School Folios
Exhibitions in progress:
Yellow, 4 Dec - 20 Feb.
Artful Spies, 4 Dec - 20 Feb.
The Miles Art Award, 18 Dec -27 Feb.
Art Gallery has developed a business plan to achieve this objective. Funding has been received from WBoPDC, TECT, BoPRC, The Miles Trust, Cooney Lees Morgan, BoPRC, Books-a-Plenty and Friends ofthe Gallery.
Creative Tauranga open as per target.
,. ^
The Gallery communicates to community about events. education opportunities and exhibitions. There is an active programme to advise the community about what is on in the Gallery.
(iii) Other Information
€ 4 3
Venues and Events
4.1 Overview
Why We Do It
To facilitate a vibrant community that comes together often to enjoy our arts, culture and leisure activities.
Community Outcomes We Contribute To
• Vibrant, Healthy and Diverse Communities • Strong Sustainable Economy • Living Well, Wasting Less • A Great Place to Grow Up
Forward Focus
• Implement the new Venues and Events Management Software (Ungerboeck) • Rugby World Cup • Assist where required with any aspects of Baypark Arena opening
Progress on Issues Previously Raised Through the 'Forward Focus' Section
N/A
4.2 Activity Area Summary
(a) Non-Financial Performance
New Years Eve and the Summer Ambassadors programme both received favourable feedback, with Information now being collated as part ofthe Summer Activities Review.
Work on Tauranga's Involvement In the Rugby World Cup 2011 has been ongoing for over 18 months. Whilst there are no games scheduled for Tauranga, we are hosting 3 teams (Fiji, Samoa and Russia) for practice sessions during the 7 week period of the Rugby World Cup 2011. Government Lotteries funding for Events related to the Rugby World Cup has largely been decided, with approximately 4 events receiving some funding. As more details are supplied, Tauranga City Councils costs to comply with the Host Variation Agreement (signed In 2009 between TCC and Rugby World Cup) are being clarified. Options for Tauranga's Involvement In this will be presented to Elected Members for consideration and decisions in April 2011.
Occupancy for Baycourt for the 7 months of the financial year Is 28.1 %. This compares with 32.4 % for the same pehod In the previous year. Whilst Initiatives (such as the partnership with Zenith Promotions) have been Implemented, the reality Is that bookings are quieter this year than last. The occupancy target of 48% for the year will be a stretch target. Last year the occupancy was skewed significantly to local events, however this year the balance between the 3 client types we measure Is much more even as some professional promoters begin to tour New Zealand again.
The partnership approach with Zenith Productions In September enabled the show Spamalot to occur, and fill a vacant space In the Baycourt calendar left by Tauranga Musical Theatre (who booked earlier In May this year).
044
Venues and Events
The number of external events (not at Baycourt) utilising Councils services (Ticketing, Technical etc) Is In line with previous years. Blues Brews and BBQ's, Mills Reef Stars under the Stars, and Surf Lifesaving events are examples of larger scale events that have utilised Council event services.
A presentation to TCVL of the new Venues and Events booking management software (Ungerboeck), has resulted in the likelihood of this system being chosen by them to manage the bookings for the new Sport and Exhibition Centre as well as Baypark itself. This is In line with the Events Strategy, and the business decision that Council made when purchasing this software. Should Ungerboeck software be used for the TCC and TCVL venues, then this will result In all event Information being 'In one place', which will assist with the co-ordinating of events (less clashes), and easier marketing. This will make events in Tauranga more sustainable by reducing competing events within a resthcted timeframe, and Improving attendance at events through co-ordinated efficient marketing.
NB: New Capital Expenditure excludes Vested Assets
Comments:
The Capital Expenditure programme Is on target for the year, with the most significant project remaining (carpet replacement) about to be awarded.
04B
Venues and Events
(c) Operating Expenditure
Venues and Events Operational Expenditure 3,500
3,000
^ 5 0 0
2,000
1,500
1,000 —
500
J i iy AjgiJSt Septerrber Cadoer Ncwenfeer Decerrter January Febnjary IVbich / ^ i May
Mon th
Jure
••—20TIBudgel A 20t3Actual
m 20TI Actual
NB: Operational Expenditure excludes Loss onAs.set Dispcsal and non-funded Depreciation
Comments:
Expenditure Is tracking below expectations, mainly due to Incorrect cash flowing of the Event Investment Fund which will be determined in April.
0 4 1
(d) Operating Revenue
~>, Venues and Events Operational Revenue
1,600
1,400
1,200
1,000
800
600
400
200
JJy Ajgust Septerrber Cctoter Ncverrber Decerrter Januaty February IV&ch />pril
Month — • 20iiBudga
• 20^1 Act u^
tVby
k 20tl Actual
Jine
NB: Operational Reverse excludes Interest on Depreciation Reserve and revenues funding capex (e.g. Developer Contributions)
Comments:
Revenue is tracking below budget predictions mainly in the Internal (within Baycourt) Technical Equipment hire, and Catehng areas. The reduced number of events in Baycourt is affecting the revenue of these 'value add' services we provide.
048
Venues and Events
(e) Net Cost of Services ($000s)
COST OF SERVICE STATEMENT for the 7 nnonths ended 31 January 2011
OPERATIONAL
Operat iona l Revenue
User Fees
Subsidies funding operational expenditure
Other
Total Operat ing Revenue
Operat ing Expend i tu re
Operating Expense
Debt Sen^cang
Deprecaation
Total Operat ing Expendi ture
Net Operat iona l Cost
Lass non-funded costs:
Non-funded Depredation
Non-funded Loss on /teset Sales
Net Operat ional Cost to be funded
2010/11
Y I U
Actua\
$000
721
0
17
738
1,462
36
263
1,761
1,023
0
0
1,023
2010/11
YTD
Budget
$000
798
0
18
816
1,510
37
345
1,892
1,076
0
0
1,076
2010/11
YTD
Var iance
$000
(77)
0
(1) (78)
48
1
82
131
53
0
0
53
2010/11
Total
Budget
$000
1,348
0
30
1,378
2,589
63
591
3,243
1,865
0
0
1,865
2009 /10
Y I U
Acti ia\
$000
783
1
18
802
1,351
22
227
1,600
798
0
0
798
Net Operational Cost is funded as follows: Rates Funding FJates Funding reduced by:
Non-funded Deprecaation Non-funded Loss on teset Sales
Net F?ates Funding CDrponate Reserves C&sh Resents - increase/(decrease) Other Operational Funding Total Operational Funding
(1,023) (1,024) (1) (1,755) (732)
0 0
(1,023) 0 0 0
(1,023)
0 0
(1,024) (64)
12 0
(1,076)
0 0
(1) (64)
12 0
(53)
0 0
(1,755) (110)
0 0
(1,865)
0 0
(732) (66)
0 0
(798)
CAPITAL
capital Expenditure 129 143 14 246 498
Capital Expenditure is funded as follows: Intemal Loans Renewal Funding Cbrporate Res. Funding (Capex) Vfested/tesets Sut)sidies funding capital expenditure Development Impact Levies Other Total Capital Funding
(39)
(90)
0
0
0
0
0
(129)
NB:We
(45)
(98)
0
0
0
0
0
(143)
ae cuiiertly
(6)
(8) 0
0
0
0
0
(14)
58.3%
(79)
(167)
0
0
0
0
0
(246)
tliou^tl-ieSOIO'l
(162)
(336)
0
0
0
0
0
(498)
1 y&* 049
Venues and Events
4.3 Activity Area Detail
(a) Significant Capital Projects ($000)
None at this time.
1 ^
Venues and Events
(b) Significant Operational Projects (Includes Projects Delivered From Within Current Budgets)
Project
None for this activity area.
Status
(c) Non-Financial Performance Information
(i) Activity Area Plan Progress Check (Key items from the 'how we are going to get there' section of the activity area plan)
Item Status
Ongoing communication with Events Strategy stakeholders is enabling all parties to meet their objectives with respect to the Events Strategy actions. These actions are appropriately resourced and funded, and regular reporting sessions occur to ensure that all stakeholders are on track with their actions. The Events Net network is supported by Venues and Events as this volunteer network has a significant part to play in the delivery of actions from the Events Strategy.
A marketing strategy is developed to gradually raise awareness of what Tauranga City Council delivers in the Venues and Events area across all members of the Tauranga Community. This awareness campaign will encompass the actions of the Events Strategy, and have a focus on ensuring that those in the events industry know where to direct people for event information. All current events related processes and systems are reviewed, and a system scope is developed for replacement of these existing systems where appropriate.
The actions have been prioritised. Several have been topics of meetings, with specific measurable outcomes. This work is ongoing.
Current projects are:
• Development of an Event Measurement Tool (to better quantify expected outcomes from events)
• Development of 'Greening Events', in partnership with TCC Solid Waste, WBOPDC, and the Sustainable Business Network. This work has created a manual for events to use to assist in making their event 'more green', and is a result of the initiatives in the Events Strategy and the recent Joint Tauranga City Council and Western Bay of Plenty District Waste Minimisation and Management Plan. Trials of these initiatives are being undertaken from January to April of 2011.
• The development of a smaller monitoring group to ensure that Stakeholders are on track with their actions has been set up, with representatives from TCC, WBOPDC, Priority One, Chamber of Commerce, Creative Tauranga, and Sport BOP. (This group will also play a significant part in the review of the Event Support Funding Policy which is scheduled for review in early 2011.)
The Marketing Strategy developed for 10/11 is being implemented; however the vacancy of the Venues and Events Marketing Executive does mean that some of the initiatives are on hold.
The new bookings software (EBMS) is currently being implemented. Bookings for the Parks and Reserves went live on 1 July, and the Baycourt calendar went live on 1 October. Function Scripting (timeline for the event) went live on 1 February. There are some further milestones to achieve in the near future, with the integration with Origen (financials), and online (web) interface being the most significant.
051
Venues and Events
Events Tauranga has an asset management plan for Baycourt that reacts to issues identified in the Qualmark reports.
Customer satisfaction and occupancy benchmarking levels are regularly monitored and variations are investigated. Industry wide networks with other Entertainment Venues Association of New Zealand members provide instant access to industry best practice to ensure we learn from others, and introduce any efficiencies or improvements that are in use throughout the country. Relationships are developed and maintained with other Venues and operations in Tauranga to ensure that the facility network' operates in a collaborative manner, and that TCC Venues and Events services are used to enhance and enable the use of other venues. This relationship building is especially important for the venues of Holy Trinity, Bethlehem College, Baypark, and Tauranga Boys College. Services available to assist these operations are technical equipment and labour, ticketing, ushering/event crew, venue bookings, event management and mentoring. The relationship with the Flagship Events is developed to ensure that regular formal communication occurs between the TCC Venues and Events team and the Flagships, to ensure that we are meeting their needs in a cost effective manner.
Through the Events Net network, the issue of volunteer training, co-ordination, and the database are reviewed, and a sub-regional plan developed in line with the Rugby World Cup and Events Strategy direction.
Replacement of areas ofthe Butynol roofing is complete, however the recent significant rain identified 1 remaining leak. The final payment is being withheld until this is remedied.
Baycourt's carpet replacement is scheduled for mid 2011.
Customer Service Statistics for Baycourt for the first 7 months of the year is sitting at a very favourable 5.1 out of a possibles.
Venues and Events continue to maintain the relationships with these organisations. The use of the Event Planning Team by other venues to decide on whether the more risky events should proceed is becoming more commonplace.
The consideration to include TCVL (Baypark) in the implementation ofthe EBMS Booking system is another example of ensuring that these relationships deliver worthwhile results for both organisations.
Formal agreements over the Level of Service provided for Office space and other services for the 3 flagships that utilise the Baycourt Mezzanine have been signed. The Kart Race and Jazz Festival flagship events both utilise the Event Delivery Manager service to assist with their event.
Events Net is monitoring the Rugby World Cup process for recruiting volunteers. Use of these volunteers occurred in the Tauranga Rugby 7's and was very successful.
(ii) Progress Towards 2010/11 Performance Targets (table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)
What this measure tells us
Measure Unit 2010/11 Target
What we're doing to make sure we meet the year end target (including actual YTD if available)
Activity outcome measures
Vibrant community that comes together often to enjoy arts. culture and leisure activities (factual)
Number of events held in the sub-region, as identified in the events calendar.
Data Source: TCC
No. 460 225 Events are listed on the Events Calender for the 7 month period.
05 2
Venues and Events
What this measure tells Measure
Diversity of events - right type, mix and number (perception)
Percentage of residents that are satisfied with the number and diversity of events in Tauranga.
Data Source: TCC - annual residents' survey
%
What we're doing to make sure 2010/11 we meet the year end target Target (including actual YTD if
available)
Increasing Of 'V reported on as part of annual survey results.
Service performance measures
Indication of participation in arts, culture and leisure events provided (factual)
Baycourt occupancy rates* * using the Events and Venues Association of New Zealand (EVANZ) weighted benchmark, which is a measure of use weighted by size of each room.
Data Source: TCC
48 Current occupancy is 28.1%.
This compares with 32.4% for the same period in the previous year.
Indication of the diversity of events provided (factual)
Event mix at Baycourt split into percentages of: (a) Youth focused events. (b) Local (not-for-profit) events. (c) Commercial / professional events.
Data Source: TCC
% (a) 33.3 (b) 33.3 (c) 33.4
(a) 38.1 (b) 27.6 (c) 34.3
The event mix is significantly closer to the target than the previous year, where the number of professional events was significantly reduced.
Satisfaction with Baycourt as a venue to hire (perception)
Percentage of Baycourt venue hirers o/ that are satisfied with the venue.
Data Source: TCC - hirers' survey
Target to be The Annual Average set once customer service level for baseline the year to date is 5.1 (out of established a possible 6).
Council support for events (factual)
The number of events that receive support from Council funding through the flagship, major or small projects funds, including narrative about what these events are.
Data Source: TCC
No. 15 Applications for MPIF, and Flagship funding for the September review were decided by Elected Members
Funding this year has been to 5 of the 6 Flagship Events.
Small Project Investment Funding (SPIF) was approved for 5 events.
Levels of Service
Provision of discounts -local and youth shows (factual)
Baycourt operates a discount policy for local and youth shows (and an explanation of that policy)
Data Source: TCC
Achieved Subsidy policy is in place for internal and external events.
053
Venues and Events
What this measure tells
us
Provision of Baycourt services -quality of venue (factual)
Provision of New Years Eve event (factual)
Provision of events assistance sen/ices (factual)
Provision of technical support services (factual)
What we're doing to make sure 1 ,, . 2010/11 we meet the year end target 1
'^^^^"'•^ " " ' * Target (including actual YTD if |
Baycourt achieved a 4-star rating in the national Qualmark Venues Assessment and Grading. * 4-star rating is 'excellent, constantly achieves high quality levels with a wide range of facilities and sen/ices'.
Data Source: Qualmark Venues Assessment
Events Tauranga delivers an event on New Year's Eve at both the Mount Maunganui peninsula and in the Tauranga CBD ant these events meet the safety outcomes agreed by the Summer Activity Taskforce* * Summer Activity Taskforce oversees the events and includes representatives Council, Police, Fire Service and Ambulance Sen/ice
Data Source: TCC
available)
Achieved The Baycourt Qualmark assessment was completed in September 2010, with an improvement in score over our previous report. Baycourt has maintained the 4 Star Qualmark rating, which is a very good result.
Many of the improvements were as a result of improved building maintenance, and implementation ofthe new Venue Bookings software.
Comments were also made on the evidence of very high customer service standards.
Achieved The Event Delivery Manager delivered a safe New Years Eve, with this positive outcome confirmed by the Summer Activity Taskforce debrief meeting in January.
The Summer Ambassador programme received very positive feedback.
The Elected Member review of Summer Activities (including New Years Eve) is scheduled to commence early in 2011.
Number of events assisted during the No. 395 308 Events have been year via the events planning one-stop-shop.
Data Source: TCC
provided service by the one stop shop to 31 January 2011.
Number of events that received No. 770 The Year To Date figure is technical support during the year (lighting, sound etc), either at Baycourt or at other locations / private events.
Data Source: TCC
Other interesting statistics
409 which is in line with previous years.
Work is currently underway to improve the servicing of events at Baypark and Bethlehem Performing Arts Centre.
05'1
Venues and Events
What this measure tells Measure
Throughput -attendance at Baycourt events (factual)
Average attendance at Baycourt events, split into: (a) Youth focused events. (b) Local (not-for-profit) events. (c) Commercial / professional events.
Data Source: TCC
No.
2010/11 Target
No targets required
What we're doing to make sure we meet the year end target (including actual YTD if available)
(a) 521 Youth (266 in 09/10)
(b) 214 Local (284 in 09/10)
(c) 358 Commercial (470 in 09/10)
The local youth figure is significantly inflated at this stage due to the Competitions Society event, which had significant numbers of attendees throughout the 9 days of their event.
(iii) Other Information
None for this activity area.
055
Libraries
5.1 Overview
Why We Do It
To ensure all members ofthe community have ready access to a wide range of resources in a range of formats for information, education, leisure and cultural enhchment.
Community Outcomes We Contribute To
• Vibrant, Healthy and Diverse Communities • Actively Involved People • A Great Place to Grow Up
Forward Focus Looking at means to meet revenue targets.
Progress on Issues Previously Raised Through the 'Forward Focus' Section
N/A
5.2 Activity Area Summary
(a) Non-Financial Performance
Activity Levels:
Visits to the library are down 8% YTD on the same period last year, since the changes to charges and loan periods began on 1st July.
Total issues declined significantly duhng October and November, but returned to last year's levels in December and January. YTD issues are down 2.4% (31,000). Issues of Top Title fiction YTD are only 6.4% below last year (January is the busiest month for fiction) but DVDs and CDs are down by 21%. The loan pehod for DVDs was changed back to 2 weeks on 15 November but many former customers are now using other sources, or are not aware of the change. A promotional response is planned to address the current revenue shortfall.
Requests for interlibrary loans have reduced by half since charges were raised. Issues of children's picture books are still down 20% on last year, but this is expected to recover when more customers realise the loan limit has been raised to 40.
056
Libraries
(b) Capital Expenditure
2,000
1,800
1,600
1,400
1,200
(A
o 1,000 o
800
600
400
200
0
iL<fi w ^
July
^^^f^
August
Libraries New Capital Expenditure
, l t r - ^ ^ ^ ^ - ^
' ' " ^ ' ' " ^ Jt^"^""^
A' ' j - " * " " ^ >-, . ^ " " " " " ' ^
^ i^^^^^^f""^^'^
September October November December Januaiy Febajary
Month ~
^
j K ^ ^ ^ ^ ^ ^ -'""^
March April
- • 2011BucJget
^ , , . ' ' ^ 4
_ . . . - * •
May June
- -Jl, 20'DActual
NB: New Capital Expenditure excludes Vested Assets
Comments:
Capital expenditure for the pehod is slightly underspent. The expectation is that full year expenditure will be on track.
05*?
Libraries
(c) Operating Expenditure
8,000
7,000
6.000
5,000
3,000
2.000
1.000
Libraries Operational Expenditure
July August September October November December January February March April May June
Mon th -20-tlBudget A 20DActual
• 20'nAcluar
NB: Operational Expenditure excludes Loss on Asset Disposal and non-funded Depreciation
Comments:
Library operating expenditure is marginally above budget
05B
(d) Operating Revenue
1,200
1,000
800
o 600
200
Libraries Operational Revenue
July August Septerrtier October November December January February March April May June
ly lQPIh • 2011Budgel A 2010Actual
• 2011 Actual
NB: Operational Revenue excludes Interest on Depreciation Reserve and revenues funding capex (e.g. Developer Contributions)
Comments:
Operational revenue is below budget and is not expected to reach year end targets. A shortfall in the vicinity of $200,000 is likely at year end. Expenditure is being reviewed to identify ways to mitigate this impact.
Income from user fees remains at 71% of target despite efforts to market the changes. Revenue from TT books is now at a similar level to last year, but DVDs are down 19% on last year and CDs are down 12% on last year.
Revenue from fines is down, but some will be collected later in the year.
Revenue from internet and from cancelled stock are slightly above target.
059
Libraries
COST OF SERVICE STATEMENT for the 7 months ended 31 January 2011
2010/11 2010/11 2010/11 2010/11 YTD YTD YTD Total
Actual Budget Variance Budget $000 $000 $000 $000
OPERATIONAL
2009/10 YTD
Actual $000
Operational Revenue User Fees Subsidies funding operational expenditure Other Total Operating Revenue
Operating Expenditure Operating Expense Debt Servicing Depreciation Total Operating Expenditure Net Operational Cost Less non-funded costs:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Operational Cost to be funded
Net Operational Cost is funded as follows Rates Funding Rates Funding reduced by:
Non-funded Depreciation Non-funded Loss on /\sset Sales
Net Rates Funding Corporate Resen/es Cash Reserves-increase/(decrease) Other Operational Funding Total Operational Funding
416 9 8
433
3,358 370 868
4,596 4,163
0 0
4,163
545
9 8
562
3,228 379 812
4,419 3,857
14 0
3,843
(129)
0 0
(129)
(130) 9
(56) (177)
(306)
14 0
(320)
934
15 14
963
5,534 649
1,392
7,575 6,612
24 0
6,588
486 16 8
510
2,797 360 782
3,939 3,429
0 0
3,429
(4,163) (3,857) 306 (6,612) (3429)
0 0
(4,163) 0 0 0
(4,163)
14 0
(3,843) 0 0 0
(3,843)
14 0
320 0 0 0
320
24 0
(6,588) 0 0 0
(6,588)
0 0
(3429) 0 0 0
(3,429)
CAPITAL
Capital Expenditure 866 1,035 169 1,775 1,125
Capital Expenditure is funded as follows: Internal Loans Renewal Funding Corporate Res, Funding (Capex) Vested /\ssets Subsidies funding capital expenditure Development Impact Levies Other Total Capital Funding
(204) (662)
0 0 0 0 0
(866)
NB- VV
(247) (788)
0 0 0 0 0
(1,035)
e are cuirenilv
(43) (126)
0 0 0 0 0
(169)
583%
(425) (1,350)
0 0 0 0 0
(1,775) (1
through the 2010/11
(387) (738)
0 0 0 0 0
,125)
year
060
CO
r^ 4S o o re g. < >» *^ >
^ o <
CO
ui
o o w^ "••• B u a> o L B
Q. ^ 5 Q. ffi O 4 - <
ffi o i t 'E U) V)
5
~
o 3
•D •1)
^ 01
• o -
Q.
c
c c cn tfi
UJ a:
5 ID _J
o
a. *^
— O) O "O
1 - 3 CQ
tJ S
S ' Q
Srt
r i to
a §
B -
' 5 o
I- o CO O
s« ^ aj
1 " U- 3 CD
Q
CD S
> O
IS o a!
8 C
Q 1 -
>
1§ Q * *
^
TO 3
s§ Q t f l
> O
* V, V
z
s i fS £ c
-o c:
UJ
<o <u
>-c 0
£ o a •D
LU
£• E E 3
W) 10 3 n
. e CL
1 • ^
1 ^ 0* v_ Q.
a,
2
•5 5 u
1
fM
p CM
o>
0
T
.
3
CO 0
1 0 O)
CO
d l O)
c 0 C 0)
° 0
E -g
- | 1 0 (D
- - . , ™ ? c 5i 01
1 I t 0 a > .Q 1) >
^ f s s i s " t ^ £ S 1
0
Zi
i n
CT>
UJ 0 z
< Q:
< >
O l 0 IJ^.
• "
•cr
M
T
CT>
"7 U3
^ 00
^ I
UJ 0 2
< Q:
< >
—
^ JN'
"" r
s ta
s
r-r-_
1 to r -
0
' 00
-J3 3 trt
"
^ (NJ ID
S
S IO
s
V
""
°-
CO
? a
1 Q. CO
u
(-
( N
(J
t Q .
U j 0
CC
s :* 061
Libraries
(b) Significant Operational Projects (Includes Projects Delivered From Within Current Budgets)
Project
None for this activity area.
Status
(c) Non-Financial Performance Information
(i) Activity Area Plan Progress Check (Key items from the 'how we are going to get there' section of the activity area plan)
(d) Non-Financial Performance Information
(i) Activity Area Plan Progress Check (Key items from the 'how we are going to get there' section of the activity area plan)
Item Status
Provide appropriate technology to access resources.
Provide Learning Centres to assist customers to understand and use information technology for learning and living.
Improve the quality and range of services which can be accessed through the website.
Increase resources and professional skills which assist local business, in consultation with local business training providers.
Provide a programme of events for adults and children to encourage literacy (including information literacy) and to celebrate our heritage and cultures.
Continue to collect, preserve, digitise and catalogue local heritage materials in written or audio-visual formats. Work in partnership with museum staff, iwi and community groups.
Seek sponsorships, partnerships, and alternative funding sources to improve cost-effectiveness and/or service quality.
New Library Management Software implementation phase is complete but some development work needs to be done for optimum functioning.
7817 customers have used the Tauranga Library Learning Centre YTD - a total of 22,076 customers have used the Internet computers in all Tauranga City Libranes YTD.
There were six classes in the last 3 months, 27 people attended.
Classes have been launched for 2011, there are 52 scheduled throughout the year.
A project is under way to reorganise the Local History pages on the library's web site, to make information easier to find A New Zealand Companies information page has been added to Information staff Wiki, to create a easy-to-find reference for staff to assist customers
405 children and 170 teens were enrolled in the Summer Reading Programmes. One activity was held over Summer, featuring storytelling and orienteering at The Lakes. Attended by 100 children.
Maori Land Court staff are holding monthly clinics in the New Zealand Room, where Maori can find out about their iwi and ancestral land. This is encouraging more Maori families into the Library.
An agreement has been made between the New Zealand Room and the Hauraki Regiment to digitise the regiment's historic photographs. Digital copies of the photos will be retained in the New Zealand Room collection. This project is a means of capturing and conserving an important part of the Tauranga area's military history. No action over holiday period
062
Libraries
(11) Progress Towards 2010/11 Performance Targets
(table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)
What this measure tells Measure Unit 2010/11
Target
What we're doing to make sure we meet the year end target (including actual YTD if available)
Service performance measures
Accessibility of libraries (perception)
Whether there is enough choice in titles and formats (perception)
The value of literacy/ education / cultural programmes provided (perception)
Provision of comfortable space for library users (perception)
Uptake of online access (factual)
Percentage of customers that are satisfied with library opening hours.
Data Source: TCC - annual residents' survey
Percentage of customers that are satisfied with the range of titles and of formats available.
Data Source: TCC - annual residents' sun/ey
Percentage of attendees that found the literacy / education / cultural programme they attended valuable.
Data Source: TCC - evaluation form for programmes
Percentage of library users that can find a comfortable space to sit down in their local library if they want to do so.
Data Source: TCC - annual residents' survey
Number of sessions on Libraries website each year.
Data Source: TCC
%
%
%
%
No.
90
90
90
81
120,000
Not measured till June
5 January 2011 saw 2337 people visit Tauranga Library - the busiest day of the year (despite beautiful summer weather)
82% satisfied or very satisfied; 9% neither; 4% dissatisfied; 3% don't know. (TCC survey June 2010)
Number of stock items held per resident (including 25% ofthe Western Bay of Plenty District's residents). * Results will change as the Library developments are completed. ** The long-term target is 2.35 in the Ten Year Plan. This was changed to 2.60 during the deliberations on this Annual Plan.
Data Source: TCC
No. 2.60 Target is 325,000. This equates to 2.6 per resident.
Stock 323120 + 661 donations YTD. This = 2.58
n:
Libraries
What this measure tells Measure
What we're doing to make sure 2010/11 we meet the year end target Target (including actual YTD if
available)
Service Area of library space per 1,000 provision - population (including 25% ofthe library space Westem Bay of Plenty District's (factual) residents).
* Results will change as the Library developments are completed. ** The long-term target is 41.
Data Source: TCC
m 40.26 m^ 40.72 m'
Service provision -opening hours, accessibility (factual)
Hours per week that libraries are open: (a) Tauranga = 52.5 (b) Mount Maunganui = 42.5 (c) Greerton = 41.5 (d) Papamoa = 48
Data Source: TCC
Key literacy / education / cultural programmes run each year.
Data Source: TCC
Hours per week
No.
Achieved
300 program mes in total
Papamoa residents surveyed on opening hours at Papamoa Library. Library hours throughout Tauranga City Libraries currently being evaluated.
Service provision -programmes run (factual)
YTD 86 primary and pre-school visits.
Children's Librarians participated in Literacy Day organised by Rotary and attended by 75 children from low decile schools
7 adult group tours/classes conducted Nov-Jan
Other interesting statistics
Throughput -Learning Centre (factual)
Number of customers using the Leaming Centre each year.
Data Source: TCC
No. 10,000 YTD 7817
This is a mixture of customers paying to use internet (mostly email), information use, and classes on use of internet.
(iii) Other Information
None for this activity area.
O^A
Indoor Space and Active Living
6.1 Overview
Why We Do It
To enhance social connectedness and community wellbeing by having more people participating in and enjoying a diversity of active living, recreation and leisure opportunities.
Community Outcomes We Contribute To
• Vibrant, Healthy and Diverse Communities • A Great Place to Grow Up
Forward Focus
Baypark Arena
The building is now at the 65% complete stage. The building has been fully closed In. Installation of mechanical and electhcal services is undenway. A community open day is planned for Sunday 27 March.
The target completion date is the 28th of August 2011. The overall project cost Is still anticipated to be $39M as indicated at the time of tender acceptance.
Notice has been given to the owner of the Mount Action Centre with a 30 November 2011 termination date.
Mount Greens Sports
The project has been completed and handed over and is in regular use. An official opening of Club Mount Maunganui and Mt Greens Sports will occur on 12 February 2011.
Arataki Communitv Centre
The contract to construct the proposed Community Centre has been awarded to Marra Construction. A ground breaking ceremony will occur on 14 February 2011 to herald the commencement of construction of the building. Members of the Arataki Community Advisory Group will be in attendance.
Building Audit
A health and safety focussed audit of a number of community use buildings will be undertaken duhng February / March 2011.
Bethlehem Hall - Utilisation and Revenue
There has been a reasonably significant decline in the utilisation numbers and revenue of Bethlehem Hall in the last quarter. Staff are working with the Hall managers in an effort to determine the cause of these issues and appropriate measures to reverse this trend. Elected Members will be kept updated through future monitonng reports.
065
Indoor Space and Active Living
Progress on Issues Previously Raised Through the 'Forward Focus' Section
Memohal Hall
A maintenance upgrade to the kitchen was completed over the Chnstmas break and a lighting upgrade was completed in January. The next phase of work required in this facility will be maintenance work on the toilet and change room areas. Specifications are currently being developed for this aspect.
Histonc Grave Artefacts Restoration and Relocation
The monumental stonemason commenced work on 8 February to relocate the grave markers and headstones from the histohc village. Once Histohc Places Trust approval has been issued the two headstones will be returned to the mission cemetery while the grave markers will be repaired and stored with the heritage collection.
6.2 Activity Area Summary
(a) Non-financial Performance
Nothing to report.
066
Indoor Space and Active Living
(b) Capital Expenditure ($000)
35,000
30,000
25,000
20,000
15,000
10,000
5,000
Indoor Space & Active Living New Capital Expenditure
August September C3ctol3er November December January February March April May June
• -A. 2 0 t ) Ac tua l Month
.2011Budget
-2011A(;tual
NB: New Capital Expenditure excludes Vested Assets
Comments:
Capital expenditure is tracking just over a month behind schedule. Baypark Arena spend alone is in the order of $2.4M per month.
067
Indoor Space and Active Living
(c) Operating Expenditure ($000)
Indoor Space & Active Living Operational Expenditure 4,500
August September October November December January February March April
Month ~ -2011 Budget
-2011Actual
May June
- 201) Actual
NB' Operational Expenditure excludes. Loss or, Asset Disposal and non-funded Depreciation
Comments:
Operating Expenditure is running just below budget but there are no significant concerns. Operating Revenue for Live to Play month has been invoiced.
Operating revenue from the Club Mount Maunganui and Mount Greens Sports leases (officially commenced on 1 January 2011) was originally budgeted to this activity. It will now be allocated to the Open Space activity with the initial revenue showing in the next monitohng report pehod.
068
Indoor Space and Active Living
COST OF SERVICE STATEMENT for the 7 months ended 31 January 2011
OPERATIONAL
Operational Revenue
User Fees
Subsidies funding operational expenditure
Other
Total Operating Revenue
Operating Expenditure
Operating Expense
Debt Servicing
Depreciation
Total Operating Expenditure
Net Operational Cost
Less non-funded costs:
Non-funded Depreciation
Non-funded Loss on Asset Sales
Net Operational Cost to be funded
Net Operational Cost is funded as follows:
Rates Funding
Rates Funding reduced by
Non-funded Depreciation
Non-funded Loss on Asset Sales
Net Rates Funding
Corporate Reserves
Casti Reserves - increase/(decrease)
Other Operational Funding
Total Operational Funding
2010/11
YTD
Actual
$000
5
2
0
7
1,213
738
738
2,689
2,682
609
0
2,073
(2,682)
609
0
(2,073)
0
0
0
(2,073)
2010/11
YTD
Budget
$000
10
15
0
25
1,332
777
901
3,010
2,985
609
0
2,376
(2,933)
609
0
(2,324)
0
(52)
0
(2,376)
2010/11
YTD
Variance
$000
(5) (13)
0
(18)
119
39
163
321
303
0
0
303
(251)
0
0
(251)
0
(52)
0
(303)
2010/11
Total
Budget
$000
36
15
0
51
2,203
1,332
1,545
5,080
5,029
1,045
0
3,984
(5,029)
1,045
0
(3,984)
0
0
0
(3,984)
2009/10
YTD
Actual
$000
4
17
0
21
1,178
257
790
2,225
2,204
111
0
2,093
(2,203)
111
0
(2,092)
(1) 0
0
(2,093)
CAPITAL
Capital Expenditure
Capital Expenditure is funded as follows:
Internal Loans
Renewal Funding
Corporate Res. Funding (Capex)
Vested Assets
Subsidies funding capital expenditure
Development Impact Levies
Other
Total Capital Funding
17,428
(14,653)
(76)
0
0
0
(2,699)
0
(17,428)
NB:W«
18,347
(11,625)
(115)
(3,564)
0
0
(3,219)
176
(18,347)
; are cutrentlv
919
3,028
(39)
(3,564)
0
0
(520)
176
(919)
58,3%
31,754
(19,928)
(198)
(6,110)
0
0
(5,518)
0
(31,754)
through the 2010/
776
(609)
(26)
0
0
0
(141)
0
(776)
11 year 069
• >
CD
< "O
03 CD O CU Q .
CO
O O
• o
"(5 4 > l
a> Q ro 0) b .
< ^^ >
u <
CO (O
o o o </> B o 0)
o k .
Q.
B 'a. re O c re o <£
(0
re^
•II 1"
li u. m
S .2
i l 01
1 » CQ
>
3
>-
01 c u £ tf) •?
1 TJ •a
1
•a c
1
TJ at
a UJ
3 tfl
3
5
•1 a.
o
"s
g l l T O O
2
I
JS u.
1 CD
o
3
3
O
"J
0) o a
"o
8 C ra ra
CD
LU
< O
o
o
'"
^
s
^
(rt
'o" Q.
5
o
n n t
s 0)
I 1 o s $
1
^
g
' K
o
r-
-c cn 5 1 ^ 0) 01 ra r j u "
. 9 "D O)
c S e o c
» E "
I I I a3 m ™
E c ?
5 a i ,^ =
s.1 s l ^ — a>
1 i ^ III
f § ^ ra o -o
^ ra 1
y ^ ^ ^ S T3 ra c OJ,
u) ro o - c c = 1= Q-
1 o £. •p ? •^ S t : a,
s f Ol ro ^
" i's B 2 S 2 S ?
iS5 O J W
- .c a
1 o
1
1 a
^ CO
uo
I D CO
,_ o a: <. z o
o
'".
<
r-r-
=o.
TT (O
O i
o S c 5 5 ™
t i -o S ™ ™ 5
ro Q. t "ij
.1 0 S 0
QJ
Q.
1 c
1 2r
3
w
ro ^ 1 , a <
« 8
^ 1
1 -
K
0
3
UD 0 0 0 CO i n
CN
S
m 0 a:
< 1 -
z 0
r^
S
s
0
'"
0
0
c
•0 c
0 1
2 c 5 2
» 8
E
a. Q) to
>. X)
1 8
s X !
1 (D
^ 0 " " ->- 0
Q- fs l
11 g
- ! = Ss 8 e'l< Q- —
i l l i^S
! i 11
^ 5 ^ 1 ^ ^ ™ "• 1 - Q. < ™
0
E t 0 D-
0 ro ^ ra 2 c 5 ff < 0
0
0 0 CO
CD
0 CNJ
,_ 0 a
< z 0
0
0
0
0
a ^
0
j £
1 1
1 0
11
^ 0 D:
< H Z 0
T T I
!
" 0 "
s 0 "
" 0 "
(O
" CT> 0 00"
r*
re 1 X ) 3
Crt
t 01
Q .
1 0
5 $ at
Z
o t
0
« a>
l* Q .
re s 0) c
i
0
3
D
ff. '• '•
• "
a.
c
ct
CD
_ 0 QC
< 1—
Z
0
CN
0
"S"
" -»
5
3 (rt
i2 a> 0 0.
i c
1
3
070
Indoor Space and Active Living
(b) Significant Operational Projects (Includes Projects Delivered From Within Current Budgets)
Project
None for this activity area.
Status
(C) Non-Financial Performance Information
(!) Activity Area Plan Progress Check (key items from the 'how we are going to get there' section of the activity area plan)
Item Status
Providing Indoor Facilities
• Construction of other new facilities or upgrades to existing facilities as outlined in the Sport and Active Living Strategy (Indoor Facilities blueprint), Our Community Places Strategy and Active Reserves Management Plan.
Actively monitor the management contracts for all Indoor Facilities and look for enhancement opportunities through business planning and encouraging innovation.
Facilitating Use and Enjoyment of Indoor and Outdoor Facilities
Partnerships and collaboration - Communitv Organisations
Actively monitor the relationship agreement with Sport BOP to ensure outcomes are delivered.
Actively monitor the contract for Surf Lifesaving services.
Continue to provide Live to Play month by working in partnership and sourcing sponsorship funding.
Communitv Share Agreements
Have formal monitoring systems in place (e.g. partnership forums and/or reporting) for all Community Share Agreements to ensure they operate effectively and are upheld.
New construction projects are covered in the projects section of this report.
Levels of Service upgrades to Bethlehem and Matua Halls have been completed. Level of Service work on Welcome Bay Hall will be addressed through the 2012-22 Ten Year Plan process.
Regular reporting is received and monitored from all contractors. Quarterly meetings are held with smaller contractors and fortnightly meetings are held with Tauranga Leisure Ltd. Business planning is part of contractual expectations/ KPIs.
Regular liaison and monitoring occurs including weekly meetings held with the Sport Development Coordinator. Bi-monthly meetings are held with the Chief Executive of Sport BOP and reports are presented to Council on a six monthly basis. The next report will be presented in March 2011.
A report confirming the programme and appointment of guards for the 10/11 season was received in December 2010. A monitoring visit has been undertaken and the end of season report will be presented to Council in approximately May 2011.
Live to Play 2010 was successfully held during October. Cooney Lees Morgan provided the major sponsorship for the fifth year in a row. In excess of 6,000 people participated in events through October, an increase on previous years.
Quarterly meetings are held with key community share partners. Revised agreements with smaller community share halls are completed. Revised agreements with four playground partners have been completed. One agreement is currently outstanding. Regular reporting on use of community shares is received and monitored.
0^1
Indoor Space and Active Living
Sportville
Work with Sport BOP and sports users to implement the recommendations of the Active Reserve demand analysis.
The research/data gathering for winter and summer sports codes is complete. The results are currently being analysed before a full report and options/ recommendations for implementation are developed and considered.
(ii) Progress Towards 2010/11 Performance Targets
(table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan).
What this measure tells
1
Measure 1 Unit : 1
''
2010/11 Target
What we're doing to make sure we meet the year end target (including actual YTD if available)
Activity outcome measures
Whether more people are participating in active living opportunities (factual)
Diversity of active living opportunities that are available (factual)
Level of awareness of available active living opportunities (perception)
Number of people that participate in No, some sort of active living activities in Tauranga city, and the number of active living activities or events held in the city that are facilitated by Sport Bay of Plenty. * Many active living activities are self-initiated, so are not able to be formally recorded. ** The records of participation at events are observation-based estimates unless pre-entry is required.
Data Source: Sport Bav of Plentv
Range of active living opportunities Narr available, including identification of ative new categories of opportunities provided during the year and those that have ceased.
Data Source: TCC
Percentage of residents that feel they % know where, and how, to access information that helps them to live an active everyday life.
Data Source: TCC - annual residents' survey
Minimum of 7,000
Narrative report -increasing
Increasing (expect to be 55-70%)
The Sport BOP Active Living
team is responsible for delivering this outcome. This is reported on through each six-monthly report to Council.
TCC provides continuing support of Sport BOP and Active Living events.
The Sport BOP Active Living team is responsible for delivering on this outcome.
TCC provides continuing support of Sport BOP and Active Living events.
Sport BOP provide information
services in the form of: • E-newsletters (minimum of
fortnightly) • Website • Active Living Guide • Sport Information Guide • Regular releases, articles
and promotions through various forms of media.
Indoor Facilities Contractors regularty promote facilities and activities to the community. Opportunities are provided for community organisations to promote their activities through noticeboards, radio and newspaper.
072
Indoor Space and Active Living
What this measure tells us
l j
Measure i Unit f1°'V Target
What we're doing to make sure we meet the year end target (including actual YTD if available)
Continued updating ofthe information provided on TCC's own website to make information more easily available to the community.
Type of benefit tothe community from provision of indoor facilities (perception)
Participation in active living, recreation and leisure opportunities (factual)
Participation in active living, recreation and leisure opportunities (factual)
Three main reasons given why people use or go to community halls / centre or indoor sports facilities.
Data Source: Tauranqa Leisure Limited and other providers' annual survey
Average percentage of available time that indoor facilities are used in peak and off-peak times (measured by bookings levels and including actual hours used).
Data Source: TCC
Total user visits to indoor facilities in peak and off-peak times (measured by numbers of people participating.
Data Source: TCC
Narr Narrative ative
Increasing
No. Increasing
This will be reported on at the end of the year through facility manager's user surveys.
Regular reporting from management contractors and community share partners.
YTD to December 2010: Network Use 21,446 hours
YTD to December 2010: Matua Hall: 593 hours Bethlehem Hall: 719 hours Tauriko Hall: 989 hours
Communitv Share Schools YTD to December 2010: Otumoetai Action Centre: 454 hours (+ other school facilities use of 299 hours).
Statistics for Community Share school halls are now received and reported annually
Regular reporting from management contractors and community share partners on user visits.
YTD to December 2010: Network Use: 355,761
YTD to December 2010: Matua Hall: 9,460 Bethlehem Hall: 7,905 Tauriko Hall: 5,054
Communitv Share Schools YTD to December 2010: Otumoetai Action Centre: 4,723 (+ other school facilities use of 3,048)
Statistics for Community Share school halls are now received and reported annually
0*7 3
Indoor Space and Active Living
What this measure tells Measure
What we're doing to make sure 2010/11 we meet the year end target Target (including actual YTD if
available)
Service performance measures
Level of quality Percentage of users that are satisfied of Council's with the quality of Council's indoor facilities community halls / centre and indoor (perception) sports facilities (including community
share facilities).
Data Source: Tauranga Leisure Limited and other service providers
% 80 Continued work to make quality improvements through maintenance.
This measure will be reported on at the end of the year through facility manager's user surveys.
Whether people in the community know that they can use Council's, and Council-provided, indoor facilities (perception)
Percentage of residents that are aware that Council's indoor facilities are available for community use. 'Council's indoor facilities include: Council-provided swimming pools, indoor sports facilities, community centre and community halls; and community-share community halls and indoor sports facilities.
Data Source: TCC - annual residents' survey
60 The philosophy of 'access for all' is an important consideration and efforts to maximise utilisation is a key focus for Tauranga Leisure Ltd.
This measure will be reported on at the end of the year through facility manager's user surveys.
Indication of sustainability of existing sports clubs (factual)
Percentage of sports clubs visited by Sport Bay of Plenty that have a current strategic plan in place.
Data Source: Sport Bay of Plenty
% Increasing Sport Bay of Plenty is in the process of undertaking the Organisation Development Tool (ODT) assessment with a number of codes/clubs.
Statistics are also gathered from each club assisted.
Levels of service
Provision of Council's public indoor facilities are: indoor facilities Sub-regional level facilities: QEYC / (factual) Memorial Hall, Mount Action Centre
(MAC to be replaced by the indoor sport and exhibition centre during the Ten Year Plan period). Local level sports facilities: Mount Sports Centre, Otumoetai Action Centre*, Merivale Action Centre*, Aquinas Action Centre*. Communitv halls: Grenada Park, Welcome Bay, Maungatapu Primary*, Greerton, Papamoa, Matua, Matua Primary*, Pillans Point Primary*, Otumoetai Primary*, Selwyn Ridge Primary*, Tauriko and Bethlehem. Communitv Centre: Papamoa, * denotes facilities that have Community Share Agreements. All sub-regional facilities are staffed, while some local facilities are staffed and the remainder have get-the-key service.
Achieved Continue to provide facilities as indicated.
Monitoring forums are important to ensure the successful operation of community share agreements. These are in place for Aquinas, Merivale and Otumoetai.
Data Source: TCC
074
Indoor Space and Active Living
What this measure tells Measure
Provision of The network of indoor sports facilities is indoor sports made up of: facilities (a) Sub-regional level facilities that (factual) provide 1 court per 18,000 people*, as
per the Indoor Facilities Blueprint. * Based on sub-regional population, as these facilities serve the Western Bay of Plenty sub-region not just the Tauranga City population. (b) Local level facilities that provide 1 court per 39,000 people* as per the Indoor Facilities Blueprint. * Based on Tauranga city's population, as these facilities primarily service their local area.
2010/11 Target
(a) Not Achieved
(b) Achieved
What we're doing to make sure we meet the year end target (including actual YTD if
available
Measured at the end ofthe year based on up to date population statistics.
The Sports & Exhibition Centre project is the key project to deliver the level of service for court space.
(iii) Other Information
None for this activity area.
075
Open Space
7.1 Overview
Why We Do It
To entiance social connectedness and peoples' health and wellbeing by having an open space network that provides comnnunity and recreational opportunities, as well as cultural, landscape and ecological protection and enhancement.
Community Outcomes We Contribute To
Easy and Safe to Move Around. Built To Fit our Hills, Harbour and Coast. A Clean, Green, 'Valued Environment Vibrant, Healthy and Diverse Communities. A Great Place to Grow Up.
Forward Focus
On Mauao, the focus is on the work required to reopen the mountain after the storm event of 29 January 2011. The areas that were significantly damaged will be closed for a number of months and require structural work to reinstate the base track circuit.
Other work that is programmed to continue includes the Summit project. The work involved includes track improvements, installing turf, planting the edges to create a soft barrier, and restricting vehicle access to the summit. Seasonal weed control programmes will also resume in spring.
Public consultation for the three playgrounds being established this year has finished and the feedback is being incorporated into the final plans. Tye Park playground construction is programmed to begin 14 February. Reilly Avenue and Wells Avenue playground concept plans are being evaluated and works will begin in March 2011.
Two significant Park Maintenance Contracts are being retendered this year. One contract covers the maintenance of the City's sports field network, the other the maintenance of the parks and street gardens in the west of the City.
The first stage, seeking expressions of interest, closed early November. The evaluation and selection process will be delivered over the coming months with both Contracts scheduled to commence 1 July 2011.
Ongoing work will be continuing throughout the summer in the northern Kopurererua Valley to create new pedestrian pathways and improve drainage. Substantial mechanical vegetation removal will continue to occur around the Faulkner Street locality to open up this key part of the valley for future public use. A new strategic pedestrian bridge over the recently realigned Kopurererua River near Faulkner Street is being investigated with construction expected to commence before the financial year end.
Harbourside Netball Inc is in the process of renewing their lights and columns at their venue on Blake Park. Twelve floodlights are scheduled to be replaced this month. This work has been funded by the club.
Progressive mechanical weed control is programmed to continue at the 'Valley of Te Auetu', Birch Avenue, in order to significantly improve the quality of open space in this locality.
076
Open Space
At Memorial Park, the model train club is creating a bund for a new raised track. This project will take approximately 12 months to complete and is being funded and managed by the Club.
Investigations are progressing for the establishment of a new foreshore dune at Fergusson Park to help address significant coastal erosion that has been occurring in recent years.
The BMX track at Cambridge Park is on schedule to be finished this month. There is an Open Day planned forthe 19 February.
Council approved the construction of a public toilet in The Lakes subdivision, in December 2010. The design is currently being priced, for construction prior to the end of the financial year.
A section of the Mount Maunganui main beach boardwalk will be renewed in March. Approximately 30 lineal meters of the oldest part of the walkway adjacent to the surf club will be addressed.
DIY Marae is scheduled to be filmed on Huharua Park in mid April. The focus of the project is the reinstatement of a number of features around the pa site.
Funding and Maintenance Agreements with Sports Clubs
Where Council is contributing to the construction of public facilities within Club buildings, agreements are to be signed. The status of this process with the following organisations is:
• Otumoetai Sport and Recreation Club - agreement signed in 2009 and the Club has completed construction of the public facilities. This part of the project is now complete and available for public use. The balance of the project, the development of the Club area, has not yet been issued with a Code of Compliance Certificate. The Club is working to address this.
• Bay of Plenty Cricket Trust - Council provided staff with direction in December 2009 on some key principles to be addressed in a lease and memorandum of understanding that has been developed to outline how the funding for this project will be secured by the Trust. Draft documents were provided to the BOPCT in June 2010. Feedback was received in January 2011, and there is now an intention to report back to Council in March 2011.
Public Health Risk Management Plan
The Public Health Risk Management Plan for the water supply at McLaren Falls Park has been submitted to the Health Department. Feedback has been received and the final application will be submitted by the end of November.
The existing Public Health Risk Management plan for the City wide public toilet network will be reviewed prior to the 2012 - 2022 Ten Year Plan.
Other Matters
Significant drainage improvements have been completed within the northern area of the Kopurererua Valley, including diverting stormwater flow further away from drains near the Historic Village. An array of new neighbourhood pathways have also been largely created near the Laurence Street area of the Valley. Large scale noxious weed control (particularly
07'
willow and gorse) and rubbish removal has also been completed on the Kopurererua River banks north of Seventeenth Avenue, to improve river access and scenic values.
New paths have been constructed in Listen (Greerton) and Keam (Welcome Bay) Reserves.
Works are programmed to begin in Topaz Reserve to address CPTED issues. Unsuitable vegetation will be removed. This work is widely supported by Police, Safe City and local residents.
Mauao
The sheep have been moved to McLaren Falls Park, in order to give the paddocks a break and encourage grass growth. It is intended that they are returned late February early March, but numbers will be reduced to around 130 ewes and lambs from 230.
A poisoning programme to control rabbits has been undertaken over summer to take advantage of the absence of sheep on site.
The Forest and Bird Society has reported a large take on their rodent bait station lines, which they are continuing to feed.
Weed control: thistle, bid! bidi and gorse have been targeted in the paddocks.
New Zealand Industrial Abseilers has completed weed control on the bluffs below the summit, targeting gorse, bone seed and pampas. Contractors have targeted ginger in the bush on the summit.
Infill of rock on the seaward side of the base track, and continuation of the base track overlay, was completed prior to Christmas 2010. Three quarters of the track has now been completed, with remaining to be completed by Christmas 2011.
Education Programmes
The "Learning Through Discovery" school educational programme, where science based teaching is delivered by Park Rangers and a contract teacher funded by the Ministry of Education, was launched in February 2010. Five separate teaching themes are delivered at Mauao, the ocean coast, Matua Saltmarsh, Gordon Carmichael Reserve, and McLaren Falls.
Approximately 50 teaching days have been booked for the 2011 calendar year.
Aspen Tree
Emergency works have finished and the tree has been made safe. Council will be presented with an update on the future management options.
Sportsfields
The Cricket/Football turf at Alice Johnson Reserve, (adjacent to Gordon Spratt Reserve, Papamoa) is being established as a sportsfield surface. Irrigation was installed last year, and the field is anticipated to be ready for play for the next cricket season. Cricket has recently funded and installed three artificial wickets at this site.
Turf renovations are continuing at Tauranga Domain. This is the final work in preparation for the Rugby World Cup. Council has discussed with clubs best practice management for use of the site over the winter period. Wharepai Domain will be available as a back up field through this period.
078
Health and Safety audits of club owned structures and equipment have been completed. Issues requiring attention are being addressed by Council and clubs.
Walkways
The new walkway link in the Wairakei Reserve between Emerald Shores and Golden Sands, Papamoa has been completed. Landscape planting is scheduled to occur after April.
Beach Road walkway is not currently operative due to the 23 January storm event. Council staff are investigating options to prevent ongoing damage occurring to this asset. The storm event also caused minor damage to the Hammond Street, Waikareo East foreshore, Daisy Hardwick, Carmichaels Walkways . Contractors have undertaken the repairs necessary to reopen these sites.
Storm Damage Substantial coastal erosion planting (including hydroseeding) has been completed at College Place, Windermere to address recent slips in this esplanade reserve.
A minor slip at Lemon Grove will be addressed following engineering recommendations. A small slip on the corner of Monmouth redoubt is being cleared up by contractors.
7.2 Activity Area Summary
(a) Non-Financial Performance
Parks Non-financial performance is primarily measured in the last quarter of the year when user and resident surveys will be undertaken.
079
Open Space
(b) Capital Expenditure
Open Space - Parks & Coastal New Capital Expenditure 14,000
12,000
10,000
8,000
6,000
4,000
2,000
July August September October November December January Febmary March April May June
Month ~ -20HBjdget -..-^. 201DAclual
-2011Aclua[
. ',3 Nevr Capital Expenditure excludes Vested Assets
Comments:
A number of projects have been completed in the first half ofthe year, as indicated by the actual expenditure having tracked to forecast. The works have primarily been the smaller projects including the installation of a number of new pathways, and the completion of track and summit upgrades on Mauao, along with good progress in the implementation of renewal programmes, and completing the designing and planning work required to installed playgrounds, the visitor service building at McLaren Falls Park and the demolition ofthe bowling facilities on Coronation park.
The next quarter will represent further progress in delivering the programme with TCC's contribution to the TECT All Terrain Park, Huharua Park, and the land purchase transaction (between activities) of Mount Greens being completed in that period.
080
Open Space
(c) Operating Expenditure ($000)
Open Space - Parks & Coastal Operational Expenditure 18,000
16,000
14,000
12,000
10,000
3,000
6,000
4,000
2,000
July August September October November December January February March April
Comments: Maintenance operations have progressed as anticipated so far this year with only one storm event prior to Christmas causing any significant damage to tracks and trees and thus some unplanned expenditure.
With two further storm events, the Aspen tree failure, and the completion of seasonal renovation work since Christmas, it is anticipated that operational expenditure will move closer to the forecast, requinng the works planned for the remainder of the year to be reviewed to ensure the year end result is acceptable.
At the time of reporting, the anticipated costs associated with reinstating access around Mauao is not known.
Revenue expectations for this year have been exceeded year to date, due to the installation of services through reserves by utility companies, which are subject to market valued easements.
08.1
Open Space
COST OF SERVICE STATEMENT for the 7 months enietf Si t i n i l f y l t f l l
OPERATIONAL
2010/11 YTD
Actual $000
2010/11 YTD
Budget $000
2010/11 YTD
Variance $000
2010/11 Total
Budget $000
2009/10 YTD
Actual $000
Operational Revenue User Fees Subsidies funding operational expenditure Other Total Operating Revenue
Operating Expenditure Operating Expense Debt Servicing Depreciation Total Operating Expenditure Net Operational Cost Less non-funded costs:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Operational Cost to be funded
133
33
0 166
5,303 1,547
2,129 8,979
8,813
826
0 7,987
72
40
0 112
6,174
1,679
2,110 9,963
9,851
828
0 9,023
61
(7) 0
54
871
132
(19) 984
1,038
2 0
1,036
123 68
0 191
10,949
2,879
3,617 17,445 17,254
1,420
0 15,834
175 4
0 179
4,760
1,665
2,023 8,448 8,269
0 0
8,269
Net Operational Cost is funded as follows: Rates Funding Rates Funding reduced by:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Rates Funding Corporate Reserves Cash Reserves - increase/(decrease) Other Operational Funding Total Operational Funding
(8,763) (9,978) (1,215) (17,106) (7,919)
826
0 (7,937)
0
(50) 0
(7,987)
828
0 (9,150)
0 127
0 (9,023)
2 0
(1,213)
0 177
0 (1,036)
1,420
0 (15,686)
0
(148) 0
(15,834)
0 0
(7,919)
0
(350) 0
(8,269)
CAPITAL
Capital Expenditure 2,594 2,580 (14) 13,614 2,411
Capital Expenditure is funded as follows; Internal Loans Renewal Funding Corporate Res. Funding (Capex) Vested Assets Transfund Subsidies Capital Subsidies Other Total Capital Funding
(1,272) (591)
0 (363)
0 (330)
(38) (2,594)
(3,805) (774)
(9) (363)
0 (2,991)
5,362 (2,580)
(2,533) (183)
(9) 0 0
(2,661) 5,400
14
(6,522) (1,327)
(15) (622)
0 (5,128)
0 (13,614)
(1,232) (331)
0 (357)
0 (489)
(2) (2,411)
NB: We are currently 58.3% through the 2010/11 year
r^z
(0 o o o
o a. 4)
Ct:
08 Ul
B o 0)
a. X 0) a m O
o Q. 0)
Q£ G> C
CD 0 03 Q .
cn \ j j
d CD Q .
0
c 0 S 0) u re a w c (1> a 0
S: > •
i c H 0
•.
, S >-•5 u.
3 ^ 3 u.
p
v t
0
5 •K <u c 01
_o
CD 0
a • 0 0)
TJ c
« c
Q W 3 0 T 0
0
c .iS
> M
^ • 0 3 CQ
v» c 0 G u
IX
c
•c
>
I • 0
3
m
a < vt
0 E
• D
C
>-,i « 0 0 . • 0 0)
t3 a
LU
0
(n
^ 5" CL
s e' a
01 TJ 0
0 -u
0 •9 i , 0 i .
a.
Ul
« u.
~
S f ^ Q.
^ e ^
• ^ 0
i
S °
t^j 0 • V
T- 0
S °
;D 0
^^ U tJ 0) <1)
P 2 Q. Q .
n n
0 0
(5 (5 0 0
<U OJ
i i CD CD
UJ UJ
0 0 ca cr
< < z z 0 0
^ fl
s"
• *
^
f ^
-0
ja 3
« 1-1 -
a
1 0
0
1 0
z 1 5
0 0 0 0 ^
306
473
703
9 34
7
300
306
473
703
9.07
7
454
(480
)
27
35
557
(153
)
0 <M 0 to 0
0 Ul tfl 10 CO 00 Ol CO (M iO
Con
sliu
dion
of s
hoot
ing
rang
es a
nd
prep
arat
ion
of w
rier
fore
stry
pla
ntin
g si
tes
Tend
er c
oast
al s
truct
ures
wor
ths
Build
ing
conse
nt
applic
atio
n.
Al
this
poi
nt it
is a
ntic
ipat
ed t
hat
the
lull
budg
et w
ill
be u
sed
by y
ear
end
to a
chie
ve t
tie lu
ll sc
ope
ol t
his
year
s pn
agra
mm
e
It is
ant
icip
ated
lhat
the
ent
ire b
udge
t w
ill b
e us
ed
on thi
s pr
ojec
t It
is a
nittd
pate
d t
fiat t
he f
ull
year
bud
get
will b
e
used
.
The
Par
k w
as o
ffici
ally
ope
ned
on 1
1 D
ecem
ber
2010
S
umm
er v
isito
rs h
ave
had
the
oppo
rluni
ly
to u
se t
he m
ount
ain
bike
, eq
uest
rian
and
mot
ortji
ke t
rails
Thi
s pr
ojec
l in
volv
es u
nder
taki
ng r
enew
als
of
seaw
alls
wrti
ich
are
in p
oor
cond
ition
T
he m
am c
ompo
nent
of
this
pro
ject
is to
pna
vide
a
visi
tor
serv
ices
bui
ldin
g a
t M
cLar
en F
alls
Par
is
TEC
T A
ll T
enai
n S
ub R
egio
nal P
ark
Dev
elop
men
t
Coa
stal
Stru
ctur
es (
Par
hs a
nd
Leis
ure)
Con
sent
s D
evel
op M
cLar
en F
alls
Bal
ance
of
Oth
er N
ew W
orks
P
roie
cls
Bal
ance
of
Con
liden
lial
Oth
er N
ew
Wor
ths
P?o
jecl
5
590066
590015
590150
144
850
1689
ON
TA
RG
ET
ON
TA
RG
ET
ON
TA
RG
ET
ON
TA
RG
ET
ON
TA
RG
ET
""
eo
0
' '
2
1 n 3
1 2
CL
1 0
5 1 z
1 0
0
t CL
0
2
i
1
Q
5
1 1
1 01
cr
0
CQ
<
0
1
s
s
s
s
I 3
V)
f a.
i a:
m
083i
Open Space
(a) Significant Operational Projects (Includes Projects Delivered From Within Current Budgets)
Project
None for this activity area.
Status
(b) Non-Financial Performance Information
(i) Activity Area Plan Progress Check (key items from the 'how we are going to get there' section of the activity area plan)
Item Status
Develop and implement the land acquisition plan to meet the required level of service,
. Implement the Communications Plan, to promote the City's parks, open space and coastal areas to the community including education programmes.
• The use of agrichemicals is managed to comply within the policy and procedures adopted.
Parks - Sub-Regional
Tauranga City Council, WBOPDC and Environment Bay of Plenty continue to meet and agree on future management processes and way forward including consideration of acquisition, funding, ownership, governance, management and development of sub-regional parks.
Review and implement the sub-regional parks policy with WBOPDC.
Parks - Passive
Complete education programmes and training for Park Rangers, including fire training.
• Set up systems for volunteer groups including recognition, clear objectives, leadership and co-ordination.
Land acquisition plan module has been developed in GIS to represent land parcels to be purchased as determined through the Public Open Space Level of Service Policy. The module has been populated this year.
Communications Plan review is in progress. The opportunity to promote the City's open spaces has been delivered through regular exposure in mass media. The inaugural education programmes commenced in February 2010 and have received very positive feedback from schools.
. The Policy has been operable since 1 February 2009 Full compliance has been achieved to date including reporting to Council on chemical usage statistics
. The Joint WBOPDC/TCC Sub Regional Parks Policy will be reviewed next year. Staff from all agencies are in discussion to prepare for this process.
EBOP intend reviewing their own Sub Regional Parks Policy in 2011 and have indicated that both TCC and WBOPDC will be involved in that process.
• Education programme "Learning Through Discovery" is now underway. 40 classes have attended with excellent feedback from participating schools.
• Council's partner in managing volunteer programmes had a reduction in resourcing part way through this year, A revitalisation of this sector is required in 2011 to address this area of the activity. A full review of health and safety procedures has been completed and is being implemented.
o^'^
Open Space cont'd
Coastal and Harbours
• Continue to be active in the implementation of the Council's Encroachment Policy,
. Implement Coastal Structures Policy by commencing a scheduled maintenance programme (coastal consents were granted in August 2010).
Last year's planting and dune rehabilitation program in Karewa Parade has been a great success. The Conservation Zone is now free of structures and exotic plants and in their place are a number of native dune species which are quickly establishing themselves. Community feedback has been 100% positive and the Coastal Reserve is now regarded as a healthy template for other residential dune reserves, by local ecologists. Planning has begun to implement this years Encroachment programme. 28 site visits have been successfully completed in either Taylor or Motiti Road. By the end of the year our goal is to have all encroachments removed from Papamoa East to Taylors Reserve. All 28 owners have an understanding of what their responsibilities are and will work with Council to remove their encroachment over the duration of the year. There are 11 encroachment sites and owners yet to be visited. This is high priority and will happen within the next two weeks. The removal of noxious weeds from the area in question will begin mid February.
A programme of coastal structure repairs was adopted by Council in the 2009 - 2019 LTCCP. The relevant Resource Consent for the bulk of this programme was granted in August 2010,
Sea wall repairs are currently ongoing at Fergusson Park, Welcome Bay and Maungatapu.
Vegetation
. Target industrial parts of the city for street tree planting.
Industrial tree planting sites are being finalised and trees are being ordered for winter planting. Locating suitable sites for the ongoing planting of industrial streets is becoming difficult.
Walking and Cycling
• Prioritise future links and continue implementation identified in the strategy.
. Purchase land required for future links identified in the strategy.
. Develop and install signage for the network,
• Complete condition rating survey of existing walkway network based on Tauranga's Track and Walkway Development Maintenance Manual. Implement levels of service for walkway and cycleway maintenance and replacement.
Mapping of walking and cycling routes including linkages is in development. This work includes consideration of signage and land requirements. Land acquisition requirements are included in the Land Acquisition database. Detailed pathway development planning has now been completed for the Kopurererua Valley, and is being actively implemented.
Planning for a new strategic pathway to link Faulkner Street to Watling Street is
085
Open Space cont'd
progressing, discussions are ongoing with a variety of City Partners to consider involvement. Downer Construction Ltd has recently confirmed financial support for the project. Initial vegetation clearance has commenced as has preliminary drainage works. Condition rating survey is completed for walkway network.
Active Reserves
• Purchase of additional land in Papamoa East Stage 1 and Stage 11.
• Complete the capacity assessment of existing active reserves and apply implications to the LTCCP.
Negotiations have commenced with the New Zealand Transport Agency,
. Research commenced in February 2009 the summer code information has been gathered and is being analysed. Outcomes from the study will be reflected through the development of the 2012/2022 Ten Year Plan,
Q8v
Open Space cont'd
(li) Progress Towards 2010/11 Performance Targets
(table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)
What this measure tells us
Measure Unl 5ni n/11 What we're doing to make sure
t ^ we meet the year end target ""S®^ (including actual YTD if available)
Activity outcome measures
The open space network provides community an(d recreation opportunities (perception)
Level of protection of the natural environment (factual)
Level of accessibility of playgrounds (factual)
Level of accessibility of open space areas (factual)
Percentage of residents that feel % Tauranga has enough, and enough variety of, parks or green space
Data Source: TCC - annual residents' survey
Amount of public land that is protected specifically for ecological, culture, landscape or conservation purposes (protection in the form of District Plan ecologically sensitive area zones, under the Reserves Act, QEII covenants or Department of Conservation land).
Data Source: TCC
Percentage of residents in urban % areas that are within 500m of a playground (or within 400m in an intensification area). * The adopted long-term target is 95%, it is not anticipated that this will be achieved within this ten year period.
Data Source: TCC
Percentage of households that are % within 500m of an open space area*. * The adopted long-term target is 95%, it is not anticipated that this will be achieved within this ten year period.
Data Source: TCC
72 To improve the result of the past two years' residents' surveys on this factor, more focus is being put on park promotion through Council's website, brochures and events such as Live to Play.
Increasing '^^^ District Plan Review process has included completing an analysis of land that fits these criteria. The quantity of land to be included is yet to be determined as an outcome of that process.
55 At the commencement of the year the distribution of reserves across the city provides for 56% of residents being within 500m of a playground. Year to date the results indicate that 54% of residents are within 500m of a playground. This drop is due to playground construction not mirroring city spread. The impact of the construction of three playgrounds in this year's programme will be measured upon completion
QQ At the commencement of the year the distribution of reserves across the city provides for 90% of residents being within 500m of an open space area. Year to date the results indicate that 89% of residents are within 500m of an open space area. This change is due to city spread.
Service performance measures
The open space network provides community and recreation opportunities (perception)
Of residents that use Tauranga's % playgrounds, the percentage that are satisfied with the quality of their local playground.
Data Source: TCC - annual residents' survey
59 Maintenance contracts are being managed to ensure that the highest safety levels are maintained and that the facilities are presented in the condition required. New playgrounds are being designed to ensure diversity and suitability to the demographics of the neighbourhood.
087
Open Space cont'd
What this measure tells us
The open space network provides recreation opportunities (perception)
Level of reserve management plan implementation (factual)
Volunteer participation in environmental restoration and enhancement (factual)
Measure 1
Percentage of sports field users that are satisfied with the quality ofthe playing surface.
Data Source: TCC - sports field users' survey)
Reserve management plan implementation in terms of projects undertaken to deliver on RMP actions, comparing actual to planned implementation each year.
Data Source: TCC
Number of volunteer hours spent on the following projects / sites: - Coastcare and Harbours - Kopurererua Valley - McLaren Falls - Urban Green Space - Mauao
Data Source: Different for each: -EBOP/TCC -TCC -TCC -TEC -TCC
Unit
%
%
No. of hours
2010/11 Target
77
100% planned RMP projects delivered this year (excluding any held up by land purchase issues)
13,000 hours in total (to be reported by project / site)
What we're doing to make sure we meet the year end target (including actual YTD if available)
Sport BOP will undertake a survey of sports users and provide results at the end of the year.
The delivery ofthe relevant projects has commenced and is reported through the capital programme report.
Coastcare' Nov 350 hrs n p r ' ^Cl hrc; Jan 550 hrs
Kopurererua Valley: Nov 50 hrs
Jan 37 hrs
McLaren Falls: Nov 9350 hrs Dec 2125 hrs Jan Nil hrs
Mauao: November 64hrs December 40hrs January 32 hrs
Urban Green Space: Volunteer hours have not been calculated.
Levels of service
Removal of coastal encroachment s (factual)
20 coastal encroachments are removed each year.
Data Source: TCC
No. 20 28 site visits have been completed in either Taylors or Motiti Rd, All of these owners are now aware of Council dune rehabilitation program due to begin in a few weeks, 11 more site visits with owners now are in the process of being scheduled to complete the entire of Papamoa East by the end of the year.
088
Open Space cont'd
What this measure tells us
Provision of regional and sub-regional parks (factual)
Provision of disabled facilities in public toilets (factual)
Provision of public toilets -accessibility (factual)
Provision of public toilets -cleaning and maintenance (factual)
Provision of playground network -experiences (factual)
Measure j Unit
Number, type, size and location of No. regional and sub-regional parks.
Data Source: TCC
Number and percentage of public No, toilets that have disabled facilities. and %
Data Source: TCC
Opening hours of public toilets in the Tauranga CBD, Mount Maunganui and Greerton neighbourhood centres are: at least 8am-9pm in summer and at least 8am-8pm in winter, with many being open longer hours.
Data Source: TCC
Public toilets are cleaned regularly and maintenance is carried out as required (for repairs) and as planned (for planned renewals).
Data Source: TCC
Council's network of playgrounds provides for a variety of experiences for young people. Some playgrounds are targeted at older or younger children, to meet predominant local demand
Data Source: TCC
2010/11 Target
3
Increasing
Achieved
Achieved
A variety of equipment is installed each year
What we're doing to make sure we meet the year end target (including actual YTD if available)
Three ofthe five sub-regional parks have been acquired and are in various stages of development.
Huharua Park at Plummers Point was opened on 18 June 2010. The TECT All Terrain Park at Pyes Pa was opened on the 11 December 2010. Papamoa Hills Cultural Heritage Park, owned and managed by Environment Bay of Plenty, is fully operational.
With the pending development of the Papamoa East area the three Councils are liaising to ensure that any opportunities that arise in this area are considered in respect to the Sub Regional Parks Policy.
As public toilets are replaced and upgraded, disabled facilities are incorporated into the design. 66 public toilets are now provided and 39 (or 59%) of them provide disabled facilities. Staff regularly attend disability access group meetings, consult and implement recommendations.
The opening hours for the public toilets in these areas align with this target. Extended hours are provided at beach locations and when special events demand.
21 of the facilities are open 24 hours per day. Facilities are being closed overnight, where vandalism. particularly arson, is occurring regulariy.
A cleaning regime is included in the contract specification that reflects the levels of use. The maintenance and renewal programme is scheduled for the year.
Equipment type and age groups in the local neighbourhood is taken into account when planning new playgrounds.
089
Open Space cont'd
What this measure tells us
Provision of playground network -safety (factual)
Provision of street gardens - maintenance (factual)
Provision of street gardens - minimum size (factual)
Provision of street gardens - upgrading (factual)
Provision of walkways and cycleways (factual)
Measure l Unit
All playgrounds meet appropriate % safety standards.
Data Source: TCC
All street gardens* for which Council is responsible are maintained regularly (reported via the number of maintenance visits each year and the total area maintained each year). * Excludes the annual (bedding) gardens. ** Additional areas of street gardens are vested to Council as new subdivisions are developed, so the total area is not within Council's direct control.
Data Source: TCC
Minimum size of gardens in new m^ subdivisions (there is no maximum size).
Data Source TCC
Area of street gardens that is m^ upgraded each year within the approved budget.
Data Source: TCC
Walkways and cycleways are developed each year in accordance with the Integrated Transport Strategy for Tauranga, Refer to the Transportation activity for combined Transportation / Open Space information on this level of service.
Data Source: TCC
2010/11 Target
90
Achieved
45
3,000
Refer to Transportati on activity for results
What we're doing to make sure we meet the year end target (including actual YTD if available)
Maintenance contracts are being managed to ensure that safety levels are maintained and that the facilities are presented in the condition required. New playgrounds are being designed to ensure diversity and suitability to the demographics of the neighbourhood. Pre-inspections are now happening with new equipment at handover. This involves the installer, supplier, TCC and the maintenance contractor.
Contracts are audited monthly to ensure that maintenance standards are adhered to. Full compliance has been achieved year to date.
This approach is being applied as landscape plans are submitted for approval.
1587 m^ of garden has been renewed year to date.
Planning has been completed for a proposed cycleway from Papamoa East to Tauranga via Matapihi. The first stage of implementation has been completed this is the construction of a dual purpose pathway between Golden Sands and Emerald Shores.
Detailed planning has been completed to guide the ongoing development of pathways in the Kopurererua Valley.
090
Open Space cont'd
What this measure tells us
Safety of coastal structures (factual)
Measure Unit
Progress towards achieving No. compliance with Environment Bay of Plenty resource consent conditions for coastal structures (number achieved compared to the planned programme each year, as well as total number that are compliant). * There are a total of 233 coastal structures managed by this activity. Of these, 35 have been assessed as being in 'poor' or 'very poor" condition. ** Council's upgrade programme focuses on the 35 worst condition structures and will ensure all 35 comply with resource consent conditions over the next 15 years.
Data Source: TCC
2010/11 Target
One additional structure compliant this year. Total of two of the 35 structures now compliant.
What we're doing to make sure we meet the year end target (including actual YTD if available)
Resource Consent for this project.
for the bulk of this programme was granted in August 2010.
Other interesting statistics
Provision of open space -area (factual)
Throughput -use of open space (factual)
Area of open space per 1,000 population, broken down into areas of active reserve, neighbourhood reserve and community use.
Data Source: TCC
Number of people walking: ^ ° -(a) Around Mauao (b) Up Mauao (c) Around Waikaraeo Walkway (d) Around Carmichael Reserve
Data Source: TCC
n/a
n/a
Based on a population of 111,802 residents the area of open space currently provided is:
Active reserve - 2.37ha/1000 people
Neighbourhood Resen/e -1.86ha/1000 people
Community use - 0,045ha/1000 people.
Mauao:
Base Track:
November- 93595
December 100634
January- estimated at 100388.
Summit:
November-13584
December-18682
January- estimated at 18547.
1,530 people walked the Waikaraeo Walkway in January and 1350 in December
1,340 walked Gordon Carmichael Reserve walkway in January and 1,050 in Decemtier.
No readings are available for Beach Road walkway, the counter is not operational due to storm damage.
091
What this measure tells
Throughput -use of open space (factual)
Measure
Number of vehicles that enter McLaren Falls Park.
Data Source: TCC
No.
2010/11 Target
n/a
What we're doing to make sure we meet the year end target (including actual YTD if available)
3801 vehicles during November
5834 vehicles during December
7680 vehicles during January
Other Information
Council adopted a new Use of Toxic Chemicals for Vegetation Management Policy on 17 November 2008 which became operative from 1 February 2009. The Policy has an active monitoring and reporting requirement.
It is intended that the organisational use of chemicals be reported through the Open Space Activity section of the Monitoring Report.
The following report outlines the organisational use of agrichemicals.
To assist with the facilitation of recreation throughout the city in places and spaces for people to participate, interact and enjoy a diversity of sport, recreation and leisure opportunities.
Community Outcomes We Contribute To
• Vibrant, Healthy and Diverse Communities • A Great Place to Grow Up
Forward Focus
Focus for the balance of 2010/11 year will be the development of the 2012/22 Aquatics Strategy in collaboration with Tauranga City Council. TCAL will also be progressing development of the Schools in Pools programme in conjunction with Sport BOP and Water Safety NZ.
TCAL will continue to develop new business opportunities to mitigate operating costs to ratepayers, as well as reviewing ongoing service delivery to ensure aquatic and leisure facilities and programmes are delivered in a cost effective manner and to a level of service that is consistent across the network.
Hot Pools Resource Consent Hearing is scheduled later this month.
Progress on Issues Previously Raised Through the 'Forward Focus' Section
The development of the draft 2012/22 Aquatics Strategy has commenced.
09^
8.2 Activity Area Summary
(a) Non-Financial Performance
Statement of Intent Progress to Date
Item TCAL will continue to commission Centre for Education and Recreation Management (CERM) to undertake independent surveys at the three facilities to monitor customer satisfaction and business performance
TCAL will develop a Strategic Plan to meet the companies' mission statement (SOI)
Status TCAL will constantly monitor the results and endeavour to ensure CERM attributes meet a benchmark of 75% (or greater) overall satisfaction rating. The CERM survey was undertaken in February 2010. The results indicate overall satisfaction ratings of; Baywave 87% (86% 2009) Mount Hot Pools 87% (88% 2009) Greerton Pool 86% (88% 2009) TCAL were above or on median across all performance benchmarks. The next CERM surveys are due to be undertaken in February 2011. The SOI has been completed and adopted by TOIL and TCC. The draft 2011/12 SOI is due to be reviewed by TOIL in March 2011.
(b) Capital Expenditure
Asset Condition Assessment is due to be undertaken at Otumoetai facility in early February, with a report due to TCAL late February. A report on the overall condition, performance and future recommendations for this facility will come to Council to enable linkage into the Aquatics Strategy and the Annual Plan 2011/12. As part of this work, the pool will be emptied from 2/2/11 to 7/2/11.
The Hot Pools Redevelopment is progressing with resource consent applications now lodged.
09f
(c) Operational Expenditure ($000)
Aquatic Operational Expenditure 3,000
2,500
2000
o 1,500 o
1,000
500 -
July Ajgust Septerrter Cctober Nwetrter Decertier Jfenuafy February IVfercti April IVby J i re
Month - • 20TIBudget - - i - -20t lActua l
» 20tlActud
Comments:
The main operating cost relates to the grant paid to TCAL, which is only paid across quarterly. The grant includes a contribution to operating costs, excluding depreciation. Included in TCAL's operating costs is a payment to Council of $190,000 pa for information technology and administration support services ($180,000 and $10,000 respectively). Renewals are only drawn down once renewal expenditure is incurred.
A six monthly performance overview will be provided to Council in March 2011.
(d) Operating Revenue
Nothing to report.
ml
Aquatic
CX3ST OF SERVICE STATEMENT for the 7 months ended 31 January 2011
2010/11 2010/11 2010/11 2010/11 2009/10
YTD YTD YTD Total YTD
AcXual Budget \^riance Budget Actual
$000 $000 $000 $000 $000
OPERATION/^
Operational Revenue
User Fees
Subsidies fijnding operational expenditure
Other
Total Operating Revenue
Operating Expenditure
Operating Expense
DebtServdng
Depredation
Total Operating Expenditure
Net Operational Cost
Less non-iunded costs:
Non-funded Depredation
Non-fijnded Loss on /teet Sales
Net Operational Cost to be funded
63
0 0
63
1,072
(15)
255 1,312
1,249
0
0
1,249
0
0
0
0
858
175
696
1,729
1,729
173
0
1,556
63
0
0 63
(214)
190
441
417
480
173
0
307
0
0
0
0
1,470
300
1,193
2,963
2,963
297
0
2,666
(12)
0
0
(12)
1,271
(12)
0
1,259
1,271
0
0
1,271
Net Operational Cost is funded as follows
Rates Funding
Rates Funding reduced by
Non-ftjnded Depredation
Non-ftjnded Loss on / sset Sales
Net Rates Funding
ODrporate Reserves
C&sh Resenes - inae9se/(deaease)
Other Operational Funding
Total Operational Funding
(1,249) (1,206) 43 (2,068) (1,271)
0 0
(1,249)
0 0 0
(1,249)
173 0
(1,033)
0 0
(523)
(1,556)
173 0
216 0 0
(523)
(307)
297 0
(1,771)
0 0
(895)
(2,666)
0 0
(1,271)
0 0 0
(1,271)
CAPITAL
C&pital Expenditure
Capital Expenditure is funded as follows:
Intemal Loans
Renewal Funding
CbrporatB Res. Funding (C&pex)
\fested Assets
Subsidies tiinding capital expenditure
De\elopment Impact Leyes
Other
Total Capital Funding
0
0
0
0
0
0
0 0
0
4,884
(4,282)
(602)
0 0
0 0 0
(4,884)
4,884
(4,282)
(602)
0
0
0
0 0
(4,884)
8,372
(7,340)
(1,032)
0
0
0
0 0
(8,372)
0
0
0
0
0
0
0
0
0 osa
8.3 Activity Area Detail
(a) Significant Capital Projects ($000)
See TCAL presentation to Monitoring Committee in March on the six months performance.
(b) Significant Operational Projects (Includes Projects Delivered From Within Current Budgets)
Project
None for this activity area.
Status
(c) Non-Financial Performance Information
(i) Activity Area Plan Progress Check
Due to the change in the operational arrangements, these items are being reviewed to reflect these changes.
(Key items from the 'how we are going to get there' section of the activity area plan)
Item Status
To meet, and where possible exceed, the expectation of Tauranga City Investments Limited, Tauranga City Council, and all ofthe stakeholders of the company. To meet best practice standards in the management and maintenance of aquatic and leisure facilities. To develop the aquatic and leisure facilities within its control on a commercial basis to a funding model acceptable to the shareholder and with the objective of reducing the cost to the ratepayer. To work in partnership with Tauranga City Council Planning to develop plans for future delivery of aquatic and leisure facilities services in the Tauranga growth areas. To add long-term value to the company by exploring and adopting further business strategies.
To develop strategic plans for both the short term and long term operation of the facilities. To so operate the aquatic and leisure facilities within its control that the company meets all of its financial and non-financial targets.
To develop monitoring systems that will enable the Directors to measure the success of the company. Increase the awareness of TCAL facilities, programmes and services with an aim of increasing the community's physical activity levels by increased use of the aquatic leisure facility network.
Ongoing.
Ongoing.
Ongoing. Key areas of focus are business growth within both the Health Club and Bayswim as well as the Hot Pools redevelopment project.
2012/22 Aquatics Strategy commenced in conjunction with Council and Sport Bay of Plenty.
Ongoing. Key areas of focus are business growth within both the Health Club and Bayswim as well as the Hot Pools redevelopment project. Ongoing.
Ongoing. Further development of TCAL's Schools in Pools programme underway, as well as consideration on the condition and performance of Otumoetai Pool. Monitoring systems in place with ongoing development Ongoing. Twelve month marketing / promotional plan developed and operational.
0^^
(ii) Progress Towards 2010/11 Performance Targets
This is reported separately in the TCAL quarterly report to the shareholder, Tauranga City Investments Limited and in the six monthly reports to Council. The first report to Council for the six months to 31 December 2010 will be presented in March 2011.
(iii) Other Information
None for this activity area.
100
CBD and Neighbourhood Centre Revitalisation
9.1 Overview
Why We Do It
To ensure that the City Centre and Neighbourhood Centres are strong and vibrant commercial, cultural and community hubs that provide for the needs of people living, working and visiting them.
Community Outcomes We Contribute To
• Easy and Safe to Move Around • Built To Fit our Hills Harbour and Coast • Vibrant, Healthy and Diverse Communities • Strong Sustainable Economy
Forward Focus
City Centre
Decisions on the City Living and City Centre Zones parts of the City Plan will be released in the first quarter of 2011.
The City Centre Action Group and City Centre Project Manager are focussing on priority actions. This includes the release of a targeted marketing and promotions package.
Waterfront
The resource consent applications (- BOP Regional Council & TCC) have now been lodged. Public notification occurred 12 February 2011.
A Workshop with Elected members is due to occur in late February 2011.
Neighbourhoods
The Central Parade upgrade was completed on time in October 2010.
Coronation Pier
The resource consent for Coronation Pier is now appeal-free and the swing moorings have been moved. The next actions on this project include:
• Planning for service connections to the gangway area. • Liaising with the private sector partner in terms of timeframes. • Presenting the proposed lease agreement to Council for approval.
101
CBD and Neighbourhood Centre Revitalisation
Progress on Issues Previously Raised Through the 'Forward Focus' Section
N/A
9.2 Activity Area Summary
(a) Non-Financial Performance
No extraordinary matters to report.
(b) Capital Expenditure ($000)
CBD & Neighbourhood Centre Revitalision New Capital Expenditure 1,200
1,000
800
5 600
400
200
July August September October Noventjer December January February March April May June
^ 20 t l Actual Month
-2011 Budget
.2011Actual
NB: Now Capital Expenditure excludes Vested Assets
Comments: The capex spend to date includes the completion of Central Parade and Waterfront consent application preparation costs. Capital expenditure will now slow until further moves occur on the Coronation Pier project.
102
CBD and Neighbourhood Centre Revitalisation
(c) Operating Expenditure ($000)
r ' \ C ^
250
200
150
100
50-
n -
CBD & Neighbourhood Centre Revitalision Operational Expenditure
^
Mr ^
( ^ ^ ^ , ^ ^ ^ , ^ ^
^
^ ^ - A
July August September October November December January Febmary March April May June
Month - -2011Budget A 20t)Actual
-2011Actua!
NB: Operational Expenditure excludes i o s s on Asset Disposal and non-funded Depreciation
Comments:
There is nothing extraordinary to report with respect to the CBD operational expenditure.
(d) Operating Revenue
None for this activity area.
103
CBD and Neighbourhood Centre Revitalisation
(e) Net Cost of Services ($000)
COST OF SERVICE STATEMENT for ttie 7 months ended 31 January 2011
OPERATIONAL
Operational Revenue User Fees Subsidies funding operational expenditure Ottier Total Operating Revenue
Operating Expenditure Operating Expense Debt Sen/icing Depreciation Total Operating Expenditure Net Operational Cost Less non-funded costs:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Operational Cost to be funded
2010/11 YTD
Actual $000
0 0 0 0
26 78 0
104 104
0 0
104
2010/11 YTD
Budget $000
0 0 0 0
30 92 32
154 154
0 0
154
2010/11 YTD
Variance $000
0 0 0 0
4 14 32 50 50
0 0
50
2010/11 Total
Budget $000
0 0 0 0
51 157 56
264 264
0 0
264
2009/10 YTD
Actual $000
0 0 0 0
24 66 4
94 94
0 0
94
Net Operational Cost is funded as follows: Rates Funding Rates Funding reduced by:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Rates Funding Corporate Reserves Casti Reserves - increase/(decrease) Ottier Operational Funding Total Operational Funding
(104) (154) (50) (264) (94)
0 0
(104) 0 0 0
(104)
0 0
(154) 0 0 0
(154)
0 0
(50) 0 0 0
(50)
0 0
(264) 0 0 0
(264)
0 0
(94) 0 0 0
(94)
CAPITAL
Capital Expenditure 586 569 (17) 975 61
Capital Expenditure is funded as follows: Internal Loans Renewal Funding Corporate Res. Funding (Capex) Vested Assets Subsidies funding capital expenditure Development Impact Levies Other Total Capital Funding
(306) (280)
0 0 0 0 0
(586)
NLJ: We
(378) (191)
0 0 0 0 0
(569)
jre currently
(72) 89 0 0 0 0 0
17
58.3%
(648) (46) (327) (15)
0 0 0 0 0 0 0 0 0 0
(975) (61)
Jthrough the 2010/11 year
104
CD CO
• >
CD
cxl CD
CD O • o o o
o - Q O )
"CD
• D
CT5
C l GQ O
«
s
i
o in
«
'
I S
c: c
e s o
tl)
1 o
a
1
ro
1 Q. O
x:
The
proj
ect
invo
lves
rev
italis
ing
this
sho
ppin
g ce
ntre
by
mak
ing
pede
stria
n an
d tra
ffic
mov
emen
ts s
afer
and
im
prov
ing
the
appe
aran
ce b
y un
derg
roun
ding
the
pow
eriin
es,
pavi
ng a
nd,
tree
plan
ting,
and
gar
dens
. Th
e bu
dget
and
phy
sica
l wio
rks
span
the
two
finan
cial
ye
ars
appr
oxim
atel
y eq
ually
.
1 ro aJ
II S g> l a Q: cn
LO o o o o
OD
1 -UJ
O < Z o
o
r-~
irJ
^
h -
CO
1 1 CL
l l
Pre
sum
ing
that
the
priv
ate
sect
or p
artn
er d
eliv
ers
thei
r co
mpo
nent
s of
the
proj
ect,
the
budg
et w
ill b
e fu
lly
spen
t.
This
is a
pro
ject
to
be
earn
ed o
ut in
con
junc
tion
with
a
priv
ate
sect
or p
artn
er to
del
iver
a r
epla
cem
ent f
acili
ty
for t
he p
revi
ous
Cor
onat
ion
Pier
. Th
e co
nsen
t co
nditi
ons
wer
e su
cess
fully
app
eale
d.
CL c o
ro c b S
o o 8
1 l~
cn >
o
o
o
CO
o
I
5 S
» >
UJ
< \-r o
I
•iff
§
z.
• a
2 o £1
V)
o a! IA
1 1 z
6
105
CBD and Neighbourhood Centre Revitalisation
(a) Significant Operational Projects (Includes Projects Delivered From Within Current Budgets)
Project
None for this activity area.
Status
(b) Non-Financial Performance Information
(i) Activity Area Plan Progress Check (key items from the 'how we are going to get there' section of the activity area plan)
CBD - The Whole Picture • Continue to focus on working with the private
sector to understand and respond to issues that Council can influence and to identify opportunities to deliver the City Centre Strategy.
• Continue to implement the City Centre Strategy focussing on delivery priority projects across the organisation in a coordinated manner for best efficiency and effectiveness.
• Key catalyst project to be delivered include: Redevelopment of the waterfront to demonstrate confidence and support for the city centre and to provide high quality urban open space. Undertake a city centre management model review to ensure the most efficient and effective management model is in place. Delivery of the District Plan review under the lead ofthe Environmental Policy Activity Area Plan.
Contract entered into with Priority One for resource to facilitate private sector investment.
Complete.
Underway. Neighbourhood Planning and Revitalisation • Identify a coordinated approach to
Neighbourhood planning, linked to urban intensification demands and the pressures and opportunities of change in the neighbourhood centres. To do this effectively we need to:
Review the Guide to Developing Neighbourhood Plans. Work effectively on social change issues as well as structural change issues Establish a procedure to assist in the prioritisation of neighbour centre redevelopment. Establish and implement a Neighbourhood Centre Revitalisation and Neighbourhood Plan priority schedule.
Issues will be considered as part of the Intensification Project.
106
CBD and Neighbourhood Centre Revitalisation
(li) Progress Towards 2010/11 Performance Targets (table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)
What this measure tells
us
Measure
1
Unit 2010/11 Target
What we're doing to make sure we meet the year end target (including actual YIU if available)
Activity outcome measures
Degree to whicti the city centre is the commercial and cultural heart of the sub-region (perception)
Degree to which the city centre is the commercial and cultural heart of the sub-region and whether there are more people, more often, staying longer in the city centre (factual)
Whether we're getting more people, more often, staying longer in the city centre (factual)
Economic benefit from events (factual)
Whether we're getting more people, more often, staying longer in the city centre (perception)
Percentage of residents that agree that the Tauranga city centre is the commercial and cultural heart of the western Bay of Plenty area.
Data Source: EBOP Communitv Outcomes Survey (three yearly)
Size ofthe residential, retail and office-based industries in the city centre compared to the city as a whole -including the change overtime.
Data Source: Statistics New Zealand
Pedestrian counts at a number of locations around the Tauranga city centre.
Data Source: Prooertv Institute of New Zealand report (annual)
Range and numberof significant events or activities provided in the city centre, and estimated participation in/attendance at them.
Data Source: TCC
Percentage of residents that feel safe during the day and after dari< in the city centre
Data Source: Qualitv of Life Survev (two yeariy) and/or E.BOP Community Outcomes Survey (three yeariy)
%
%
No.
_
%
Increase
Increase
Increase
Increase
Increase
Ongoing implementation of City
Centre Strategy.
Progress finalisation of Plan Change 48.
Implementation of City Centre Strategy actions.
Implementation of Sub-regional
Events Strategy.
Implementation of Strand Night Time Management Plan.
Levels of service
lOT
CBD and Neighbourhood Centre Revitalisation
What this measure tells us
That the City Centre Strategy is being implemented (factual)
That the existing neighbourtiood plans are being implemented and monitored (factual)
.. •. 2010/11 Measure Unit ^^^^^^
Council-led actions in the City Centre Strategy are being implemented (with an explanation ofthe key things actioned, and reasons for not doing things that were planned for this year)
Data Source: TCC
Implementation of the three existing neighbourhood plans (for Greerton, Mount Maunganui North and Merivale) is monitored and reported at least annually - in particular actions that have been approved through an annual plan process. * This includes both TCC-led actions and actions led by other agencies. ** No further neighbourhood plans have been identified for development at this time.
Data Source: TCC
Continue to implement
Achieved
What we're doing to make sure we meet the year end target (including actual YIU if available)
Contract signed with Priority One for implementation resource and establishment of City Centre Action Group.
Monitoring to be undertaken
annually.
(iii) Other Information
None for this activity area.
108
Economic Developnnent
10.1 Overview
Why We Do It
To broaden Tauranga's economic and employment base and to promote Tauranga as a quality destination for business and visitors.
Community Outcomes We Contribute To
• Easy and Safe to Move Around • Vibrant, Healthy and Diverse Communities • Strong Sustainable Economy • A Great Place to Grow Up
Forward Focus
N/A
Progress on Issues Previously Raised Through the 'Forward Focus' Section
N/A
10.2 Activity Area Summary
(a) Non-Financial Performance
Nothing to report.
(b) Capital Expenditure
None for this activity area.
109
Economic Development
(c) Operating Expenditure ($000)
Economic Development Operational Expenditure 2,500
2,000
1,500
1,000
500
July August Septerrt)er October Noverrtier Decerrtwr Januaiy February March April May June
. , . . » 2011Budget - - A - - 2 0 1 ) Actual Montn
NB: Operational Expenditure excludes Loss on asset Disposal and non-funded Depreciation
Comments:
Tracking in line with budget.
(d) Operating Revenue
No significant revenue for this activity area.
110
Economic Development
(e) Net Cost of Services ($000)
I Economic Development
COST OF SERVICE STATEMENT for the 7 months ended 31 January 2011
OPERATIONAL
Operational Revenue User Fees Subsidies funding operational expenditure Ottier Total Operating Revenue
Operating Expenditure Operating Expense Debt Servicing Depreciation Total Operating Expenditure Net Operational Cost Less non-funded costs:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Operational Cost to be funded
Net Operational Cost is funded as follows: Rates Funding Rates Funding reduced by:
Non-funded Depreciation Non-funded Loss on Asset Sales
Net Rates Funding Corporate Reserves Cash Reserves - increase/(decrease) Other Operational Funding Total Operational Funding
2010/11 YTD
Actual $000
41 0 0
41
1,264 0 0
1,264 1,223
0 0
1,223
(1,223)
0 0
(1,223) 0 0 0
(1,223)
2010/11 YTD
Budget $000
43 0 0
43
1,266 0 0
1,266 1,223
0 0
1,223
(1,068)
0 0
(1,068) 0
(155) 0
(1,223)
2010/11 YTD
Variance $000
(2) 0 0
(2)
2 0 0 2 0
0 0 0
155
0 0
155 0
(155) 0 0
2010/11 Total
Budget $000
86 0 0
86
1,917 0 0
1,917 1,831
0 0
1,831
(1,831)
0 0
(1,831) 0 0 0
(1,831)
2009/10 YTD
Actual $000
40 0 0
40
1,259 0 0
1,259 1,219
0 0
1,219
(1,219)
0 0
(1,219) 0 0 0
(1,219)
CAPITAL
Capital Expenditure
Capital Expenditure is funded as follows: Internal Loans Renewal Funding Corporate Res. Funding (Capex) Vested Assets Subsidies funding capital expenditure Development Impact Levies Other Total Capital Funding
0 0 0 0 0 0 0 0
NB: We
0 0 0 0 0 0 0 0
are currently
0 0 0 0 0 0 0 0
58.3%
0 0 0 0 0 0 0 0
Jthrough the 2010/11 year
0 0 0 0 0 0 0 0
111
Economic Development
10.3 Activity Area Detail
(a) Significant Capital Projects ($000s)
None for this activity area.
(b) Significant Operational Projects (Includes Projects Delivered From Within Current Budgets)
Project
None for this activity area.
Status
(c) Non-F inanc ia l Pe r fo rmance In fo rmat ion
(i) Act ivi ty Area Plan Progress Check (key items from the 'how we are going to get there' section of the activity area plan)
Economic Development
In order to achieve the kind of economic opportunities that align with our environmental, social and cultural goals the Council will:
• Continue to work with Priority One to develop or facilitate programmes and activities.
• Continue to develop and maintain strong relationships with key economic development organisations e.g. Chamber of Commerce.
Contracts with Priority One and Chamber of Commerce for 2010/11 year agreed and signed.
Tourism
Support implementation ofthe Bay of Plenty Tourism Strategy to increase visitor numbers resulting in increased expenditure and investment in the area.
Through the service delivery contract, work with Tourism Bay of Plenty to ensure that the Visitor Information objectives are achieved.
2010/11 Statement of Intent for Tourism Bay of Plenty signed by both Councils.
2010/11 contract with TCC for Tourism BOP to deliver Visitor Information services signed by both parties.
Ug
Economic Development
(li) P rog ress T o w a r d s 2010/11 P e r f o r m a n c e Targe ts (table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)
What this measure tells Measure
What we're doing to make sure 2010/11 we meet the year end target Target (including actual YTD if
available)
Activity outcome measures
Enabling business growth (factual)
Total and available (vacant) industrial land, and increase each year.
Data Source: TCC - Industrial Land Survey
Ha No significant increase
Continued implementation of SmartGrowth strategy.
Level of Average houriy income levels in increase in Tauranga as a percentage ofthe New wage levels Zealand average (this is a proxy for (factual) skill levels).
Data Source: Priority One
% 92 Implementation of SmartEconomy strategy.
Level of Annual growth in gross domestic growth of the product (GDP)* per Tauranga city's resident. economic base * Gross domestic product can be (factual) described as the total amount of
wealth generated by all businesses in the city.
Data Source: Priority One
2.5 Implementation of SmartEconomy strategy.
Indication that the city's economic base is broadening (factual)
Exports as a percentage of total economic output.
Data Source: Priority One
% 50 Implementation of SmartEconomy strategy.
Indication that the city's economic and employment base is broadening (factual)
Percentage increase in the total % number of businesses in Tauranga.
Data Source: Priority One
2.0 Implementation of SmartEconomy strategy.
Effectiveness of support for development of new tourism products (factual)
New visitor experiences (tourism product) available to the market.
Data Source: Tourism BOP
No. Implementation of SmartTourism Strategy.
Effectiveness of promoting Tauranga as a quality destination for visitors
Increase in domestic visitor nights.* * Targets will be reviewed annually in line with Tourism Research Council forecasts.
0.8 Implementation of SmartTourism Strategy.
11
Economic Development
What this measure tells
(factual)
Effectiveness of promoting Tauranga as a quality destination for visitors (factual)
Whether Tauranga is seen as a 'quality destination for businesses and visitors' (perception)
Promotion of the city is focussed as per the Tourism Strategy (factual)
1
Measure
Data Source: Tourism BOP
Increase in international visitor nights.* * Targets will be reviewed annually in line with Tourism Research Council forecasts.
Data Source: Tourism BOP
Percentage of residents see Tauranga as a quality destination for visitors and businesses.
Data Source: Tourism BOP
Level of targeted marketing to domestic and free and independent travellers.
Data Source: Tourism BOP
Unit
%
%
Narr ative
2010/11 Target
3.4
Increasing
Narrative
What we're doing to make sure we meet the year end target (including actual YTD if available)
Implementation of SmartTourism
Strategy.
Implementation of SmartTourism Strategy.
Implementation of SmartTourism
Strategy.
Levels of service
Visitor Information Centre -quality standards (factual)
Tauranga and Mount Maunganui visitor information centres both maintain ISite qualification, by meeting Visitor Infonnation Network minimum standards (for things such as staff qualifications and opening hours).
Data Source: Tourism BOP
- Achieved Regular reporting arrangements agreed with Tourism Bay of Plenty.
(iii) other Information
None for this activity area.
114
strategic Property
11.1 Overview
Why We Do It
To maximise the Council's opportunities from property ownership, while minimising the holding costs of acquiring land in advance and ensuring high quality operational decisions are made in regard to the portfolio.
Community Outcomes We Contribute To
• Built to Fit our Hills Harbour and Coast • Strong Sustainable Economy
Forward Focus
The activity continues to manage the strategic portfolio of properties. We continue to review the list of property intended for sale and will progress a sale of properties for this year if we believe Council's position can be optimised.
There is only minor maintenance planned for the Civic and Administration buildings, with further work being done to reduce the operational costs of these buildings.
Progress on Issues Previously Raised Through the 'Forward Focus' Section
We continue to review the operational costs of the Civic Administration building and the new cleaning contracts which produced savings for Council are working well.
We are preparing the property information on our portfolio to be able to carry out a property review of this portfolio and make recommendations to Council as part of the LTR process.
11.2 Activity Area Summary
(a) Non-Financial Performance
Nothing to report.
115
strategic Property
(b) Capital Expenditure
strategic Property New Capital Expenditure {less Land Sales)
jLiy Ajgust Septerrter Cctober Na/errter Decerrter January Febtuaiy FVbndn fi(yn\ May
-20t1Budget A 201DActud
- « 2011 Actual
NB: New capita! Expenditure excludes vested assets.
Comments:
The majority of this expenditure relates to property purchases in the first quarter of this year. There are no further major land purchases planned for this activity, with the focus on progressing the properties for sale.
Revenue from leasing activities is ahead of budget in Parks, Transport, Water Leases and Strategic Property. This is due to recovehes from tenants being ahead of budget and increased rental revenues.
118
strategic Property
STRATEGIC PRCPE
COST OF SERVICE STATEIVIENT for the 7 months ended 31 January 2011
OPERATIONAL
Operational Revenue User Fees Subsidies funding operational expenditure Other Total Operating Revenue
Operating Expenditure QDerating Expense Debt Serwdng Depredation Total Operating Expenditure Net Operational Cost Less non-funded costs:
Non-tlinded Depredation Non-funded Loss on ^ sset Sales
Net Operational Cost to be funded
2010/11 YTD
Actual $000
2,395 0
1,421 3,816
1,354 1,903
698 3,955
139
0 85 54
2010/11 YTD
Budget $000
2,160 0
1,270 3,430
1,177 1,616
731 3,524
94
183 0
(89)
2010/11 YTD
Variance $000
235 0
151 386
(177) (287)
33 (431)
(45)
183 (85)
(143)
2010/11 Total
Budget $000
3,704 0
2,177 5,881
2,028 2,770 1,253
6,051 170
314 0
(144)
2009/10 YTO
A::tual $000
2,460 0
1,349 3,809
1,951 1,658
672 4,281
472
0 287 185
Net Operational Cost is funded as follows Rates Funding Rates Funding reduced by:
Non-funded Depredation Non-funded Loss on fieset Sales
Net Rates Funding Corporate Reserves Cash Reserves - inaease/(deCTease) Other Cperational Funding Total Operational Funding
(2) (2) (4) (4)
0 0 0 0
(54) 0
(54)
0 0
(2) 0
91 0
89
0 0
(2) 0
145 0
143
0 0
(4) 0
148 0
144
0 0
(4) 0
(181) 0
(185)
CAPITAL
capital Expenditure
Capital Expenditure is funded as follows: Intemal Loans Renewal Funding Corporate Res. Funding (Capex) Vfested/ ssets Subsidies funding capital expenditure De\elopment Impad Levies Other Total Capital Funding
7,611
(7,746) 135
0 0 0 0 0
(7,611)
6,377
(6,203) (174)
0 0 0 0 0
(6,377)
(1,234)
1,543 (309)
0 0 0 0 0
1,234
1,512
(1,214) (298)
0 0 0 0 0
(1,512)
3,475
(3,343) (132)
0 0 0 0 0
(3,475)
NB: We are currently I 58.3% |tt-itDiighthe20W11 >ear 119
tir CD
o CL
o
CO
o t i 0)
CO
+-» c 0)
TJ IE c o O
'B o Q (0
< > s
* • >
> '"5 o
o o o */»
i2 u (D
Q.
3 a. (0
O c re o f t "E _D)
• o
r n Q .
fl) OJ S: ro
fc! Q.
ro
ro O
ro o
D)
CO
(O
re
CO
2 1 S T3
CQ
C 3
G S
'2 p Q. ^
"(5 . ^
2s cn
LJJ O
n 0)
o c Q. (D
> . s s s ^ ^ ^ f m
o
S w» 0) c
>•.° 3.1 o
a
5 i Q
fc:
•§•0 (5 0
^
t j g < 8 Q V»
^ 0
» 1—
S< 0 )
z
S £ CT §
( ^
"
• a c
U J
<u
>-CD
. 2
' w 0
Q .
U J
c / l
3
c/3
.s 0
CL
1 2 TJ
' 0
ts V
o " a !
8 t D.
<5
0
'-"
i r i
0
0 0 t o 0
0 0
R "* ( N
( O
J -
g «
0
2
1 .ffi 1
K
l u , 0 0
i ^ i i (O >
0
S '-
a> CO CO i r i
0
s
0 0 CO 0 .
s •<»•
C M "
r-. CO 0 0
TO 0 1 -X I 3
(O
^ ro
0 :
CO
s r n
- r r r ^
0
CO
CO f O
s
— °
— C 3 0 0
D :
f 5
CC
fc 0
3 z 0
r l
s CO
c n 0
0
CO
• *
CO CO • t r
s
8
0 CO
ro 0 K £ > 3
CO
t o t3
t Q. Z
s
0 0
Rl
0
a i
cn
1 '
0 0 0 <£>
s
g ~—
S" r n
g D -
^
< 1 ^
i^ Z
is w >
^ ' ^
0 0 "
S co"
_ 0 0
CD
f 0
CO 1 0
• ^
J -0
1 ro • . =
0
S
t
• ^
< ' L ^ ^
Is CO >
i n
a> r^
LO CO OD o i "
i '-
ffi n
!
SJ r--e o '
2 0
1 -X I 3
c/:
0 0
<Ji
Ri
<o
§ '"
^ 1 0
m
1
F= CO
t o "
• 0
^
1 0 .
0
1—
( N
1 0
0
S s' a
u j
s 2 K
G £ j5 CO
120
strategic Property
(b) Significant Operational Projects (Includes Projects Delivered From Within Current Budgets)
Project
None for this activity area.
Status
(c) Non-Financial Performance Information
(i) Activity Area Plan Progress Check (Key items from the 'how we are going to get there' section of the activity area plan)
Item Status
Develop a plan of acquisitions and disposals to enable as accurate as possible timing of purchases and disposals, having regard to an ability to progress unplanned purchases as they arise.
To actively manage the portfolio and review it on a regular basis for the future needs of Council.
A plan of disposals was prepared for the LTCCP. This will be continually reviewed throughout the year to ensure Council's position is optimised.
Acquisitions are programmed in the Ten Year Plan and we have developed a Property Acquisition Database to enable us to have all planned purchases identified.
This is ongoing and we are preparing for the Ten Year Plan process.
(ii) Progress Towards 2010/11 Performance Targets
There are no performance measures or levels of service reported for thiis activity.
(iii) Other Information
None for this activity area.
121
Elder Housing
12.1 Overview
Why We Do It
To provide in a self-funding manner, quality housing for the elderly who may have difficulty providing it for themselves.
Community Outcomes We Contribute To
• Vibrant, Healthy and Diverse Communities
Forward Focus
This activity is performing well with no significant projects planned for the year. We continue to maintain the assets and progressively improve the older units.
As part of the Annual Plan, Council has considered a proposal in respect of the Clarke Street Village. This will be further consulted upon through the Annual Plan process.
Progress on Issues Previously Raised Through the 'Forward Focus' Section
There are no significant issues to report
12.2 Activity Area Summary
(a) Non-Financial Performance
We believe our tenants are happy with the level of service received and that community spirit within the villages is good.
t " "?
Elder Housing
(b) Capital Expenditure
Elder Hcxjsing New Capital Expenditure
350-
300
250
200
150
loo
se
» 2011 Budget - - A 20 t )Ac tua l
• 20-t1Actu3<
NB: New capital Expenditure excludes vested assets.
Comments:
Capital Expenditure is currently ahead of budget, this is due to the cash flowing of expenditure and we expect the activity to be under spent at year end. Work continues with ongoing renewals to units and exterior painting.
123
Elder Housing
(c) Operational Expenditure
Elder IHousing Operational Expenditure 1,400
1,200
1,000
(200)
>k- A
Joy Ajgust Septenrte- Cfctober Noverrber Decerrter January February March / ^ l IVby June
Month
V
- • 20-nBudga ± 20t)Actud
- • 2011Actual
NB: Operational Expenditure excludes Loss on Disposal of assets and non-funded Depreciation
Comments:
Operational Expenditure is currently close to budget due to the allowance for non funded depreciation we expect this to end the year generating a surplus for this activity.
124
Elder Housing
(d) Operational Revenue
1 yinn
1,200
1,000
800
b
600
400
200
0^
r^ JJy
Bder Housing Operational Revenue
_ ^ x < ^
- - ' ..^^^,y^.
. ^ y ^ ^ ^
JSf^^ '^
j l ^ ^ r ^
^ ^ 0 ^ ^ ^
^^Jm^^
^ ^ r ^ ~
Ajgust Septerrter Cctober Ncwerrter Decerrter January February IVbrch / ^ l
Mon th • 2011Budgel
H 20-nActual
^ y " " ^
y " ' ^ ^
• • -
-
IVby J i re
- -k 20t)Actual
\
A NB: Operational Revenue excludes Internal Intetest and revenues funding capex (e.g. Developer Contributions).
Comments:
Revenue is now ahead of budget and we expect to maintain this position for the year, generating a surplus for the activity.
12&
Elder Housing
(e) Net Cost of Services ($000s)
Elder Housing
COST OF SERVICE STATEMENT for the 7 months ended 31 January 2011
OPERATIONAL
Operational Revenue
User Fees
Subsidies funding operational expenditure
Other
Total Operating Revenue
Operating Expenditure
Operating Expense
DebtSen^dng
Depreciation
Total Operating Expenditure
Net Operational Cost
Less non-fijnded costs:
Non-furxJed Depreciation
Non-furxJed Loss on /^sset Sales
Net Operational Cost to be funded
2010/11
YTD
Actual
$000
761
0
12
773
337
29
300
666
(107)
0
0
(107)
2010/11
YTD
Budget
$000
729
0
10
739
317
28
504
849
110
2t/2
0
(92)
2010/11
YTD
Variance
$000
32
0
2
34
(20)
(1) 204
183
217
202
0
15
2010/11
Total
Budget
$000
1,249
0
17
1,266
542
49
864
1,455
189
346
0
(157)
2009/10
YTD
Actual
$000
708
0
5
713
280
28
456
764
51
0
0
51
Net Operational Cost is funded as follows Rates Funding Rates Funding reduced by:
Non-funded Depredation Non-funded Loss on / sset Sales
Net Rates Funding Corporate Reserves C&sh Reserves- increase/(decrease) Other Cperational Funding Total Operational Funding
0 0 0 0
107
0 107
0 0
0 0
92 0
92
0 0
0 0
(15) 0
(15)
0 0
0 0
157 0
157
0 0
0 0
(51) 0
(51)
CAPITAL
C&pital Expenditure
Capital Expenditure is funded as follows: Intemal Loans Renewal Funding Cbrporate Res. Funding (C&pex) Nested/ ssets SutDSidies fijnding capital expenditure De\elopment Impact Lex es Other Total Capital Funding
168 141 (27) 358 114
(27)
(126)
(17)
0
0
0
2
(168)
NB:We
(40)
(171)
0
0
0
0
70
(141)
arecutrenlly
(13)
(45)
17
0
0
0
68
27
58.3%
(70)
(293)
0
0
0
0
5
(358)
through the 20ia'1
(17)
(79)
0
0
0
0
(18)
(114)
yea'
\7.S^
Elder Housing
12.3 Activity Area Detail
(a) Significant Capital Projects ($000)
None for this activity area.
(b) Significant Operational Projects (Includes Projects Delivered from within Current Budgets)
Project
None for this activity area.
Status
(c) Non-Financial Performance Information
(i) Activity Area Plan Progress Check (Key items from ttie 'how we are qoinq to qet there' section of the activity area plan)
Item Status
Have a ten year plan that ensures the activity is cost neutral, with a planned upgrade and maintenance programme. Build a strong community spirit within villages and maintain a high quality tenant landlord relationship. Facilitate the provision of tenant social support through the appropriate agencies in our community. Continue investigating options to actively source Central Government funding for improvements and undertake a feasibility study to consider options for using existing land assets to fund newer units. Implement annual rent increases to cover the costs of operating this activity.
The ten year plan has been completed.
This work continues.
Tenants are referred to appropriate agencies as and when required.
There is no Central government funding available at the present time for Local authorities. The Government does have the Housing Innovation fund which assists Community Housing Trusts.
Rental increases will continue in increments on an annual basis.
(ii) Progress Towards 2010/11 Performance Targets (table includes all measures - activity outcome measures, performance measures, levels of service and 'other interesting statistics' - from the 2009/19 Ten Year Plan)
What this measure tells IVIeasure
What we're doing to make sure 2010/11 we meet the year end target Target (including actual YTD if
available)
Service performance measures
Quality of elder Percentage pass rate in the Quality housing units Homes Assessment (this assessment (factual) rates each unit on factors such as
health, safety, security).
Data Source: TGG - Quality Homes Assessment (three-yearly)
Increasing We are continuing to improve the units where required through our annual maintenance programs.
Level of All of Council's residential units are demand for fully occupied, averaged over all Council units complexes, excluding refurbishment (factual) periods.
Achieved All the units are currently full.
127
Elder Housing
What this measure tells Measure
What we're doing to make sure 2010/11 we meet the year end target Target (including actual YTD if
available)
Data Source: TCC
Levels of Service
Elder Housing activity is self funding (factual)
There is no net cost to ratepayers for Council's Elder Housing services.
Data Source: TCC
Achieved Rental revenue is the only income for this activity and it is currently covering all expenses.
Provision of Council provides 254 units for tenants facilities who meet the eligibility criteria as set (factual) out in Council's Tenancy Policy.
Data Source: TCC
Achieved There are 254 units available.
Other interesting statistics
Waiting list Waiting list* size as a proportion of size (factual) total Council residential units.
'Waiting lists include only those who are eligible for Elder Housing units.
Data Source: TCC
No. No targets We currently have a small required waiting list for tenants that wish
