Strategic Plan 2002 - 2017

06 457223 STRATEGIC PLAN 2002-2017.RTF

2002 - 2017

Strategic Plan

WH A N G A R E I D I S T R I C T C O UN C I L S T R A T E G I C P L A N 2 0 0 2 – 2 0 1 7

- i -

INTRODUCTION FROM THE MAYOR I welcome all readers to this Strategic Plan covering the 15 year period, 2002 to 2017. The Whangarei District and indeed Northland in general is a special place in the eyes of its residents. The region has perhaps grown more slowly than some other areas in New Zealand, but we have the advantage of both climate and proximity to Auckland from which there has been a growing spin off in terms of both population and economic development. The demands on the region in the future will be many as we see the effects of a four fold increase in forestry logging, the development of a deep water port at Marsden point and growing industry bases such as the LVL plant and boat building facilities. Such development brings jobs and people with their own demands on infrastructure and services that need to be met by the District Council. This challenge will not go unanswered by your council and this Strategic Plan sets a base to ensure that the vital services, particularly those of roading, water and waste are more than adequate to cope in the long term. Looking after these services is not so glamorous as the more visual icons that make statements to visitors and add the feel good factor but they are the base on which everything else stands. The more glamorous projects will not be ignored as this plan contains details of many projects designed to enhance the quality of life for people of all ages, an ingredient that is just as important as providing the basic structures for life and business. There is a growing awareness in the world at large and in New Zealand in particular that looking after the environment is a major concern for us all. How we treat the space that we live in and how we balance the needs of individuals and business when desires compete is becoming more complex. Environmental, regulatory and monitoring functions under the Resource Management Act and other legislation is another important cog in the wheel and your council will address the issues. Addressing all of the important factors comes at a cost and this plan makes adequate allowance for those with sensible policies in place for financial management over the next 15 years. We have allowed for some increases in rates as well as user charges and intergenerational fairness and equity will be balanced with the use of loan funding for those large projects which need it. I urge you to have your say on any facets of this plan as your participation in the process is important to ensure that we get the balance right for the benefit of the community as whole. Craig Brown

MAYOR


- ii -

THE COUNCIL’S DIRECTION Over the next 15 years the council intends to:

• Ensure the Community has good services including those for roading, water, refuse handling, parks and wastewater.

• Encourage Community wellbeing and development by having programmes which support community organisations and initiatives.

• Support and encourage economic growth in both traditional and emerging industries to underpin higher levels of employment and a strengthening of household incomes.

• Manage the environment to protect and enhance the key aspects valued by the district's people and by visitors.

To meet these aims the council will continue to fulfil its statutory obligations, use effective consultation systems with its community, and maintain a strong expenditure programme. The council plans to complete projects which include: A new landfill Upgrade of wastewater treatment systems Sealing more roads Library improvements and renewal Increasing water supplies Major upgrade of stormwater services Upgrade of the Central City traffic and mall systems Support for community groups Extension of parks and reserves, and recreational facilities Swimming pool upgrade and enhancement Facilitation of the acquisition of a major regional coastal park The council plans also to maintain its record of strict financial control and management, to ensure its current strong financial position continues into the future. The council’s range of activities is very large. In each activity there are issues being considered and dealt with. Details of projects are attached to each strategic area and are summarised in appendices at the end of the Strategic Plan.


- iii -

TABLE OF CONTENTS

Introduction from the Mayor ........................................................................................................................................... i The Council’s Direction ................................................................................................................................................. ii

Part 1: General Information............................................................................................................................................ 1 How to Find the Whangarei District Council ................................................................................................................. 1 Directory of Councillors ................................................................................................................................................. 2 Directory of Management............................................................................................................................................... 3

Part 2: Strategic Planning............................................................................................................................................... 4 What is Strategic Planning?............................................................................................................................................ 4 Applying Strategic Planning to Council’s Activities ......................................................................................................... 5 What the Various Council Plans Do............................................................................................................................... 6

Part 3: Whangarei Today ............................................................................................................................................... 7 Whangarei District Profile.............................................................................................................................................. 7 Community Profile ......................................................................................................................................................... 8 Population....................................................................................................................................................................... 9 Building Activity Information ........................................................................................................................................ 9 District Statistics............................................................................................................................................................. 9 Business and Employment Activity................................................................................................................................ 9 Some Guidance to Help you Read this Plan ................................................................................................................. 11 What Whangarei People Value..................................................................................................................................... 11 Overview of Council’s Strategic Issues........................................................................................................................ 12 The Council’s Past Achievements ................................................................................................................................ 15

Part 4: Looking Forward.............................................................................................................................................. 17 Finance ......................................................................................................................................................................... 17 Customer Services ........................................................................................................................................................ 44 Land Information.......................................................................................................................................................... 45 Roading and Traffic...................................................................................................................................................... 46 Wastewater and Stormwater ......................................................................................................................................... 50 Hikurangi Swamp Drainage Scheme............................................................................................................................ 53 Solid Waste and Recycling........................................................................................................................................... 54 Water Supply ................................................................................................................................................................ 56 Community, Social Services and Facilities .................................................................................................................. 59 Parks and Recreation .................................................................................................................................................... 61 Libraries........................................................................................................................................................................ 64 Pools ............................................................................................................................................................................. 67 Environmental Services ................................................................................................................................................ 69 Forum North and District Promotions .......................................................................................................................... 72 Commercial Enterprises................................................................................................................................................ 75

Appendix 1: Financial Information ............................................................................................................................... 1


- 1 -

Part 1: General Information HOW TO FIND THE WHANGAREI DISTRICT COUNCIL MAIN OFFICE STREET ADDRESS: Forum North

Rust Avenue WHANGAREI

POSTAL ADDRESS: Private Bag 9023

WHANGAREI TELEPHONE NUMBER: 09-430 4200 FACSIMILE NUMBER: 09-438 7632 E-MAIL: [email protected] WEB SITE http://www.wdc.govt.nz HIKURANGI SERVICE DELIVERY CENTRE STREET ADDRESS: 7 King Street

HIKURANGI TELEPHONE NUMBER: 09-433 8777 FACSIMILE NUMBER: 09-433 8395 RUAKAKA SERVICE DELIVERY CENTRE STREET ADDRESS: Takutai Place

RUAKAKA TELEPHONE NUMBER: 09-432 8360 FACSIMILE NUMBER: 09-432 8330


- 2 -

DIRECTORY OF COUNCILLORS HOME MOBILE FAX BUSINESS E-MAIL Mayor: Mr C A E Brown 432 7575 432 7693 Bream Bay: Mr N I McLeod 432 0406 021-875 024 432 1051 [email protected] Mr P.R Halse 432 7945 432 7945 Coastal Ward: Mr Larry Dyer 434 3664 434 3667 Mrs Robin Lieffering 434 0754 434 0754 [email protected] Denby Ward: Mr C B Christie 435 0864 435 0865 Mrs P S Peters 437 2209 437 2109 Mr K J Sutherland 435 1667 438 3506 [email protected] Hikurangi Ward: MR G S Broughton 433 5886 433 5888 Maungatapere Ward: Mr J M C Wilson 434 6766 025-446 766 434 7395 434 6236 Okara Ward: Mrs L V Kerr 438 5804 438 5804 [email protected] Mr W E Redwood 437 6806 437 6814 Mr D V Robertson 437 2270 459 5590 430 3652 Donald.Robertson@corrections.

z Mr I P Samu 437 1357 437 1357 [email protected]


- 3 -

DIRECTORY OF MANAGEMENT GENERAL MANAGER

Mark Simpson CORPORATE SERVICES MANAGER

Alistair Drake

Administration Records Land and Property Information Rates and Finances Customer Services WORKS AND SERVICES MANAGER

Neil Barclay

Roading and Traffic Wastes and Drainage Water Services ENVIRONMENTAL SERVICES MANAGER

Barry Mosley

Regulatory Services District Planning and Development COMMUNITY ENTERPRISES MANAGER

Eric Scott

Whangarei District Promotions Swimming Pool Commercial Enterprises Libraries Parks and Recreation Support Services


- 4 -

Part 2: Strategic Planning WHAT IS STRATEGIC PLANNING? Strategic planning is about setting a long term vision or direction and putting in place the means to achieve this vision. Strategic planning encourages organisations to take a wider view, to look beyond their day to day issues and to plan for the future. Experience shows that when organisations such as the council establish processes for setting and agreeing on longer term goals there is a greater likelihood of achieving successful results. Many of the council's services involve millions of dollars worth of community assets. Many of the services are essential to the daily needs of businesses, homes, schools and so forth. It is therefore critically important that careful, comprehensive planning for the future is not just done, but is done in agreement with the client ratepayers who will both pay for and benefit from the services involved. There is no doubt that we live in a fast changing world. This change brings with it the need for choices to be made about all sorts of matters. The choices the council makes about which issues to become involved in and how those issues are to be developed will have a great impact on the economic, social and environmental health of Whangarei over the next 15 years. These choices cover not just the areas traditionally seen as the council's responsibility, but also the newer areas which come up and present opportunities. The strategic planning process requires that: • Issues are identified and analysed.

• A vision to aim for is established.

• Strategies to achieve the vision are developed.

• Sign posts to ensure the right path is being taken are set up.

• Responsibilities are allocated so everyone understands their role.

• Resources to implement the strategies are provided.

The benefits for the council and Whangarei's constituent communities of a strategic plan are that it will help: • Communicate the activities undertaken by the council and the issues faced.

• Develop stronger mechanisms for receiving residents views on the council's activities.

• Ensure the directions taken are those agreed by the community.

• Remove the risk of service failure.

• Provide a measure how effective the council's actions are.

• Ensure actions across the whole of the council's operations are coordinated.

• Create a framework for sound long term social, environmental and financial planning.


- 5 -

APPLYING STRATEGIC PLANNING TO COUNCIL’S ACTIVITIES The council has responsibility for a range of issues as defined by the Local Government Act, by various other elements of legislation and by local community need. This means that while there are many functions the council is obliged to undertake, there are also many areas of choice. In addition the council has to face ongoing decisions about the way in which it gets involved in issues and the standards of service provided to residents. The Whangarei District Council adopted its first comprehensive Strategic Plan in 1998 and this plan updates and further defines that first effort. Elements of long term planning have existed for some time, including: • The Annual Plan and Annual Report

• The District Plan

• Informal and formal financial and service policies

• Informal asset maintenance policies

• Works programmes for some of the significant activities

Longer term planning is needed so the council can be sure of its ability to continue to provide existing and new services. Without the discipline of longer term planning there will be uncertainty about the future of the council's services and the ability of ratepayers to fund them. The council's adopted Strategic Plan and the strategies it contains represents a balance between the community, environment and economic factors at play in Whangarei. The Strategic Plan will help guide the council's policy setting, its annual planning process and its interaction with residents. The council expects that as information on its various activities improves the strategies included in this plan will need themselves to be checked and modified periodically. The council expects that as its experience in developing a strategic approach to the future gains momentum, the value to the community of its resulting Strategic Plan will be increasingly recognised.


- 6 -

WHAT THE VARIOUS COUNCIL PLANS DO Whangarei District Council has prepared a number of interrelating plans. The role of the council’s key plans is as follows: STRATEGIC PLAN As set out in the previous section this plan expresses the long term vision of the council. It sets out in broad terms where the council intends to direct its activities to achieve the long term goals it believes are important. It also sets out the council's overall financial position for the period of the strategy. There is a legal requirement under section 112k of the Local Government Act that the council's forward financial planning covers a period of at least 10 years and is reviewed at least every three years. This plan incorporates the council's Long Term Financial Strategy as required by section 112k. DISTRICT PLAN This Plan focuses on the land use and environmental issues which the council is required to attend to under the Resource Management Act. It directly affects landowners, including the council, by setting standards for a range of activities so as to achieve certain environmental objectives. ANNUAL PLAN This plan specifies for each significant activity the key objectives and performance measures that will apply for the year in question. It also sets out the relevant budgets for the council's programmes as well as what income will be collected to meet the expenditure. Residents are able to make submissions on this plan each year. ANNUAL REPORT This plan sets out how the council's performance during the year matched up with the expectations it had prior to the year commencing. ASSET MANAGEMENT PLANS These deal with longer term aspects of maintaining and if necessary replacing major infrastructural assets including water systems, the roading network, wastes systems, parks and recreational facilities. These plans help provide for security of service at best cost by anticipating future issues well in advance. Such an approach allows time for steady implementation of works programmes. COUNCIL ACTIVITY PLANS (POLICIES) These documents set out the council's framework for involvement in a particular activity. They provide guidance for the community and for the council's own organisation as to the current state of the council's thinking on particular issues HEALTH AND SAFETY The council is committed to improving its Health and Safety activities and procedures to provide a safe working environment for its employees, contractors, and residents. The Health and Safety Committee will carry out this work which will flow through to the individual departments performance measurements in future plans.


- 7 -

Part 3: Whangarei Today WHANGAREI DISTRICT PROFILE Whangarei District forms the lower eastern section of the Northland Peninsula, extending from Langs Beach in the south to Bland Bay in the north and westwards almost to Dargaville. It has a land area of some 270,000 hectares about 90% of which is rural with two thirds of this being used for pastoral farming. The district's landscape forms are varied and interesting with the diversity of the extensive 270 kilometre coastline forming perhaps the strongest aspect of its overall landscape identity and boasting some of New Zealand’s finest beaches. Numerous offshore islands are typical of the coastal scenery and are havens for rare and native flora and fauna, with the Poor Knights Marine Reserve being the most recent addition to the attractions of the area. The district's population stands at 70,300 (estimate as at 30 June 2000)* which is about 50% of Northland's total and is projected to increase to 78,400 over the next 20 years. It is growing at a slightly lower rate than the national average, a trend which is predicted to continue, and represents 1.8% of New Zealand’s resident population. The urban centre of Whangarei is home to approximately 65% of the district's people and is the commercial and cultural centre of Northland. There are a number of smaller townships and settlements around the district which encourage and support local community interests. A significant and increasing proportion of the population are of Maori descent or identify with the Maori ethnic group.

The district enjoys a relatively mild subtropical climate although it does suffer from extremes. Winter brings a small number of frosts each year while summer heralds extended periods with temperatures between 20 and 30 degrees Celsius and droughts occur in some years. Rainfall, at 1555 millimetres per year, is relatively high by New Zealand standards and weather events with extreme rainfall can result in localised flooding. Modern Whangarei exhibits a diverse economic and social structure. The district's economy has a strong traditional pastoral farming base and is the principal servicing centre and port for the Northland region. The newer sectors including tourism, horticulture, forestry and fishing are now however strong contributors to the district's business activity. In addition the Marsden Point Oil Refinery, Portland Cement Works, LVL Plant and Super Yacht construction are within

the district and provide significant economic inputs to the local area, as will the new deep water port at Marsden Point when construction is completed. The district enjoys a full range of sporting, recreational and cultural facilities, mainly centered in Whangarei. These include sports parks, an indoor heated swimming pool, a range of museums and galleries, a network of walkways, the Quayside Town Basin attraction and a number of theatre performance venues. Recent refurbishment of the Cameron Street Mall area has created an attractive, functional centre for the central business district. Whangarei is well served with preschool facilities, a number of primary schools, two intermediate and seven high schools. The Northland Polytechnic offers a range of options for those undertaking tertiary level studies (including degrees). Close proximity to Auckland and an improved road link mean that tourism and recreational activities are of growing significance to the district while the demand for land for subdivision and development, especially to the south and along the coastline, is predicted to increase. The selection of key statistics which follows is presented to assist readers give context to the council's activity proposals for the coming years.

* Source: Department of Statistics

Estimated Population Change (%) As at 30 June


- 8 -

COMMUNITY PROFILE (Percentage of Total & 1996 Census Data Unless Otherwise Stated)

AGE Whangarei Northland NZ Median Age 33 years 33 years 32 years Over 65 Years 12.8 12.1 11.7 Aged 0-14 25.2 26.4 23

EDUCATION Whangarei Northland NZ No Educational Qualification

35.9 37.4 32.1

Tertiary Qualifications

30.0 27.8 32.1

INCOME Whangarei Northland NZ Mean Household $37,350 $35,310 $43,372 Under $10,000 6.2 7.4 5.4 $10,001 - $30,000 36.3 37.1 31.0 Over $50,001 21.1 17.9 27.2 Personal Under $10,000

31.0 32.8 29.5

Personal $10,001- $20,000

26.7 26.4 23.6

Personal Over $50,001

4.8 4.1 6.6

Those receiving some Income Support

41.7 42.6 35.4

GENDER AND ETHNICITY Whangarei Northland NZ Female 51.0 50.4 50.9 European Descent 69.2 61.3 71.7 Maori Descent 23.7 30.3 14.5 Pacific Island Descent

1.2 1.1 4.8

HOUSEHOLD Whangarei Northland NZ Single Person 20.0 19.3 20.1 Couples Living Alone

26.6 25.7 24.3

One Parent 12.4 12.6 11.2

ACCOMMODATION Whangarei Northland NZ Home Ownership Without Mortgage

34.7 34.2 31.0

Rented 22.0 21.6 24.6 Separate Houses 83.8 87.5 82.3 Semi Detached 14.4 10.3 16.9 Median Sale Price (July 97)

$136,000 $134,500 $162,000

Dwellings with no Motor Vehicles

11.6 11.9 11.5


- 9 -

New Dwellings Authorised Whangarei District

Year Ended September

0

100

200

300

400

500

600

700

1996 1997 1998 1999 2000

Consents

POPULATION Whangarei's population has moved from slow growth in the late 1980's and early 1990's to steady growth between 1991 and 2000. The population movements over the 1980's were significantly affected by in and out-migration associated particularly with the Marsden Point Refinery expansion. In 1996 the population level was slightly ahead of predictions. Statistics NZ show the position, with projections, as follows:

At present, the population growth indicates demand for up to 400 new houses each year. This growth is one of the strong reasons behind the need for the council to carefully plan for the ongoing provision and development of the services it offers. In addition to growing higher, it appears Whangarei's population is ageing with the proportion of people in older age groups increasing and an above average proportion of people aged below 15 years. This is possibly due to the district's increasing recognition as an attractive place to retire. If this trend continues it will generate pressure to tailor more of the council's facilities toward catering for the lifestyle and health needs of older people who are not necessarily active in the work force. The median age of Whangarei's population has risen from 31.8 years in 1991 to 33 years in 1996. By

the year 2016 this trend is expected to yield a median age of 38 years, which means that the potential available work force age groups (15-65) will decrease from 63.5% in 1991 to around 61% in 2016. BUILDING ACTIVITY INFORMATION The number of new consents issued for the year ended September 2000 is as shown on the adjacent graph. The number of new building consents at 568 represents a fall of 0.2% in number from the previous year. Real estate sales also decreased during the year to September 2000 by 16.1%, compared to the nationwide average of 18.9%. The average house price was $165,700, which is lower than the national average of $204,700. Despite the decrease in activity, Whangarei remains an attractive and desirable place to live, with an above average proportion of dwellings owned.

DISTRICT STATISTICS

Land Area: 270,000 hectares Reserves and Sports parks 268 Population (Census1996): 66,748 Roads: Rateable Properties. 30,690 • Sealed Roads: 884 kilometres Land Value: $2,620,516,575 • Unsealed Roads: 835 kilometres Capital Value: $6,521,822,775 Water Distribution System: 533 kilometres Average Residential Rate: $1,028 Sewerage Reticulation: 439 kilometres

BUSINESS AND EMPLOYMENT ACTIVITY

Projected Resident Population Whangarei District

1996(base) – 2021 (May 2000 release)

0

10

20

30

40

50

60

70

80

90

HighMediumLow

(000)


- 10 -

In February 2000 there were 4,536 businesses or activities in the Whangarei District employing 21,365 full-time equivalent staff. The number of businesses and employees has grown by 8.7% and 5.5% respectively since 1996, which is slightly higher than the national average. The comparative figures for 1999 and 2000 are:

Full-Time Equivalent Employment Type of Business 1999 2000 Agricultural Services, Hunting, Forestry and Fishing

500 570

Mining 50 55 Manufacturing 3,410 3,450 Electricity, Gas and Water Supply 190 210 Construction 1,930 2,090 Wholesale Trade 1,240 1,240 Retail Trade 3,620 3,370 Accommodation, Cafes and Restaurants 870 890 Transport and Storage 910 940 Communication Services 260 220 Finance and Insurance 470 430 Property and Business Services 2,270 2,190 Government Administration and Defence 690 650 Education 1,670 1,670 Health and Community Services 2,640 2,510 Cultural and Recreational Services 260 220 Personal and Other Services 710 660 TOTAL 21,680 21,365 Recent studies show that Whangarei's unemployment rate stands at around 8.7%∗, whereas the national average is significantly lower at 5.7%. Whangarei has a lower share of employment in manufacturing and business services than elsewhere in New Zealand. The limited population base has served to constrain the growth of these sectors. The principal industry was the property and business services industry which accounted for 16.8% of all businesses within the district It is difficult to obtain good information on the overall value of goods and services produced at a district or even Regional level. The statistics are available at a National level only. Some degree of perspective can be taken from the following approximate figures for the productive value of significant sectors. Northland Pastoral Farming $1,000 million (per annum) Seafood $ 70 million (per annum) Oil Refining $ 180 million (per annum) Mining $ 100 million (per annum) Forestry $ 150 million (per annum) Tourism $ 230 million (per annum) New Zealand Dairying $2,900 million (per annum) Meat and Animals $3,350 million (per annum) Wool $1,080 million (per annum) Seafood $1,170 million (per annum) Forestry $2,550 million (per annum) Tourism $4,770 million (per annum) Whangarei District is well placed to benefit from rising investment and long term prospects in a number of business sectors. It is clear, for example, that forestry, tourism and fishing will continue to develop stronger positions alongside the more traditional farming earners. The Northland Port Corporation's plans for increased port handling capability at Marsden Point are but one manifestation of not just the positive level of business activity involved, but also of the significant resources required to support further growth.

∗ at September 2000


- 11 -

It is predicted that Northland's forest harvest will increase five fold over the next 15 years, rising to approximately 10% of the national harvest from it's present 5.88% SOME GUIDANCE TO HELP YOU READ THIS PLAN This plan has been drawn up on the basis of a 15 year timespan. This gives enough scope to encourage a serious look at the longer term issues facing the council, whilst not losing meaning by trying to read too far into the future. Growth in the rating base of the district has been taken into the plan at between 1 and 2% per year. These figures are similar to present levels, as indicated by the population changes set out earlier. Costings in the plan are expressed in 2001 dollars to make it easier to assimilate the information. Inflation will no doubt mean that the actual costs in years to come will be different to the 2001 dollar costs in the plan. A steady legislative environment is assumed throughout the period of the plan. This means that any significant changes made to the council's functions by Central Government could have an effect on the projections. The plan is not intended to commit the council to undertake projects in any particular year. In many cases further detailed design work and planning, for example for Resource Consents, is needed before work can be undertaken. The dates shown in the plan should therefore be seen as indicative only. There is often a lot of information held by the council about an activity area. This plan can only incorporate a few words from each area and so for detailed information readers are encouraged to approach the council. There are some reports referenced in the plan to help those interested get started

WHAT WHANGAREI PEOPLE VALUE It is important that the key values held by Whangarei people are embodied in the work undertaken by the council. Through the council's contact with people of the district on a range of issues, it is possible to identify elements of the community's shared values. The council believes Whangarei people value: • The lifestyle offered by the district's climate, its beautiful land and coastal forms, its relatively low population

and its pace of life.

• The district's close linkages to New Zealand's cultural roots, particularly those associated with early Maori and European contact.

• Sound, sustainable economic growth which generates and maintains long term wealth and quality employment opportunities.

• An increasing range of services and community facilities which provide choices and options for leisure and business.

• Protection of natural and heritage areas and high quality access to these.

• A positive sense of community where people are easily able to participate in activities to maintain their health, develop their own potential and to help develop the potential of others.

The council intends to maintain and further develop its involvement in community activities and facilities so as to enhance the quality of life objectives held by the district's people.


- 12 -

OVERVIEW OF COUNCIL’S STRATEGIC ISSUES GENERAL The pages which follow set out, in summary form, the directions the council plans to adopt for the coming 15 year period in each of its activity areas. The council has for some time now provided the Community with an Annual Plan setting out its intended annual programme of work. At the end of each year it has produced an Annual Report showing the actual performance in relation to the adopted programme. Publishing a Strategic Plan brings together an overall longer term picture for all of the council's activity areas. This enables both the council and residents to share in the setting of directions for the council's role in the community. In the following sections the Plan sets out for each significant activity the goals, directions and key programmes that are either underway or are planned. The activities are grouped as follows: Finance Council Services Infrastructure Community Services Environmental Management and Regulatory Services District Promotion Commercial Enterprises The Plan is obviously more precise for the first years of the programme and less certain for the remaining years. While the Plan is based on detailed studies undertaken for a number of the activities, there are some areas where long term forward planning is a relatively new exercise. The council intends to continue to work on bringing out the key strategic issues in all of its expenditure areas and challenge itself about the associated benefits and costs. Over the 12 years the Whangarei District Council has been in existence it has actively reshaped its operations to better reflect both legislative obligations and the community needs. The council has not only held general rates but in many areas has increased services over the entire period through a process of scrutinising all cost areas and changing the delivery mechanisms where appropriate. The coming years for the council bring new sets of challenges. Although these are set out in each of the activity presentations, it is appropriate to highlight some areas the council considers are particularly important. The order of presentation should not be taken as any indication of priority. FINANCE The council’s current financial position is strong. Through careful management of all expenditure areas since its formation the council has been able to reduce debt, maintain the level of general rates and carry out a very strong capital works programme. The council intends to continue to place heavy emphasis on the importance of financial management in all matters. While the strategic projects planned over the coming years will require high levels of investment it is the council's intention to scrutinise costs at all times and maintain prudent overall financial directions. Major infrastructural projects will be funded by borrowing as appropriate to ensure their completion. For a moderate period this borrowing will exceed council’s comfort level policy. The council intends to require financial contributions from land developers and subdividers, under the terms of the Resource Management Act. Further discussion of the councils financial management proposals appears in the pages which follow.


- 13 -

THE COUNCIL’S ROLE IN THE COMMUNITY Councils are involved in many, many aspects of community life. Most residents take for granted that councils will supply the basic infrastructure needed for transport, water supply and so forth. When it comes to other issues however, such as the growing level of concern about community safety, there is not always such a clear agreement about the role a local authority should play. In Whangarei's case the council believes in taking an active role across a wide range of community issues, but with provisos as to the level of the council's direct service provider involvement. The council believes firmly that where traditionally an area of responsibility has rested with other agencies, for example Central Government, then it is not appropriate simply for the council to pick up future involvement without compensation to ratepayers for the resources needed. In broad terms the council intends to: • maintain a strong role in providing quality infrastructural services including roading, water supply, wastewater

and refuse handling.

• encourage community development through its programmes of supporting community organisations and initiatives.

• strive for sensible, sustainable growth and development of the district.

• manage the district's environment through its District Plan and other tools, in a way which protects and enhances the key factors valued by residents.

• support economic development in the district through encouragement of active private sector investment. INFRASTRUCTURE It is noteworthy overall that Whangarei is growing strongly and as part of this growth it faces a period where heavy investment in some basic infrastructural areas is needed. The Plan shows that to meet the district's water supply and waste disposal requirements alone will involve very large capital expenditure on new water sources and the new Puwera landfill. Obviously the financial cost of these proposals and the many other projects envisaged will need careful management in order that the council's strong financial position is maintained into the future. The council has adopted an infrastructure policy which sets out clear rules for financial funding of new and extension water and wastewater schemes. The policy allows for flexibility in that each scheme is taken on its own merits and costs balanced between existing users, future users and the public at large. These three communities will share costs with fairness and equity balanced between them and on each occasion, the contributions due will be set out clearly. COMMUNITY The council aims to ensure that Whangarei residents have an excellent range of community facilities to help develop both individual and group potential. The council believes that having a broad base of available activities, matched by high participation levels, forms an important part of building a healthy, safe community. Because of this the council intends to continue its active programme of directly supporting sport, community and cultural activities through loans and cash grants. the council also intends to be heavily involved in the ongoing provision of publicly available sportsfields, reserves, libraries, pools, community houses, halls and so forth. The council will continue to value the cultural heritage of both Maori and Pakeha. It will work to build a close understanding between peoples in the community and encourage their strong involvement in its various works.


- 14 -

ECONOMIC DEVELOPMENT The council is strongly committed to improving the economic performance of the district. Statistical information shows that at present Whangarei has higher levels of under- employment and lower levels of household income than the New Zealand averages. The council wants to see these statistics improve through strong economic growth in the district. While the council will encourage, facilitate and at times initiate such growth, it sees the main components of its involvement as two fold:

• provision of stable, high quality, customer focused public services to business at minimum cost through direct user charges and rating.

• provision of enabling plans and controls, within the provisions of the law, which encourage development. CUSTOMER SERVICE & EFFICIENCY The council recognises that ratepayers and residents can have a poor view of their local authority because they perceive the council's work is either done inefficiently or without customer friendliness. Whangarei District Council doesn't want this sort of relationship with its community and so has put programmes in place to ensure all work is done on a best value basis and that routine customer interaction with the council’s services is handled by a specialist department. The council plans to continue to use contractors for major elements of its annual works programme to ensure best prices are obtained and continue with the use of its own staff for some operations where there is justification. There will be an ongoing review of the council's operations to ensure the best systems are in place to deliver services. The council will place emphasis on developing good communication with residents affected by work programmes so as to ensure their understanding and support. In addition to these programmes the council plans to use more ratepayer surveys and other measurement techniques to gather feedback from the users of its many and varied services. In this way the council believes it will be better able to tailor future improvements to meet the needs of ratepayers. ENVIRONMENT Whangarei people, in no lesser sense than other New Zealanders, are increasingly conscious of the special nature of their environment. Through the obligations it has under the Resource Management Act and through the strong input received from residents, the council is placing a high value on protection and sustainable use concepts. The council intends to continue with this work as it upgrades many of its own facilities which impact on the environment and as it develops and finalises the new District Plan. The District Plan has now reached proposed status and will have major implications for the development of the district over the next 15 years. CENTRAL BUSINESS DISTRICT ENHANCEMENT - 20/20 PROJECT The council's successful Town Basin redevelopment and inner-city mall refurbishment have shown the scope which exists to enhance the inner city area so it is more enjoyable for residents, better for business and attracts more visitors. Following on from these projects the council has recognised the opportunity to further enhance the downtown area. Consequently an exciting project is now well underway bringing together landscape and traffic design aspects to upgrade the workings and presentation of the CBD. The project, known as the 20/20 Project, is planned to span a number of years and involves separately identifiable components. The component projects are set out in the Roading/Traffic and Parks/Recreation strategies which follow in this plan. The Plan as presented seeks to balance the issues facing the council by providing for further development expenditure in the important areas but doing so within an affordable and prudent overall financial framework


- 15 -

THE COUNCIL’S PAST ACHIEVEMENTS In planning for the future it is useful to spend a moment reflecting on past achievements to give a better context for future project development. Here are some of the things the council and it's predecessor councils, have achieved over recent years: INFRASTRUCTURE Roading • Major extension of the sealed roading network. • Upgrading of intersections and substandard roads. • Development of new carparking including John Street Carpark, and extension. • Upgrade or replacement of many Urban and Rural Bridges. • Extension and Renewal of Footpaths. • Improvements to Traffic Signal and Control Systems. • Kerb and Channel Provision for many streets.

Waste and Drainage • Commencement of the Whangarei Heads Sewer Scheme. • Construction of Public Toilets across the District. • Reticulation for most of Whangarei's Urban Area. • Reticulation for many Rural Community Townships. • Major upgrade of Whangarei's Main Treatment Plant System. • Construction of the Langs Beach/Waipu Cove scheme. • Major Investment in Infiltration Control Programmes. • Setup of Recycling Depots. • Setup of District Refuse Transfer Stations.

Water • Commencement of the Wilson Dam Project. • Automation of Treatment and Control Systems. • Installation of Water Meters. • Investment in Leak Control Systems and replacement older pipes. • Construction of Poroti Treatment Plant.

COMMERCIAL ENTERPRISES • Expansion and development of Marina facilities. • Development of the Town Basin Quayside commercial facility. • Support in establishment of Shipbuilding facility. • Progressive Upgrade of Airport facilities. • Establishment of Cinema City complex. • Significant additional Forestry planted.


- 16 -

COMMUNITY Support • Redevelopment of Central Business District. • Conduct of city bus service trial. • Construction of new Elderly Persons Housing Villages. • Development of Cameron Street Mall Shoppers Precinct. • Setup of Community Houses in suburban areas. • Establishment of Whangarei's Safer Community Council. • Support monies for many Community and Sports Organisations.

Parks and Recreation. • Development of Kensington Park Stadium in conjunction with Sport Northland. • Development of aerial walkway in AH Reed Memorial Park. • Development of Skateboard Park. • Development of the Town Basin Quayside recreational facility. • Development of Recreation Centres to serve communities. • Setup of Walkway Networks. • Development of Barge Sportspark and Showgrounds. • Upgrade of Reserves and Sportsfields including Whangarei Falls. • Ongoing Street Tree and Reserves Planting Programmes. • Development of new Sportspark Facilities including Tikipunga.

Libraries • Increased allocations for new book purchases. • Major expansion of the Whangarei Public Library. • Ongoing support for Community Libraries.

Pools • Construction of Heated Indoor Pool. PROMOTION • Joint establishment of the Visitor Information Centre at Tarewa Park.

• Ongoing support for Northland Tourism Development.


- 17 -

Part 4: Looking Forward FINANCE THE COUNCIL'S GOALS • To work with the people of the Whangarei District to provide good quality services at affordable costs with

sound financial control.

• To follow good financial management principles and practices.

• To assist with the development, reporting and monitoring of the council's strategic, annual and other plans to keep ratepayers informed.

OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Keep rates and charges at levels which give best value for money as benchmarked against other councils.

• Continue with a strong emphasis on sound financial management and best practice.

• Continue to review funding arrangements for council activities to ensure fairness and equity maintained.

• Support substantial capital project programmes supplemented with loan funding to achieve intergenerational equity.

• Apply council’s funding and borrowing policy. THE CURRENT POSITION Since amalgamation in 1989, council has established a solid track record which enabled the reduction of debt levels, the build up of a good portfolio of investment property, maintenance and enhancement of services, good programmes of capital works including the new town basin development and Kensington Park projects, all with no increases in general rates other than from natural growth in the district. The use of direct user charges have increased, but this is in line with sound economic thinking in that those who benefit directly should pay for those services. User charges account for about 35% of the total council revenues. Current debt levels are among the lowest in New Zealand when compared to similar sized councils, however this is forecast to change as council embarks on major infrastructure programs, debt levels will rise over the next 4 - 5 years before settling down and reducing once more. The levels are regarded as both necessary and manageable. The council’s level of assets have increased in value to $604 million with debt by the end of June 2001 forecast to be $20 million leaving equity of $578 million accruing to the ratepayers. These assets are largely represented by infrastructure for roads, water, waste and solid waste as well as land, buildings and community assets that contribute substantially to the well being of the district. Despite an ever increasing cost of depreciation, as indicated by improved asset management plans, the council still runs with an operating surplus to provide substantial cash flow towards the capital programs undertaken. THE FUTURE The council has reached a point in its history where there is great demand on developing new infrastructure in the waste, water and solid waste areas as well as improving stormwater systems, continuing with seal extension programs and maintaining existing assets. Strategies have been developed to cover all of these areas that will see a number of large projects started and completed in the next 10 years. The projects involving the building of two new water storage facilities, a new landfill and extension of sewerage systems and other projects detailed elsewhere in this strategic plan will require loan funding in the medium term.


- 18 -

The council’s obligations to provide recreational amenities will not be neglected as there are also plans to expand the size of the library and develop the swimming pool complex as well as parks and reserves. As a result of the above, council has strategies which will require substantial outlay of funds and has carefully balanced pressure for increases in rates against user charges and loan funding to spread the burden across a wide base in a fair and equitable fashion so that all users both existing and future pay their share. The resulting cash flow forecasts and assumptions are outlined later in this document to indicate the impacts of the strategies chosen. They are indications only and the eventual timing once council has fully considered each project may have a bearing on the final outcome. The council undertakes to at all times monitor the position carefully as the strategies over time proceed and will avoid over committing resources before they are affordable. WHAT THE COUNCIL HOPES TO ACHIEVE • Rates and other charges at levels that are fair and affordable whilst providing good quality services.

• Further reviews of funding, borrowing and investment policies to ensure they are in line with modern day best practice.

• Facilitation of harmonious economic development that takes community and environmental needs into account.

• Maintenance of all existing levels of service and extension of services where a need is identified at affordable levels.

• Maintenance and extension of infrastructure assets as the district requires according to growth factors as controlled through the district plan and the Resource Management Act.

• Development projects that will enhance the welfare of the ratepayers in the community and that will facilitate the private sector in its development of district wide promotion and business opportunities.

• Divestment of assets that are non-performing and not required for strategic purposes, and assets which compete in direct conflict with the private sector., in order to provide cash resources to be channelled into areas of greater return or need as identified in this strategic plan.

THE COUNCIL’S FINANCIAL MODEL The council uses a financial model based on sophisticated computer spreadsheets to build the Long Term Financial Forecast. The model uses underlying calculation principals that may differ from the detailed accounting policies applied to the Annual Plan and Annual Report documents. The areas affected are depreciation; interest and overhead allocation and these are described as follows. The financial model takes a more simplistic view of depreciation whereas other calculations are based on component level asset management plan systems. The result is to allow for higher levels of depreciation in the model than might apply in reality. The financial model uses a weighted average method that looks at the forward borrowing patterns to calculate interest on loans raised, this has the effect of increasing the provision for interest to levels higher than the annual plan forecast. In the year 2003 this amounts to $245,000 and in 2004 $553,000. The financial model allocates overhead costs on a percentage basis whilst the annual plan uses a cost driver based system. The totals allocated are the same so there is no affect on the reported surplus line but costs within significant activities may vary from those quoted in the annual plan. These differences have no material effect on the projections made by the model. ASSET MANAGEMENT PLANS The council has continued to develop and extend the application of computer-based systems in this area. We now have all water; liquid waste and stormwater pipe systems captured as well as roading infrastructure. We are starting to build systems for parks and reserves and next in line will be property. The forecast figures in this LTFS make use of these systems to assist with predicting future operating and capital costs and it should be noted that the figures will change as new information and assets are added to the asset management plan systems. The LTFS may require to be altered in future, but as this document is updated at least once in every three-year cycle these changes will be modelled and incorporated.


- 19 -

FINANCIAL CONTRIBUTIONS FOR DEVELOPMENTS The draft Annual Plan, Long Term Financial Strategy and Funding Policy have been prepared on the basis of the financial contribution provisions of Parts XX and XXI of the Local Government Act 1974. Financial contributions are limited to those areas where contributions can be imposed on subdivisions or developments under that Act (e.g. water supply, drainage, reserves and roading). The council has included objectives, policies and rules in the proposed District Plan under the Resource Management Act 1991 to ensure that new development is planned and implemented in an efficient manner with the lowest possible cost burden to the ratepayer. These provisions are not yet fully in effect. Currently the council is collecting financial contributions in respect of the Whangarei Heads Sewerage Scheme. Once the provisions of the District Plan are fully operational, financial contributions will be used to partly fund development costs in the areas of roading, wastewater, water, stormwater and parks and the ratepayers contribution to these costs should reduce. MAJOR PROJECTS A number of major initiatives are noted in this LTFS with significant impact on future financial outcomes. It should be noted that many of the projects have yet to be fully specified, researched for viability and feasibility and detailed financial costing and outcomes confirmed. Many projects are at different stages of development and depend on strategic objectives being attained, funding vehicles being arranged and approved by council. This places a degree of uncertainty on the financial outcomes predicted. Particular projects to note are: The Water Strategy includes provision for developing a new water source in 2008 - 2010 to protect supplies to the Whangarei City and outlying areas. This project has yet to be fully scoped. The Solid Waste Strategy includes provision to open up a new landfill by 2005. The council has only committed to buying the land and obtaining resource consent for this with no commitment to build. The decision to build will be considered by council against a number of other alternatives such as transferring waste out of the district to another landfill or entering a partnership arrangement with the private sector or another Local Authority. The Roading Strategy includes provision for a second harbour crossing by 2016 to alleviate traffic flow congestion at peak travelling times. Some research has been carried out, but a full feasibility and cost benefit report has yet to be undertaken. The Forum North Strategy includes upgrading of the conference centre in 2013 and a new theatre complex by 2015. Neither of these projects have been researched fully as yet but are based on the need to address future community desires to expand the cultural base of the district. The Library Strategy includes a major upgrade of the central library in 2006 – 2008. Some preliminary work has been done in scoping out requirements to cover a growing demand for facilities. The Swimming Pool Strategy includes well-developed plans for upgrading the outdoor areas of the pool by 2004 to add modern attractions for recreational activity. Concept plans have been drawn up but this project is dependent on achieving funding from other sources and on proceeds of sale from commercial activity currently under way. The Sports Field Strategy under Parks and Reserves includes provision for the re-location of the Cobham Oval cricket ground in 2003 to a new location to make way for commercial development. This initiative is dependent on the signing of a major deal with a retail operator who wishes to expand operations to meet public demand. The Parks and Reserves Strategy includes initiatives to facilitate, but not fund, the establishment of a regional coastal park in 2002 and the purchase of the Ngunguru Sandspit in 2006. The success of both of these ventures will be dependent on creating the right partnership of interests for the benefit of northland as a whole and in finding the right investment vehicle to make the projects feasible. As the projects are dependent on external funding they have no impact on the LTFS whether they proceed or not.


- 20 -

COMMITMENTS AND CONTINGENCIES At 30 June 2000 council had capital expenditure commitments amounting to $2.3 million, it is likely that at the end of each financial year council will have similar levels of commitments outstanding projecting forward into the future. The forecast statements of financial position assume that all capital expenditure to be undertaken is paid for in the same year. At 30 June 2000 council also had contingent liabilities amounting to $ 2.1 million, some of which will continue in the future for several years. It is expected that the contingencies will reduce to around a constant figure of $1.0 million for guarantees and actions. No allowance can be made for contingent events beyond those that are currently known. CHANGES SINCE THE LAST LTFS Significant change in overall strategy has occurred since the first LTFS was put together in 1997/98 in that there is a substantial increase in the capital expenditure programs, particularly for infrastructure assets. Expenditure has in some cases more than doubled to be funded by substantial increases in subsidies for roading projects and in borrowing levels to balance out fairness and equity across generations of ratepayers. Other significant changes are to the policies applied to asset valuation and depreciation calculations, giving rise to higher values for assets and increased depreciation charges, once again particularly for infrastructure assets. The result in terms of financial performance, position and cash flow are that the LTFS bears little resemblance to the document produced 4 years ago, demonstrating that the first attempt at this process did not clearly reflect all of the needs and commitments that council requires to make. STATEMENT OF ACCOUNTING POLICIES Introduction to the Council Whangarei District Council is a Territorial Authority within the definition of the Local Government Amendment Act (No. 2) 1989. It was formed on 1 November 1989 from the amalgamation of the Whangarei City Council, Whangarei County Council and Hikurangi Town Council. Its administrative centre is the city of Whangarei which is also the main concentration of population. Its boundaries extend from Hukerenui in the north to the Brynderwyn in the south and in the west Twin Bridges. The district’d population is approximately 69,300. The council activities include two Local Authority Trading Enterprises (LATES) Springs Flat Contractors Limited, and the Whangarei Joint Venture Airport. Both LATES have balance dates at 30 June. The business of Springs Flat Contractors was sold in August 1998 and the remaining assets transferred to the council. This company no longer operates. Statement of Accounting Policies The financial forecasts presented here are for the reporting entity Whangarei District Council and they have been prepared in accordance with the legislative requirements of the Local Government Act 1974, as amended. The financial forecasts have been prepared on the basis of historical cost with the exception of certain items for which specific accounting policies are identified. 1. Basis of Consolidation

This policy as outlined in the annual report does not apply to the annual plan. 2. Revenue

Rates and levies are recognised as income when assessments are issued. Government grants are recognised as income when eligibility has been established by the grantor agency.

Where the council is acting as an agent for receipt and dispersal of monies, e.g. regional rates, the transactions are excluded from the financial statements.


- 21 -

3. Allocation of Overheads

Direct costs are charged directly to significant activities. Indirect costs are charged to significant activities based on cost drivers and related activity/usage information. Criteria for direct and indirect costs “Direct Costs” are those costs directly attributable to significant activity. “Indirect Costs” are those costs which cannot be identified in an economically feasible manner with a specific significant activity Cost drivers for allocation of indirect costs The costs of internal services not directly charged to activities are allocated as overheads using appropriate cost drivers such as actual usage, staff numbers and floor area.

4. Costs of Local Government Process Costs of Local Government Process are costs which are not related to the provision of a particular service or activity. These are incurred primarily because the council is a local government body and these should be funded by the community at large.

5. Investments Investments have been brought to account as follows: Whangarei District Council’s investment in shares of its subsidiaries are stated at cost. Investments in Bank Deposits are valued at cost and those in fixed Term Stock are valued at the lower of market value or yield to maturity. Shares held in New Zealand Local Government Insurance Corporation and New Zealand Counties Investment Company Limited are valued at book value of shareholders equity. Changes in value are charged through the Statements of Financial Performance as unrealised gains or losses. Investment properties, and development properties intended to be held as investment properties, have been valued at net current value. Depreciation is not charged on investment properties. Revaluation gains and development margins on such properties have been taken direct to the Asset Revaluation Reserve. Revaluation losses on such properties are firstly offset against the Revaluation Reserve. Any balance is included in the Statement of Financial Performance.

6. Forestry Holdings The council’s forestry holdings are valued annually by an independent valuer at current market value. The value of the forests consists of expenditure incurred in their establishment and maintenance, which is carried forward, and a revaluation amount. The valuation as independently assessed is deemed to include expenditure carried forward and the investment value of forestry is increased or decreased by the difference. The total of these two amounts equals the overall value.

7. Fixed and Other Non-Current Assets

Fixed assets consist of: • Operational Assets

These include land, buildings, improvements, library books, plant and equipment, and motor vehicles.


- 22 -

• Restricted Assets Restricted assets are parks and reserves owned by the council which provide a benefit or service to the community and cannot be disposed of because of legal or other restrictions.

• Infrastructure Assets

Infrastructure assets are the fixed utility systems owned by the council. Each asset type includes all items that are required for the network to function, for example sewer reticulation includes reticulation piping, laterals and manholes.

(a) Valuation

All assets are valued at modified historical cost. The value of infrastructural assets has been modified as follows:

• Infrastructure Assets

have been valued at depreciated replacement cost by Opus International Consultants Valuers as at 30 June 1999. The values approximate to the historical cost and the council’s records have been modified to reflect this.

Land under roads has not been valued.

• Urban Portions of the State Highway Network

The ownership of urban portions of the State Highway Network is unclear although there is legal opinion indicating that the ownership rests with local authorities. Transit New Zealand maintains these highways in their entirety without any costs accruing to local authorities. Whangarei District contains 45 kilometres of urban State Highway.

As a consequence, even if ownership resides with local authorities, in practice Transit New Zealand controls the economic resources. Pending clarification of ownership and further consideration of the accounting issue which may arise Whangarei District Council has not recognised the urban portion of the State Highway as an asset in these financial statements.

Infrastructure assets categories are valued as follows:

At cost

Roading - Town Basin Special Features Parks and Reserves - Walkways and Parks Waste - Stopbanks and Oxidation Ponds Water - Pump Stations and Treatment Plant

At Depreciated Replacement Cost

Roading - Formation, Pavement and other Road Furniture Water - Reticulation Systems Waste & Stormwater - Pipe Systems

Land, Buildings and Development properties intended to be sold are valued at the lower of historical cost, or net realisable value. Assets which were previously classified as Investment Properties but are now intended for sale, are valued at the carrying value at the time of transfer.

(b) Additions

Additions are recorded at cost, except for vested assets.

Costs incurred in obtaining any resource consents are capitalised as part of the asset to which they relate. If a resource consent application is declined then all capitalised costs are written off.

(c) Capitalised Amounts

1. Any one item or set of items costing $500 and above for office furniture and fixtures. 2. Any one item or set of items costing $1,000 and above for plant and equipment. 3. Other assets: All other assets are capitalised at their cost price. 4. In determining the total cost of the assets, the invoice price plus incidental costs incurred to put the

asset in place, form part of the cost of the asset.


- 23 -

(d) Depreciation

Depreciation is provided on a straight line basis on all fixed assets other than land and library and art collections, at rates which will write off the cost (or valuation) of the assets to their estimated residual values over their useful lives.

The useful lives and associated depreciation rates of major classes of assets have been estimated as follows: years % Land N/A N/A Buildings 100 - 40 1 - 2.5 Plant and equipment 60 - 6 1.67 - 16.67 Motor vehicles 15 - 5 6.67 - 20 Office furniture and equipment

10 - 2 10 - 50

Computer equipment 5 - 2 20 - 50 Infrastructural assets Roading Formation indefinite indefinite Pavement 50 - 20 2 - 5 Footpath 35 - 10 2.86 - 10 Bridges 90 1.1 Culverts 75 - 50 1.33 - 2 Drainage 80 - 50 1.25 - 2 Signs and Marking 10 - 4 10 - 25 Traffic Facilities 20 - 15 5 - 6.67 Street Lighting 25 - 2 4 - 50 Special Features 50 - 5 2 - 20 Water Pipes 80 - 40 1.25 - 2.5 Valves 50 2 Hydrants 50 2 Meters 60 - 15 1.67 - 6.67 Waste Sewerage 80 - 20 1.25 - 5 Drainage 80 - 20 1.25 - 5

(e) Maintenance Ordinary maintenance of assets is expensed. Maintenance that extends the useful life of the asset is

capitalised and spread over the remaining life of the asset. (f) Vested Assets Certain infrastructural assets and land are vested in the council. The vested land is valued at the most

recent appropriately certified government valuation. Vested infrastructure assets have been valued based on the actual quantities of infrastructure components

vested and their current replacement costs. 8. Sinking Funds In certain circumstances, both now and in the past, funds have been required to be set aside each year to meet

future repayments of loans. These funds, described as Sinking Funds, are administered by a body of Sinking Fund Commissioners, appointed by the council. The funds are included in the Statement of Financial Position and any associated interest income is included in the Statement of Financial Performance.


- 24 -

9. Inventory Stocks and work in progress, relating to the provision of the council services, are valued at the lower of cost (on

a FIFO basis) or net realisable value, less any provisions against damaged or old items. 10. Taxation The council’s income from LATES is subject to income tax. The taxation charge for the year is the estimated

liability in respect of any assessable income, after allowance for permanent differences. The council follows the liability method of accounting for deferred taxation and applies this on a comprehensive basis. Future taxation benefits attributed to losses carried forward are recognised in the statements only where there is virtual certainty that the benefit of the losses will be utilised by the commercial activities. The council has not planned to receive income from the LATES in 2001/2002.

11. Accounts Receivable Accounts receivable are stated at estimated realisable value after providing for debts where collection is

doubtful. 12. Foreign Currencies Foreign currency transactions are recorded at the exchange rates ruling at the date of the transaction. 13. Expenditure Carried Forward

(a) Premiums or Discounts on Loans Premiums or discounts on loans raised, are capitalised and amortised on a straight line basis over the term

of the loan. (b) Forestry Expenditure incurred in the establishment and maintenance of the council’s forests is accumulated in the

‘Expenditure Carried Forward’ account to be offset against future revenue from produce sales. 14. Financial Instruments Currency and Interest Rate Risk The council does not enter into any material foreign exchange transactions. The council does not use currency

interest rate swaps, forward exchange contracts or currency options.

Credit Risk In the normal course of its business the council incurs credit risk from trade debtors and financial institutions. There are no significant concentrations of credit risk.

The council places its surplus funds with trading banks and other financial institutions approved by the council

and further minimises its credit exposure by limiting the amounts placed with any one institution at any one time.

The council does not require any collateral or security to support financial instruments due to the quality of the

financial institutions dealt with. 15. Budget Figures This policy as outlined in the annual report has no relevance to the annual plan document.


- 25 -

16. Goods and Services Tax (GST) All items in the financial statements are exclusive of GST, with the exception of receivables and payables, which

are stated as GST inclusive. When GST is not recoverable as an input tax then it is recognised as part of the related asset or expense.

17. Statement of Cash Flows Cash means cash balances on hand, held in bank accounts, demand deposits and other highly liquid investments

in which the council or group invests as part of its day-to-day cash management. Operating activities include cash received from all income sources of the group and record the cash payments

made for the supply of goods and services. Agency transactions (the collection of Regional Council rates) are recognised as receipts and payments in the Statement of Cash Flows given that they flow through the council’s main bank accounts.

Investing activities are those activities relating to the acquisition and disposal of non-current assets. Financing activities comprise activities that change the equity and debt capital structure of the council and

group. 18. Equity Equity is the community’s interest in the parent (council) and group (council and LATES) and is measured as

the difference between total assets and total liabilities. Public equity is disaggregated and classified into a number of reserves to enable clearer identification of the specified uses that the council and the group make of its accumulated surpluses. The components of equity are:

• Accumulated funds • Restricted reserves

- Trusts and bequests - Sinking Funds - Special funds

• Council-created reserves • Asset revaluation reserves.

19. Reserves Reserves are a component of equity generally representing a particular use to which various parts of equity have

been assigned. Reserves may be legally restricted or created by the council. Restricted reserves are those reserves subject to specific conditions accepted as binding by the council and

which may not be revised by the council without reference to the Courts or third party. Transfers from these reserves may be made only for certain specified purposes or when certain specified conditions are met.

The council-created reserves are reserves established by council decision. The council may alter them without

reference to any third party or the Courts. Transfers to and from these reserves are at the discretion of the council.

20. Employee Entitlements All employee entitlements are stated and provided for on an entitlement basis. There have been no changes to the accounting policies since 30 June 2000. FUNDING AND INVESTMENT POLICY Philosophy


- 26 -

The council undertakes many activities which are viewed as both essential and desirable on behalf of the community at large. These activities are controlled by the council in the most cost effective manner possible and the funding of them is governed by the following broad principles. In the first instance the council identifies all activities where the user pays criteria can apply, similarly where costs are incurred by the council related to exacerbator pays the council charges accordingly. This leaves a balance of cost of activities that cannot be directly or easily attributed to any individual or group of ratepayers and the council then uses the rating system to charge a general rate based on the land value system under the Rating Powers Act. In addition the council has also recognised that within certain activities there is an element of common good which benefits all ratepayers and as such those costs should be borne by the general rate. Further, where the benefit from an activity crosses over the generations, the council will balance the desire to leave a legacy of benefits with the principle that future beneficiaries should pay for benefits received in the future. In managing its financial responsibilities, the council has treasury risks arising from debt raising, investments and interest rate management activity which are controlled via the council’s finance function. The council’s broad objectives in relation thereto are as follows: • Compliance with the Local Government Amendment Act and other relevant legislation.

• Develop and maintain professional relationships with the financial markets.

• Invest surplus cash in liquid and credity worthy investments.

• Raise appropriate finance, in terms of both maturity and interest rates.

• Manage the overall cash position of the council’s operations.

In meeting the above objectives the council avoids risk and does not seek risk from its activities. Interest rate risk, liquidity risk and credit risk are risks which the council seeks to manage rather than capitalise on. Accordingly, activity which may be speculative in nature is expressly forbidden. Definitions: Debt (or Borrowing) The funding of activities by borrowing money from institutions or individuals for

repayment over a specified period or at a future date. Geographic The identification of specific physical areas to benefit from services provided

regardless of the number and type of beneficiary in the area. Demographic Recognition of different groups of beneficiaries by sex, age, ethnic origin etc. Capital Works Extension of existing works which increases the ability to provide services.

New works which provide new services or completely reorganises service provisions. Operating Maintenance is cost incurred to retain the level and volume of existing services.

Refurbishment is cost which returns service levels and volumes to an acceptable standard where the service potential has fallen below the norm. A refurbishment programme may raise the levels above the norm at which point the additional cost should be identified as capital if the amounts are significant.

Significant Financial Consequence

The council defines this as any project or activity which in its own right would increase or decrease the councils operating surplus/(deficit) by more than $1,000,000 or would increase or decrease the council’s net total assets by $3,000,000.

Material Error Any item which has an impact on councils operating surplus/(deficit) in excess of $500,000 or increases or decreases net total assets by $1,000,000.

Activities of the Council Community Services Recreation Safer Community Council Reserves, Parks, Sportsfields and PlaygroundsGrants - Community Grants Swimming Pools Grants - Arts and Cultural Library Services Pensioner Housing Forum North Cultural Activities


- 27 -

Total Mobility Civil Defence/Rural Fire Infrastructural Services Halls Roading Drainage Whangarei District Promotions Waste Disposal - Wastewater & Solid Waste Information Office Water Supplies Promotion and Marketing Parking Facilities Claphams Clocks Cemeteries Forum North Conference Venue Town Basin Attractions Information Services Other Attractions Land and Property Utilities Planning Data Searches Statutory Planning Policy Planning Investment Commercial Activities/Revenue Generation Regulations Management of Strategic Assets Environmental Health LATES Building Control Animal Control Financial Management Parking control Rating/Revenue Liquor Licensing Debt Management Bylaws Funds Allocation Policy Formulation Funding Policy The council has access to various means of funding its activities. The council will apply the following philosophy in its selection process of appropriate funding for a particular activity. User Pays Where the benefit for services provided is related directly to individuals or a group, a

specific charge should be made to the users. Partial charges can be imposed where a common good element is identified.

Exacerbator Pays Where additional cost arises as a direct result of the actions of an individual or a group, those costs should be paid by them.

Rating Rates will be imposed on the general community of property owners to meet the cost of services the benefits of which cannot be directly related to individuals or specific groups.

Equity between generations will be maintained by ensuring that over a period of time costs are borne by the generation that enjoys the benefits. Debt/Borrowing The council borrows as it considers appropriate within the terms of the Local Government Amendment Act (No 3) 1996 as approved by resolution during the annual planning process, ascertaining projected debt levels from cashflow forecasts prepared during the strategic planning and annual planning processes. The council raises borrowing for the following primary purposes: • Short term debt to fund working capital.

• Specific debt to fund “one off projects” and normal capital expenditure.

• To fund assets with intergenerational qualities.

The council is able to borrow through a variety of market mechanisms including the issue of stock and debentures and direct bank borrowing or through accessing the short term capital markets.


- 28 -

The council’s policy is to operate as far as practical within established comfort levels set out later in this document and only to extend the levels to the maximums where projects are of sufficient size and/or importance to the district to warrant such extension. It should be remembered that special rules apply in terms of borrowing whilst the council remains beyond the comfort levels. Comfort Levels • That comfort levels be set at 75% of the maximum levels. • That any borrowing which goes above the comfort levels be restricted to a 5 year repayment term. • That project borrowing periods be restricted to 50% of the life of the asset, or of the economic life if this is a

shorter period. Maximums • The borrowing period for any project will not exceed the lower of either the life of the project or 20 years. • The borrowing of any project will not exceed 90% of the cost of the project. • Projects costing under $1 million must be funded from current cash resources and that this can be extended to

projects up to $2 million at the councils discretion. Total borrowing will not exceed 100% of gross revenue in any year, for example: (Based on) Annual Plan (Excluding GST) 2001/2002

$000’s Gross revenue equals General rate revenue 18,931 (the sum of) Sewerage rates 4,939 Refuse rates 1,929 Water rates 7,583

Total 33,382 Total interest costs on borrowing will not exceed 10% of gross revenue. (For funding & investment considerations the gross revenue excludes charges for regulatory and other functions that do not require substantial capital investment.) Other Factors The council seeks a diversified pool of borrowing and ensures that bank borrowings are only sought from the approved list of registered banks set out later in this policy. The council seeks to match investment with borrowings to ensure that liquidity is maintained to meet the payment of debts on maturity. The council also seeks to avoid large concentrations of debt maturity to reduce the risk of refinancing debt during periods of high interest. Borrowing gives rise to interest rate movement exposure and the general tendency is to have higher proportions of long term fixed rate borrowing to match the long term nature of the council’s assets. Interest rate management strategy is set by monitoring the markets on a regular basis to ensure that advantage is taken of short term lower rates wherever appropriate. As a general rule, the council does not wish to adopt the use of hedging instruments for interest rate risk management. Should such be required a resolution approving the use will be placed before the council for adoption.


- 29 -

Generally, the council does not offer assets as security for borrowing but will from time to time approve charges by way of special rating powers. Where projects compete for funding the wider community benefits as well as the cost/benefit ratios shall be taken into account. Where the funding of a project requires contribution by a group of ratepayers no funds should be raised prior to the project being committed, with reasonable time frames of expectation for completion being in place. Relevant margins for different types of borrowing source require to be evaluated for each borrowing decision in conjunction with the council overall debt maturity profiles. Investment Maxims As a general rule, the council should adopt a policy of not investing per se. in other words there requires to be a specific reason or aim behind any type of investment. Such reasons could be: • The holding of property or land for identified strategic purposes.

• Retention of vested lands.

• The development of forestry on land which we hold or are required to hold as reserve or catchment areas.

• The investment of short term funds for working capital.

• The build up of funds for specific projects (to comply with our borrowing limits or other strategic aims).

• To provide sinking funds for the repayment of debt.

• Shareholdings or investments in LATES, charitable trusts, incorporated societies, rural or residential housing or other investments consistent with the councils long term strategic aims.

The council undertakes to review the performance of all investments on a regular basis to ensure that strategic aims are being achieved and that principal and interest payments are being made in accordance with agreements. Generally, loans and advances are only given to those organisations where the council has significant interest and in default the assets of the organisation would revert to the council. Residential and rural property owners have a charge placed over the land pursuant to S465 of the Local Government Act 1974. Other fundamental concepts to apply are: • Funds should not be raised by rating purely to enable the creation of investments without a specific purpose in

mind.

• Investments should not enter into serious or conflicting competition with the private sector.

• The council reserves the right to invest in operations designed for the benefit of ratepayers where there is a community obligation to provide a service.

• Investment should be made to achieve the best return which in some cases may include retiring borrowing as an alternative.

• The council shall invest only in non-speculative types of investment and in investments which are readily convertible into cash.

Revenue From Investments Revenues earned from special investments will be applied for the purpose of those special functions.


- 30 -

General revenues earned on general funds will be applied for any general purpose as determined by the council from time to time. Proceeds Of Sale Of Assets Surplus proceeds from the sale of assets shall be used for any purpose as defined by the council from time to time. As a general rule proceeds from the sale of commercial assets should be reinvested to maintain commercial revenues. Terms Working capital current funds to be invested for periods ranging from call deposit to short term not exceeding 180 days. Reserve funds or special project funds to be invested for terms which match the purpose of the investment. Security As the council only approves of recognised institutions with appropriate ratings (such as Standard & Poors) specific security is not required. If staff are in doubt as to the standing of any intended investment the matter shall be referred to the Administration & Finance Committee for clarification. Negotiable instruments should be used at all times in order to provide flexibility and liquidity to allow for changes in circumstances which may require a realignment of funds. Institutions in which the council may invest require to be approved by the council before the placement of investments. A list of currently approved Institutions is as follows:

Bank of New Zealand Westpac Trust National Bank ANZ Bank Trustbank Local Body Stock National Provident Fund Government Stock ASB Bank Electricorp Stock Citibank Hong Kong Bank

Investment totals in any one institution shall not exceed $3.0 million, excepting bank of New Zealand as council’s principal bankers. Investment in public company debentures or similar issues with recognised ratings is also allowable on the same basis as the above institutions. Investments to be specifically excluded are:

New Zealand public company shares Investments denominated in overseas currency Future market instruments or derivatives

Rates of Return For short term investments, the rate will vary as determined by market rates at the time each investment is placed. For longer term investments such as those designed for specific projects the expectation of return should be set at the council’s cost of capital, subject however to what the market will support. Foreign Exchange Policy As a rule, the council does not enter into foreign exchange transactions except for the purchase of minor supplies in the normal course of activities. Should the need for any major item of purchase be required payable in a foreign currency a fixed price would be sought following approval of the expenditure.


- 31 -

Policy Changes There have been no changes to the council’s funding and investment policy this year. FUNDING POLICY ANALYSIS The pages which follow analyse the councils identified main functions in terms of policy, beneficiary, chosen funding methods and the impacts of modifications of policy, funding and beneficiary as determined by the council. The step method has been chosen which identifies the beneficiary as step one, step two indicates how cost allocations in step one are modified, and step three indicates the chosen funding mechanism. The chart also outlines the impact of modifying both the cost allocation at step two and the impact of funding differences at step three as applied to the step two allocation. The council will continue to review the policy in order to achieve as close a match as possible between the funding methods chosen and the economic beneficiaries identified. There will be a transitional period over the next few years whilst this process continues. Changes Since the Last Plan The council reviewed the funding policy through a series of workshops during the rates assessment and estimates process and there were no major changes to the funding base of the significant activities, other than to animal control where the proportion of public good perceived has been increased to give a 70% user charge, 30% pubic good split.

WHANGAREI DISTRICT COUNCIL FUNDING POLICY ANALYSIS Function Funding

Policy Step 1

Economic Beneficiary

Step 2 Modified Allocation

Impact of Step 2

Allocation

Step 3 Funding Choice

Does the funding choice achieve the cost allocation ?

If not what is the impact of

step 3 funding?

1. Roading All costs net of Transfund subsidy to be funded by the general ratepayer based on land values. Loan funding is only considered for special projects

Common Good 100%

No modification N/A General Ratepayer charges Yes N/A

2. Parking To apply user charges for operating costs to the users of parking space and fine overstayers. To fund capital costs by charging all ratepayers as the community as a whole benefits.

Parking Users 100% Overstayers

100%

Common good

100%

No modification

No modification

N/A

Ratepayer pays for the cost of facility provision regardless of who uses.

Parking Users 100% Overstayers

100%

General Ratepayer 100%

Yes

No parking users are contributing to capital

cost.

N/A

General ratepayer receives a cross

subsidy.

3.

Footpaths To charge costs to the general ratepayer as a common good.

Common Good 100%

No modification N/A General Ratepayer 100%

Yes N/A

4.

Stormwater To charge costs to the general ratepayer as a common good.

Common Good 100%

No modification N/A General Ratepayer Yes N/A

5. Public Toilets To charge costs to the general ratepayer as a common good.

Common Good 100%

No modification N/A General Ratepayer

Yes N/A

6. Cemeteries & Crematoria

To charge all operating costs to direct users. To fund capital costs by charging general ratepayers.

User 100%

Common good 100%

No modification

No modification

N/A

Facility provision is paid for by the wider

community, the ultimate beneficiary.

User Pays 100%

General Ratepayer

100%

Yes N/A

WH

AN

GA

REI D

ISTRIC

T CO

UN

CIL STR

ATEG

IC P

LAN

2002 - 2017

- 32 -

WHANGAREI DISTRICT COUNCIL

FUNDING POLICY ANALYSIS continued Function Funding

Policy Step 1

Economic Beneficiary

Step 2 Modified

Allocation

Impact of Step 2

Allocation



If not what is the impact of step 3

funding?

7. Reserves and Recreation

To charge all costs to the general ratepayer. Capital costs can be loan funded.

Common Good 80%

Future users 20%

All charges made to current ratepayers

83%

Intergenerational funding only undertaken in exceptional cases.

General Ratepayer

100%

No Some cost recoveries reduce costs to

ratepayers

8. Sportfields To charge direct users 100% of operating costs modified to partial charges when common good is perceived.

Direct users 80%

Future users 20%

Current user charges only meet about 6% of costs at levels which can be afforded by

sports codes.

Capital costs paid for by the wider community.

The general ratepayer pays for the majority of

the operating costs.

Facility provision is paid by the general ratepayer as providing a legacy of

benefits for future generations.

User charges to affordable levels.

General Ratepayer 100%

No.

Yes

Direct users are paying less than their economic share.

N/A

9. Gardening Services

To fund high profile parks and gardens from general rates as part of the common good and to provide a legacy of benefits for future generations.

Direct users 80% Future users 20%

All costs to be charged to current general

ratepayer.

Current ratepayer provides for the cost of the legacy of benefits.

General Ratepayer 100% Yes N/A

10. Emergency Services

To charge the exacerbator with the costs incurred for any incident. To cover the cost of civil emergency as a common good cost.

Exacerbator 10%

Common good 90%

No modification

No modification

N/A

N/A

User pays for cost incurred

General ratepayer for balance

Yes

Yes

N/A

N/A

WH

AN

GA

REI D

ISTRIC

T CO

UN

CIL STR

ATEG

IC P

LAN

2002 - 2017

- 33 -


FUNDING POLICY ANALYSIS continued

Function Funding Policy

Step 1 Economic

Beneficiary

Step 2 Modified

Allocation

Impact of Step 2

Allocation




funding ?

11. Pensioner Housing

To apply user pays for all costs related to pensioner housing

Direct user 100%

No modification N/A User Pays 100%

Yes N/A

12. Community Development

Where the activity relates to an individual or group user pays applies. Otherwise the common good prevails.

Specific users 25%

Common good 75%

No modification N/A User pays 25%

General Ratepayer

75%

Currently achieving 29% user pays with the balance from general

rates.

marginally lower cost to general ratepayer.

13. Community Funding

To apply subdivision contributions and the proceeds from sale of surplus council land to development projects within the district community wide.

Common good 100%

No modification N/A Self funding 100% as per the policy

Yes N/A

14. Building & Engineering

To apply user pays where this can be identified but recognise that an element of common good exists.

Direct user 80%

Common good 20%

No modification

No modification

N/A User pays with some

common good

Currently user pays is 81% with common

good at 19%.

Marginally higher cost to general ratepayer.

15. Hazardous Substances

To charge the exacerbator for costs incurred in controlling hazardous substances. Recognise some common good in relation to educational costs.

Exacerbator 90%

Common good

10%

No modification

No modification

N/A

N/A

Charges are prescribed by Central Govt. user pays applies at those

levels.

No the restriction to rates set by govt. only

achieves a 30% recovery.

General ratepayers cover the shortfall

required.

WH

AN

GA

REI D

ISTRIC

T CO

UN

CIL STR

ATEG

IC P

LAN

- 34 -




Step 1 Economic

Beneficiary


Impact of Step 2

Allocation


Does the funding choice achieve the cost

allocation ?


step 3 funding ?

16. Animal Control Policy is to licence dog owners and make direct charges for impounding and nuisance costs.

User pays 70% Common good

30%

No modification N/A User pays and common good.

Current charges are recovering 71%.

Common good is partly subsidised.

17. Health - Food, Noise, Nuisance, Infections.

Where direct users obtain a benefit a element of common good exists.

Direct user 50% Common good

50%

No modification N/A User pays and common good.

No present charges only cover 32%.

The general ratepayer covers a higher part of the

costs.

18. Liquor Licensing

Policy is to licence fees for premises as prescribed by Central Government.

Exacerbator pays 100%.

No modification No modification but the impact of prescribed fees makes 100% difficult to

achieve.

Licence fees for premises. The restriction on fees by Government means only 96% is covered.

General ratepayers cover the excess as a common good cost.

19. Environmental Policy

This is essentially the District Plan which is created for the common good.

Common good 100%

No modification N/A General Ratepayer 100%.

Yes Some cost is recovered by sales of

the District plan.

20. Resource Consents

This covers land and subdivision use and policy is to recover at least 80% from direct users with the balance recognised as common good.

Direct user 80% Common good

20%

No modification N/A User charges and general ratepayer.

No Current fees would recover 51% user

charges.

N/A

WH

AN

GA

REI D

ISTRIC

T CO

UN

CIL STR

ATEG

IC P

LAN

2002 - 2017

- 35 -




Step 1 Economic

Beneficiary


Impact of Step 2

Allocation


Does the funding choice achieve the cost allocation

?


funding ?

21. Water Supply To recover all cost over the long term as user pays charges. Some major projects may require borrowing for cash flow purposes. Capital contributions on some projects may be levied, to a maximum of $4,000.

Direct users 100%

No modification N/A User charges, loan funding and

capital contributions.

Yes, when measured over the long term.

N/A

22. Wastewater To recover all cost over the long term as user pays charges. Some major projects may require borrowing for cash flow purposes. Capital contributions on some projects may be levied, to a maximum of $4,000

Direct users 100%

No modification N/A Specific uniform charge, loan funding,

and capital contributions.


N/A

23. Libraries Policy is to treat core services as common good and to charge for specific additional services.

Common good 90%

Direct charges 10%.

No modification N/A General rates and user charges.

Proposed charges set to recover 8%

N/A

24. Swimming Pools

To subsidise the core function of recreational swimming as a common good provision.

Common good 100%.

No modification. N/A General rates.

Yes N/A

25. District Promotions

Policy is to provide a core service to ratepayers and visitors at minimal cost.

Common good 100%

No modification N/A General rates. 100%

Yes N/A

WH

AN

GA

REI D

ISTRIC

T CO

UN

CIL STR

ATEG

IC P

LAN

2002 – 2017

- 36 -




Step 1 Economic

Beneficiary


Impact of Step 2

Allocation




step 3 funding ?

26. Forum North Policy is to set charges on a tier structure which subsidises community based groups.

Direct user 100%

Community groups receive a subsidised

rate.

Reduces the cost recovery below 100% and places the difference on general ratepayers as a common

good.

User charges cover 36%.

No there is a shortfall which is covered by general ratepayers.

The common good subsidy is 64% paid

for by general ratepayers.

27. Land Information

To apply 50% user pays for the supply of property information. (ie, 100% of direct costs)

Direct user 50%

Common good 50%

No modification N/A User pays YES N/A

28. Local Govt Process

The cost of democracy is for the common good and is a general charge to ratepayers.

Common good 100%

No modification N/A General ratepayer 100%

Yes N/A

29. Solid Waste To recover all cost over the long term as user pays charges. The establishment of a new landfill may require borrowing to be made to smooth cash flow over the investment period.

Direct users 100% No modification N/A Specific uniform charge and loan funding.


N/A

WH

AN

GA

REI D

ISTRIC

T CO

UN

CIL STR

ATEG

IC P

LAN

2002 - 2017

- 37 -

WHA NGA RE I D I STR I CT COUNCI L STRA TEGI C PLA N 2002 - 2017

- 38 -

Application of the Funding Policy Analysis to the Funding Requirement of the General Rate The application of funding policy is to allocate costs of operation requiring funding from general rates, across the community according to the following chart: Cost of Activity Proportional Spread

Residential Rural Commercial • Roading (on the basis commensurate with road safety user

statistics and the general consensus of apportionment used by other similar councils.)

30 20 50

• Footpaths (allocated according to number of properties serviced.) 95 0 5 • Storm Water (allocated according to area serviced.) 25 0 75 • Recreation Facilities

Local Government Process Gardening Services Sports Fields Environmental District Promotions Community Support Community Development

(allocated on the basis of the number of properties serviced.)

87 87 87 87 87 87 87 87

8 8 8 8 8 8 8 8

5 5 5 5 5 5 5 5

• Dangerous Goods (perceived benefit allocation.) 40 10 50 • Community Funding (perceived benefit allocation.) 60 10 30 • Stormwater (perceived benefit allocation.) 25 - 75 Allocation of Costs as Dollar Amounts (from the Annual Plan) Rates Differential Analysis Based on 2001/02 Annual Plan (all items are GST exclusive)

Allocation to Category Function Total Residential Rural Commercial

Roading $ 7,155,000 $ 2,146,500 $ 1,431,000 $ 3,577,500 Footpaths $ 391,000 $ 370,507 $ - $ 20,493 Environmental Regulatory $ 635,000 $ 551,852 $ 52,625 $ 30,523 Compliance $ 139,000 $ 120,799 $ 11,519 $ 6,681 Consents $ 1,009,000 $ 876,880 $ 83,619 $ 48,500 Enviro Policy $ 1,478,000 $ 1,284,469 $ 122,487 $ 71,044 Land Information $ 238,000 $ 206,836 $ 19,724 $ 11,440 Forum North Venue $ 398,000 $ 345,885 $ 32,984 $ 19,131 District Promotions $ 446,000 $ 387,600 $ 36,961 $ 21,438 Library $ 1,963,000 $ 1,705,963 $ 162,680 $ 94,357 Pool $ 585,000 $ 508,399 $ 48,481 $ 28,120 Public Toilets $ 406,000 $ 352,838 $ 33,647 $ 19,516 Storm Water $ 1,493,000 $ 373,250 $ - $ 1,119,750 Parks and Recreation $ 3,746,000 $ 3,255,494 $ 310,443 $ 180,062 Community Funding and Support $ 804,000 $ 482,400 $ 80,400 $ 241,200 Local Government $ 1,812,000 $ 1,574,735 $ 150,166 $ 87,099 Sub Total $ 22,698,000 $ 14,544,409 $ 2,576,736 $ 5,576,855


- 39 -

Rates Differential Analysis continued Based on 2001/02 Annual Plan (all items are GST exclusive)

Allocation to Category Function Total Residential Rural Commercial

Commercial Income $ (1,598,000) $ (1,023,965) $ (181,409) $ (392,626)Roading Subsidy income adjustment $ (6,627,000) $ (4,246,444) $ (752,314) $ (1,628,241)Plus: Margin $ 4,458,000 $ 2,856,594 $ 506,084 $ 1,095,322 (to contribute to capital works) Sub Total $ 18,931,000 $ 12,130,593 $ 2,149,097 $ 4,651,310

$ - Application of Current Rating System UAGC Total Residential Rural Commercial

$ 140.00 $ 124 Balance on LV @ Differentials 1 0.8 5Land Value $ 2,627,652,775 $ 1,725,791,225 $ 682,819,350 $ 219,042,200 Rateable Properties 29708 25818 2462 1428Check 0 Rate Required per Allocation $ 18,931,000 $ 12,130,593 $ 2,149,097 $ 4,651,310 Rate Generated $ - UAGC $ 3,697,042 $ 3,212,947 $ 306,386 $ 177,709 On Land Value $ 15,233,958 $ 7,807,728 $ 2,471,338 $ 4,954,892 Total Rate Generated $ 18,931,000 $ 11,020,675 $ 2,777,724 $ 5,132,601 RATING POLICY The present rating system was introduced under the provisions of the Rating Powers Act 1988 and became effective as from 1 July 1999. The system consists of four differential rating categories: Residential, Rural, Multi-Unit and Commercial/Industrial. The council operates a Land Value rating system which means that the annual “general” rates from any particular property are calculated on the basis of the land value of the property. The land values are established by Quotable Value New Zealand and are reviewed on a three yearly cycle. A rate in the dollar is set for land in the residential category and, using this as a benchmark, proportional rates in the dollar are set to other differential categories – Rural, Multi-Unit and Commercial/Industrial. The present relationship between the differential categories were set at the completion of a review of both the funding and rating policies and became effective as from the 1 July 1999. A further review of the funding and rating policies was carried out during the current year. No change to the method of charging is proposed for the 2001/2002 rating year. However, the Uniform Annual General Charge is increasing from $140 to $205. There is a corresponding drop in the general rates land value charge to achieve the same overall revenue requirements. Types of Groups of Property for Differential Rating For the purpose of this differential rating system, all separately rateable properties in the district are allocated to one of the following categories: Category 1 – Residential and Other All separately rateable properties: • Used principally for residential purposes or lifestyle residential purposes, on which is located not more than three

dwelling units; or

• Motor camps, camping grounds, or caravan parks; or


- 40 -

• Not otherwise categorised.

Category 2 – Multi-Unit All separately rateable properties: Used principally for residential purposes, and on which is situated four or more separate dwelling units; or Used principally for temporary or permanent residential accommodation for financial reward, including, but not limited to, hotels, retirement homes or boarding houses, motels, tourist accommodation, residential clubs, hostels, but excluding any properties which are licensed under the Sale of Liquor Act 1989. Category 3 – Rural All separately rateable properties used principally for agricultural, horticultural, forestry, pastoral or aquacultural purposes, or for the keeping of bees or poultry or other livestock. Category 4 – Commercial and Industrial All separately rateable properties: (i) Used principally for commercial, industrial or related purposes, which are not categorised as Multi-Unit or Rural;

or

(ii) Zoned for commercial, industrial or related purposes, but not otherwise categorised.

For the avoidance of doubt, this category includes properties licensed under the Sale of Liquor Act 1989; and private hospitals or private medical centres.

Notes to Definitions of Categories: (i) For the purposes of the definitions above, “Dwelling unit” has the same meaning as in section 604 of the Local

Government Act 1974, ie;

“Dwelling unit” means any building or part of a building which is designed, built, rented, leased, let, or hired to be occupied, or which is occupied, as a residence for a single family (including one person, or two or more persons as an individual group) with or without a common right to the use of entrances, passages, stairways, or open spaces; and, where necessary, includes a combination of parts of a building or of two or more buildings or the parts thereof.

However, a flat or unit erected and used in connection with the principal residence for the accommodation of an elderly relative or a disadvantaged person shall not be regarded as a separate ‘dwelling unit”

Properties used for ‘lifestyle residential purposes” includes properties of variable size, but which generally comprise areas of 20 hectares or less, which might otherwise be categorised as Rural, but which are used for non-economic (in the traditional farming sense) lifestyle residential purposes, where the value of the land exceeds the value of comparable farmland.

(iii) All references to zones are references to zones defined in the Proposed Whangarei District Plan notified on 19 September 1998, including subsequent amendments, and once the Plan is adopted, should be read as references to zones in the Operative District Plan.

(iv) Where parts of a separately rateable property can be identified, and allocated to the Residential and Other category and the Commercial and Industrial category respectively, the provisions of sections 105(4) and 202 of the Rating Powers Act 1988 will apply for the apportionment of the value of the property between the different parts for differential rating purposes.


- 41 -

(v) Subject to the right of objection set out in section 116 of the Rating Powers Act 1988, it shall be at the sole discretion of the council to determine the use or principal use of any property in the District.

General Rates All rateable properties within a category will be levied the same rate in the dollar on land value irrespective of the situation of that property within the district. Solid Waste Each separately used or inhabited portion of a property or building on the established waste collection routes (excluding vacant land) are levied a Uniform Annual Waste Charge for this service irrespective of the cost of providing the service to different parts of the district. This charge is set at a level to fully fund the cost of the service. In addition all rateable properties (other than contiguous) are charged a Uniform Annual Waste Facilities Charge. The purpose of this is to fund the operations of the district’s landfill and transfer stations, and for recycling, hazardous wastes and litter control. Sewerage All residential and rural properties that are connected to the district sewerage system are levied a Single Pan Charge per separate dwelling unit irrespective of the number of water closets or urinals in each separate dwelling unit. All other properties are levied a Pan Charge determined by the number of water closets or urinals. The Sewerage Charges apply across the district irrespective of the cost of providing the service to different parts of the district and are set at a level to fully fund the cost of the operation. Water All properties connected to the district waterworks system are levied a Uniform Charge ($220.00) where the supply of water to the property is not recorded through a meter. Where a meter is installed charges are based on recorded usage. An availability charge ($25.50) is levied on properties which are within 100 metres of any public water reticulation scheme capable of being connected but are not connected. ASSUMPTIONS BEHIND THIS PLAN A number of assumptions have been made in arriving at the detailed forecasts in this plan, these are as follows: • Population growth in the district has been allowed for in assessing likely increases in general rates at the rate of

1% to 2%, actual growth could be higher due to other demographic and economic factors influencing the picture.

• Increases in rates have been set at 3% for the years 2002/2003 and 2003/2004, this is to allow for the funding of operating cost increases that have arisen in more recent years, and to ensure that council continues to run a surplus for the funding of new projects on an ongoing basis over the life of the strategy.

• In the user pays areas of water ,wastewater and solid waste growth increases have been set to allow for between 1% and 2% with adjustment also allowed or to balance the need to fund infrastructure costs over the life of the assets. This includes the cost of borrowing, and the taking of capital contributions where necessary.

• No account has been taken of inflation on either costs or revenues as this tends to distort the comparison of the individual years over the life of the plan. Interest rates have been set as 7% on all sums borrowed and investment interest set at 6%.


- 42 -

• The strategy for roading and traffic incorporates the preliminary results of traffic modelling studies undertaken in the last 12 months and also allows for the continuation of the road seal extension program as is likely to be supported by Transit New Zealand subsidy and cost benefit ratio programs.

• The strategy for parks and reserves include the development of a regional park in 2002 and purchase of the Ngunguru Sandspit in 2006. Both of these projects will require 100% funding from external sources yet to be identified.

• The parks strategy allows for the redevelopment of the Cobham Oval. Proceeds from the sale of this property are earmarked for the redevelopment and may be used to fund part of the swimming pool redevelopment as well if other funding is not available.

• The strategy for the swimming pool development is dependent upon private sector initiatives and external funding.

• The project for redevelopment of the Central Business District (CBD) has been costed in line with the approved strategy of the Inner City Development Committee and this is also dependent on funding coming in the form of contributions from those ratepayers operating in the area of defined benefit.

• Subdivision contributions have been planned to continue at conservative levels until such time as new contributions are taken under a final notified District Plan. Currently these contributions are used to develop parks and reserves but in the future will also contribute towards main infrastructure assets.

• The overall strategy allows for the completion of known asset sales with no other significant sales planned except in relation to the redevelopment of Cobham Oval. Community funds are expected to remain fairly constant with a pool of funds being used to recycle interest free loan funding available to community groups.

• The cost of services is forecast to remain at similar levels as in 2001 except in those infrastructure areas where some known increases apply due to expanding systems to meet the needs of the district.

• The overall strategy assumes that all current projects will be completed on time and shows the higher levels of borrowing that could arise. Indications are that the rate of progress on some projects is such that the need to borrow could well be delayed with the actual end of year figures likely to be lower.

• As part of this Strategic Plan sections are included comprising the Long Term Financial Strategy as required under the Local Government Amendment Act 1996 Section 122K and these require to be adopted by council by 1 July 2001.

• The LTFS has been prepared in accordance with and is consistent with council’s Funding, Borrowing and Investment Policy.

• The LTFS incorporates the Joint Venture Airport Operations which is a profitable L.A.T.E., no provision is made for council to contribute to any runway extensions, should this become necessary to accommodate different landing capacity.

• No revaluation of assets has been taken into account due to the uncertainty as to amounts.

FINANCIAL RESULTS An important part of councils strategic planning process is to bring together the various projects and proposals and manage the way in which they require funding. The tables and graphs in Appendix I attempt to illustrate the picture that results from the various strategies. There is a summarised programme detailing the major capital works and tables outlining projected financial performance and position including borrowing levels. The need to step into major infrastructure development and replacement puts council in a position where the current borrowing policy will be exceeded in the short to medium term, as the funding for the works concerned is spread over a longer time frame. This is not an indication of a risk strategy as the current council policy is very conservative and the reality is that our balance sheet can support even higher borrowing levels than the plan indicates. The tactic is one of sending the right signals in that a tight policy level urges caution whilst council steps into major works and ensures that the programs are carried out prudently, without haste and well within our means.


- 43 -

Appendices are attached to the Strategic Plan detailing financial performance, position, cash flow and debt levels as well as project lists or capital expenditure. PROSPECTIVE FINANCIAL INFORMATION The Nature of the Prospective Financial Information Prospective financial information can be either a forecast or a projection. A forecast is based on assumptions which the council reasonably expects to occur whereas a projection is based on one or more hypothetical but realistic assumptions. This prospective financial information is a forecast and has been prepared on the basis of assumptions as to future events that the council reasonably expects to occur associated with the actions it reasonably expects to take as at the date the forecast was prepared. The forecast results in respect of the year ended 30 June 2001 are given to provide a basis for comparison. The review of the council’s first Long Term Financial Strategy and Funding Policy adopted in 1998 has been conducted concurrently with the 2001/2002 Annual Plan. A Cautionary Note The actual results are likely to vary from the information disclosed and such variations may be material. The prospective financial information is prepared under Section 223(D) of the Local Government Act 1974. This information may not be suitable for use in any other capacity. The financial estimates are based on the most accurate information at the time of preparation of the Annual Plan and Long Term Financial Strategy.


- 44 -

CUSTOMER SERVICES THE COUNCIL'S GOALS • The goal of Customer Services is to handle, through a multi skilled team, all initial council counter and phone

enquiries and to assist customers with business transactions ranging from receiving of applications and service requests through to receipting of payments and the provision of general information.

OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Achieve a high level of satisfied phone and counter service users.

• Generally work to shorten the time taken to deal with enquires.

• Reply within 7 working days to incoming mail.

• Use more technology and less paper to improve services and lower costs. THE CURRENT SITUATION The Customer Services Division operates as a customer interface, single point of contact for all customers of the Whangarei District Council no matter which of council’s many services they may require. The functions provided by the Customer Services Division are those which involve customers contacting the council by either phone or by visiting any of our service centres located in Whangarei, Ruakaka or Hikurangi. In addition, the Division is responsible for ensuring that any technical issues or special customer requirements, needing referral to a technical officer are well responded to. The council has recently upgraded several of it’s systems in order to ensure that customer requests are handled appropriately and expediently. These systems include a new telephone system with call tracking and call queuing options and a service request management system ensuring requests are processed in a timely manner. Changes have also taken place in the Whangarei Service Centre where officers have been split into two groups (technical and non-technical) allowing customers faster access to the relevant service and a more specialised officer to help them. WHAT THE COUNCIL HOPES TO ACHIEVE • Increase the use of modern technology so that the council's dealings with customers meet the standards offered

by comparable industries.

• Continual improvement of both the front line and the call centre services so that at least 99% of customers are satisfied or better with the divisions services.

• Develop easier ways for our customers to access the wide range of information held by council (eg, by using tools such as the internet).

• Offer alternative ways for our customers to do business with us (whether paying a bill or making an application) by creating a more flexible business environment.

• Response to phone calls to a level where 100% of all calls are answered within 30 seconds.


- 45 -

LAND INFORMATION THE COUNCIL'S GOALS • To collect, store and retrieve property information in a way which meets both the community's needs and the

legal requirements.

• To produce land and project information memoranda in terms of the relevant legislation.

• To enable land and project information memorandums to be applied for over the Internet. OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Ensure a high level of users are satisfied with the service.

• Use more computer information systems to improve accuracy, lower costs and give better service.

• Ensure users meet their share of costs. THE RESOURCES INVOLVED ARE: Computer and microfilm based Property Information systems covering the district's 29,000 property files. THE CURRENT SITUATION The council is required by legislation to hold certain information relating to properties and to make that information available to the public. This is done so that there is a community wide availability of key information, at reasonable cost, about each and every district property parcel. This means that people are able to make property purchase and development decisions with good information at hand. The land information service is operated by staff, in conjunction with contracted computer support services. Users of the service are charged fees to cover a part of the costs incurred by the council in maintaining the property records and providing access to them. The council has recognised the tremendous scope offered by modern computer technology to improve service and control costs in the Land Information area. As a consequence, the council is continuously developing the computerised Geographical Information Systems (GIS) to pick up the benefits available. WHAT THE COUNCIL HOPES TO ACHIEVE • A high level (greater than 90%) of satisfied Land Information customers as measured by annual survey.

• Increasing use of technology to assist in the storage and use of property information, including provision for access from sites other than the council offices. Currently, the Whangarei District Council web site provides a variety of online services and a link to the mapping capacity of the GIS (http://www.wdc.govt.nz).

• Full implementation of computerised Geographical Information Systems to allow better overall management of property information and improve decisions which are based on such information.

• Further moves to meet the costs of the land information service directly from users of the service.


- 46 -

ROADING AND TRAFFIC THE COUNCIL'S GOALS • To provide a safe, convenient and efficient roading network.

• To provide pedestrian and public parking facilities that meet the needs of the community.

• To extend the main cycle routes and walkways in the city OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Seal up to 25 km of road each year.

• Provide more inner city parking and modernise inner city traffic flows.

• Improve unsealed roads and strengthen sealed roads to cope with the increase in logging traffic.

• Improve safety at known accident spots.

• Strongly support construction of Stage Two of the Kamo Bypass, and the Spedding Road Link

• Develop better roading access to the Coast THE RESOURCES INVOLVED ARE: 909 kilometres of Sealed Roads 810 kilometres of Unsealed Roads 1,719 kilometres of Total length of Roads 378 kilometres of Footpaths 283 road bridges 174 large culverts 26 footbridges 24 sets of traffic lights THE CURRENT SITUATION Roading and Traffic is the council's largest single expenditure activity. The council's roading functions are managed by staff but all works programmes are carried out by Contractors. The council controls the district's roads, but shares the cost of them with Central Government through the funding agency Transfund. In broad terms about half the money required to operate the district's roads comes from Transfund and half from ratepayers. The State Highways which pass through the district are not part of the council's responsibility. Logging traffic, which is expected to increase dramatically over the next five years, places significant demands on the roading network. As part of addressing this work, council is working to have the main logging routes of the new Marsden Point Link Road, Otaika Valley Road and the Maungakahia Road, declared as State Highways which then become 100% funded by Transfund and Central Government, and not by the ratepayer. The council also strongly supports a rail link to the new Marsden Point Forestry Port and transport of logs by rail to lessen the impact of forestry on the roading network. This increase of logging traffic over the next five years is expected to place significant demands on the roading network. It is estimated only 30% of the expected harvest will be carried on a rail link to the port if it is installed. To meet this demand the council has developed a programme of strengthening and improving both sealed and unsealed roads forming part of the forestry access network. The council’s first objective is safety, (ie. road width, visibility and pavement strength).


- 47 -

The council places considerable emphasis on maintenance and strengthening of its roading network. Highly developed programmes are in place to ensure actions are taken to protect the quality of the roading system and ensure its long term development. The council's annual roading maintenance programmes are developed by using a computerised Road Assessment and Maintenance Management System (RAMMS) complemented by visual inspections. Traffic flows are managed through intersection controls, signals and road marking. There is a considerable length of unsealed roads in the district. Many of these no longer meet the expectation of users and demands currently placed on them and consequently the council has a solid programme of extending the amount of road which is sealed. A number of accident black spots have been identified in Accident Investigation Studies which require attention. It is the council's view that the central city roading network is not functioning efficiently, with significant volumes of traffic travelling through the CBD rather than utilising the arterial ring road. Consequently the council is planning improvements to the city roading system which will both enhance the amenity value of the area and ease the traffic problems. The impact of logging on our roads is of major concern to residents and council will examine it’s policies to ensure the long term strategy adequately deals with the adverse effects. As part of this work the council is investigating the benefits of a new roading link across the harbour which would take traffic away from the CBD. The council believes the existing way in which traffic comes into the centre of town, say to travel to Onerahi, could well be greatly improved by such a new link. A shortfall of both shopper and long stay parking has also been identified in the CBD. The council and the Kamo community have a strong interest in seeing that stage two of the bypass for Kamo is constructed by Transit New Zealand as soon as possible. The completion of the Spedding Road link associated with the bypass will improve access to the Tikipunga and Tutukaka rural areas and ease the current traffic problems. A number of roads have inadequate or have no footpaths and some are narrower than desirable. A programme of improving footpaths is included in the council's annual operating expenditure. The increased popularity of the district's coastline as a visitor attraction and as a place to live has triggered proposals to develop better strategic roading links to and along the coast. As part of this strategy the council intends to make full use of the existing link routes through Waipu Cove and Tutukaka and consider ways to establish a ferry from Marsden Point to Whangarei Heads. The council believes a ferry link may allow better use of resources between the communities involved and provide travellers with further options when combined with the Pataua and/or Whangarei Heads Roads. WHAT THE COUNCIL HOPES TO ACHIEVE • Safety and capacity improvements to meet increasing demands and expectations, together with increasing levels

of maintenance of the roading network to ensure that present levels of service are maintained.

• Sealing of strategic unsealed roads at the rate of up to 25 km each year, subject to obtaining Transfund subsidy.

• Strengthening and improving of the unsealed road network.

• Safety improvements (road width, visibility and pavement strengthening) for the forestry access road network.

• Major improvements to the central city roading system to improve its performance and remove unnecessary through traffic from the CBD, as part of the council's 20/20 Project.

• Further provision of parking to service the needs of the CBD as part of the council’s 20/20 Project.


- 48 -

• Early construction of Stage Two of the Kamo Bypass by Transit New Zealand and the associated construction of the Speddings Road link.

• Completion of the new link road between State Highway One and Marsden Point.

• Declaration of main logging traffic roads as State Highway (Marsden Point link, Otaika Valley Road, Mangakanui Road).

• Develop more coastal roading links, including a possible ferry between Whangarei Heads and Marsden Point.

• Continued development of new footpaths and better maintenance of the existing network.

• Continued provision for cycleways on selected urban routes as identified in the District Plan.

• Completion of investigation into a second harbour crossing and implementation of the recommendations.

PROJECTS COUNCIL IS CONSIDERING

TIMING Estimated Cost Extension of the sealed roading network 2001-2020 $33,551,000 Strengthening and rehabilitation of the roading network 2001-2020 $136,693,000 To maintain traffic facility and complete minor safety projects 2001-2020 $24,764,000 Completion of the Walton/Bank/Tawera Road roundabout 2001-2002 $2,970,000 To undertake a road bridge upgrade and replacement programme 2001-2020 $8,885,000 Completion of the Marsden Point Link Road 2001-2002 $6,737,000 General CBD street modification 2001-2006 $4,950,000 Widening and improving Dent/Quay Streets 2003-2004 $5,173,000 Increased parking in the central city 2002-2020 $4,500,000 Construction of Speddings Road/Kamo Bypass Stage 2 Links 2005 $1,550,000 Construction of the Onerahi Bypass 2019-2020 $5,000,000 Construction of the Railway Road Link 2019 $2,400,000 Construction of the Tawera Road/State Highway One roundabout 2006 $250,000 Upgrade and improvement of Mill Road/Nixon Street intersection 2007 $1,000,000 Construction of Porowini Avenue/Maunu Road/Central Avenue link 2003, 2013-2014 $5,800,000 Improved Coastal Road linkages 2014-2020 $8,000,000 Construction of new CBD harbour crossing 2014-2016 $16,000,000 General minor roading improvements 2001-2020 $12,283,000

For further information see: • Whangarei District Council Asset Management Plan - Roading and Traffic September 2000 • Whangarei District Council Urban Accident Investigation - Reports for 1989 and 1996 • Whangarei District Council Rural Accident Investigation - Report 1991 • Signalised Intersection Investigation - Report, Traffic Design Group 1995 • Whangarei 20/20 Traffic Management and Central Area Study - Traffic Model Study - Connell Wagner 2001

(not yet completed) • Whangarei Central Parking Study, Traffic Design Group 1994 • Whangarei District Council Rural Arterial Roads Strategic Study - VK Environmental 1995 • TNZ Northland Forestry Transportation Study 1998 (revised 2001 - not yet completed)


- 49 -

Roading and Traffic Data

0

5,000

10,000

15,000

20,000

25,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Years

Dol

lars

CostsIncomeDebt LevelsCapital Expenditure


- 50 -

WASTEWATER AND STORMWATER THE COUNCIL'S GOALS • To dispose of sewage in an efficient and environmentally safe way.

• To provide a network of quality public toilets.

• To ensure that surface water drains away efficiently and that flooding is minimised. OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Upgrade sewer pipelines and treatment plants to meet modern environmental standards.

• Further reduce stormwater flowing into the sewers.

• Construct new sewerage schemes where there is a need.

• Upgrade public toilets.

• Better control stormwater flooding and contamination risks throughout the District.

• Upgrade stormwater drainage systems. THE RESOURCES INVOLVED ARE: 399 kilometres - Trunk and Local Sewers 67 Pump Stations 6,436 Sewer Manholes 1 Advanced Tertiary Treatment Plant 5 Oxidation Ponds/Wetlands 1 Septic Tank/Soakage 2 Septic Tanks/Wetlands 219 Kilometres - Trunk and Local Storm Water Pipes 4, 540 Stormwater Manholes 55 Public Toilets THE CURRENT SITUATION The council's Wastewater and Stormwater operations are carried out using a mix of contract arrangements and staff involvement. Most of the reticulation functions are contracted out, but treatment operations and overall supervision of the services is done by staff. Wastewater The council has a comprehensive network of sewers and treatment plants which serve approximately 19,000 houses and businesses. The sewage is treated and disposed of at either the main wastewater treatment plant, Waipu, Ruakaka, Portland, Ngunguru, Hikurangi, Waiotira, or the two Oakura treatment plants. Ratepayers not served by the current network use on site effluent disposal systems to deal with their wastewater. The council has completed a "Wastewater Disposal 25 Year Strategic Plan" which identified that sewage reticulation and treatment facilities will be required for a number of communities some time in the future. These communities include: Whangarei Heads, Matapouri, Bland Bay, Tutukaka, Helena Bay, Pipiwai, Pataua, Ohawini, and Oakura. Planning for a scheme to serve the Whangarei Heads community is well advanced, with construction due to take place over the period 2001-2003.


- 51 -

Broad scale preliminary design studies are in progress for the Tutukaka Coast and Oakura communities. These will form the basis of future development of the services in these areas, in conjunction with the communities involved. The discharge consent for the main Whangarei waste treatment plant expired in early 1997 and a new discharge consent is currently being applied for. The new discharge consent is expected to be issued in 2001. As a consequence the main treatment plant will require some upgrading. Upgrading of other treatment plants is progressively being undertaken in response to increased loads and expiry of discharge consents. There are significant sewer flow increases during wet weather which indicate that stormwater is infiltrating into the sewer system. This can result in overflows of diluted sewage which occur on average a few times per year from the Okara Park Pumping Station. The sewer network varies in age and quality. The council has a major investment programme in place to rehabilitate sewer pipeline systems so as to reduce the amount of stormwater getting into the sewers. In addition the council is well advanced setting up an asset management system for the sewer network to better define its longer term maintenance needs. A computer based model of the network is also to be built over the next 3-5 years. Stormwater Whangarei's steep hillsides and occasional heavy rainfalls can create large volumes of stormwater in quite short periods of time. This is compounded by the fact that parts of Whangarei's central business district are very low lying and therefore flood when spring tides and "storm surges" coincide. Many areas of the main Whangarei urban area have stormwater systems that are inadequate by today's development standards. Poor stormwater control can result in flooding, erosion, infiltration into the sewerage system and damage to roads and footpaths, all of which are expensive to repair. Catchment drainage plans have been prepared for most of Whangarei’s urban areas, including Marsden Point, Ruakaka, Waikaraka, Mcleods Bay and for Reotahi. The catchment drainage plans identify the drainage problems and potential flood hazards and other sensitive areas such as unstable land. They also identify stormwater quality controls required for each drainage area and a programme to maintain and upgrade the catchment to meet the requirements of the plan. A comprehensive upgrade program involving in excess of $1 million per annum is underway to address deficiencies in the stormwater system, and provide for the further growth of the district. Public Toilets The council operates a network of public toilets which it considers is in need of a major upgrade to meet today's expected standards. As a consequence a programme of improvements is well advanced, with an initial focus on upgrading high profile, high use toilets. WHAT THE COUNCIL HOPES TO ACHIEVE A significant reduction in stormwater infiltration into the sewerage system. • New reticulation and treatment schemes for communities, including Whangarei Heads, where on site effluent

disposal is no longer appropriate.

• Progressive investment in upgrading treatment systems to meet today's environmental standards.

• Improved community awareness of the environmental effects and the possible expense of careless disposal of contaminated waste into the stormwater system.

• Implementation of the catchment drainage plans, including maintenance items and a major new upgrade programme for the stormwater system. The new stormwater programme will cover steps to improve flood protection to the CBD by carrying out projects such as upgrading the Rust Avenue bridge.


- 52 -

• Implementation of the program to upgrade public toilets to include better provision for disabled users, flushing toilets, potable water supply and adequate lighting.

• Ongoing development of asset management plans for the council's wastewater and stormwater facilities to help meet the objective of high quality management of the resources involved.


Timing Estimated Cost Whangarei Heads Scheme 2001 – 2003 6,860,000 Treatment Plant Upgrades 2002 – 2017 3,315,000 Upgrades / New Community Schemes: One Tree Point/Ruakaka Treatment Upgrade

2003 – 2004 400,000

Tutukaka Coast Extended Coverage 2005 500,000 Oakura Community Scheme 2008 – 2009 1,000,000 Ruakaka Reticulation 2005 – 2007 1,000,000 Wastewater Rehabilitation and Asset Replacement 2001 – 2020 20,523,000 Stormwater 2001 – 2020 21,088,000 Public Toilets Upgrade 2001 – 2020 4,609,000 Future Upgrades and Projects 2014 – 2020 12,000,000 Trunk Sewer Upgrades 2003 – 2020 5,500,000

Wastewater and Stormwater Data

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

Years

Dol

lars

Costs

Income

CapitalExpenditure

Debt Levels


- 53 -

HIKURANGI SWAMP DRAINAGE SCHEME THE COUNCIL'S GOALS • To maintain the scheme so it provides the designed level of protection from flooding.

OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Continue provision of flood control for the landowners involved.

THE RESOURCES INVOLVED ARE: 7 Pump Stations 37 kilometres of Maintained Stopbanks 70 kilometres of Maintained Drains THE CURRENT SITUATION The Hikurangi Swamp is situated just north of Whangarei. The three main tributaries, the Waiotu River, Waiariki Stream and Whakapara River, draining some 32,000 hectares, join at the northern end of the swamp to form the Wairua River. Other smaller streams increase the catchment up to 53,000 hectares at the outlet of the swamp in the south west. The drainage scheme administered by the council provides flood management benefits to property owners within a defined area of benefit. The owners involved meet the costs of the scheme through special rates. A comprehensive review of the scheme was completed in 1999 and the recommendations are being progressively worked through. WHAT THE COUNCIL HOPES TO ACHIEVE • Continued maintenance of the flood control and drainage scheme as designed, so that it minimises the effect of

flooding for the defined area of benefit.

• Development of asset management plans and a management plan for Hikurangi Swamp Scheme within the next two years.

FUTURE DIRECTION The council does not intend to participate financially in any schemes to construct new flood control works or upgrade existing flood protection where there is a defined area of benefit such as exists for the Hikurangi Scheme.


- 54 -

SOLID WASTE AND RECYCLING THE COUNCIL'S GOALS To reduce the amount of waste requiring disposal by:

• Discouraging unnecessary waste generation

• Encouraging composting and recycling and

• Disposing of the remaining waste in an efficient and environmentally acceptable way.

• To maintain a high standard of litter control in public spaces OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Further increase recycling of wastes.

• Close Pohe Island Landfill and open the new facility at Puwera.

• Construct extra transfer stations. THE RESOURCES INVOLVED ARE: Pohe Island Landfill, Pohe Island Recycling and Pohe Island Vegetation Drop-off Centres Household Hazardous Waste Store Compost Facility Buildings 4 Big Bin Transfer Stations 4 Small Bin Transfer Stations 436 Litter Bins Land held for new facility at Puwera THE CURRENT SITUATION Composting, recycling and disposal of solid waste occurs at the Pohe Island Landfill. Pohe Island is expected to close within five years and be replaced by a new landfill south of Whangarei City at Puwera. The council is in the process of carrying out the detailed procedures involved in setting up the new landfill, which is expected to meet the district’s needs over the next 30 to 50 years. A household collection system operates for waste disposal from all urban communities in the district. Residents can also take waste to a district network of transfer stations at Hikurangi, Oakura, Tauraroa, Kokopu, Uretiti, Pipiwai, Pakotai and Ruatangata. The wast is then trucked to Pohe Island Landfill. Operation of the solid waste and recycling facilities is carried out by Contractors. Supervision and overall management is carried out by staff. Funding for operation of the existing facilities comes from special rates and from gate charges at the Pohe Island landfill. Business waste is taken directly to the landfill. An extensive network of litter bins is available for public use and contracts are in place to regularly clear public areas (streets, reserves and commercial) of dropped litter. Special effort is put into highly trafficked and high profile areas in this regard.


- 55 -

WHAT THE COUNCIL HOPES TO ACHIEVE • Greater public awareness of environmental and disposal costs of unnecessary waste generation.

• A reduction in the volume of waste requiring disposal.

• Ongoing operation of the facilities, including litter collection systems, in a clean, efficient and safe disposal manner.

• Closure of Pohe Island Landfill within five years.

• Construction and opening of Puwera Landfill to serve the district’s long term needs. Construction of extra Transfer Stations to complete the district wide requirements for an accessible network.

• A review of the funding mechanism used for solid waste, particularly as related to the high investment involved in the new landfill’s construction and operation. Work done to date indicates the need to increase user charges in this area significantly to cover the added costs.


Timing Estimated Cost Landfill Replacement / Urban Transfer Station 2001 – 2012 11,088,000 Outer Transfer Station Development 2001 – 2003 207,000 Future Improvements including Waste Minimisation 2008 – 2020 6,450,000

Solid Waste Data

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

20012002

20032004

20052006

20072008

20092010

20112012

20132014

2015

Years

Dol

lars

Costs

Income

CapitalExpenditure

Debt Levels


- 56 -

WATER SUPPLY THE COUNCIL'S GOALS • To provide potable water of consistent high quality to the District’s consumers in the most efficient and

effective manner. OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Carry out major investment in new water sources to ensure adequate supply is available.

• Replace older pipelines.

• Use technology to lower costs and improve quality.

• Link water supply areas to improve security of supply.

• Construct new community water supplies where the need is shown.

• Reduce unaccounted for water losses from the system and promote water conservation measures THE RESOURCES INVOLVED ARE: Dams 4 River and Spring Intakes 12 Treatment Plants 10 Booster Pump Stations 16 Reservoirs (larger than 500 cubic metres) 28 Reservoirs (larger than 250 cubic metres) 5 Water Mains and Ridermains (larger than 500mm Diameter) 533 km Number of Customers 21,966 Average Daily Production 24,254m³ Maximum Daily Production 41,151m³ Water Services objective is to meet quality standards by treating water to the 2000 Drinking Water Standard, published by the Ministry of Health in accordance with ISO9002 procedures, and to comply with resource consents for the abstraction of water. Water Services also intent to improve water treatment processes through ongoing research of current procedures, and to install new equipment to compliment partially automated Water Treatment Plants. The Watermain Replacement Programme will continue with the renewal of ageing and undersized watermains, which will reduce water leakage and improve pressures and flows and overall water quality. THE CURRENT SITUATION The Whangarei water supply system is currently made up of five independent water supply areas. Each water supply area has its own water treatment plants and water sources and is operated in isolation from the other water supply areas. All the water supply areas have some difficulty in meeting consumer demand, without restrictions, during dry summer periods. Generally, the supplies fall below the industry guideline for water supply security. The industry guideline is that systems should be capable of supplying water without restriction in a drought which happens on average once every 50 years (termed the 1 in 50 year return period drought). The existing operations form a complex and relatively expensive method for providing water. The complexity of the system stems from the fact that it was developed under quite separate councils prior to amalgamation in 1989 and the distance between the various townships. The council's water consumers pay for the water they use as measured by a meter located at each property. The Whangarei urban area water supply is not currently able to meet the 1 in 50 year standard. For the peak summer period, the urban supply only meets a 1 in 20 year standard. (This includes the supplies from Whau Valley Dam, Hatea River, Maunu and Poroti.)


- 57 -

If further water supply areas utilising the urban system as a source are developed, then there will be a further increase in water restrictions during the summer months. The Bream Bay water supply system for an Average Annual Demand can only meet a 1 in 4 year standard. (This includes the supplies from Ruakaka, Ahuroa and Pohuenui.) The Bream Bay system serves not only the local population base, but also the important Marsden Point industrial area. The council recognises that the Bream Bay system needs improvement and is in the process of constructing the Wilsons Dam which will be commissioned in 2002. This will provide a 1 in 50 year water supply capability up to 50 years time. In addition to the issues set out above the council recognises the requirement to reduce it's reliance on run of stream water sources in the future. Consequently this plan includes allowance for replacing stream sources with additional water supply dams. In general, the supply systems produce water of a satisfactory quality relative to the industry standards and there are therefore no pressing water quality issues. However, there is a trend for drinking water standards to become more stringent and the council is therefore aware that issues of water quality may arise in the future. Many of the (water supply) pipelines are old and in some cases failing. The council has a program of progressively replacing these pipes. The water system has unaccounted for losses which are considerably higher than desirable. The council is increasing its efforts to manage inappropriate wastage of water and will continue with the unaccounted for water program aimed at reducing these losses. WHAT THE COUNCIL HOPES TO ACHIEVE • Protect public health and safety and increase public awareness of issues associated with water supply.

• Obtain and maintain (minimum) a Ministry of Health grading of a grade ‘A’ for water treatment plants and a grade ‘A’ for the reticulation systems.

• Continue with the implementation of Water Services Strategic Plan (1998).

• Develop new water sources that will be able to meet the long term demand for water for the district for the next 50 years.

• Continue to strategically connect the independently operated water supply areas to add flexibility of operation and rationalise costs.

• Reduce the number of water treatment plants and increase the capacity of strategically placed water treatment plants.

• Upgrade the reticulation system to fully meet fire fighting capability to the current standards.

• Ensure that all water supply areas have a minimum of 36 hours and preferably 48 hours water storage capability to meet short term demands.

• Take further advantage of new technology by continuing with the automation of the water treatment plants and thereby improving water quality and efficiency of the system.

• Establish new water supplies to communities that desire a public water supply.

• Replace all galvanised and alkathene watermains within a 10 year period, all fibrolite within a 40 year period and cast iron watermains over a 45 year period.

• Maintain the asset in accordance with the Asset Management Plan.

• Continue with the implementation of the backflow and cross control program.

• Reduce the unaccounted for water losses to below 15% by improvements in the reticulation system by watermain replacements, leak detection, pressure reduction, and improved distribution management.


- 58 -

• Review the price for water on an annual basis to ensure sufficient revenue to meet the projected investment in system development.

The council will continue to increase efficiency and service levels by using new technology, by refining contract specifications, and by developing proactive asset management systems to ensure long term maintenance is performed at appropriate levels. The council plans to continue investing in network analysis and leakage-minimisation technologies together with the implementation of the 25 year Strategic Plan. PROJECTS COUNCIL IS CONSIDERING

Timing Estimated Cost Replace or reline older pipelines 1998-11 $8,360,000 Strategic planning for the water facilities 1997-11 $135,000 Run leak detection and pipeline cleaning programmes 1997-11 $487,000 Upgrade treatment plants, pumps and supplies 1997-01 $1,509,000 Establish new additional water sources 2001-04 $500,000 New water supply for City 2007-09 $10,000,000 Upgrade reservoirs 2001-04 $812,000 Upgrade pipeline link to Onerahi 2003-04 $1,000,000 Upgrade pumps serving high level areas 2004 $50,000 Replace Maunu water main 2009-10 $ 3,000,000 Refurbish older water meters 2001 $1,950,000 Construct a water system for the Ngunguru Community 2008-09 $2,800,000 Future water projects allowance 2008-11 $4,000,000 Provide fire cover water mains 2002-03 $300,000 Construct a water link to Ocean Beach Community 2009 $400,000

For further information see Water Services Asset and Strategic Plans

Water Supply Data

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

Years

Dol

lars

Costs

Income

CapitalExpenditure

Debt Levels


- 59 -

COMMUNITY, SOCIAL SERVICES AND FACILITIES THE COUNCIL'S GOALS • To contribute to the quality of life and community safety of people living in the Whangarei District.

OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Provide ongoing financial and other support for Community Groups.

• Provide ongoing sponsorship of Whangarei Safer Community Council.

• Continue involvement in Elderly Persons housing but with future options investigated.

• Continue to provide Emergency Management and Rural Fire systems. THE RESOURCES INVOLVED ARE: Community Houses 3 Community Halls 4 Civic Chambers Building in Bank Street Saorsa Retirement Village Stonehaven Retirement Village Elderly Persons Housing Units 165 The council has the following emergency response capability: Civil Defence Headquarters Civil Defence Radios and Equipment Rural Fire Equipment distributed throughout the District CURRENT SITUATION The council is involved in a range of community development areas. The council provides significant funding each year for Community and Sports Groups, in accordance with their own identified needs and the council's policy position. This work is primarily administered by a special purpose Community Funding and Liaison Committee. The council favours provision of support to community based organisations, rather than running facilities and programmes itself. The council prefers to allocate funds to community sectors rather than to individual groups. The council is mindful that a number of community wellbeing areas are the responsibility of other agencies. The council believes it has a role as a facilitator to assist community based organisations to access community funding from those agencies. The council makes grants to a wide range of community groups totalling approximately $700,000 annually. In addition to the above a further amount totalling approximately $400,000 annually is made available to organisations on an interest free loan basis to provide for development of community facilities. Currently some 53 organisations benefit from these loans. The council administers the Creative New Zealand Arts scheme and Hillary Commission scheme, which allows approximately $120,000 of benefit to flow through to the local community. The council provides and/or directly supports a number of community houses and halls which are made available for community based activities.


- 60 -

The council recognises that there are growing concerns about the level of violence and crime in Whangarei and in other communities throughout New Zealand. To help build a Safer Community for Whangarei, the council acts as sponsor for the Whangarei Safer Community Council. The Mayor is Chairperson of the group and funding, which is made available through the Prime Minister’s Department is enhanced and administered by the council. The council operates two high profile Mall areas, Cameron Street and the Town Basin. These are provided as places for public use that are attractive, clean and which encourage community and charity events. The council owns 165 Elderly Person's Housing Units, which have an average occupancy of 98%. The council's aim is to provide an acceptable standard of housing at reasonable cost, targeted to those in the greatest need. The council provides a comprehensive emergency management organisation that encompasses the management of rural fire, and the reduction, readiness, response and recovery related to emergencies impacting on the community. WHAT THE COUNCIL HOPES TO ACHIEVE • Provision of Community Leadership and continued liaison with other agencies on issues of community

wellbeing.

• Monitoring of cultural, community and charity needs as they change over time.

• A continued programme of significant financial support to community groups. As part of this work the council will monitor changing community needs and annually assess the direction of community funding to best meet the needs to the community.

• Ongoing review of involvement in areas of maintenance funding that can be included in existing or planned contracts.

• Ongoing sponsorship of the Safer Communities Council and further development of its aims and objectives in a manner consistent with the council’s policies.

• Ongoing provision of Community houses, halls, malls and public areas and further development of their use in terms acceptable to the community's needs.

• Continued provision of Elderly Persons housing, but with investigation of future options for the council's involvement and changes to funding arrangements so the housing becomes self supporting.

• Development of an effective Emergency Management Policy to encompass all facets of disaster management, including risk management, reduction, readiness, response and recovery. (For further information see Whangarei District Council Civil Defence and Rural Fire Plans.)

• Development of a policy to cater for the needs of youth in the district.

• Ongoing support for events that attract visitors from other regions.


Timing Estimated Cost Community Building Minor Upgrades 2002–20 $622,000 Pensioner Housing Minor Upgrades 2002–20 $855,000 Emergency Management Equipment 2002–20 $190,000


- 61 -

PARKS AND RECREATION THE COUNCIL'S GOALS • Enhance the health and quality of life for residents of Whangarei District through protection of the

environment, enhancement of civic amenity and the provision of recreation opportunities. OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Develop amenity areas and significant local features at the entrance to and within local communities, the

Central Business District and Town Basin.

• Extend and improve the facilities at Maunu cemetery.

• Plan to meet the demand for sportsfields throughout the district and develop existing facilities to maximise their use and value to the community.

• Improve and extend the network of walkways through the reserves, and enhance access to the coast.

• Develop brochures and install signs to identify and describe local assets.

• Improve pest control and restore natural habitats in parks.

• Support community groups and volunteers to maintain and develop local parks.

• Develop and record more accurate and useable information on parks’ assets. THE RESOURCES INVOLVED ARE: 3,152 hectares of open space 1 fernery/conservatory 72 hectares of sports turf 4000 (approx.) street trees 3 cemeteries 1 crematorium 31 kilometres of formed walking tracks 32 children’s playgrounds 17 boat ramps 9 wharves and jetties 9 BBQs 3 skateboard areas 70,930m2 sealed driveways/carparks 45,290m2 unsealed accessways/carparks THE CURRENT SITUATION The council maintains parks and gardens to provide recreation opportunities, to beautify the district and to protect the environment. The council has recently completed an Open Space Strategy, which drew on submissions contributed by the community. This document will provide the basis for future decision-making and funding for parks and amenity areas. It will be reviewed annually in a public open space forum, with a major review planned every five years. Planning for specific high-profile parks is being carried out through the development of reserve management plans, at the rate of one or two a year. The council recognises that input from the community is invaluable to both of these processes. Most of the parks operations are contracted out. The council has staff that manages the parks assets and contracts, carries out forward planning and supports volunteers. The council staff also manages the cemeteries and conservatories. Reserve contributions assist in funding capital development projects, while most of the operations are funded from general rates. The sportsgrounds and recreation facilities provide for a wide range of activities. There is pressure on existing sportsfields because of the growing numbers involved and widely spread communities throughout the district. The council is systematically improving the grass surfaces to extend the use of the fields.


- 62 -

The council has made significant investment in Kensington Park, and whilst no specific operating budget exists for major maintenance, provision will be made in the long term for adequate renewal and replacement programs. The council has a significant involvement in the management of coastal and stream margins. It also has a network of walkways in forests and along the margins, which are progressively being upgraded and extended for the enjoyment of the community and visitors. The council operates three active cemeteries and a crematorium. These operations are carried out on the basis of collecting fees to cover the costs incurred. The cemeteries are managed to maximise their amenity as well as their functional purpose. The council owns a conservatory complex, including a fernery and cactus house. These are maintained for public enjoyment and education. The council appreciates that its parks and civic amenity areas significantly contribute to the character and image of the district for its residents and visitors, and to the potential for tourism. The council is maintaining a computer system to record information about its parks assets, including their maintenance. WHAT THE COUNCIL HOPES TO ACHIEVE • Attractive civic areas that express local character in the city and local towns, to enhance the quality of urban life

and the potential for tourism.

• Continuation of the current cemetery operations, incorporating a development plan for reserved areas at Maunu cemetery to meet future demand.

• A diverse range of multi-purpose recreation areas throughout the district, with facilities developed to cater for a range of abilities and interest and organised to maximise the community’s resources.

• Further development of the district’s walkways to enhance public access and ensure public safety, and extension of the walkway network, to include cycles and disabled access, where appropriate.

• Further enhancement and protection of the district’s coastal reserves and accessways, including support for the establishment of coastal regional parks and marine reserves, coastal walkways and dune restoration.

• Additional signs and brochures, which promote and interpret the parks and heritage sites.

• Improved pest control to protect and restore significant wildlife habitats in the district.

• User surveys in all areas of operation to gather feedback for future planning and to ensure services are well supported by residents.

• Increased support for the community groups and volunteers who assist council to manage, develop and restore the district’s parks and facilities, for mutual benefit.

• Completion of a parks asset management plan and a parks data base to record and better manage the parks estate.

• Annual open space forums to confirm long-term strategy and regular public consultation to prepare management plans for individual parks.


- 63 -


Timing Estimated Cost Civic improvements for the city and towns 2001–17 $2,385,000 Improve and extend Maunu cemetery 2001–17 $1,410,000 Development of sportsparks 2001–17 $12,225,000 Extend walkways, boardwalks and coastal access 2001–17 $8,620,000 Provide interpretation, signs and brochures 2001–17 $630,000 Replace and provide new play facilities 2001–17 $1,340,000

Parks and Reserves Data

0

1,000

2,000

3,000

4,000

5,000

6,000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

Years

Dol

lars

Costs

Income

CapitalExpenditure

Debt Levels


- 64 -

LIBRARIES THE COUNCIL'S GOALS • Whangarei District Libraries will demonstrate excellence of service in providing appropriate access to the

resources of the libraries in the most effective and efficient manner, helping to make the Whangarei District an information rich, culturally advantaged, attractive place to live.

OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Increase the number of satisfied users.

• Provide quality services favourably comparable with our peer metropolitan public libraries.

• Increase revenue from Special Services areas.

• Improve service delivery to outlying areas.

• Provide additional library space to house collections of a size favourably comparable with our peer metropolitan libraries.

• Use more information technology for improving access to library resources. THE RESOURCES INVOLVED ARE: One Central Library and two Branch Libraries. The Libraries’ collections comprise 106,040 items, including books, periodicals and non-print formats (such as CDs, cassettes, videos, CD ROMs, etc). Public access to an online library catalogue, photocopiers, Internet and personal computer facilities, microfilm and fiche reader-printers. THE CURRENT SITUATION The Central Library is open each day from Monday to Saturday. Kamo and Onerahi Branch Libraries are open Monday to Friday. The council also supports community-run libraries at Tikipunga, Ngunguru, Matapouri, Hikurangi, Waipu, Tauraroa, Whananaki, Ruakaka, Mangakahia, and Whangarei Heads through the provision of grants, books, and bibliographic services. An ongoing programme of refurbishment and alteration to Central Library is in place. This includes the re-carpeting of the library, the seismic strengthening of the building, and the extension of the second floor mezzanine. A new, larger Central Library is planned to increase the floor space available. Library operations are carried out by the council’s staff. The management structure comprises three staffing areas: Support Services (lending services and administration), Reader Services (core library information and related services) and Special Services (added value, user-pay services). The council believes the provision of library services to all residents of the district contains a high degree of public (common) good. While some user-pays services are being further developed, the council intends library services will largely remain funded from general rates and be available to residents at no direct cost.


- 65 -

WHAT THE COUNCIL HOPES TO ACHIEVE The council intends to provide, through its libraries, 24 hour a day, 7 days a week, access to information in all its rich variety: information about our bicultural heritage, government, the law, arts and literature, the sciences, technology, hobbies and sport. This access may be through direct interaction with a librarian, or through networked CD ROMs, or the Internet. The council’s vision is of a literate community actively aware of and participating in its own affairs, to the betterment of the district. The council recognises that over the next 15 years the nature and function of public libraries will change considerably to meet the changing needs and demands of the district. The major factors driving the changes are: • The impact of rapidly developing information technology

• The information needs of Maori

• A growing and aging population base

• Increasing numbers of people in part-time work, and working irregular days of the week

• The growing position of Whangarei as a visitor destination

• The increasing emphasis in education on research and lifelong learning

• The increased emphasis in local body legislation on implementing user charges for services that are of private rather than common benefit

In response to these factors, the council intends: To increase its ratio of satisfied library users, as measured by regular surveys. • To compare key performance indicators against peer metropolitan public libraries, and to compare favourably with

these libraries over a range of measures, for example:

- Items per capita - Membership per capita - Percentage of staff qualified - Range of special services - Issues per staff member - Information enquiries per staff member

• To increase revenue from Special Services to 90% of total revenue over 5 years (from 50% in 1996/97). • To improve service delivery to outlying areas by reviewing the library needs of the district’s dispersed communities,

and providing library services where a need is established. • To provide additional library floor space to house expanded collections that compare favourably with peer

metropolitan libraries. To continue to implement information technology that will improve access and satisfy members’ information needs.


Timing Estimated Cost New Central Library 2006-2008 $4,226,000 Information Technology Development 1997-2011 $1,105,000 Purchase Additional Stock over and above operating levels 2001-2020 $3,215,000 Self-issue Machines 2002-2020 $406,000 Branch and Mobile Libraries 2001-2014 $2,198,000


- 66 -

Libraries Data

0

500

1,000

1,500

2,000

2,500

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

Years

Dol

lars Costs

Income

CapitalExpenditure


- 67 -

POOLS THE COUNCIL'S GOALS • To effectively provide a safe and attractive swimming facility to meet the needs of the District.

OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Continue programmes to meet public swimming needs.

• Upgrade pool facilities.

• Reduce dependence on general rates for funding. THE RESOURCES INVOLVED ARE: Ted Elliot Memorial Swimming Pool Complex. THE CURRENT SITUATION The council provides public swimming facilities as part of its overall aim to ensure that the community has access to a full range of recreational and sporting opportunities. The complex comprises a 25 metre indoor heated pool together with ancillary services (learners pool, gymnasium, spas and sauna) and a 50 metre outdoor pool (together with diving pool, learners pool, and children's play facilities). The outdoor sections are open for 4 months over the summer period. The heated pool facilities are open 13.5 hours per day 363 days of the year with patronage sitting at approximately 2,400 users per week. The council recently completed construction of new changing facilities, a gymnasium, spa and sauna as Stage One of a major upgrade to the complex. The outdoor pool is old and is at the end of its useful life. The indoor pool is basically sound, although there are aspects of its design which have constrained performance. The council is still considering the proposals to upgrade the pool complex facilities but progress is dependent on finding the right investment vehicle (organisation) and access to funding sources to make the project viable. Historically the core service of recreational swimming in indoor and outdoor pools has been considered by the council as being provided for the common good of all ratepayers at affordable levels. Accordingly the core facilities have been subsidised, with the balance of cost falling on the general ratepayer and additional facilities, such as 'Learn to Swim' programmes, being operated on a user pays basis. WHAT THE COUNCIL HOPES TO ACHIEVE • The council has contracted out operation of the pools complex to achieve enhanced services and reduce the level

of funding support required from general ratepayers. • The council intends to monitor the contractual arrangements to ensure that the objectives relating to the

provision of recreational swimming facilities for the community are met. • The council plans to complete Stage Two of the upgrade to the Pool Complex. This project is planned to

include, but not necessarily limited to, a wave pool, hydro-slides and water park. Consequently, there will be a need to provide funding for the upgrade to keep pace with recreational development requirements.


Timing Estimated Cost Upgrade Pool Facilities - Design of Stage Two 2002 $200,000 Upgrade Pool Facilities - Completion of Stage Two 2003-04 $4,500,000


- 68 -

Future Upgrades 2011-18 $4,140,000

Swimming Pool Complex Data

0

500

1000

1500

2000

2500

3000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

Years

Dol

lars Capital

Expenditure

Costs


- 69 -

ENVIRONMENTAL SERVICES THE COUNCIL'S GOALS Achieve sustainable and integrated management of the District's natural and physical resources to provide a healthy, safe and prosperous District in which to live by:

• Developing and administering the District Plan.

• Ensuring that people are safe by managing buildings, hazardous substances, dogs, stock and other matters covered by bylaws within the District.

• Ensuring that adverse effects of activities on neighbours and the environment are minimised.

• Ensuring community health through the delivery of environmental health services.

• Encouraging the fair use of parking facilities.

• Developing a comprehensive understanding of the District's social, cultural, physical and natural environment to produce robust and accurate information for policy formulation.

OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Improve environmental management systems of the District.

• Complete the new District Plan under the Resource Management Act provisions.

• Improve customer satisfaction while reducing consent processing times and costs.

• Provide environmental monitoring reports.

• Ensure developers meet their share of costs in accordance with the benefit or user pays principle.

• Lower operating costs by using new work methods. CURRENT SITUATION The council is responsible for environmental management for the district's 270,000 hectares of land and 70,300 people. The environmental management function of council is primarily legislative driven. It involves both policy development and operations/enforcement across a range of issues. The Department is made up of three divisions - Environmental Policy and Monitoring, Resource Consents and Environmental Compliance and Regulatory Services. Most of the Department's work is carried out by the council’s staff although strategic use is made of contracting out. The Environmental Policy and Monitoring Division has the task of completing the District Plan for the Whangarei District under the provisions of the Resource Management Act. This document is the major planning document in regard to land based activities in the district. It seeks to enable sustainable management of the district's resources, thereby providing opportunity for people to meet their social, economic and cultural needs while providing for the requirements of future generations. It should be noted that the division will be initiating a structure planning process for the District’s Coastal Environment which will shape the final content of the District Plan; as will a variation to give effect to the Ruakaka Structure Plan. The Environmental Policy and Monitoring Division also has the responsibility of developing a monitoring system which will effectively monitor the performance of the Whangarei District Plan and assist in determining whether the sustainable management of natural and physical resources is being achieved. This will require the collection of adequate, timely and relevant information which will be presented in report form to both council and the community.


- 70 -

The Resource Consents Division of the Department also has the role of promoting the sustainable management of natural and physical resources. Its primarily focus is the efficient processing of resource consents within statutory timeframes. It also operates to ensure that development avoids, remedies and mitigates any adverse effects on the environment. The Environmental Compliance and Regulatory Services Division of the Department is responsible for seeing that development work, such as new buildings, subdivisions and hazardous substances used in the district, are carried out safely, in terms of the relevant legislation. The Environmental Compliance and Regulatory Services Division also delivers the Environmental Health, Animal Control and Parking services for council and the community. Environmental Health also includes managing council’s role in the licensing and control of the sale of liquor. The Department has a gross annual budget of $4.6 million, of which approximately one third is met from rates. The remaining amount is recovered through direct fees as the council believes it is appropriate that the benefits of the services provided are at least met in part by direct users. The council is aware that the issue of Genetic Engineering is of concern to many Ratepayers and that some council’s have declared their jurisdictions to be “GE Free”. The Whangarei District Council has taken the stance that a balanced view, having listened to all of the evidence, cannot be taken until the report of the Royal Commission is issued by Central Government. WHAT THE COUNCIL HOPES TO ACHIEVE The council's Environmental Vision: By 2012 the district is to have the best living environment in terms of: ecological quality, services provided versus cost, and degree of variety and access to economic, cultural and social experiences, of any equivalent sized local government unit in Australasia. The council will achieve this vision by committing itself to the following strategic directions over the next 15 years. • To establish sound environmental policy by way of:

An operative Whangarei District Council District Plan containing objectives, policies and methods aimed at promoting the sustainable management of natural and physical resources;

Changes to the Whangarei District Plan once operative in response to information and environmental trends.

Recognising the strategically significant role that the natural coastal environment plays in the scenic quality of the district.

• To establish a monitoring system for the environment which provides high quality accurate information as a basis for policy development and decision making in the future.

• To promote the sustainable management of natural and physical resources in the Whangarei District through the efficient and effective processing of resource consents to avoid, remedy and mitigate adverse effects on the environment.

• To play an active role in improving the environmental management systems within the district to ensure no irreversible long term damage is sustained nor that the environmental capital of the district is depleted.

• To educate the community to raise awareness of the natural and built environment and how actions affect that environment.

• To continually work to achieve statutory timeframes for the processing of all resource consents through better management of systems and the use of new technology to speed up information transfer.


- 71 -

• To promote the construction of safe and sanitary buildings by way of a range of methods including but not limited to:

Implementing the Building Act;

Auditing the performance of groups involved in the construction and inspection of building systems.

• To maintain and enhance the public health of the district through contact over time with targeted groups.

• To protect the environment, health and safety of people in communities by preventing or managing the adverse effects of hazardous substances.

• To minimise the adverse effects on the community resulting from the sale and consumption of alcohol in licensed premises.

• To promote responsible practice in respect of dog ownership by implementing council’s obligations under the Dog Control Act 1996 and bylaws, and to provide an effective dog control service to the community.

• To implement efficient appropriate and relevant bylaws which promote the amenity of the district.

• To promote the efficient use of parking space in the Central Business District.

Environmental Services Data

0

1000

2000

3000

4000

5000

6000

7000

20012002

20032004

20052006

20072008

20092010

20112012

20132014

2015

Years

Dol

lars

Expenditure

Income


- 72 -

FORUM NORTH AND DISTRICT PROMOTIONS THE COUNCIL'S GOALS • To develop promotion of Whangarei District and its visitor industry so as to achieve economic and community

benefits while protecting the District’s special environment and lifestyle. OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Develop a viable conference and performance centre at Forum North.

• Better disseminate information on the District.

• Increase the numbers of visitors to the District.

• Encourage new attractions and year round activities.

• Develop a marketing plan to help with promotion of Whangarei. THE RESOURCES INVOLVED ARE: Forum North Centre Claphams Clock Museum Tarewa Park Visitors Centre CURRENT SITUATION Promotion of the district's opportunities for lifestyle, business and visits is seen as an important function by the council. The visitor industry, whether it be business or holiday based, has grown to be a large contributor to New Zealand's economic wellbeing. Central Government has established strategies to increase still further the number of visitors coming to New Zealand and the value of their visits to the economy. Northland, including Whangarei, is lagging behind some parts of the country in terms of its share of the available direct spend and potential investment from visitors. Northland has a number of good opportunities to grow its share of the visitor market and it also has a number of constraints which hold back development. The council considers that with careful planning the visitor sector has the potential to create jobs and contribute to the district's well being. The council recognises it has a role in supporting the sector through appropriate leadership and through the provision of infrastructure such as roading, water, parks and land management. The council does not see its role as competing with private enterprise in providing tourism services. The council does not intend to increase its own involvement in the direct supply of Tourism services. However, the expansion of the Forum North conference and performance centre is seen as a necessary development to bring the facility up to a standard that will attract events from other regions and overseas. The council recognises it has a part to play in the Tourism Strategy for Northland 2000 and has taken an active role in establishing and funding the promotional bodies of Whangarei Tourism Trust and Destination Northland. The council owns and maintains many of the district's parks and reserves which form part of the district's appeal. The council is a key guardian responsible for many important areas of coastline which are used by residents and visitors.


- 73 -

The council is responsible for the operation of Clapham's Clocks and Forum North Centre. The council recognises the important contribution these facilities make to the range of attractions in the district. The council presents a promotional window to the district through the operation of Whangarei Visitors Bureau, encouraging visitors to stay longer and helping to meet the information needs of people and businesses interested in the district. WHAT THE COUNCIL HOPES TO ACHIEVE • Further develop Forum North conference and theatre facility by constructing a new performance theatre and

expanded exhibition facilities to produce a major regional conference centre attracting visitors from other regions and overseas.

• Better dissemination of information on the district and about the council's operations to achieve increased business investment and economic growth over the next 15 years.

• A Tourism sector which is in tune with the aspirations of Whangarei people and enhances the quality of life in the district by building on the community's cultural and environmental values.

• Strong management and development of the district infrastructure to support sustainable growth in visitor numbers over the next 15 years.

• A very much stronger visitor sector which offers year round quality attractions with improved facilities and amenities for the benefit of the district and its visitors.

• Investigation of new tourist routes, particularly where the district's coastline can be more easily enjoyed by visitors.

• Provision of financial support for the relevant promotional bodies.

• Develop a marketing plan to reflect the council policies and to help grow Whangarei's market share in accordance with long term planning.


Timing Estimated Cost Forum North and Conference Centre Minor Upgrades and Replacements 2002-20 $3,261,000 New Theatre Complex 2012-15 $13,150,000 Conference Centre Major Upgrade 2013 $1,010,000

District Promotions Data


- 74 -

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

Years

Dol

lars

Costs

Income

CapitalExpenditure


- 75 -

COMMERCIAL ENTERPRISES THE COUNCIL'S GOALS • To earn a commercial rate of return from investment properties and achieve at least a break even cost

position on other assets held for strategic community purposes. OVER THE TERM OF THIS PLAN COUNCIL INTENDS TO: • Review property holdings to meet strategic aims.

• Dispose of surplus properties.

• Achieve above average returns from commercial rentals.

• Continue investment in forestry holdings.

• Continue with operation of the airport and marinas. THE RESOURCES INVOLVED ARE: 130 Ground Leases 25 Investment Properties (including the Mair Park motor camp and strategic holdings) 10 Properties for sale 225 hectares Forests (net stocked area - principally radiata pine planted 1967 to 1984) Whangarei District Airport Tutukaka and Town Basin/Kissing Point Marinas THE CURRENT SITUATION Commercial Enterprises manages properties and activities which are either held purely as investments or for wider strategic purposes. The airport and forests assets are operated by way of management contracts. The Airport is owned jointly by the council and the Ministry of Transport. The marinas are operated under leases set up with two special purpose Trusts. The council recognises that the marinas provide very worthwhile facilities for boaties and that the economic input to the district from 'out of town' users is substantial. Mair Park motor camp is also operated under lease. The investment properties, ground leases and properties the council has for sale are managed directly by the council’s staff. The council's investment properties are held to produce financial returns for all ratepayers. The returns significantly reduce the level of general rating which would otherwise be required from ratepayers to run the council. The council holds other properties for longer term reasons, for example land for future roading development. The properties which fall into this category are managed to achieve the best financial return available up until the time they are required for their strategic purpose. WHAT THE COUNCIL HOPES TO ACHIEVE • The council intends to regularly review its property holdings and consider disposal of all non strategic and/or

non-performing holdings. Funds generated through sales will be reinvested in strategic areas such as redevelopment of the Central Business District.

• The council will aim for an average return on the value of commercial rental properties which is equal to the national average.


- 76 -

• The council will aim to ensure administration costs associated with its property portfolio are less than 8% of gross revenue.

• The council will maintain its forests in accordance with its established management plan and will rationalise its holdings by appropriate marketing of forest crops to provide the maximum financial return.

• The council envisages replanting some harvested forest areas. Harvesting has commenced in the oldest stands and will continue in the next few years. The yield will produce a moderate financial return over the harvest period. Harvesting will depend on viability of commercial returns to be made as each block matures, with a view to maximising returns.

• The council will operate the airport at break even cost but long term will aim to earn a commercial return on the resources involved. The council intends to review the joint venture airport ownership as part of a nationwide programme initiated by Central Government.

• The council expects the marinas to continue to operate at no net cost to ratepayers and for surpluses generated to be reinvested in improvements to the facilities.

• No major new commercial investments or projects are envisaged by the council except for strategic initiatives associated with the 20/20 project enhancement of the CBD and Town Basin areas.

For further information see Whangarei District Council Forestry Management Plan.

Appendix 1: Financial Information WHANGAREI DISTRICT COUNCIL - LONG TERM FINANCIAL STRATEGY STATEMENT OF FINANCIAL PERFORMANCE

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

$000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's

Income

General Rating Revenue 18,560 18,931 19,889 20,896 21,314 21,740 22,175 22,619 23,071 23,532 24,003 24,483 24,973 25,472 25,981 Sewerage Rates 5,213 5,100 5,300 5,500 5,700 6,000 6,120 6,242 6,367 6,495 6,624 6,757 6,892 7,030 7,171 Refuse Rates & Charges 3,372 3,480 3,530 3,601 3,673 3,746 3,821 3,897 3,975 4,055 4,100 4,100 4,100 4,100 4,100 Water Rates 7,185 7,563 8,110 8,196 8,283 8,372 8,462 8,554 8,647 8,741 8,838 8,945 9,055 9,166 9,278 Hikurangi Swamp Rates 331 331 335 335 335 335 335 335 335 335 335 335 335 335 335 Transit NZ Subsidies 8,463 15,300 12,911 11,862 11,680 11,084 10,350 9,987 10,014 10,232 10,408 10,519 11,457 13,250 15,567 Other Subsidies & Grants 130 288 513 2,743 843 843 1,185 960 735 735 735 735 735 735 735 Fees, Rents & Charges 9,810 9,816 10,535 10,738 11,234 11,308 10,704 10,790 10,877 10,967 10,994 11,074 11,151 11,233 11,315 Interest Income 745 337 262 278 260 243 243 243 243 243 243 243 243 243 243 Other Income 293 553 818 826 834 843 851 860 868 877 886 895 904 913 922

Total Income 54,102 61,699 62,203 64,975 64,156 64,514 64,246 64,487 65,132 66,212 67,166 68,086 69,845 72,477 75,647

Expenditure

Operating Costs 35,687 37,218 36,437 37,149 37,047 37,234 37,576 37,833 38,174 38,519 38,970 39,528 39,694 39,966 40,150 Depreciation 14,953 16,184 17,378 18,532 19,389 20,060 20,614 21,385 22,225 22,923 23,453 24,188 25,132 26,407 27,589 Interest Expense 1,410 1,850 2,284 2,716 2,916 2,820 2,563 2,437 2,506 2,453 2,072 1,628 1,435 1,529 1,675

Total Expenditure 52,050 55,252 56,099 58,397 59,352 60,114 60,753 61,655 62,905 63,895 64,495 65,344 66,261 67,902 69,414

Surplus/(Deficit) for Year 2,052 6,447 6,104 6,578 4,804 4,400 3,493 2,832 2,227 2,317 2,671 2,742 3,584 4,575 6,233

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 77 –

WHANGAREI DISTRICT COUNCIL - LONG TERM FINANCIAL STRATEGY STATEMENT OF FINANCIAL POSITION

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

$000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's $000's Assets

Land 35,274 35,274 31,274 31,274 31,274 31,274 31,274 31,274 31,274 31,274 31,274 31,274 31,274 31,274 31,274 Buildings 25,650 23,581 22,036 21,003 20,470 19,937 19,404 18,871 18,338 17,805 17,272 16,739 16,206 15,673 15,140 Non Depreciated Assets 162,480 165,681 170,376 173,616 175,906 178,988 182,814 187,380 190,165 193,413 195,198 197,573 199,308 202,166 204,649 Infrastructure Assets 295,128 314,827 325,939 335,251 342,050 343,570 341,648 344,260 347,518 347,059 341,569 338,454 339,727 342,165 345,048 Depreciated Fixed Assets 38,009 36,879 40,311 43,116 40,707 37,926 34,983 32,494 30,381 27,600 24,816 23,997 23,412 27,921 29,057 Investment Properties 26,337 26,337 26,337 26,337 26,337 26,337 26,337 26,337 26,337 26,337 26,337 26,337 26,337 26,337 26,337 Shares 156 156 156 156 156 156 156 156 156 156 156 156 156 156 156 Cash Investments 3,266 1,366 1,366 766 316 316 316 316 316 316 316 316 316 316 316 Community Loans 2,978 2,878 2,778 2,678 2,578 2,578 2,578 2,578 2,578 2,578 2,578 2,578 2,578 2,578 2,578

Non Current Assets 589,278 606,979 620,573 634,197 639,794 641,082 639,510 643,666 647,063 646,538 639,516 637,424 639,314 648,586 654,555

Cash & Bank 6,286 4,077 4,846 5,382 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082 Current Assets 8,799 10,035 10,117 10,568 10,435 10,493 10,449 10,488 10,593 10,769 10,924 11,074 11,360 11,788 12,304 Current Liabilities (10,199) (10,629) (10,411) (10,616) (10,587) (10,640) (10,738) (10,811) (10,907) (11,007) (11,136) (11,295) (11,342) (11,420) (11,474) Working Capital 4,886 3,483 4,552 5,334 4,930 4,935 4,793 4,759 4,768 4,844 4,870 4,861 5,100 5,450 5,912

Total Net Assets 594,164 610,462 625,125 639,531 644,724 646,017 644,303 648,425 651,831 651,382 644,386 642,285 644,414 654,036 660,467

Represented By:

Investment in Operations 473,240 473,240 473,240 473,240 473,240 473,240 473,240 473,240 473,240 473,240 473,240 473,240 473,240 473,240 473,240 General Reserve 40,097 42,149 48,596 54,700 61,278 66,082 70,482 73,975 76,807 79,034 81,351 84,022 86,764 90,348 94,923 Capital Reserve 5,152 5,152 5,152 5,152 5,152 5,152 5,152 5,152 5,152 5,152 5,152 5,152 5,152 5,152 5,152 Reserves & Special Funds 7,288 7,288 7,288 7,288 7,288 7,288 7,288 7,288 7,288 7,288 7,288 7,288 7,288 7,288 7,288 Asset Revaluation Reserve 45,711 45,711 45,711 45,711 45,711 45,711 45,711 45,711 45,711 45,711 45,711 45,711 45,711 45,711 45,711 Surplus/(Deficit) for Year 2,052 6,447 6,104 6,578 4,804 4,400 3,493 2,832 2,227 2,317 2,671 2,742 3,584 4,575 6,233

Total Reserves 573,540 579,987 586,091 592,669 597,473 601,873 605,366 608,198 610,425 612,742 615,413 618,155 621,739 626,314 632,547

Public Debt 20,624 30,475 39,034 46,862 47,251 44,144 38,937 40,227 41,406 38,640 28,973 24,130 22,675 27,722 27,920

Total 594,164 610,462 625,125 639,531 644,724 646,017 644,303 648,425 651,831 651,382 644,386 642,285 644,414 654,036 660,467

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 61 –


- 79 -

STATEMENT OF FINANCIAL PERFORMANCE

Main Graph Data

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

Years

Dol

lars

Capital ExpenditurePublic Debt Total ExpenditureTotal Income

STATEMENT OF FINANCIAL POSITION

Asset Analysis

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

550,000

600,000

650,000

700,000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

Years

Dol

lars

Working Capital

Other Assets

Depreciated FixedAssets

Infrastructure Assets

Land, Buildings &Property

WHANGAREI DISTRICT COUNCIL - LONG TERM FINANCIAL STRATEGY STATEMENT OF CASH FLOWS

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015


Cash Flows from Operating Net Surplus 2,052 6,447 6,104 6,578 4,804 4,400 3,493 2,832 2,227 2,317 2,671 2,742 3,584 4,575 6,233 Add Back Depreciation 14,953 16,184 17,378 18,532 19,389 20,060 20,614 21,385 22,225 22,923 23,453 24,188 25,132 26,407 27,589 Sub Total 17,005 22,631 23,482 25,110 24,193 24,460 24,107 24,217 24,452 25,240 26,124 26,930 28,716 30,982 33,822 Changes in Working Capital (798) (305) (248) 104 (5) 142 34 (8) (77) (26) 9 (239) (350) (462)

Net Operating Cash Flows 17,005 21,833 23,177 24,862 24,297 24,455 24,249 24,251 24,444 25,163 26,098 26,939 28,477 30,632 33,360

Cash Flows from Investing Received from: Sale of Land & Buildings 300 1,500 5,000 500 Sale of Depreciating Assets 200 200 200 200 200 200 200 200 200 200 200 200 200 200 Sale of Cash Investments 565 1,900 600 450 Community Loans Repaid 250 300 300 300 300 200 200 200 200 200 200 200 200 200 200 Sub Total 1,115 3,900 5,500 1,600 950 400 400 400 400 400 400 400 400 400 400 Applied to: Purchase of Non Depreciated Assets 1,784 3,201 4,695 3,240 2,290 3,082 3,826 4,566 2,785 3,248 1,785 2,375 1,735 2,858 2,483 Purchase of Depreciated Assets 21,418 1,792 6,657 6,317 1,140 790 640 1,129 1,557 910 926 3,006 3,372 8,854 5,725 Purchase of Infrastructure Assets 2,277 32,592 24,920 24,000 22,306 17,676 14,776 20,046 21,480 18,440 13,920 16,915 22,115 24,167 25,550 Community Loans Provided 250 200 200 200 200 200 200 200 200 200 200 200 200 200 200 Sub Total 25,729 37,785 36,472 33,757 25,936 21,748 19,442 25,941 26,022 22,798 16,831 22,496 27,422 36,079 33,958

Net Investing Cash Flows 24,614 33,885 30,972 32,157 24,986 21,348 19,042 25,541 25,622 22,398 16,431 22,096 27,022 35,679 33,558

Cash Flows from Financing Activities Net increase or (decrease) in Debt 6,000 9,843 8,564 7,831 389 (3,107) (5,207) 1,290 1,178 (2,765) (9,667) (4,843) (1,455) 5,047 198

Net increase/(decrease) in Cash (1,609) (2,209) 769 536 (300) 0 0 0 0 0 0 0 0 0 0

Opening Cash Balance 7,895 6,286 4,077 4,846 5,382 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082

Closing Cash Balance 6,286 4,077 4,846 5,382 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082 5,082

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 63 –


- 81 -

STATEMENT OF CASH FLOWS

Cash Flow Data

05,0

00

10,00

0

15,00

0

20,00

0

25,00

0

30,00

0

35,00

0

40,00

020

0220

0220

0320

0420

0520

0620

0720

0820

0920

1020

1120

1220

1320

1420

15

Years

Dol

lars Cash from Loans

Cash Expensed on AssetsCash from Operations

WHANGAREI DISTRICT COUNCIL - LONG TERM FINANCIAL STRATEGY STATEMENT OF GROSS COSTS

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015


Works & Services Wastewater 5,676 5,962 6,266 6,677 6,877 6,971 7,062 7,210 7,403 7,553 7,624 7,717 7,887 8,160 8,428 Refuse & Recycling 3,030 3,282 3,240 3,268 3,337 3,404 3,469 3,539 3,612 3,685 3,754 3,826 3,904 3,987 4,073 Hikurangi Swamp 287 299 327 331 332 333 333 334 335 335 335 336 336 338 339 Roading & Traffic 17,217 17,893 18,235 19,060 19,272 19,579 19,775 20,113 20,559 20,899 21,115 21,357 21,812 22,552 23,276 Water Supply 6,677 7,027 7,096 7,411 7,637 7,732 7,791 7,896 8,037 8,142 8,181 8,239 8,360 8,562 8,760

Total 32,887 34,463 35,164 36,747 37,455 38,019 38,430 39,092 39,946 40,614 41,009 41,475 42,299 43,599 44,876

Environmental Services Compliance 994 1,012 1,071 1,107 1,128 1,139 1,145 1,158 1,176 1,189 1,192 1,198 1,213 1,240 1,267 Regulatory 1,469 1,644 1,685 1,726 1,750 1,763 1,770 1,785 1,806 1,821 1,824 1,831 1,848 1,879 1,910 Consents 1,414 1,639 1,702 1,755 1,813 1,858 1,897 1,947 2,005 2,056 2,094 2,137 2,194 2,271 2,347 Policy 1,420 1,521 1,014 1,077 704 708 710 715 821 925 1,026 1,228 1,034 943 753 Monitoring 183 196 210 225 233 238 240 245 252 258 259 261 267 278 289

Total 5,480 6,012 5,682 5,890 5,628 5,706 5,762 5,850 6,060 6,249 6,395 6,655 6,556 6,611 6,566

Community Enterprises District Promotions 1,066 1,152 1,198 1,231 1,241 1,247 1,250 1,256 1,266 1,272 1,273 1,276 1,284 1,298 1,311 Libraries 1,850 2,069 2,049 2,123 2,140 2,150 2,164 2,195 2,210 2,221 2,224 2,229 2,242 2,265 2,287 Property 940 1,472 1,522 1,549 1,557 1,562 1,564 1,569 1,576 1,582 1,583 1,585 1,591 1,602 1,613 Forestry 180 180 180 180 200 200 300 300 300 300 300 300 300 300 300 Airport 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 Swimming Pool 508 619 579 597 605 610 612 617 624 630 631 633 639 650 661 Support Services 2,271 1,990 2,293 2,346 2,356 2,362 2,365 2,371 2,381 2,387 2,409 2,433 2,462 2,497 2,531 Parks & Recreation 4,130 4,370 4,331 4,461 4,793 4,822 4,837 4,869 4,915 4,947 4,955 5,005 5,055 5,105 5,156

Total 11,145 12,052 12,352 12,687 13,092 13,153 13,292 13,377 13,472 13,539 13,575 13,661 13,773 13,917 14,059

Internal Services Land Information 553 591 613 631 645 654 661 670 684 694 702 713 728 750 775 Local Government 1,989 2,134 2,287 2,444 2,534 2,584 2,610 2,666 2,745 2,801 2,814 2,839 2,905 3,024 3,139

Total 2,542 2,725 2,900 3,075 3,179 3,238 3,271 3,336 3,429 3,495 3,516 3,552 3,633 3,774 3,914

Grand Total 52,054 55,252 56,098 58,399 59,354 60,116 60,755 61,655 62,907 63,897 64,495 65,343 66,261 67,901 69,415

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 65 –


- 83 -

STATEMENT OF GROSS COSTS

Gross Costs 15 Year Total

Works & Services64%

Internal Services5%

Community Enterprises

21%

Environmental Services

10%

Works & ServicesEnvironmental ServicesCommunity EnterprisesInternal Services

Works and Services Gross Costs 15 Year Totals on Percentage Basis

Wastewater18%

Refuse & Recycling9%

Hikurangi Swamp1%

Roading & Traffic52%

Water Supply20%

WastewaterRefuse & RecyclingHikurangi SwampRoading & TrafficWater Supply


- 84 -

Environmental Services 15 Year Costs on a Percentage Basis

Regulatory29%

Monitoring4%

Consents32%

Compliance19%Policy

16%Compliance

Regulatory

Consents

Policy

Monitoring

Community Enterprise 15 Year Costs on a Percentage Basis

Swimming Pool5%

Airport2%

Forestry2%

Property12%

Support Services18%

District Promotions9%

Parks & Recreation36%

Libraries16% District Promotions

LibrariesPropertyForestryAirportSwimming PoolSupport ServicesParks & Recreation

WHANGAREI DISTRICT COUNCIL - LIST OF PROJECTS STRATEGIC PLAN 2001 TO 2020 Public Debt Analysis

Division /Project 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Roading 4,306 7,891 10,996 12,446 13,024 12,373 10,888 10,844 10,302 9,580 7,185 5,964 5,606 5,438 5,166 Waste Water 7,000 9,650 11,168 12,109 12,504 11,878 10,453 10,430 9,909 9,215 6,911 5,737 5,392 5,231 4,969 Solid Waste 309 294 3,879 3,685 3,501 3,326 2,927 2,780 2,641 2,456 1,842 1,529 1,437 1,394 1,324 Water 5,441 8,669 9,236 11,774 14,685 13,951 12,277 12,663 13,391 12,586 9,440 7,835 7,365 7,144 6,787 Parks 1,311 1,245 1,183 1,124 1,068 1,014 893 848 806 749 562 466 438 425 404 Commercial 176 167 159 151 143 136 120 114 108 101 75 63 59 57 54 Other 2,081 2,559 2,414 4,798 2,326 1,466 1,380 2,548 4,249 3,951 2,956 2,537 2,378 8,033 9,116

Total 20,624 30,475 39,034 46,087 47,251 44,144 38,937 40,227 41,405 38,640 28,973 24,130 22,675 27,722 27,820

Total 20,624 30,475 39,034 46,087 47,251 44,144 38,937 40,227 41,405 38,640 28,973 24,130 22,675 27,722 27,820 User Pays 12,750 18,613 24,282 27,568 30,689 29,155 25,656 25,874 25,941 24,258 18,193 15,101 14,195 13,769 13,080 Other 7,874 11,862 14,752 18,520 16,562 14,990 13,281 14,354 15,464 14,382 10,779 9,030 8,481 13,954 14,740

Borrowing Policy Levels

Strategy Rates levels 34,661 35,405 37,164 38,528 39,305 40,193 40,913 41,647 42,395 43,158 43,900 44,620 45,355 46,103 46,865

Borrowing ratio to Rates 60% 86% 105% 120% 120% 110% 95% 97% 98% 90% 66% 54% 50% 60% 59%

Outside comfort zone * * * * * * * * *

Outside current policy * * * *

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 68 –

Public Debt 2001 - 2020

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

50,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Year

$000

's Other

User

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 69 –

WHANGAREI DISTRICT COUNCIL - LIST OF PROJECTS STRATEGIC PLAN 2001 TO 2020

Summary

Division /Project 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total

Roading and Traffic 10,608 19,687 17,470 15,290 13,596 12,916 11,266 10,916 10,370 11,070 10,790 11,290 12,390 15,940 19,540 20,040 12,140 12,640 17,140 14,790 279,889 Wastewater/Stormwater 4,774 6,831 5,580 3,530 3,880 3,980 2,730 3,230 2,730 2,730 2,230 2,730 2,230 3,730 3,230 4,730 4,230 4,730 4,230 4,730 76,795 Solid Waste 954 591 4,280 2,970 450 400 150 700 900 400 300 900 0 0 800 800 800 800 800 800 17,795 Water Supply 6,036 6,074 1,870 5,180 4,830 780 780 5,900 8,380 4,640 900 2,895 7,495 4,497 2,780 2,780 3,330 2,780 2,780 2,780 77,487 Libraries 476 503 195 195 195 512 2,181 2,181 195 1,103 195 655 195 1,098 253 253 253 195 195 195 11,223 Swimming Pools 374 200 1,900 2,600 0 0 0 0 0 0 200 1,140 200 1,000 1,000 200 0 400 0 0 9,214 Parks & Recreation 1,307 6,698 4,500 3,045 2,095 4,570 1,645 2,385 2,590 2,145 1,590 1,720 1,540 1,760 2,230 1,640 1,425 1,715 1,250 1,300 47,150 Support Services 271 235 180 115 150 55 95 89 67 97 65 85 65 72 96 67 85 93 65 65 2,112 Forum North & District Promotions

183 320 77 112 320 115 175 120 120 193 141 661 2,887 7,562 3,609 126 341 294 106 106 17,568

Airport 0 0 20 20 20 20 20 20 270 20 20 20 20 20 20 20 20 270 270 270 1,360 Internal Services 469 432 200 500 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 4,801

Grand Total 25,452 41,571 36,272 33,557 25,736 23,548 19,242 25,741 25,822 22,598 16,631 22,296 27,222 35,879 33,758 30,856 22,824 24,117 27,036 25,236 545,394

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 70 –


Division /Project 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total

Works & Services

Water Supply Wilsons Dam Construction 4,798 2,890 40 7,728 Whangarei Water Supply Storage 100 300 4,000 4,000 2,860 1,105 1,100 13,465 Whangarei Heads Water Supply Storage 300 120 120 540 Ruakaka Treatment Plant 500 3,900 4,400 Ngunguru &Tutukaka Water Supply 35 1,000 1,800 2,835 Whau Valley Treatment Plant Upgrade 150 600 510 3,615 4,875 Hikurangi Pipeline to City 1,600 1,600 Bream Storage Reservoirs 1,550 1,550 Treatment Plant Upgrades Ruddles, Poroti,Ahuroa

540 800 1,340

Hikurangi & Managapai 148 200 348 Kamo reservoir Upgrade 1,300 1,300 Watermain and other Asset Replacements 1,238 1,161 1,080 2,980 930 780 780 780 2,580 1,780 780 1,280 2,780 2,897 2,780 2,780 1,780 2,780 2,780 2,780 37,506

Total 6,036 6,074 1,870 5,180 4,830 780 780 5,900 8,380 4,640 900 2,895 7,495 4,497 2,780 2,780 3,330 2,780 2,780 2,780 77,487

Wastewater/Stormwater Whangarei Heads Scheme 2,500 2,360 2,000 6,860 Treatment Plant Upgrades 165 150 150 150 150 450 150 150 150 150 150 150 150 150 150 150 150 150 150 150 3,315 One Tree Point/Ruakaka Treatment Upgrade 200 200 400 Tutukaka Coast extended coverage 500 500 Oakura Community Scheme 500 500 1,000 Ruakaka Reticulation 50 450 500 1,000 Wastewater Rehabilitation and Asset 818 1,705 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 20,523 Stormwater Rehabilitation 937 2,311 1,380 1,380 1,380 1,380 880 880 880 880 880 880 880 880 880 880 880 880 880 880 21,088 Public Toilets Upgrade 354 305 350 300 300 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 4,609 Future upgrades and projects 1,000 1,000 2,000 2,000 2,000 2,000 2,000 12,000 Trunk Sewer Upgrades 500 500 500 500 500 500 500 500 500 500 500 5,500 Total 4,774 6,831 5,580 3,530 3,880 3,980 2,730 3,230 2,730 2,730 2,230 2,730 2,230 3,730 3,230 4,730 4,230 4,730 4,230 4,730 76,795

Solid Waste Landfill Replacement 877 541 4,150 2,970 400 400 100 400 600 100 600 11,138 Outer Transfer Station development 77 50 80 207 Future Improvements including waste 50 50 50 300 300 300 300 300 800 800 800 800 800 800 6,450 954 591 4,280 2,970 450 400 150 700 900 400 300 900 0 0 800 800 800 800 800 800 17,795

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 71 –


Division /Project 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Roading and Traffic Seal Extension program 2,392 1,892 2,600 2,600 2,600 2,600 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 32,884 Reseals, Rehab and Strengthening

5,560 6,163 5,900 6,140 5,830 6,050 6,300 6,500 6,700 6,950 7,200 7,250 7,300 7,400 7,450 7,500 7,550 7,600 7,650 7,700 136,693

Traffic Facilities, Metalling & Safety works

624 770 1,270 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 1,300 24,764

Bank Walton Roundabout 60 2,910 2,970 Bridge Reconstruction 360 521 350 350 566 566 566 566 420 420 420 420 420 420 420 420 420 420 420 420 8,885 Marsden Point Link Road 604 6,133 6,737 CBD Modifications 300 450 1,200 1,100 1,000 900 4,950 Dent St Widening 5 168 2,500 2,500 5,173 Parking Provisions 50 500 50 500 50 500 50 500 50 500 50 500 50 500 50 500 50 50 4,500 Speddings Road 50 1,500 1,550 Onerahi By Pass 2,500 2,500 5,000 Railway Road Link 2,400 2,400 Tarewa Road SH1 Roundabout 250 250 Mill Road/ Nixon St/ Tarewa Road Upgrades

1,000 1,000

Porowini Ave Link/Maunu Rd/ Central Ave Upgrade

2,800 1,500 1,500 5,800

Coastal Road Improvements 1,000 1,500 1,500 1,000 1,000 1,000 1,000 8,000 New Harbour Crossing 2,000 7,000 7,000 16,000 Other Roading Projects 703 630 800 800 750 750 750 750 600 600 520 520 520 520 520 520 520 520 520 520 12,333

Total 10,608 19,687 17,470 15,290 13,596 12,916 11,266 10,916 10,370 11,070 10,790 11,290 12,390 15,940 19,540 20,040 12,140 12,640 17,140 14,790 279,889

Works & Services Subsidies & Contributions

Roading Reserve 300 300 300 300 300 300 300 300 300 300 300 300 300 300 4,200 Water contribution 300 300 300 300 300 300 300 300 300 300 300 300 300 300 4,200 Wastewater contribution 200 200 200 200 200 200 200 200 200 200 200 200 200 200 2,800 Wastewater Capital contribution Whg heads

158 383 713 713 713 555 330 105 105 105 105 105 105 105 105 105 105 105 105 4,825

Total other contributions 0 158 383 713 713 713 1,355 1,130 905 905 905 905 905 905 905 905 905 905 905 905 16,025

Roading Subsidy on the above 5,215 11,801 8,744 7,655 7,450 6,829 6,169 5,729 5,676 5,814 5,907 5,935 6,787 8,492 10,720 10,747 6,650 6,677 9,400 8,107 150,501 Sudsidy on CBD 600 550 500 450 2,100

Subsidy on Operating 3,248 3,499 3,567 3,657 3,730 3,805 3,881 3,958 4,038 4,118 4,201 4,285 4,370 4,458 4,547 4,638 4,731 4,825 4,922 5,020 83,498 Total Subsidy 8,463 15,300 12,911 11,862 11,680 11,084 10,050 9,687 9,714 9,932 10,108 10,219 11,157 12,950 15,267 15,385 11,380 11,502 14,321 13,127 236,099

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 72 –


Division /Project 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Community Enterprises

Forum North & District Promotions Forum North Upgrades & Replacements 173 320 77 82 320 105 127 120 120 168 131 113 106 106 106 106 288 106 106 106 2,886 New Theatre 500 1,771 7,376 3,503 13,150 Conference Centre 30 10 48 25 10 48 1,010 80 20 53 188 1,522 Promotions 10 10 Total 183 320 77 112 320 115 175 120 120 193 141 661 2,887 7,562 3,609 126 341 294 106 106 17,568

Libraries Extend Central Library 254 1,986 1,986 4,226 Technology Development & Database 229 50 30 30 30 30 30 30 30 30 30 280 30 30 30 30 30 30 30 30 1,069 Book Purchases & Community Collection 81 182 165 165 165 165 165 165 165 165 165 165 165 165 165 165 165 165 165 165 3,233 Air Conditioning 78 78 Self Issue Machines 3 61 58 58 58 58 58 58 412 Branch Library Upgrades & Mobile Library 85 210 5 850 210 845 2,205 Total 476 503 195 195 195 512 2,181 2,181 195 1,103 195 655 195 1,098 253 253 253 195 195 195 11,223

Swimming Pools Swimming Pools Upgrade 374 200 1,900 2,600 200 1,140 200 1,000 1,000 200 400 9,214

Total 374 200 1,900 2,600 0 0 0 0 0 0 200 1,140 200 1,000 1,000 200 0 400 0 0 9,214

Support Services Community Building Upgrades 216 125 60 95 0 40 34 12 42 10 30 10 17 41 12 30 38 10 10 832 Bus Service 116 116 City Decorations 73 Pensioner Housing Upgrade 45 46 45 45 45 45 45 45 45 45 45 45 45 45 45 45 45 45 45 45 901 Civil Defence Equipment 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 190 Total 271 235 180 115 150 55 95 89 67 97 65 85 65 72 96 67 85 93 65 65 2,039

Parks & Recreation Sportsfields New Park at Kamo 800 800 Kensington Park Development 300 1,525 30 325 300 125 300 300 300 300 300 300 4,405 Cobham Oval Development 2,500 2,500 Other Sports Parks Upgrade 24 147 270 1,405 795 955 90 335 725 495 275 90 290 145 180 25 145 115 6,506

Total Sportsfields 324 1,672 2,800 1,730 795 1,255 215 635 725 795 275 390 290 445 980 325 145 415 0 0 14,211

Reserves Gardens General 121 100 250 250 250 250 250 250 250 250 250 250 250 250 250 250 250 250 250 250 4,721 Cemeteries Development 65 50 65 30 300 415 100 65 80 0 65 0 65 30 50 50 1,430 Reserves General 844 926 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 19,770 Regional Park 4,000 450 2,000 150 200 200 7,000 Art Museum 18 18

Total Parks & Reserves 1,307 6,698 4,500 3,045 2,095 4,570 1,645 2,385 2,590 2,145 1,590 1,720 1,540 1,760 2,230 1,640 1,425 1,715 1,250 1,300 47,150

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 73–


Division /Project 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Airport

Airport Upgrades 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 360 Runway Reseals 250 250 250 250 1,000 Total 0 0 20 20 20 20 20 20 270 20 20 20 20 20 20 20 20 270 270 270 1,360

Internal Services Vehicle & other asset replacements 469 432 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 4,501 Forum North Extension 300 300 Total 469 432 200 500 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 4,801

Minor Roading Projects Seal Extension Ratepayer Contributed 130 130 130 130 130 130 130 130 130 130 100 100 100 100 100 100 100 100 100 100 2,300 Minor Road Seal Extensions 154 200 200 200 200 200 200 200 50 50 50 50 50 50 50 50 50 50 50 50 2,154 New Footpaths 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 2,000 Kerb & Channel Shoulder Widening 113 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 2,273 Subdivision Contributions 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 900 Cycleways 50 50 50 50 50 50 50 50 400 Miscellaneous Works 205 200 150 150 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 2,305

Sub Total 702 630 800 800 750 750 750 750 600 600 520 520 520 520 520 520 520 520 520 520 12,332

W

HA

NG

AR

EI DISTR

ICT C

OU

NC

IL STRA

TEGIC

PLA

N 2

00

2 – 2

01

7

- 74 –

Strategic Plan 2002 - 2017

Documents

Transcript of Strategic Plan 2002 - 2017