CONTENTS - MODULE 1 - SUMMARY

Introduction ...... 5 Overview ...... 7 Key decision areas ...... 15 North Shore in the region...... 21 North Shore in the community...... 23 Our future...... 25 Community outcomes...... 27 Nga Tangata O Te Raki Pae Whenua...... 29 Financial strategy ...... 31 Audit report...... 39 Directory...... 43

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 3 North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 4 Introduction

Introduction What is in each module? This plan replaces the council's 2006-2016 Long Term Council Community Plan Module 1 - Summary - summarises the other four modules. (LTCCP). The LTCCP has been prepared in response to the requirements of the Local Government Act 2002 (LGA 2002). Module 2 - City Direction - outlines the planned future state of North Shore City. It looks at those things that the community has said are important to it now and into the LTCCPs are prepared every three years; previous LTCCPs have looked ahead 10 years, future. It replaces the Strategic Plan (2001) and City Blueprint (2001), and describes however this one takes a 15 year planning horizon. While it is true that the ability to what the community wants in the form of our Community Outcomes. A description of forecast with any certainty fades quickly after three years or so, taking a 15 year the council's contributions to these outcomes can be found in Module 3 - Activity planning horizon allows for the foreshadowing of important projects that may be Statements. forthcoming in the later years. Module 3 - Activity Statements - outlines what the council will do over the next 15 The LTCCP is the council's main strategic planning document that establishes what will years. We indicate by activity how the council is proposing to respond to the be done, how much it will cost and then identifies how we will pay for everything. community outcomes and the costs and resources that will be required. This module also includes information on Council Controlled Organisations and summaries of the Under the LGA 2002, councils are required to: Water and Sanitary Assessments completed in June 2005. ➾ enable communities to discuss and prioritise desired outcomes relevant to the present and future social, economic, environmental and cultural well-being of the Module 4 - Financial Statements - presents detailed prospective financial statements community and accounting policies. ➾ monitor and not less than once every three years, report on the progress made in achieving the community outcomes Module 5 - Policies - details a number of key policies: ➾ ➾ have at all times a Long Term Community Plan Policy on significance ➾ Partnership with private sector policy The LGA 2002 states that the LTCCP must: describe the activities of the local authority; ➾ Maori capacity statement describe the community outcomes; provide integrated decision-making and ➾ Funding impact statement coordination of the local authority's resources; provide a long-term focus for decision- ➾ Rating policy making; provide an accountability basis; and provide an opportunity for public ➾ Treasury management policy participation in the decision-making process. ➾ Revenue and financing policy ➾ Development contributions policy The diagram on the inside cover illustrates the data and information flows that combine to produce this plan.

As a requirement of the Local Government Act 2002 this document has been audited by Audit NewZealand and their opinion can be found on page 39.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 5 North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 6 Overview

Welcome to the City Plan 2009-2024. Auckland Governance As this City Plan was being prepared, the Local Government (Tamaki Makaurau This plan has been developed at a time of significant change: Reorganisation) Act 2009 was passed. Considered by central government as a system ➾ a worldwide recession not seen since the 1930's of local governance that will best suit the Auckland region in the future, the Act allows ➾ the introduction of the Local Government (Tamaki Makaurau Reorganisation) Act for the: 2009 which signals sweeping changes to the governance of the Auckland Region ➾ dissolution of all existing Auckland local councils on 1 November 2010 from 01 November 2010 ➾ establishment of one territorial authority for Auckland (Auckland Council) and 20 ➾ a new National-led government to 30 local boards. ➾ a growing appreciation of the effects of climate change To expedite this process, the Act outlines the composition, functions and duties of the In the context of all these forces the council has endeavoured to produce a plan that is Auckland Transition Board - a body set up to plan and manage all matters in relation sustainable and affordable both in the near-term and with an eye to positioning the to the reorganisation including overseeing and directing local authorities during the city to weather the current recession as favourably as possible so that we are in the best 18-month transition period. possible situation to take advantage of an economic upturn when it occurs. The Act also places constraints on the decision-making powers of local councils, This plan does not signal significant changes in direction. Rather, through careful including limiting their ability to enter into any new contracts of $20,000 or more stewardship it aims to further refine and develop our direction mindful of the impact which will extend beyond 30 June 2011. These restrictions may impact on the on all our communities. implementation of the City Plan 2009-2024.

In order to deal with a number of significant issues now and looming on our horizon Currently this council's elected members are actively lobbying government to ensure the council has decided to extend this plan to a 15 year horizon to retain all the key that the local boards have the level of power they believe will be necessary to continue identified elements of the capital programme with the highest priority works providing the high quality of service that North Shore residents and ratepayers have scheduled to be completed first. come to expect. To this end, the council is adamant that local governance must remain both sufficiently robust and sufficiently flexible to enable the region in the challenging The council has continued to look across the whole organisation for cost reductions times ahead to improve its social, economic, environmental and cultural well-being and efficiencies, and is achieving this through continuing to gain better integration of and to operate successfully as the growth engine of New Zealand. contracts, concentrating on energy-saving programmes and maintaining tight constraints on overheads. No financial provision has been included for the additional cost of transition to the Auckland Council, due to extreme uncertainties on estimating the amounts. However, there remains a considerable challenge to deliver services and improvements to our community and keep rates increases to an affordable level, Government reform particularly in the context of a troubled economic time which is impacting ratepayers and business throughout the city. The new National led government has indicated a number of reforms to current legislation that it intends to pursue. Each of these reforms could have an impact on This plan remains committed to maintaining progress for the city in a way that stays this plan. Changes have already been signalled to the Resource Management Act of focused on our priorities and keeps the city's finances in sound condition. We are which the impact is currently uncertain. Further changes to the Building Act, confident the city as a whole will prove resilient in the face of the challenges outlined Affordable Housing, Enabling Territorial Authorities and the Local Government Acts above, and that North Shore City will emerge strongly as still being a highly desirable are expected. Possible changes to the Health Act and the Public Works Act may also place in which to live, work and play. occur. This City Plan 2009-2024 does not try to anticipate what changes will occur, any impact will be properly analysed and amendments to this plan will be made at the appropriate time.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 7 Consultation Consulting with community when making plans for our city is critical to ensuring that City Plan Annual Plan City Plan we all have a say in how the environment in which we live, work and play is developed 2006-2016 2008/09 2009-2024 and maintained. Your submissions play a vital part in that process and your council Total Submissions 1,132 280 531 would like to express its thanks to everyone who contributed to our City Plan by taking Written 464 280 531 the time to send in a submission or attend a focus group or public meeting. Your Oral (as part of written submission) 125 85 130 feedback has helped us to shape this plan. Main topics (written submissions) Rates Consultation on the Draft City Plan 2009-2024 took place between March 23 and April Increases 49 71 14 24. We distributed a summary newsletter in the North Shore Times Advertiser in late Other 31 10 8 March resulting in the distribution of 150 printed copies and 100 digital copies of the Transport 253 67 179 Draft City Plan 2009-2024. Parks 883277 The full document and submission forms were available from the council website, Economic development 26 5 28 www.northshorecity.govt.nz, and at our libraries and council offices. Development contributions 36 89 7 Town centres 63 7 5 We advertised extensively to let people know what was happening, how they could Albany library (Option 2) 9 2 38 find out more and how they could have their say. Many of the proposals and issues Northern aquatic facility (Option 1) 8 3 76 were subject to media releases which featured in local and regional media. Victoria theatre 11 1 0 Grants funding 255711 In order to encourage public participation, we held three informal public open days, Ice skating rink 31 0 0 one in each ward, when 70 people made good use of the opportunity to raise matters Victoria wharf 5 17 of concern. In addition, a business/community breakfast was hosted in the council Libraries 9 18 chambers and this was also well attended by about 40 businesses and community groups. Strategic cycleways 12 84 ENS Targeted Business Attraction Programme 166 As part of the consultation process we also ran four independently facilitated focus groups which involved 47 randomly selected residents. These groups allowed those Important decisions present to discuss a range of issues seeking further information on some topics as the The draft City Plan 2009-2024 reflected the preferred options of the council. As part of discussions progressed. As always, these groups have proved to be an invaluable tool the consultation process the council resolved to make amendments to the preferred in gauging feedback on the City Plan. options contained in the Draft City Plan 2009-2024. The important changes that have now been incorporated into this adopted City Plan 2009-2024 are: During the consultation period 531 people and organisations shared their views and concerns in written submissions. These submissions covered 664 different topics. Sixty- seven percent of these submissions were received online through our website. Changes Council decision Albany community facilities Agreed with Option 1 - to build Northern Recreation Aquatic 108 individuals and organisations took the opportunity to address the hearings Facility first (2013-2015) and Albany Community Board Ara Library committee in person to explain their concerns. facility second (2018-2020) Strategic cycleway Increased budget for the Strategic Cycling Network by $2.5m spread over 3 years from 2016-2019. Enterprise North Shore - Decided to continue funding - $200k per annum for the next 3 Targeted Business Attraction years. Programme

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 8 Changes Council decision The total annual rates for an average land value residential property is forecast to rise from $1,813 in 2008/09 to $1,916 in 2009/10 and $3,854 in 2023/24 (these numbers are Development contributions Adopted the updated and revised Development Contributions inclusive of GST). Policy 2009. Victoria Wharf Increased budget for safety and minor improvements - total now This City Plan includes a significant capital works programme which includes $1,690m of $5m over years 5 and 6 of the City Plan 2009-2024. new capital expenditure and $909m of renewal capital expenditure over the 15 year Community grants scheme The council grants scheme was increased by $160k per annum from period. Annual operating costs rise from a level of $271m in 2009/10 to $457m in 2023/ 2009/10 to provide for the increased demand for frontline commu- 24 primarily as a result of increased capital investment in the city impacting on finance nity based services. A further $100k per annum from 2010/11 was approved for the community facilities grants funding. costs, depreciation and increased maintenance as well as estimated annual inflationary increases. Parks maintenance budget An extra $100k per annum for tracks and associated structures response maintenance. An extra $50k per annum for pest animal control. Comparison between City Plan 2006-2016 and City Plan 2009-2024 - The City Project care A continued commitment to Project Care, to be completed in 2021, Plan 2009-2024 includes a lower level of rates revenue and development contributions keeping the focus on improving stream and beach water quality income compared to the previous City Plan. The capital works programme has been through wastewater and stormwater programmes. reviewed and some difficult decisions have been made about delaying capital projects Rame Road ramp $400k approved towards the Rame Road Carpark project in years to later years due to the lower funding position. The capital programme for the period 2012/13 and the Rame Road boat ramp project valued at $400k 2009/10 to 2015/16 (the last seven years of the previous City Plan) has been reduced was brought forward to 2012/13. by an overall $71m. This is mainly in the Transport activity ($83m) particularly for Torpedo Bay pedestrian Project brought forward from 2022/23 to 2014/15. cycleways and corridor upgrades to Onewa Road and Bracken/Burns/Killarney Streets coastal access (these works attracted subsidy at approximately 50%). Some key projects which have Sequencing changes Council resolved to move a number of projects to different years been delayed are the Albany Community Board Area Library facility and Northern with minor impact on the overall City Plan budgets. Recreational Aquatic Facility, which were highlighted as key issues for consultation Minor editorial changes A number of changes have been made throughout the document in process of this City Plan. the interests of correcting typing errors, improving readability and clarifying meaning. This City Plan has debt repayments spread over a longer period to compensate for the lower income levels. Debt at the end of the City Plan 2009-2024 is projected to be $356m Key aspects whilst in the City Plan 2006-2016 the debt was projected to be $318m by 2015/16. The Affordability - The average rates increase for the council over the 15 years is projected to alternative approach would be to have significantly higher rates increases to fund the be 5.2 per cent per annum including inflation. The previous City Plan 2006-16 included new assets or significantly reduce the capital works programme which would mean fewer an average annual increase of 8 per cent per annum over the period of the plan. improvements and new infrastructure for the city.

The Auckland Regional Amenities Funding Act 2008 has been introduced by central gov- Summary comparison information between City Plan 2006-2016 and City Plan ernment and will take effect from 2009/10. This Act requires North Shore residents to con- 2009-2024 tribute to the costs of certain facilities or organisations which operate in the Auckland City Plan 2006- City Plan 2009- Variance region such as the Auckland Philharmonia, Auckland Regional Rescue Helicopter Trust, 2016 2024 and surf lifesaving. The impact for residents of the North Shore is that a further rates Average rates increases over 8.0% 5.2% 2.8% lower increase will be required to fund this. The additional rates increase in 2009/10 will be a the period 0.5 per cent increase followed by estimated increases of 0.1 per cent in the next two years Average rates bill for residential $2,052 $1,916 $136 lower to fund these costs. property 2009/10 Development contributions $269.5m $199.1m $70.5m less In 2009/10 the proposed average rates increase, excluding this new Auckland Regional income 2009/10 to 2015/16 over 7 years Amenities Funding Act 2008 funding requirement is 5.2 per cent. After adding on the New capital expenditure $797.9m $726.5m $71.4m less Auckland Regional Amenities Funding Act funding requirement this will result in a total 2009/10 to 2015/16 over 7 years average rates increase for the city of 5.7 per cent. Projected debt $318m in 2015/16 $356m in 2023/24 $38m higher at end of plan

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 9 Inflation - This City Plan is presented inclusive of inflation projections. The current economic difficulties have presented significant issues in forecasting future inflationary Projected average rates increases pressures. Economic data from December 2008 suggests a significant slowing in City Plan 2009-2024 compared to City Plan 2006-2016 inflationary pressure due mainly to a market reduction in oil prices. It should be noted that a significant portion of the council’s costs are directly connected to oil prices and as such, any movement in oil prices can have a significant impact on this draft plan. 10.0% 9.1% 8.8% 9.0% 8.4% 8.6% 8.6% Prudent financial management - The underlying budgetary strategy upon which this 8.2% draft plan has been based is one of prudent financial and debt management. An 8.0% 7.2% overview of the council’s financial strategy is provided in the Financial Strategy section of 7.0% 5.9% 6.0% this module. 5.7% 5.7% 5.6% 5.6% 5.5% 5.5% 5.5% 6.0% 5.5% 5.5% 5.4% 5.5% 5.4% 5.0% Significant areas of expenditure 4.0% 3.5% 3.7% 3.7% Area Operating Direct Capital Significant projects 3.0% expenditure expenditure 2.0% 2009/10 15 years 2009/10 15 years Average rates increase centper 1.0% $m total $m $m total $m Transport 60.5 1,102 62.8 1,131 Wairau-Taharoto Ext. Road Cor- 0.0% ridor Improvements 2011-2018 8 9 1 2 4 5 6 7 9 2 /0 0 /10 1 1 /13 1 1 /1 1 /18 1 /20 /21 2 /23 /24 Public Transport linkages 7 08/ 9 10/ 2 5 7 18/ 9 0 2 3 00 0 0 01 01 0 02 02 2 2 200 2 2011/ 2 2013/ 2014/ 2 2016/ 201 2 201 202 2021/ 2 2 2009-2024 Years Long Bay infrastructure Average rates increase City Plan 2006-16 Average rates increase City Plan 2009-24 2009-2024 Albany Highway 2009-2024 Wastewater 42.4 644 60.8 583 Tunnel and outfall project 2008- Projected debt 2010 City Plan 2009-2024 compared to City Plan 2006-2016 Project CARE 2009-2021 Stormwater 15.1 316 7.5 261 Flood mitigation works/stream 800 protection and restoration 700 706 673 2009-2024 700 656 669 636 606 Water Supply 23.1 433 5.6 179 Mains renewal 587 600 573 2009-2024 531 504 486 Parks 24.5 370 24.5 289 Reserve acquistion 468 500 451 457 463 434 436 2009-2024 418 385 Environmental 45.5 654 0.0 0.0 District Plan review 400 368 356 $m 326 318 Management 2008-2012 300 278 243 Community 40.8 684 8.9 109 Northern Recreational Aquatic Services Facility 200 2013-2015 100 Albany Community Board Area Library Facility 0 2018-2020

0 2 4 5 6 8 0 Other 12.6 171 5.7 47 Rugby World Cup 08 09 11 13 1 23 7/ / /1 / 1/1 / /1 / 5/1 /1 / 0 09 1 13 1 7 2009-2011 0 0 0 0 014 0 2 2008 2 2010 2 2012 2 2 2 2016/17 201 2018/19 2019/2 2020/21 2021/22 2022 2023/24 TOTAL 264.5 4374 175.8 2599 Years Projected debt City Plan 2006-16 Projected debt City Plan 2009-24 Further detailed information about this comparison can be found in Module 4 - Financial Statements.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 10 Each dollar of rates in 2009/10 is spent on: Development Contributions Policy - Following the judicial review of our Development Contributions Policy we have worked through the issues that came to light in consultation with the developers who sought the review. The impact of our Each dollar of rates in 2009/10 is spent on: work in this area is a revised policy (see Module 5 - Policies). Financially the impact is that we will now need to refund any over-charges to those who have paid development contributions under our existing policy. Revenue streams 23c 15c 13c from the revised policy are reflected in this plan. Wastewater Public transport, Parks, Beaches The planned transport capital works programme, together with planned roads & footpaths & Sportsfi elds Transport - programmes funded through operating expenditure, progresses the implementation of the 2006 North Shore Transport Strategy and generally accords with national and regional policies. The key outcomes expected from the strategy are: ➾ A transport system that provides choice, accessibility, efficiency, and that integrates with land use planning ➾ City residents who are safer, healthier and fitter, and who walk, cycle and use public transport more often 8c 8c 7c ➾ A city environment that is sustainable and more pleasant and attractive Environmental Libraries Stormwater planning Currently, personal travel is dominantly by private car. This dominance is expected to continue in the short to medium term. It may also continue to be the case over the later period of the 15 year City Plan, even with the prospect of significant permanent rises in fuel prices and government market intervention. In any event, growth will continue to generate increases in car travel demand. Economic growth similarly results in additional demand on road capacity. Whilst recognising the need to meet continuing private car demands, the council is applying a number of programs and projects aimed at encouraging greater use of 6c 5c 3c alternative modes and reducing the need to travel. Behaviour change programs and Community Services Environmental External levies Programmes providing walking, cycling and public transport infrastructure are key means of encouraging use of alternative modes. Land-use intensification and mixed-use developments are a prime means of reducing transport demand. Implementation of the Northern Busway is largely complete. However, there is a continuing programme of measures to support the Busway such as bus priority measures and installation of bus stations, as well as actions to support the public transport network throughout the city. It is recognised that there will be a future need 4c 4c 4c for further integrated parking and a bus station in Browns Bay and also possibly in Highbury. Ferry services are further supported through the construction of a new ferry Economic initiatives Governance Leisure services terminal at Bayswater, funded by the Auckland Regional Transport Authority (ARTA). The council is providing access and adjacent parking. The council is also investigating the provision of ferry terminal infrastructure at Takapuna and Browns Bay. Council funding for upgrading footpaths is increased and other ongoing programmes, such as town centre improvements and Travelwise to School, will result in pedestrian infrastructure improvements.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 11 Compared to the City Plan 2006-2016, there is an increased budget for the Strategic escalation since the inception of the programme has resulted in an increase in budget Cycling Network spread over 3 years from 2016-2019. Some cycle lanes will of $300m (in today’s dollars) which has been incorporated into this City Plan. nevertheless continue to be constructed as part of road upgrading projects. However, the funding still allows for implementation of the strategic cycle network as stand- Albany community facilities - Previous City Plans have indicated investment in alone projects or as part of road upgrading projects. library and recreation facilities in the Albany area starting in 2008. The need for these facilities in this quickly growing part of the city has been well documented however Council will continue to implement strategic corridor projects, which connect key the timing and nature of the facilities are continually being refined. employment and residential centres. Corridor projects involve a range of road improvements including measures to improve public transport, walking and cycling. Having reassessed these projects in line with the rest of the programme it has been They also introduce high-occupancy vehicle lanes to make better use of the transport decided to delay the construction of these facilities - network. In addition, the projects consider surrounding land use activities and support ➾ Library from 2010 to 2018 more compact employment and residential development. ➾ Aquatic Facility from 2008 to 2013.

Improvements in road safety are expected to occur as a result of ongoing education The Northern Recreational Aquatic Facility was also planned to contain community and enforcement activities and programmes which rectify known safety problems and meeting space for the Albany area. Provision of this space is being investigated further proactively identify and address safety deficiencies. Road upgrading also results in and a budget of $1m has been included in 2013 - 2015. improved safety. Funding for proactive road safety is less than in the City Plan 2006- Historic Heritage Strategy - The council has been working on an Historic Heritage 2016 because of the need to test the ability to fully implement the planned Strategy for the city. programme. This proactive programme can be reviewed in the future as experience is gained in this substantially new approach. The strategy's stated objective is to effectively facilitate: ➾ Identification of the historic heritage resources of the city Project CARE - The council has reconfirmed its commitment to Project CARE. The ➾ Protection of the historic heritage resources of the city for present-day residents Project CARE strategic planning process was launched in 1998 to apply an integrated and future generations approach to resolving the beach pollution problem. After extensive public ➾ Education of city residents and visitors about the fascinating history and heritage of consultation, a design target of two wet weather overflow events per year from the the city wastewater network (annual average; based on modelling) was adopted. The This is the first time such a strategy has been prepared. The cost of the strategy is planning process was completed in 2002 with the adoption of the Wastewater $603,000 in 2009/10 and approximately $12.7m over the 15 years of this City Plan. Network Strategic Improvement Programme. Rugby World Cup 2011 Good progress has been made in implementing the Wastewater Network Strategic Funding for the council’s population based contribution to the overall regional Rugby Improvement Programme (WNSIP). Many projects have been completed or are well World Cup 2011 work streams, of $1m spread over three years, was included in the underway. Key projects completed include the Browns Bay Storage Tunnel, The draft City Plan. During the finalisation of the plan the $1m contribution was confirmed Silverfield and Kahika Storage tanks, the Oteha Valley Trunk sewer and the Wairau and a further $0.6m over three years was allocated for temporary seating at North trunk sewer upgrades, the Northboro storage tunnel and the Seaview pumping station Harbour Stadium and $0.3m for traffic management planning and implementation in in Milford. The total amount of money spent to date is approximately $124m (actual year 3. These additional allocations of funding were from existing budgets. Also costs). The number of wet weather overflows in areas affected by these works have funded out of existing budgets are North Shore City Council’s specific ancillary reduced significantly. tournament costs totalling $0.2m, $0.3m and $0.7m over the next three years respectively for projects including fan zones, tourism hubs, grass roots sport and Overflow frequencies in other areas remain problematic and need the WNSIP to be cultural development programmes, volunteers etc. completed to meet the wet weather overflow performance target in the future. Currently about 50 per cent of the beach areas have overflows that meet the target. Weathertightness building defects - The council is subject to claims in respect of weathertightness building defects. The actuarial calculation in June 2008 of the value A review of the original programme was undertaken in 2008. At that time the council of the known claims expected to be paid by council was $13.2m, and this has been confirmed its commitment to meet the original goals of the programme, however cost taken into account when preparing this City Plan. There is uncertainty as to the future

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 12 levels of claims that the council may be liable for and no provision has been made for not the council. However these trusts struggle to finance this type of work and will be future new claims that may arise. The value of these claims may be material. looking toward council for help. No financial provision has been allowed in this plan. Information surrounding these claims is subject to extreme uncertainty and therefore no provision has been made for them. In addition to this our own Housing for Older People building stock is moving into a time of renewal which may not be able to be funded from rentals. This will be reviewed This City Plan includes a change to the Treasury Management Policy which allows for over the next three years. weathertightness claim payments to be funded by way of loans. Waste minimisation - Last year, the council began investigating the opportunity to Other issues to be addressed move away from the pre-paid rubbish bag system to an automated collection service Dealing with growth - Being a desirable place in which to live, work and play brings provided by way of a "Mobile Garbage Bin". Automated rubbish bin collections are with it its own set of pressures. As Module 2 - City Direction outlines, we will face increasingly common in New Zealand and are considered to be best practice in ongoing challenges which we will need to deal with. These challenges will present Australia. The waste industry has been investigating the health and safety themselves in terms of infrastructure provision, urban design challenges, natural requirements for waste collection services, as the current manual handling system environment preservation, social cohesion and affordability issues. This City Plan sets presents a greater health and safety risk for our contractors who undertake the out a number of these issues and a number of strategies to deal with the issues collection when compared to an automated bin service. involved. Others will require further work as we come to grips with the issues we face. Another important event is the enactment in September 2008 of the Waste Third Harbour crossing - The need to investigate and plan for a further harbour Minimisation Act. The purpose of the Act is to encourage waste minimisation and crossing or crossings is contained in the current and previous Regional Land Transport reduction of waste disposed to landfill. The Act creates a national levy on waste to Strategies. landfill, which will increase the cost of rubbish disposal. The cost of the levy will be passed on to rubbish generators through user pays fees. The Act also requires the The recently completed Waitemata Harbour Crossing Study 2008 recommended council to fully review its waste management and minimisation functions by July 2012. routes for both an additional road crossing as well as a new rail crossing. These would comprise two road tunnels and two adjacent rail tunnels connecting from the south in We will continue to research the issues related to our kerbside collection services as the vicinity of the south-western edge of the Wynyard Quarter to the Onewa Road part of the review of our Waste Minimisation Plan to ensure we meet our statutory motorway interchange. The study did not evaluate justification for the crossings or the requirements. We will consult with affected parties on any significant issues with a timing of them. However, the New Zealand Transport Agency (NZTA) plans to view to full consultation in the 2010/2011 Annual Plan. safeguard access to the road crossing as a priority. This includes securing land in and around the Esmonde Road motorway interchange. Flat water pool facilities - Increasingly there is demand for more flat water pool facilities. A recent study by the Auckland Regional Physical Activity & Sport Strategy Over the next year, NZTA and the council plan to investigate a potential rail network (ARPASS) group entitled the ARPASS Regional Facilities Review Project has concluded for the North Shore. The possibility of the Busway converting to light rail once a third there is a need for a 50m pool facility capable of holding regional, national and harbour crossing is constructed will need to be investigated. international events. Options for the siting of such a facility were North Shore City or Manukau City. At the same time the council is investigating a flat water pool facility Community banking - In order to support both the development of our vibrant town in the Albany Community Board area, the Millennium Institute is examining its future centres and villages in the city, and a prosperous and sustainable local economy, the pool space, the Devonport Community Board area is concerned at the lack of such a council intends to investigate a concept of community banking. The council's role facility in its area and our current flat water pool facilities at Takapuna, Glenfield and would be limited to concept support and some premises provision (i.e. at head office Birkenhead are under pressure as they age. and area offices). Consideration will need to be given to all of these issues in the coming years. Community facilities - A number of prominent city facilities will be due for major renewal work in which the council is likely to be involved during the lifetime of this Water demand management - The regional Three Waters Strategy proposes to plan. Facilities such as the Bruce Mason Centre, the North Harbour Stadium and the reduce the gross per person demand for water by 15 per cent of 2004 levels by 2025. North Shore Events Centre fall into this category even though they are owned by trusts A further 10 per cent of total demand will be met by beneficially using stormwater and

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 13 treated wastewater for industrial purposes and stormwater for non-potable household North Shore regional facilities - North Shore has a number of high quality facilities purposes over the same period. that serve not only the local community but play a significant role in the region. Those Further planning work is to be undertaken, preferably on a regional basis, to justify facilities include: and confirm future targets and related programmes to deliver the desired outcomes. This City Plan does not include funding to achieve these stretch targets. Leakage ➾ North Harbour Stadium management, legislative changes, education and pricing mechanisms will all assist in ➾ North Shore Events Centre achieving water demand reduction targets. ➾ Bruce Mason Centre The council is very interested in further investigating a range of initiatives to influence ➾ Chelsea Estate Heritage Park behaviour in a positive way including wastewater volume charging, stepped water ➾ Long Bay supply pricing and stormwater charging by the level of runoff a property produces. ➾ Lake Pupuke ➾ Devonport/Victoria Wharves Into the future water will become increasingly scarce. The infrastructure required for ➾ Michael King Writers Centre supply of water is very expensive and we need to investigate and implement more ➾ Frank Sargeson House ways to save. ➾ Victoria Theatre ➾ North Harbour Hockey Complex Pilot/Showcase project: Leading by example - The council will continue to show ➾ North Harbour Softball Complex leadership, specifically in areas that are new, challenging and complex.

The council will consider what its future role might be in initiating and/or contributing to projects that showcase solutions meeting the council’s overall objectives. Examples could be pilots related to sustainable development and the application of Low Impact Design on council properties and streets.

This could be supported by the use of financial incentives for initiatives that go beyond what can be required or enforced.

Cliff erosion and land stability - Recent land slips have again caused concern and raised issues around council’s responsibility and prompted questions about whether or not the council could take a more pro-active role in managing risks related to land stability. We will need to carefully investigate how this may be achieved.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 14 Key decision areas 1. Albany community facilities Option 1 - Build first the Northern Recreational Aquatic facility in 2013-2015 Build second the Albany Community Board Area Library facility in 2018- Background 2020 The northern part of our city is a very fast growing area. Since 1991 the population of Option 2 - Reverse the order of Option 1 this part of the city has risen from 41,400 to a current population of 78,600 (2008) and Build first the Albany Community Board Area Library facility in 2013-2015 is expected to reach 98,700 in 2021. The need for community facilities to serve this Build second the Northern Recreational Aquatic facility in 2018-2020 area is well recognised. The next table provides a comparison of the projected costs of the proposed facilities To augment this we propose to build new community facilities in Albany - a new in both uninflated and inflated terms. It also shows what the average rates impact library facility and a Northern Recreational Aquatic Facility (consistent with the would be for the first year of construction and the two years following the start of ARPASS Regional Facilities Review Project) - to serve the growing population. construction. The rating impact is expressed in uninflated terms. Information about the two facilities is as follows: Build Build Annual net Albany Community Board Area Library facility years budget cost Northern Recreational Aquatic facility - uninflated cost $10m $1.5m The North Shore Libraries Strategic Plan 2008 emphasises the need to develop library Option 1 - Build first, inflated costs 2013-2015 $12.8m $3.3m facilities in the Albany Community Board area. The plan canvasses a variety of possible Option 2 - Build second, inflated 2018-2020 $15.7m $4.0m options ranging from a single structure, sited on land zoned for library use in the First Second Third Rating impact (uninflated) Albany area, through to a more dispersed community network of libraries, without year year year drawing conclusions as to the best alternative. Rates increase 0.8% 0.6% 0.3% Impact on average rates bill $16 $12 $7 The current Albany community is served by a small community library based in Albany Village in leased premises. The lease on these premises is due to expire in 2019 and Build Build Annual net indications are that before this time, it will become too small to provide the years budget cost Albany Community Board Area Library facility - uninflated cost $15m $5.0m appropriate level of service. The eastern part of the northern ward is served by a Option 1 - Build second, inflated 2018-2020 $23.5m $10.1m community library at Browns Bay. Option 2 - Build first, inflated cost 2013-2015 $19.2m $8.7m First Second Third Rating impact (uninflated) Our current proposal is to build a new purpose-built library facility in the Albany year year year Community Board Area The budgetary provision for this facility would be $15m Rates increase 2.1% 2.5% 0.1% (excluding inflation) and would have an estimated operating cost of around $5m per Impact on average rates bill $41 $49 $3 annum. The draft City Plan invited the community to express a preference about which option The capital cost will be funded through a mix of development contributions shall be proceeded with. The question that was asked was: (approximately 40 per cent) and debt (approximately 60 per cent). Which should come first - the Albany Community Board Area Library facility The Northern Recreational Aquatic facility OR the Northern Recreational Aquatic facility? The Northern Ward currently has no public flat water pool provision by the council. The privately run Millennium Institute provides pool facilities for structured activities The decision and some schools have their own pool facility. In line with the results of the draft City Plan consultation process, the council resolved to adopt Option 1 namely that the Northern Recreational Aquatic facility be included Our current proposal is to build a new flat water pool facility in the Albany Community in the 2009-2024 City Plan in the 2013-2015 period and that the Albany Library be Board Area. The council budgetary provision for this facility would be $10m included in the 2009-2024 City Plan in the 2018-2020 period. (excluding inflation) and would have an estimated operating cost of around $1.5m per annum. A greater number of the community responded in favour of Option 1 - pool first, highlighting the demand for the Aquatic facility across the wider North Shore City The capital cost will be funded through a mix of development contributions population and the more local demand for additional library services in Albany. The (approximately 40 per cent) and debt (approximately 60 per cent).Being unable to council’s resolution will see construction of the Northern Recreational Aquatic facility fund both of these amenities at the one time, two options were considered by the begin in 2013 with the Albany Library being built in 2018-2020. council. These were:

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 15 2. Victoria Wharf Transport Strategy and Victoria Wharf may be needed at some time to provide ferry passengers with additional amenities on the North Shore. Background The issue The situation regarding the future of the Victoria Wharf in Devonport is a good example of the complexity surrounding many of the issues with which council has to A survey of the condition of the Victoria Wharf was completed in December 2007 deal. revealing significant deterioration, including to the basic concrete elements of the structure. The seriousness of this deterioration resulted in the immediate prohibition Victoria Wharf is located adjacent to Devonport Wharf and is also known as the Old of all vehicle access on to the Victoria Wharf in order to ensure public safety. Victoria Wharf or Cargo Wharf. This concrete structure provides for recreational Continuing deterioration may even result in pedestrian access being prohibited. pursuits and provides utilities (power, water) to Devonport Wharf. Although Victoria Wharf is not a scheduled historical item, it plays a role in the look and history of the The Options harbourside suburb. In weighing the options about the future of Victoria Wharf there are many considerations. Some of these are: restoration and ongoing maintenance costs; the wharf's place as part of what people see as the traditional fabric of Devonport; the possibility of creating a commercially viable facility in combination with the neighbouring Devonport Wharf; recreational potential; utilities provided to Devonport Wharf; and possible public/private partnership arrangements for future development in conjunction with Devonport Wharf. The Victoria Wharf is unable to provide a commercial or cargo function unless major repair work is undertaken. The May 2008 consultants report identifies a number of Devonport Wharf issues and suggests a number of options to repair or replace the wharf structure or to remove it. The timing of carrying out the selected option is uncertain at the present time but is likely to be required within the next five years.

Victoria Wharf Impact on Option Cost Rate Impact average rate bill Safety improvements $5m 0.6% $12 Minor improvements and safety works $3m 0.4% $7 Demolish existing wharf (all or some) $3m 2.0% $37 Remove damaged sections and replace $10 -$15m 1.5% $29 Remove and rebuild $16m 2.0% $37 In addition Victoria Wharf has always been popular with recreational users, including for promenading and fishing. It has been a favourite for families and children alike. The Note: All options would be debt funded except Option 3 recent closure of the wharf to vehicular traffic has restricted recreational use, however, The question that was asked was: in particular by people who would like to park on the wharf to look out over the What should we do with Victoria Wharf? harbour. The historical tug WC Daldy berths at the end of the wharf and formerly loaded coal The Decision there for its sightseeing trips around the Harbour. The wharf is also used by the The council has resolved that the amount of money for minor improvements and safety Department of Conservation (DOC) for loading boats to service the Gulf islands. works on the Victoria Wharf be increased to $5m, uninflated, spread over years 5 and Auckland Regional Transport Authority (ARTA) will shortly release its updated Ferry 6 in this City Plan.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 16 3. Enterprise North Shore - Targeted Business Attraction Funding for running this programme over the initial three years has been via a council Programme grant of $250,000 per annum. The Options Background Enterprise North Shore is North Shore City's economic development agency. It was Impact on established in 1993 by the council, and works closely with local, regional and national Rate Option Cost average impact stakeholders to add value to the North Shore community through the implementation rate bill of the city's Economic Development Strategy. Do nothing $0 0% $0.00 In simple terms, the agency is committed to creating a vibrant, world-class economic Continue to fund the programme $250,000 0.15% $2.80 environment in which our residents can happily live, work, learn and play. The question that was asked was: Should the council continue to fund the Targeted Business Attraction Programme via a grant of $250,000 per annum?

The Decision Following the consultation process, the council determined that the Targeted Business Attraction Programme be included in this City Plan at the reduced level of $200,000 per annum for a three year period.

An identified priority programme has been the Targeted Business Attraction Programme which aims to attract organisations to the North Shore that together will employ an additional 400 full time equivalent employees and create $20m in regional GDP growth each year particularly in the technology, education, finance and professional services, health and sports areas.

The issue The programme has now been running for two years and following the setup period good results are being achieved. To date eight new businesses have been attracted through this programme contributing 150 new jobs and an increase of some $20m in regional GDP.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 17 4. Strategic Cycleways plan. This amount is allocated to the years 2009/10 to 2012/13 because these routes are well-progressed in terms of design, and construction can begin in the 2009/10 Background financial year. The North Shore City Strategic Cycle Plan 2003 aims to encourage cycling including The Options delivery of a cycle network for North Shore City, part of which coincides with the Strategic Regional Cycle Network. This aim has been carried forward into the North There were a number of options for consideration: Shore City Cycling Strategy 2009 (currently in draft for consultation). 1. Do not allocate any further budget to provide for stand-alone cycle routes. This This commitment supports the city's vision for cycling: option would mean that the proposed Transport Capital Programme would not deliver a further 60km of the cycle network. Cycling safety hazards on our roads ‘To provide a safe, convenient and enjoyable cycling environment that may not be addressed. meets the needs of cyclists and encourages cycling as a mode of transport and as a means of recreation." 2. Allocate $14,733,000 to the period of the plan to provide for delivery of the proposed programme of cycle projects. This option would achieve an integrated In order that investment is prioritised, the focus has been to deliver those parts of the balance in the overall programme, would deliver against Regional and City network that are also on the Regional Strategic Cycle Network. Up to now, delivery has strategies and would address safety issues. been confined further to those parts of the Regional Network that could be constructed with other transport capital projects, be they maintenance or new works. 3. An investment level somewhere between options 1 and 2.

Both on-road cycle lanes and off-road cycle paths are used, depending on the particular situation. Impact on Option Cost Rate impact average rate The Issue bill There is now a need to deliver further network cycling facilities as stand-alone projects. No further investment $0 0% $0.00 In order to do this, an implementation plan has been developed that has been prioritised on the basis of dealing with safety issues. This has been done by dividing Full investment $14.7m 0.15% $5.60 (each year) the network into routes of similar length and then considering the accident record on each length to obtain a ranked order of routes, where priority is given to those routes In between option $0 - $14.2m 0% - 0.15% Up to $5.60 with the greatest safety issues. (each year)

In order to fund this implementation plan it is necessary to allocate a specific budget The question that was asked was: amount to the programme of projects. This is also a requirement of the New Zealand Transport Agency (NZTA) who wish to allocate funding provision to a programme of What should the council’s level of investment in strategic cycleways be? works, rather than individual projects. NZTA funding would be received for approximately 50% of the total cost. The North Shore City Cycling Strategy 2009 can be accessed via www.northshorecity.govt.nz. It was planned that an amount of $14,733,000 (uninflated) would be allocated for the period 2009 to 2024. However, there are significant competing needs for limited The Decision financial resources. Therefore, what has been included in this City Plan 2009-2024 for The council has resolved that the strategic cycling budget be increased by amounts of the North Shore City Cycle Network has been significantly reduced. $500,000 in years 2016/17, $1m in years 2017/18 and $1m in years 2018/19, with priority being given to off-road routes, or where safe separation between various raod A sum of $2,752,000 for two off-road cycle paths, being the Albany Commuter Route users can be assured. and the East Coast Road (Constellation to Forrest Hill) Route has been included in this

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 18 5. Development contributions We are proposing to amend our Development Contributions Policy as part of our ongoing policy improvement effort and to take account of the consequences of the Background High Court decision. The council believes that development contributions must be fair and reasonable, and part of a consistent, integrated and equitable approach to Councils may require individuals and developers to pay for assets or contribute to the funding the planning for the city. The main focus of the work to amend the policy has cost of adding capacity to existing assets where needed. This relates to network been on: infrastructure (transport, water, wastewater, wastewater treatment and stormwater), community infrastructure (libraries, leisure and community centres) and community ➾ Better definition around the timing of an assessment and the consequent payment park assets and reserves. of a development contributions assessment ➾ Improved methodology for the allocation of capital works costs that are The Local Government Act 2002 requires local authorities to adopt a Development constructed in anticipation of a growing community and to the existing Contributions Policy in their long-term council community plans. The Development community where spare capacity exists and it is appropriate to do so Contributions Policy must: ➾ Summarise the capital expenditure to fund new or additional infrastructure The council's Development Contributions Policy should be read in the context of its required as a result of growth Revenue and Financing Policy (see Module 5 - Policies), which contains the council's ➾ Explain the methodology for calculating a development contributions charge for overarching financial policy statements and objectives. The nature of capital works each separate Activity for which development contributions shall be required projects for which contributions would be sought are fully explained in the asset ➾ Contain a schedule which specifies the contributions payable management plans relevant to each Activity for which a development contribution is ➾ Explain why, how and when contributions may be required and the basis for charged. remission, postponement or refund

Capital works infrastructure projects related to catching up the service needs of the The Options existing community (backlog) or which are renewing existing assets are not included in the calculation of a development contribution charge. 1. Proposed changes to 2006 Development Contributions Policy The proposed option was an updated and revised Development Contributions Policy The issue for North Shore City Council. The council's 2004 Development Contributions Policy was subject to a Judicial Review The changes included in the revised policy are a result of specialist advice, detailed resulting from a challenge by a group of developers. That policy was shown to have analysis and consideration of the decision of the High Court. The wording in the erred at law but was not quashed. The 2006 Development Contributions Policy also revised policy has been reworked from that in earlier documentation. This has resulted remained operable. in a clearer explanation of the relationship between the assessment process and the various components of the policy relevant to the calculation of a residential or non- The council was required to review its development contributions policy to ensure that residential development contributions charge. it is aligned with other relevant council policy and meets statutory requirements, and has been working with the developers group since the decision to address matters of The key changes to the policy are - relief and remedy. ➾ The cost allocation methodology section now includes: The council has reviewed and updated its Development Contributions Policy following - recognition that certain projects may have multiple outcomes/impacts advice from its legal, economic and asset management advisors. The review has - allocation based against levels of service resulted in a number of changes to the Development Contributions Policy to meet the - updated overview of the process from project cost through cost allocation to requirements of legislation and the decision of the High Court. The council has not funding model changed its cost allocation methodology or assessment processes for parks reserves as - definition of the key output categories of the cost allocation this area was supported by the decision of the High Court in Neil and others. - filters to focus the analysis leading to use of either the standard methodology or the alternative transitional benefit method

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 19 - expansion of the description of the funding model process that follows a cost Contributions Policy is proposed to operate from 1 July 2009 and amends earlier allocation process - with particular focus on making the current "backcharge" development contribution policies whilst also providing a new development calculation. This “backcharge” is a deduction in recognition of the growth contribution schedule of charges for 2004-2014 and 2006-2016 respectively, as well as community becoming future ratepayers who will share in the servicing of debt for the period 2009-2024. currently being incurred by the existing population for the backlog component of growth projects 2. Status Quo or no change to existing policy 2 - introduction of a land use type related to minor units of less than 40m floor The council could not continue indefinitely with the operation of the 2004 area to cater for minor developments of the “granny flat” type Development Contributions Policy because of the outcome of the judicial review, but, subject to a possible challenge through a further judicial review, the council could ➾ There is an amended section to better describe assessment of stormwater for mixed continue with its 2006 Development Contributions Policy. However, given that many use or multi-storey residential developments to balance out the charging of of the principles of the 2004 Development Contributions Policy are carried forward to demand created by average residential Household Unit Equivalent (HUE) and non- the 2006 Development Contributions Policy, the council assessed that there is a residential. This is achieved by making a residential HUE charge against the total likelihood that the latter policy may be challenged leading to future costs to defend number of units on the floor level with the greatest number of residential units. the policy and a possible detrimental effect on council's funding stream from this Any non-residential impervious area outside of the residential footprint will be source. charged based on non-residential rates 3. No Development Contributions Policy ➾ A special assessment threshold of 50 per cent below standard HUE has been The council considers that not having a Development Contributions Policy is introduced to cater for situations where particularly low demand exists untenable as this would place a financial imposition on ratepayers without an interest in the development of property. The proposed changes to the policy will have a longer ➾ A section has been added that specifically addresses Unit titles. This makes the term financial impact that will provide a certain and beneficial income stream to the distinction between a building existing prior to 2004 policy (and where the council. developer's intent for that "project to build" was not to unit title) as being exempt. There is an enhanced section relating to Fee Simple subdivision around existing The question that was asked was: buildings to better reflect the approach to unit title and the relationship to demand and contributions already paid What Development Contributions Policy should the council adopt? ➾ Timing of payment is now timed to fit with collection of s224c certificates, building The Decision consents, service connections, and land use consent where certain conditions prevail indicating anticipated demand e.g. earthworks The council resolved to adopt the 2009 Development Contributions Policy including the updated schedule of charges. The Policy can be found in Module 5 - Policies of this ➾ State integrated schools will be administered on the same basis as the Crown City Plan 2009-2024. following the council's decision on a variation to the City Plan 2006 - 2016 consulted upon during the Annual Plan 2008-2009

➾ Appendix A includes an amended Schedule of Charges for 2006 - 2016 and 2004 - 2014 respectively and a Schedule of Charges 2009 - 2024. A list of consent types is also included which was previously in the information set and shows where council will seek to make an assessment of a development and its demand

The proposed 2009 Development Contributions Policy is included in Module 5 Policies. This policy provides the basis for the methodology used for the calculation of a development contribution charge schedule and the process for the assessment of a development's demand and assessed contribution. The 2009 Development

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 20 North Shore in the region The City Plan is informed by the Auckland region’s strategic planning framework which provides the overarching context that guides development within North Shore City.

Regional strategies and frameworks, such as the Auckland Sustainability Framework and the Auckland Regional Growth Strategy, need to be reflected and indeed given effect to within the City Plan together with the range of future underlying drivers of change such as population growth, economic development and climate change.

The North Shore City Council planning framework is presented in diagrammatic form below:

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 21 One Plan ➾ Growth Through Skills - to support the National Skills Strategy and evolving The ultimate aim for the One Plan for the Auckland region (One Plan) is to provide a Regional Skills Action Plan to enhance our regional skill base single strategic framework and plan of action for the Auckland region. In the short-term it is about delivering better on existing decisions and commitments, and setting a clear One Plan will also include an infrastructure inventory. This inventory consists of current direction for how the region will achieve its aspirations for sustainable development. transport, water and energy priorities. Ultimately this will develop into an integrated and coordinated regional infrastructure plan to ensure that future infrastructure decisions Longer-term it is about making and implementing better decisions, guided by the reflect the direction and goals of the Auckland Sustainability Framework and the Regional Auckland Sustainability Framework's visions of a resilient region that can adapt to Growth Strategy. It will promote integration across different forms of infrastructure to change. enable prioritisation and improved delivery.

One Plan will be developed in a staged approach. The first version of One Plan was A set of further priority areas have been identified for further development towards future endorsed by the Regional Sustainable Development Forum on 10 October 2008. This versions of One Plan. These include social development, energy and climate change, and forum represents an unprecedented partnership between local government, the Mana Maori aspirations. Whenua and central government and is responsible for the development of the plan. One Plan is intended to improve, co-ordinate and ensure delivery of our regionally The first version of One Plan consists of three main elements: significant investments. The first version of One Plan focuses on a limited number of nationally and regionally significant priorities that have already been decided and in 1. Seven One Plan Programmes of Action. some cases are already underway. 2. An infrastructure inventory 3. A set of further priority areas As part of our commitment to the first version One Plan, this council has agreed to reflect the plan and its ambitions through our LTCCP. Therefore, throughout this document the One Plan Programmes of Action projects/programmes contributing to One Plan Version 1 have been specifically The following seven programmes are designed to drive the region forward in the short identified. Many of the elements that make up the One Plan Programmes of Action have term: already undergone some form of public consultation. However, through the LTCCP ➾ Improving Public Transport - focusing on the electrification of the Auckland Urban process the public has an opportunity to comment on the council's commitments for the Rail Network, and connections with associated public transport and integrated next 15 years, as well as those projects/programmes contributing towards One Plan land use initiatives Version 1. ➾ Completing the Network - building on the completion of the Western Ring Route, www.aucklandoneplan.org.nz connecting with land use and transport initiatives which are intended to maximise the social and economic benefits of the motorway to surrounding communities and business ➾ Digital Auckland Region - leveraging off private sector investment to accelerate delivery of high speed open broadband access, thereby invigorating business and enriching people's lives throughout the region ➾ Destination Auckland Region - ensuring that in preparing for, and hosting, the Rugby World Cup 2011 the region captures the full potential of that event to develop the region as a global destination and major events location ➾ CBD and Waterfront - building on, and tying together, those projects and initiatives planned or underway in the CBD and waterfront area that will together contribute to world class CBD and a waterfront worthy of the Auckland region ➾ Building communities - centering around the Tamaki Transformation Project, connections with the Tamaki Innovation Precinct and Auckland-Manukau Eastern Transport Initiative to provide a focus on improving the social and economic wellbeing for people living in communities of need

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 22 North Shore in the community

While our future development is constrained by a number of factors (not least, our small Well-Being and strategic Pathways for achieving strategic goal geographic area), it is also important to note that the current environment in which we goal live presents us with important opportunities. ➾ Improvements to accessibility throughout the City Two complementary strategies encompass the range of opportunities available to us. We for public transport i.e. bus lanes and priority term these: measures, particularly across town between east ➾ Building on our strengths and west ➾ Sustainable North Shore ➾ Improvements to accessibility throughout the City Successfully implementing these strategies, each of which is built up from elements from for active transport modes such as walking and the four well beings, will enable North Shore City to continue to be a vital part of the cycling Auckland region. ➾ Additional and evolving mechanisms to secure funding for infrastructure, area improvements and Building on our strengths re-development of centres, business areas and Maintain and enhance North Shore's social, economic, environmental and cultural corridors infrastructure. Environmental ➾ The ability to create and improve amenity through infrastructure management approaches and mitigation of Well-Being and strategic Green spaces floodplains and stormwater upgrades Pathways for achieving strategic goal goal ➾ Continuing protection, enhancement and extension of local character and identity in residential areas Social infrastructure ➾ Continuing centre development and improvement, and town centres Social cohesion as key focal points for community activity and ➾ facilities at a local, district and sub-regional scale Geotechnical investigation of the city's land stability ➾ Identification and support for more affordable Cultural infrastructure ➾ Approaches to enhance connection and cohesion of housing locations and types of housing that reduce Inclusiveness communities and social/cultural networks through the land cost component of development local area-based planning and comprehensive ➾ Proactively promote the North Shore as a safe city in inclusive planning processes line with World Health Organisation (WHO) guidelines Our volunteers ➾ Develop walking and cycling routes and provide North Shore City has a strong, well established volunteer network, whose members appropriate facilities to improve community take great pride in their work. The support of the non-profit sector is invaluable to cohesion maintaining the high standards that we enjoy in a wide range of civic amenities, for Economic infrastructure ➾ The rate of job growth in the City over the last example in staffing our Citizens Advice Bureaus, assisting in the maintenance of our Economic viability decade has been double the rate of population parks and reserves, and contributing in a multitude of ways for the provision of health growth. If we are to continue to provide more jobs and education services. Such examples are but a small representation of the for our residents close to where they live this rate of contribution made by volunteers and this not-for-profit activity has been recognised job growth must be supported and encouraged by council with a significant increase in the Council Grants Scheme funding provision. ➾ Business area redevelopment, particularly of older It is all too easy to forget that volunteers add great value financially by the donations light industrial areas, as new un-developed business of their time and expertise, thereby often enabling the council to implement plans at land opportunities get taken up in the City a reduced cost, and ensuring that many projects can go ahead which otherwise might ➾ Increased quality, frequency and accessibility within not have been able to for quite some time. Additionally, the work of volunteers helps and into the city from the Busway and stations, to build a sense of community and reduces costs to ratepayers for many services, providing opportunities for new focal points of which in turn increases the capacity available for other purposes. activity. Potential future rail services and connections north and south

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 23 Sustainable North Shore Well-being and Strategic Goal Pathways for achieving strategic goal Enhance the sustainability of North Shore's unique character in order to preserve the commu- ➾ Extend the monitoring and action programme nity for future generations to restore waterways into live streams through initiatives such as the streamside assistance programme and Wai Care Well-being and Strategic Goal Pathways for achieving strategic goal ➾ Anticipate and plan for development pressures ➾ Social infrastructure More flexible housing options through acquisition and improving quality of ➾ A great place to live, work and play Partnerships with Government agencies existing reserves in centres including through ➾ Maintenance of North Shore City's status as the the development of connected corridors of safest city in New Zealand through open space that blend a wide range of community-based safety promotion and experiences - visual, amenity, habitat, through the development of a positive safety landscape and activity-based culture and safe environments for all ➾ Manage parks in a sustainable manner and ➾ Provide a wide range of spaces in which people continue to follow an integrated planning can enjoy leisure and recreation in diverse approach ways ➾ Maintain and enhance current waste ➾ Maintain the North Shore volunteer and not- minimisation programmes for-profit sectors to support quality community ➾ Provide and promote sustainable transport engagement modes. Economic infrastructure ➾ Make North Shore City a truly inclusive city Cultural infrastructure ➾ Encourage and promote a wide range of An economically viable city with the right policies and services to support A truly multi-cultural and involved opportunities for the enjoyment of and all of our communities community participation in the arts, by all sectors of the ➾ Promote the clustering of knowledge community companies in the North Harbour industrial ➾ Identify and support opportunities to integrate estate the arts into the planning and implementation ➾ Promote and support sustainable enterprises of key city-wide initiatives, including those and job growth in business and financial which contribute to the promotion of a vibrant services, information and communications and distinctive city identity technology, health, sport and leisure, ➾ Foster and value the artistic and cultural education, retail, and niche manufacturing uniqueness of Tangata Whenua and the ➾ Acknowledge and advance the contribution of cultural diversity within the city the arts to the economic development of the ➾ Maintain community-based programmes to city support newcomers to the City, such as Environmental infrastructure ➾ Protect and enhance key environmental values Settlement Support New Zealand An appropriate environmental ➾ Maintain and enhance the city's beaches and footprint wastewater management system through completing Project CARE ➾ Maintain and enhance the city's streams and beaches by controlling discharges into these environments as well as by improving natural amenity values including riparian margins in and around these steams

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 24 Our future

The City Direction module of the City Plan 2009-2024 is a framework that guides the medium See Module 2 - City Direction for detail. to long-term (30-year) change and development of North Shore City in a way that responds to global and regional challenges to best meet the city's identified outcomes. It also provides a foundation for North Shore City's long-term planning and helps give direction to the future structure of the city. By establishing and reinforcing some key principles and directions for the city, it provides guidance for managing growth and change in a way that can protect and enhance our city's environment and lifestyle. This module builds on the strategy set out in the original spatial development framework for the city contained in the City Blueprint 2001. Although this City Plan extends out to 2024, the Module encompasses a longer-term view of the city since it responds to high-level strategic drivers. The module describes the city vision, and the community's wishes (expressed in its commu- nity outcomes) as well as guiding ideas or concepts (what we have called City Principles) that affect the broad spatial development of the city (here termed City Directions). These in turn strongly influence the council's strategies and plans, including our District Plan, and it is these that directly impact council programmes, activities and projects. Against the background of the growing diversity of our community, the council is increasingly involved in the governance of community initiatives in collaboration with a wide range of agencies. It is important to note, therefore, that the council programmes and activities are but one agent of change in shaping the future of our city; the plans and activities of a wide range of individuals and other agencies, including NZ Police, the Waitemata District Health Board, Harbour Sport and the Ministry of Social Development, to name but a few, also play a major role. While the City Principles section of the City Direction module addresses those guiding ideas and concepts that should be taken into account when planning for the future, the "city direc- tions" section offers a set of spatial strategies. These are presented as a series of inter-related layers that culminate in an overall view of how our city will look and function in the longer- term. Each layer addresses a specific aspect of our future city. Thus, the layers focus on our nat- ural environment; our residential environment; our town centres; the transport systems that we shall need; the core central spine of our city; and the network of recreational and cultural facilities that will be required. The six layers are brought together in an integrated picture of the future that we have termed "Future City". Although we cannot predict the future with any degree of certainty, much of what constitutes this picture of the future already exists. We believe that this integrated view expresses a plausible pattern for the development of our networks and places of significance that will form the basis of our future city. By presenting it here we are looking to provide the community at large with a realistic foundation upon which to base its plans for the future.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 25 North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 26 Community outcomes

The Local Government Act 2002 requires all councils to carry out a process to identify community outcomes by giving the community the opportunity to discuss what they think is important in terms of the present and future social, economic, environmental and cultural well-being of their community. It is important to understand that our council is only one of a number of organisations that provide services to the community and contribute towards achieving community outcomes. The next page indicates those parties currently actively engaged in delivering our community outcomes, although there are other parties that also play an important role. In 2005 we began our 'Conversations with the Community'. These conversations took place with a variety of sectors such as business, arts, education, youth, migrants, sport, Maori and government departments. Over 55 focus groups were held with around 900 participants, and post cards, fact sheets and newsletters were sent out to 75,000 households.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 27 The following organisations contributed to the State of the City report -

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 28 Nga Tangata O Te Raki Pae Whenua

Karakia/Whakatauki Customary Rights Ko te amorangi ki mua Through enduring occupation to the current day, Tangata Whenua assert and claim an Ko te hapai o ki muri intimate relationship with Te Raki Pae Whenua (North Shore). The history of their occupation has many layers and involves a complex web of successive occupation, E nga iwi, e nga reo, e nga karangarangatanga maha o te Raki Pae migration and conquest. The evidence of this extensive occupation by Tangata Whenua, tena koutou Whenua is evident in our place names, archaeological sites, landscape features and Tena koutou me o tatou tini mate, kua a hinga atu nei, e te tangata, many waahi tapu or sacred sites. This also includes the waiata (songs) and purakau e nga mate haere haere. (myths, stories) that express their relationship with the land. Takoto koutou i roto o te ringa kaha o to tatou Matua i te Rangi, Hoki atu kia koutou nga morehurehu o ratou ma, tena koutou, tena As a result of this occupation, a number of Iwi claim customary rights as Tangata koutou, tena koutou katoa. Whenua in Te Raki Pae Whenua. They continue to exercise these rights as Kaitiakai (guardians), to awhi (embrace) and manaaki (support) those who are resident within This is an acknowledgement fo all peoples, languages and cultures their rohe or tribal boundaries. within North Shore. Salutation to all those who have journeyed to their spiritual homes. The practice of kaitiakitanga by Tangata Whenua is an essential part of Maori culture. Rest in the arms of our Father in heaven, farewell. It aims to ensure that we live in balance with the plants, animals, soil, air, water and Now we cast our thoughts to our city and the issues that lay before us. each other to guarantee a sustainable future for following generations. Greetings once, twice, thrice. Kaitiakitanga can be witnessed today through rahui or the protection of significant Introduction areas, karakia/blessings, and other cultural obligations. The following section represents a cultural perspective designed and developed by Maori who reside outside of their traditional rohe possess a special relationship with Tangata Whenua to assist the North Shore community to gain a better understanding the descendants of this rohe. It is acknowledged that as tauahere or tangata manene of Maori concepts, teachings and values. The North Shore City Plan provides us with (Maori residents from outside of their tribal rohe), they are afforded respect and an opportunity to challenge, change, and improve the way we do things. We operate support as kindred spirits residing alongside tangata whenua, acknowledging in a bicultural society, and therefore it is fitting to apply a multi-dimensional approach therefore the customary rights of their tangata whenua hosts. Tauahere enjoy and to our city wide outcomes and solutions. possess the same cultural aspirations to live and be Maori. Their associations through local marae, wananga, kohanga reo, kapa haka, provide the opportunity to express The explanations that follow are a snapshot of Maori traditional customary concepts and enjoy their indigeneity. One of the strong cultural values that maori possess is and practices to assist North Shore City Council and wider community to gain a better whanaungatanga, i.e. the value of relationships. appreciation of our culture. Commitment by council is key to a succcessful relationship with Tangata Whenua and Whakatauki Maori. The Local Government Act 2002 (LGA 2002) and the Resource Management Toi tu te whenua whatu ngaro ngaro te tangata Act 1991 (RMA) both place upon local authorities, in the carrying out of their duties Na te mahi tahi ka whiwhi tatou te rawe and responsibilities, a number of requirements relating to Maori. These include (but Mauri tu mauri ora kia tatou katoa are not limited to): Land stands forever while mankind passes over Te Tiriti O Waitangi/Treaty of Waitangi By working together we can benefit all It is important to remind ourselves that Tangata Whenua were an intimate part of the Stand tall, stand strong together. fabric of the land well before Te Tiriti O Waitangi and continue to be a strong part of the weave in this contemporary world. So in that context, Te Tiriti O Waitangi afforded, through the Crown, the opportunity for tauiwi (non-indigenous peoples of Aotearoa) the opportunity to come and share in the beauty and splendour of Aotearoa as articulated in articles one and two in particular of Te Tiriti O Waitangi.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 29 North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 30 Financial Strategy

Financial overview Summary ➾ The average rates increase in 2009/10 is 5.2 per cent excluding Auckland Regional The information presented here is a summary of the projected financial information Amenities funding, and an overall average rates increase of 5.2 per cent over the 15 for the City Plan 2009-2024. Further detailed information can be found in: years of the plan ➾ Module 3 which has detailed financial information for each activity of council ➾ The average rates increase for 2009/10 is 5.7 per cent including the Auckland ➾ Module 4 which includes a full set of financial statements for the council Regional Amenities, MOTAT and Museum levies ➾ Module 5 which includes information about our policies such as the Treasury ➾ The total annual rates for the average land value residential property is expected to Management Policy, Revenue and Financing Policy, Rating Policy etc rise from $1,813 in 2008/09 to $1,916 in 2009/10; this is $136 less than the projected rates bill for 2009/10 in the City Plan 2006-2016 ➾ There are water price increases included in the plan period. This is the first time in eight years water prices have been increased and this is due to bulk water price increases from Watercare Services Limited ➾ The city will invest $1.7 billion dollars in new capital expenditure over the next 15 years and $0.9 billion in renewing existing infrastructure. The graph below shows the main activities where capital expenditure will occur Water Supply, ➾ Some key projects which have been delayed include the Albany $178m Community Board Area Library facility and the Northern Recreational Aquatic facility ➾ Council debt is projected to increase over the period of the plan Parks, $289m due to the large capital investment programme. Debt is expected to increase up to a peak of just over $706m and then drop down to about $356m by the end of the 15 years Libraries, $75m ➾ There have been some delays of capital expenditure compared to what was in the previous City Plan 2006-2016; this is mainly due to lower projected income levels Other, $82m Transport, $1,131m

Wastewater, $583m

Stormwater, $261m

Total capital expenditure projected over 15 years, split by activity

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 31 Introduction this. The additional rates increase in 2009/10 will be a 0.5 per cent increase. In 2009/ The council is required under the Local Government Act to prepare a prudent and 10 the average rates increase, excluding this new Auckland Regional Amenities Act balanced budget. This requires the council to carefully consider and deliberate on the 2008 funding requirement is 5.2 per cent while after adding it on will result in a total options available and ensure that the City Plan includes a financial strategy that is average rates increase for a residential property of 5.7 per cent. The total annual rates sustainable in the long term. The City Plan integrates a large amount of information for an average land value residential property is forecast to rise from $1,813 in 2008/ ranging from asset management data, council policies, service performance data, 09 to $1,916 in 2009/10 and $3,854 in 2023/24 (these numbers are inclusive of GST). capital investment programmes and assumptions about various risks and projections into the future. The consultation and submission process with the public is a way for A revaluation of rateable values for all properties in the city was undertaken in the council to obtain feedback on the draft plan and the financial strategy included in September 2008. This revaluation process is completed every three years. The average this plan. The council is required to consider all the factors contributing to the plan increase in land value for residential properties was about 24 per cent and for business and ensure that the end result when integrated together is a plan which is prudent, properties it was 41 per cent. The revaluation does not provide the council with any balanced and generally "makes sense". additional income, rather it reapportions how rates will be collected.

The information included in this financial strategy section of Module 1 includes The new revised property values will be used for rating for the first time in 2009/10 information about: year. The information below aims to provide some guidance to ratepayers as to what ➾ Risks and assumptions the likely impact of the rates increases will be in 2009/10. The examples are based on ➾ Property rates increases properties that have increased in value by the average increase. The effect of the ➾ Rates affordability revaluation will vary for individual properties. For most ratepayers the effect of the ➾ Water price change revaluation will not be significantly different from the average change. ➾ Capital expenditure and funding ➾ Debt The effect of the proposed rates increase for 2009/10 on the average residential ➾ Income and expenditure property: ➾ Financial position ➾ Contingent liabilities Description of rates for a property of average What you pay What is set for land value ($386,204 for 2009/10) now during 2009/10 Risks and assumptions 2008/09 Module 4 includes detailed information about the significant forecasting assumptions General Council Rate Residential 1 599 620 and associated risks. The council has carefully considered the risks and assumptions on Uniform Annual General Charge 728 769 Uniform Annual Sewerage Charge 417 447 which this plan is based. The current economic climate and world financial crisis are key Uniform Annual Waste Management Charge 27 27 considerations in preparing the plan. The various funding sources of council, such as user charges and central government subsidies have been carefully considered when prepar- Total Council Rate 1,771 1,863 ing this plan. The inflation assumptions have been revised downwards early this year due to new economic data that became available. The growth of the population in North Museum levy rate 30 30 Shore City is expected to continue to grow as it has for many years. The growth assump- MOTAT levy rate 12 12 tion is projected at just over 1 per cent per annum into the future. If any of the assump- Auckland Regional Amenities levy rate - 11 tions on which the plan is based are significantly altered during the period, the council will need to reconsider its strategy going forward and possibly make changes Total (GST inclusive) 1,813 1,916

Property rates increases The average property rates increase in this City Plan over the 15 years is proposed to be 5.2 per cent including inflation. The previous City Plan 2006-2016 included an average increase of 8 per cent per annum over the period of the plan. The Auckland Regional Funding Act 2008 has been introduced by central government and will take effect from 2009/10. This Act requires North Shore residents to contribute to the costs of certain facilities or organisations which operate in the Auckland region. The impact for residents of the North Shore is that a further rates increase will be required to fund

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 32 How the proposed rates could affect you: You can get more detail about these options from the council offices or from our website. www.northshorecity.govt.nz and search under "rates payment assistance". 2008/09 Land 2008/09 2009/10 2009/10 $ % Value Rate Land Value Rate Increase Increase Water price change The price of water has not been increased since 2001/02. This City Plan proposes Residential 1 rate annual increases in the water price to offset projected increases from water suppliers Watercare Services Limited, as well as fund the maintenance and renewal costs of the 100,000 1,377 124,000 1,459 82 6.0% 200,000 1,582 247,000 1,674 92 5.8% water network. The proposed water price change for 2009/10 is an average increase 312,376 (average) 1,813 386,204 (average) 1,916 103 5.7% of 7 per cent which equates to an $18 increase in the average water bill for a 600,000 2,403 742,000 2,537 134 5.6% residential property from $258 to $276 per annum. 2,000,000 5,275 2,474,000 5,557 282 5.3% Capital expenditure Rural Rate (No sewerage) The prospective financial statements include a significant capital works programme 300,000 1,370 371,000 1,443 73 5.3% which includes $1,690m of new capital expenditure and $909m of renewal capital 600,000 1,986 742,000 2,090 104 5.3% expenditure over the 15 year period. The following graph shows how much is 800,000 2,396 990,000 2,522 126 5.3% 1,138,000 3,090 1,408,000 (average) 3,251 161 5.2% proposed to be invested in capital expenditure such as purchasing, developing and 2,000,000 4,858 2,474,000 5,110 252 5.2% renewing assets. The main activities where capital investment is planned are Transport $1,131m, Wastewater $583m, Parks $289m, Community Services $109m, Business Rate (including 5 uniform sewerage charges) Stormwater $261m and Water Supply $178m.

100,000 4,173 141,000 4,448 275 6.6% 200,000 5,505 282,000 5,864 359 6.5% 545,000 10,108 768,000 (average) 10,746 638 6.3% Direct capital expenditure 800,000 13,502 1,126,000 14,342 840 6.2% 2,000,000 29,495 2,816,000 31,317 1,822 6.2% 250 230 222 200 200 168 200 181 Although the total average increase for 2009/10 is 5.7 per cent including the 172 176 67 168 67 169 168 Auckland War Memorial Museum, the Museum of Transport and Technology and the 155 157 160 147 66 70 34 37 Auckland Regional Amenities rates, changes to individual property rates will vary 150 120 134 63 according to the property type and land value as well as the effect of the 2008 39 55 60 42 55 75 79 88 $m revaluation of land values. 48 100 39 162 155 Rates affordability 138 139 134 118 130 116 106 108 50 105 102 93 The council recognises and acknowledges that some ratepayers with limited income 81 86 90 81 may have difficulty in meeting all their financial commitments. The council has been concerned about the level of rates increases that have been needed to fund - infrastructure and has attempted to keep the rates affordable for the community as 8 9 0 2 7 8 9 0 1 2 /1 /11 /1 /13 /2 /2 /24 7/0 8/0 6/1 7/1 8/1 0/2 1 00 00 009 010 011 012 01 01 019 02 021 023 much as possible. 2 2 2 2 2 2 2013/14 2014/15 2015/16 2 20 2 2 2 2 2022/23 2 Years There are two options available to assist ratepayers with limited incomes who are having difficulty meeting all their financial commitments, these being: New assets Renewal of assets Total ➾ The council's rates postponement policy available for ratepayers experiencing financial circumstances which affect their ability to pay their rates ➾ The improved rates rebate scheme administered by the council and funded by central government

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 33 The following graph shows a summary of the main funding sources for the council’s debt requirements. Financial disciplines such as spreading debt maturity dates, capital works programme. maintaining additional bank funding facilities for liquidity purposes, and maintaining strong bank/ investor relationships support council's ability to achieve its debt programme. Capital funding

250 230 Projected debt 222

200 34 200 27 168 1,200 200 176 181 172 168 31 25 169 168 1,004 155 157 160 960 25 147 25 1,000 898 925 22 75 85 27 24 25 855 150 49 16 120 134 20 21 815 31 23 67 770 21 63 93 800 723 $m 35 59 672 20 54 56 62 66 639 37 34 41 74 600 100 12 42 569 48 47 600 535

40 $m 503 15 39 468 35 28 31 33 33 464 47 40 41 401 50 92 100 31 41 23 78 400 71 700 706 55 52 54 53 61 64 636 656 673 669 50 573 606 587 28 35 35 39 38 28 531 457 504 486 - 200 434 326 356 243 9 2 4 6 7 9 0 1 2 3 4 /1 /1 /1 /2 /2 /2 7/08 0/11 3 5 8 0 1 3 00 01 01 02 02 0 2 2008/0 2009/10 2 2011/1 2012/13 201 2014/15 2 2016/1 2017/18 201 2019/2 2 202 2022/2 2 9 1 3 5 7 9 1 3 Years /0 /1 /1 /1 /1 /1 /2 /2 8 0 2 4 6 8 0 2 00 01 01 01 01 01 02 02 2007/08 2 2009/10 2 2011/12 2 2013/14 2 2015/16 2 2017/18 2 2019/20 2 2021/22 2 2023/24 Loans Development contributions Rates Subsidies, grants and other Total Years

projected debt Debt constraint Council debt ➾ Maintains its debt projections within sector recognised debt capacity limits that are The main source of funding for the capital investment programme is loans. set out in the council approved Treasury Management Policy. The debt capacity limit is lower than some of the high growth city councils which better positions As a result of the capital investment programme, total loans increase from a forecast council when accessing different funding markets. level of $326m in June 2009 to a peak of $706m in 2019/20. The capital works programme is projected to reduce in the last few years of the plan mainly due to the The council may seek a credit rating from an internationally recognised credit rating completion of the Wastewater Project CARE programme in 2021. Debt levels agency. This would bring the council into line with other city councils with large debt consequently reduce in the last few years of the plan down to $356m by June 2024. programmes that have or are likely to seek a credit rating. A credit rating supports council's financial objectives and disciplines set out in the Treasury Management The Treasury Management Policy has a number of debt limits contained in it, all of Policy, and better positions council when raising debt in the different funding markets. which are achieved during the period of the plan. Debt does however rise up close to the maximum of the income to debt ratio limit during the early years of the plan and then drops down to a more favourable level towards the later years of the plan. With the increased debt programme over the next 15 years of the City Plan, council recognises the need for raising new debt and refinancing existing debt. To best position itself to achieve its financial objectives and projected debt programme the council:

➾ Ensures financial risks around the debt programme such as liquidity and funding risks are clearly understood, proactively monitored and managed by management on a disciplined ongoing basis. This best enables council to access debt funding as and when required, achieve acceptable pricing, terms and conditions on future

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 34 Council income and expenditure The costs of delivering services together with the financing costs of the capital Annual total operating expenditure rises from a level of $271m in 2009/10 to $457m investment programme result in additional funding requirements. Before proposing in 2023/24 primarily as a result of increased capital investment in the city impacting future rates increases, we look at every possible source of funding that may be on finance costs, depreciation and increased maintenance, as well as annual available to the council. In this long term plan we have included funding from loans, inflationary increases. subsidies from central government agencies, contributions from development in the city and user charges for specific services delivered. The graph below shows the trend of main sources of income for the council. Expenditure

800

700 Income 600 800 500 440 447 453 457 412 430 669 399 31 700 640 372 386 46 39 616 400 357 50 50 599 51 $m 340 48 49 570 50 306 322 46 103 106 600 543 48 49 293 42 44 97 100 514 48 48 268 271 39 89 93 46 47 300 37 82 85 482 44 45 68 241 31 33 75 79 500 448 45 66 19 24 71 426 44 43 68 15 63 67 400 43 73 52 55 60 380 42 74 200 46 206 213 218 356 41 41 77 188 196 200 400 335 40 72 182 $m 40 164 170 177 312 309 39 39 65 134 140 147 156 37 36 55 121 135 126 267 37 34 55 300 36 32 51 100 32 34 31 52 29 14 30 48 86 91 93 96 99 102 28 45 477 501 59 63 66 68 70 72 74 76 79 81 83 65 37 432 453 200 28 405 0 356 379 312 333 256 274 292 8 9 4 5 6 7 8 3 4 223 239 100 186 197 209 7/0 8/0 9/10 0/11 1/12 2/13 3/1 4/1 5/1 8/19 9/20 0/21 1/22 2/2 0 0 1 1 1 2 20 20 200 201 201 201 20 20 20 2016/1 2017/1 201 201 202 202 20 2023/2 0 Years 8 3 5 6 8 9 0 1 2 3 /11 /1 /1 /1 /1 /1 /2 7/0 9/10 9/2 1/2 2/2 3/24 00 0 010 012 014 015 017 018 01 020 2 02 2 Personnel costs Other expenses Depreciation Finance costs Tot al 2 2008/09 20 2 2011/12 2 2013/14 2 2 2016/17 2 2 2 2 20 2 20 Years

Rates income Income for capital projects User charges Other income Total

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 35 Financial position Liabilities The next graphs show the difference between what we own and what we owe to other parties. The total value of council assets is projected to increase steadily from the 12000 projected year end position in June 2009 of $4,422m. Our total liabilities are comparatively much lower and are projected to be $453m at June 2009. 10000

8000

Assets 6000 $m

12000 4000 10,166 9,686 10000 9,222 8,778 2000 8,321 627 651 688 720 748 767 783 808 813 775 693 7,858 328 453 551 580 592 462 7,405 8000 530 570 595 615 626 631 649 649 598 466 348 6,995 238 333 438 461 506 200 6,618 0 90 12 0 113 119 12 2 12 0 119 12 5 13 3 14 1 152 158 16 3 177 226 244 262 6,266 5,932 5,612 8 9 0 1 2 3 4 1 2 3 4 /0 /0 /1 /1 /1 /1 /1 /2 /2 /2 /2 6000 5,323 7 8 9 0 1 2 3 0 1 2 3 $m 5,016 19/20 4,733 00 00 00 01 01 01 0 02 02 02 02 4,422 10,101 2 2 2 2 2 2 201 2014/15 2015/16 2016/17 2017/18 2018/19 2 2 2 2 2 4,306 9,622 9,160 8,717 8,261 Years 7,799 4000 7,347 6,938 6,562 5,878 6,212 Current liabilities Non current liabilities Total 5,271 5,560 4,684 4,966 2000 4,252 4,376

63 47 50 51 52 53 54 56 57 59 60 61 64 65 0 54 49 58 Equity 9 1 2 4 6 7 9 1 4 /0 /1 /1 /1 /1 /22 /2 8 9/10 1 3 6 8 1 3 (assets less liabilities) 14/15 00 01 01 0 01 01 02 02 2007/08 200 2 2010/1 2 2012/13 2 2 2015/1 2 2017/18 2 2019/20 2020/2 2 2022/23 2 Years 12000

Current assets Non current assets Total 9,704 10000 9,093 8,530 8,004 7,508 8000 7,051 6,622 6,228 4811 5,870 4411 5,547 4033 6000 5,243 3675

$m 3337 4,961 3019 4,695 2721 4,182 4,435 2440 3,978 3,969 1929 2177 1471 1693 4000 1055 1262 681 674 844

4497 4682 4893 2000 3901 4032 4171 4329 3297 3296 3339 3381 3433 3490 3550 3617 3693 3788

0

8 0 1 4 7 8 0 1 3 4 /0 /1 /1 /15 /1 /2 /2 9/1 2/13 5/16 6/1 8/19 9/2 1/22 2/2 2 007 00 010 01 013 01 01 01 01 02 023 2 2008/09 2 2 2011/12 2 2 2014 2 2 2017 2 2 2020 20 2 2 Years

Retained earnings Other reserves Total

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 36 Cash Flow Contingent liabilities The following graph shows the main categories of cashflow movements. It is assumed There are a few contingent liabilities which the council is aware of. The main items are: that the council’s net cashflow position for each year will be neutral (or zero) through Weathertightness building defects the City Plan 2009-2024. The council is subject to claims in respect of weathertightness building defects. The actuarial calculation in June 2008 of the value of the known claims expected to be paid Cash flows by council was $13.2m, and this has been taken into account when preparing this City (net position zero in each year of the City Plan) Plan. There is uncertainty as to the future levels of claims that the council may be liable for and no provision has been made for future new claims that may arise. The value of Years these claims may be material. Information surrounding these claims is subject to 9 1 3 4 6 8 9 1 3 /0 /1 /1 /15 /1 /1 /1 /2 /2 8 0 2 4 7 0 2 extreme uncertainty and therefore no provision has been made for them. 15 00 01 01 01 0 01 019/20 02 02 2007/08 2 2009/10 2 2011/12 2 2013/1 2 2 2016/17 2 2018 2 2 2021/22 2 2023/24 400 This City Plan includes a change to the Treasury Management Policy which allows for weathertightness claim payments to be funded by way of loans and repaid over a 300 maximum period of ten years. 27 6 200 17 20 33 29 297 64 88 45 41 250 270 Development contributions 83 25 215 236 100 20 182 201 138 161 108 101 109 113 128 The development contribution policy approved in the last City Plan 2006-2016 was 68 87 87 0 $m -37 the subject of a judicial review in the High Court. The outcome of the case was -107 -82 -101 -147 -134 -130 -170 -152 -176 -155 -160 -168 -181 received in March 2007 where the judge ruled that there were some errors in the -100 -200 -228 -221 -199 -168 policy that the council must correct in consultation with the group of six developers -169 -200 -167 that brought the case before the courts. The process of resolving this has taken time -300 to progress as some of the matters involved are complex. The amended policy is included in this draft plan for consultation. This plan includes $537m of development -400 contributions income to fund growth-related capital expenditure. Provision has been Net cashflow from operations Net cashflow from financing activities Net cashflow from investing activities made in the plan for the loan funding of development contribution refunds of $13.3m that will need to be made depending on the outcome of the new policy. Loss or reduction of this development contributions funding source would have a significant effect on the council's ability to complete and fund the current programme. Watercare guarantee In July 2008, the council joined the other shareholding councils of Watercare Services Limited to provide the creditors of Watercare with a guarantee of Watercare's debt. Auckland City Council firstly provided a guarantee for the debt with back-to-back indemnities by the other shareholding council's in proportion to their shareholding. North Shore City Council's percentage of any liability called under this guarantee is 11.5 per cent. This arrangement was put in place by the shareholding councils in order to minimise long-term price increases for bulk water and wastewater services purchased from Watercare. North Shore City Council's financial exposure is projected to be a maximum of $66m based on Watercare's funding plan for the year ended 30 June 2009, based on a first call where all the council's paid their respective shares. Litigation The council has received a claim in relation to the Northern Busway and the associated changes to the roading network. The council is working to resolve this claim with its solicitors. Part of this claim has been settled, no further liability has been recognised in relation to this claim as any further amount is uncertain.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 37 North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 38 Audit report

Under draft legislation currently before the House, the Local Government Report to the readers of Commission (LGC) is to be given the power to determine final boundaries for the North Shore City Council's Auckland Council. Long-Term Council Community Plan for the fifteen years commencing 1 July 2009 Section 29 (1) of the Local Government (Tamaki Makaurau Reorganisation) Act 2009 requires existing Auckland Councils to continue to perform their role as local The Auditor-General is the auditor of North Shore City Council (the City Council). The authorities during the transition period. Auditor-General has appointed me, John Scott, using the staff and resources of Audit New Zealand, to report on the Long Term Council Community Plan (LTCCP), on his Although the City Council will be dissolved after 31 October 2010, the LTCCP of the behalf. City Council will continue in force beyond that date and is therefore of ongoing relevance to the community it currently governs. After that date the LTCCP of the City The Auditor-General is required by section 94(1) of the Local Government Act 2002 Council will be integrated into the new governing structure, subject to the decisions (the Act) to report on: of the ATA and the LGC. For this reason, the LTCCP for the City Council has been developed on a going concern basis. ➾ the extent to which the LTCCP complies with the requirements of the Act; Opinion ➾ the quality of information and assumptions underlying the forecast information Overall Opinion provided in the LTCCP; and In our opinion the LTCCP of City Council incorporating volumes 1 to 5 dated ➾ the extent to which the forecast information and performance measures will 30 June 2009 provides a reasonable basis for long-term integrated decision- provide an appropriate framework for the meaningful assessment of the actual making by the City Council in the transition period to 31 October 2010, and levels of service provision. by the Auckland Council thereafter, and for participation in decision-making by the public and subsequent accountability to the community about the It is not our responsibility to express an opinion on the merits of any policy content activities of the City Council until 30 October 2010, and the Auckland Council within the LTCCP. thereafter.

The use of information contained in this LTCCP In forming our overall opinion, we considered the specific matters outlined in section The Government decided to dissolve this City Council and the other existing local 94(1) of the Act which is set out below. authorities that govern the Auckland region (collectively the existing Auckland Councils) after 31 October 2010, and to establish a single unitary authority, the We also considered the uncertainty regarding future local government arrangements Auckland Council, to govern the entire Auckland region from 1 November 2010. The for the Auckland region and the potential impact of this uncertainty on the validity of Local Government (Tamaki Makaurau Reorganisation) Act 2009, enacted in May 2009, key assumptions used by the City Council in preparing the LTCCP. provides for the transition to new local government arrangements.

The Auckland Transition Agency (ATA) has been established to facilitate the transition and to enable the Auckland Council to operate on and from its establishment on 1 November 2010. This will involve developing the Auckland Council's structure and operational arrangements and determining how the systems, plans and policies of this

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 39 Opinion on Specific Matters Required by the Act arrangements and determining how the systems, plans and policies of this Council and other existing Auckland Councils and local government organisations will be In our view: linked to, and integrated within, that structure is uncertain at this stage. It is not currently known to what extent the future decisions of the ATA and the Auckland ➾ the City Council has complied with the requirements of the Act in all Council may affect the forecast information within this LTCCP, by giving rise to: material respects demonstrating good practice for a council of its size and scale within the context of its environment; ➾ any additional costs of reorganisation and reorganisation savings;

➾ the underlying information and assumptions used to prepare the LTCCP ➾ the transfer of assets and liabilities into or out of the City Council; and provide a reasonable and supportable basis for the preparation of the forecast information; and ➾ the revision of the City Council's existing funding policies.

➾ the extent to which the forecast information and performance measures Also, it is not currently known how the LGC may determine the boundaries for the within the LTCCP provide an appropriate framework for the meaningful Auckland Council and the extent to which any boundary changes may affect the assessment of the actual levels of service provision, reflects good practice forecasts included within this LTCCP. for a Council of its size and scale within the context of its environment. We consider the disclosures made by the City Council on page 7 of Module 1 Disclosures of the uncertainty arising from new local government arrangements for the regarding the uncertainty about the key assumptions affected by the uncertainty Auckland region. arising from new local government arrangements for the Auckland region to be adequate. In forming our unqualified opinion, we considered: The validity of key assumptions used by the City Council to prepare the LTCCP ➾ the effect of the requirement that the ATA must confirm the LTCCP before it is depends on the future decisions of ATA, the Auckland Council and the LGC, and the implemented; and LTCCP is subject to change based on these future decisions. It is not practical for us to quantify the potential effect of the resolution of this uncertainty on the forecast ➾ the City Council's disclosures regarding the potential impact of the uncertainty information within the LTCCP. about the new local government arrangements for the Auckland region on key assumptions used by the City Council to prepare the LTCCP. Actual results are likely to be different from the forecast information since anticipated events frequently do not occur as expected and the variation may be material. The Council must obtain confirmation from ATA before implementing the LTCCP Accordingly, we express no opinion as to whether the forecasts will be achieved. Our report was completed on 30 June 2009, and is the date at which our opinion is Section 31 of the Local Government (Tamaki Makaurau Reorganisation) Act 2009 expressed. requires existing Auckland Councils to get written confirmation from the ATA before implementing certain decisions, including a decision to adopt or amend a LTCCP. The basis of the opinion is explained below. In addition, we outline the responsibilities of the City Council and the Auditor, and explain our independence. The City Council obtained written confirmation from the ATA on 29 June 2009. Basis of Opinion The Council's disclosures about the potential impact of the uncertainty on key We carried out the audit in accordance with the International Standard on Assurance assumptions used to prepare the LTCCP Engagements 3000: Assurance Engagements Other Than Audits or Reviews of Historical Financial Information and the Auditor-General's Auditing Standards, which The assumptions used to prepare the LTCCP are based on the cumulative decisions and incorporate the New Zealand Auditing Standards. We have examined the forecast the best information currently available to the Council. financial information in accordance with the International Standard on Assurance However, the outcome of the decisions of the ATA, and subsequently the Auckland Engagements 3400: The Examination of Prospective Financial Information. Council, when developing the Auckland Council's structure and operational

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 40 We planned and performed our audit to obtain all the information and explanations We do not guarantee complete accuracy of the information in the LTCCP. Our we considered necessary to obtain reasonable assurance that the LTCCP does not procedures included examining on a test basis, evidence supporting assumptions, contain material misstatements. If we had found material misstatements that were not amounts and other disclosures in the LTCCP and determining compliance with the corrected, we would have referred to them in our opinion. requirements of the Act. We evaluated the overall adequacy of the presentation of information. We obtained all the information and explanations we required to support Our audit procedures included assessing whether: our opinion above.

➾ the LTCCP provides the community with sufficient and balanced information about Responsibilities of the Council and the Auditor the strategic and other key issues, choices and implications it faces to provide an The City Council is responsible for preparing a LTCCP under the Act, by applying the opportunity for participation by the public in decision making processes; City Council's assumptions and presenting the financial information in accordance with generally accepted accounting practice in New Zealand. The City Council's ➾ the City Council's financial strategy, supported by financial policies as included in responsibilities arise from section 93 of the Act. The Council must get written the LTCCP is financially prudent, and has been clearly communicated to the confirmation from the ATA before implementing the decision to adopt the LTCCP, in community in the LTCCP; accordance with section 31 of the Local Government (Tamaki Makaurau Reorganisation) Act 2009. ➾ the presentation of the LTCCP complies with the legislative requirements of the Act; We are responsible for expressing an independent opinion on the LTCCP and reporting that opinion to you. This responsibility arises from section 15 of the Public ➾ the decision-making and consultation processes underlying the development of Audit Act 2001 and section 94(1) of the Act. the LTCCP are compliant with the decision-making and consultation requirements of the Act; Independence When reporting on the LTCCP we followed the independence requirements of the ➾ the information in the LTCCP is based on materially complete and reliable asset or Auditor-General, which incorporate the independence requirements of the Institute of activity management information;"the agreed levels of service are fairly reflected Chartered Accountants of New Zealand. throughout the LTCCP; "the key plans and policies adopted by the City Council have been consistently applied in the development of the forecast information; Other than this report and in conducting the audit of the Statement of Proposal for adoption of the LTCCP and the annual audit, we have no relationship with or interests ➾ the assumptions set out within the LTCCP are based on best information currently in the City Council. available to the City Council and provide a reasonable and supportable basis for

the preparation of the forecast information;

➾ the forecast information has been properly prepared on the basis of the underlying information and the assumptions adopted and the financial information complies with generally accepted accounting practice in New Zealand; "the rationale for the activities is clearly presented; John Scott ➾ the levels of service and performance measures are reasonable estimates and Audit New Zealand reflect the key aspects of the City Council's service delivery and performance; and On behalf of the Auditor-General Auckland, New Zealand ➾ the relationship of the levels of service, performance measures and forecast financial information has been adequately explained within the LTCCP.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 41 Matters Relating to the Electronic Presentation of the Audited Long-term Council Community Plan

This audit report relates to the Long Term Council Community Plan of North Shore City Council for the ten years commencing 1 July 2009 included on the City Council's website. North Shore City Council is responsible for the maintenance and integrity of the City Council's website. We have not been engaged to report on the integrity of North Shore City Council's website. We accept no responsibility for any changes that may have occurred to the Long Term Council Community Plan since they were initially presented on the website.

The audit report refers only to the Long Term Council Community Plan named above. It does not provide an opinion on any other information which may have been hyperlinked to or from the Long Term Council Community Plan. If readers of this report are concerned with the inherent risks arising from electronic data communication they should refer to the published hard copy of the audited Long Term Council Community Plan as well as the related audit report dated 30 June 2009 to confirm the information included in the audited Long Term Council Community Plan presented on this website.

Legislation in New Zealand governing the preparation and dissemination of financial information may differ from legislation in other jurisdictions.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 42 Directory MAYOR AND COUNCILLORS

Back row: Dianne Hale; Ken McKay; Kevin Schwass; Lisa Whyte; Callum Blair Middle row: Joy Brett; Grant Gillon; Jan O’Connor; Vivienne Keohane; Chris Darby; Margaret Miles Front Row: Tony Holman; Julia Parfitt (Deputy Mayor); Andrew Williams (Mayor); Heather Brown; Ann Hartley

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 43 MAYOR Andrew Williams

DEPUTY MAYOR Julia Parfitt

COMMUNITY THE COUNCIL BOARDS

COMMUNITY STRATEGY & INFRASTRUCTURE CONTRACT CITY PLAN REGULATORY SERVICES & PARKS FINANCE & ENVIRONMENT MANAGEMENT HEARINGS COMMITTEE COMMITTEE COMMITTEE COMMITTEE COMMITTEE COMMITTEE

Chairperson Chairperson Chairperson Chairperson Chairperson Chairperson

Tony Holman Grant Gillon Ken McKay Callum Blair Julia Parfitt Andrew Williams

Deputy Deputy Deputy Deputy Deputy Deputy

Joy Brett Kevin Schwass Vivienne Keohane Jan O’Connor Heather Brown Julia Parfitt

Members Members Members Members Members Members

Callum Blair Callum Blair Callum Blair Joy Brett Grant Gillon Callum Blair Heather Brown Joy Brett Joy Brett Heather Brown Dianne Hale Joy Brett Chris Darby Heather Brown Heather Brown Chris Darby Tony Holman Heather Brown Grant Gillon Chris Darby Chris Darby Grant Gillon Kevin Schwass Chris Darby Dianne Hale Dianne Hale Grant Gillon Dianne Hale Andrew Williams Grant Gillon Ann Hartley Ann Hartley Dianne Hale Ann Hartley Dianne Hale Vivienne Keohane Tony Holman Ann Hartley Tony Holman Ann Hartley Ken McKay Vivienne Keohane Tony Holman Vivienne Keohane Tony Holman Margaret Miles Ken McKay Margaret Miles Ken McKay Vivienne Keohane Jan O’Connor Margaret Miles Jan O’Connor Margaret Miles Ken McKay Julia Parfitt Jan O’Connor Julia Parfitt Julia Parfitt Margaret Miles Kevin Schwass Julia Parfitt Kevin Schwass Kevin Schwass Jan O’Connor Lisa Whyte Lisa Whyte Lisa Whyte Lisa Whyte Kevin Schwass Andrew Williams Andrew Williams Andrew Williams Andrew Williams Lisa Whyte

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 44 Mayor and Councillors

Mayor Birkenhead/Northcote Mr Andrew Williams, JP ...... 486 8687 Miss Paula Gillon...... 480 1835 Mrs Ann Hartley, JP...... 483 7572 Deputy Mayor Mr Tony Holman, QSO ...... 418 1057 Mrs Lindsay Waugh (Deputy Chairperson) ...... 418 1620 Mrs Julia Parfitt, JP ...... 478 8971 Mrs Lucy Whineray ...... 480 9458 Mrs Jennifer Yorke, JP (Chairperson) ...... 483 5043 Central Ward Mr Chris Darby ...... 446 0504 Devonport Mrs Dianne Hale, QSO, JP ...... 445 0455 Mr Roger Brittenden ...... 445 3868 Mr Ken McKay, QSM, JP...... 488 0468 Mr Mike Cohen QSM (Chairperson) ...... 445 9914 Mrs Jan O’Connor ...... 486 4499 Mr Chris Darby ...... 446 0504 Mr Kevin Schwass ...... 486 3100 Mrs Dianne Hale, QSO, JP ...... 445 0455 Mrs Jan Holmes (Deputy Chairperson) ...... 445 2763 Harbour Ward Mr Tim McBride ...... 446 6080 Mrs Heather Brown ...... 479 9343 Mr Grant Gillon...... 480 1835 East Coast Bays Mrs Ann Hartley, JP ...... 483 7572 Mrs Joy Brett, JP ...... 478 5285 Mr Tony Holman, QSO...... 418 1057 Mrs Sally Cargill ...... 441 4677 Mrs Vivienne Keohane ...... 444 7694 Mr David Cooper (Chairperson) ...... 479 8017 Mrs Julia Parfitt, JP ...... 478 8971 Northern Ward Mr Dan White ...... 473 2208 Mr Callum Blair ...... 478 9913 Mr Peter White (Deputy Chairperson) ...... 479 4887 Mrs Joy Brett, JP ...... 478 5285 Mrs Margaret Miles, JP ...... 413 9734 Glenfield Mrs Julia Parfitt, JP ...... 478 8971 Mrs Heather Brown...... 479 9343 Mrs Lisa Whyte ...... 413 7389 Mr John Gillon (Chairperson) ...... 443 1683 Mr Nick Kearney ...... 483 2378 Mrs Vivienne Keohane ...... 444 7694 Mr Chris Marshall (Deputy Chairperson) ...... 443 7753 Mr David Thornton ...... 443 6771 Community Board Members Takapuna Albany Mr John Crews ...... 410 8651 Mr Malcolm Black...... 413 9415 Mrs Fay Freeman, ONZM, JP (Deputy Chairperson) ...... 489 1181 Mr Callum Blair ...... 478 9913 Mr Martin Lawes, JP (Chairperson) ...... 444 9691 Mr Laurie Conder ...... 444 4718 Mr Ken McKay, QSM, JP ...... 488 0468 Mr John McLean (Chairperson)...... 479 1856 Mr Kevin Schwass ...... 486 3100 Mr Andy Riley (Deputy Chairperson) ...... 413 8299 Mr Michael Sheehy ...... 445 1461 Mrs Margaret Miles, JP ...... 413 9734

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 45 Senior Management

CHIEF EXECUTIVE John Brockies

CHIEF GM GM GM GM GM FINANCIAL CUSTOMER AND STRATEGY & INFRASTRUCTURE COMMUNITY ENVIRONMENTAL OFFICER INFORMATION POLICY SERVICES SERVICES SERVICES SERVICES Dale Lott Tony Rogers Ann Prendergast Geoff Mason Lorretta Burnett Alison Geddes

Responsibilities Responsibilities Responsibilities Responsibilities Responsibilities Responsibilities

Human Resources Information services Land use planning Transport services Cemeteries Building Consents Revenue Records District Plan processes Roading & Traffic Housing for Older People Resource Consents Finance Archives Environmental monitoring Civic and Commercial Services Leisure Services Compliance and Monitoring Risk Management Programme Management Asset Management co-ordination Project Services Libraries Health Inspections Property Management Actionline City development strategy Traffic Safety and Enforcement Parks Dog control Procurement Communications Development Contributions Water Supply Community Partnerships Bylaws Corporate Sustainability and Marketing Economic Development Wastewater and Programmes Liquor Licensing Democracy Services Customer service City Plan Stormwater Grants Environmental Sustainability Frontline Customer Services Waste minimisation Civil Defence Events City Promotion Tourism

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 46 Area Offices Actionline

Role and purpose A 24-hour, seven days a week customer service was established by North Shore City in mid-1992 to provide around-the-clock service and rapid response to urgent problems. The council has six area offices. Called Actionline, the service is run by a team of skilled customer service A full range of the council’s services is capable of being accessed from any of these representatives linked by computer and radio telephone to staff and contractors who offices, with one office located in each of the community board areas. They are an respond rapidly to problems ranging from flooding to noisy parties. They can also important link with the council’s customers and enable the community boards to answer questions on opening hours, rubbish collection days, and more. function by providing information, administrative support and professional advice. Recent enhancements include improved telephone service with 84 per cent of calls Customer services managers are responsible for running the offices. They work co- answered within 20 seconds. More questions can be answered by the first person to operatively with managers of specific assets, like parks and roading, to ensure that the answer the telephone. council’s services meet the community’s needs. Actionline receives an average of 3000 calls each day of which 700 require specific Each area office regularly monitors the use of services. Customers are surveyed to action to be taken. Most of these calls are about water leaks, sewage overflows, identify their satisfaction with the quality of service and to assess areas for roadworks, rubbish collections, traffic signal failures or neighbour-related problems improvement ranging from barking dogs to smoky incinerators.

At each area office residents can: For less urgent problems the council has a telegram-style, pre-paid postage card called Actiongram which is available from all council area offices, libraries and leisure ➾ obtain information about the consent process centres. Actiongram provides residents with the opportunity to freepost, fax or hand ➾ obtain application forms relating to development issues deliver their requests for non-urgent service. ➾ obtain information on the progress of local works, e.g. road works, mowing berms ➾ find out who to contact about council works, activities and programmes including stormwater, wastewater, roading and traffic control, waste management , parks and community events ➾ pay for all council-related fees (except for consents which should be paid at 521 Lake Road, Takapuna) ➾ register dogs ➾ make reservations for council-owned recreation facilities including halls, parks and reserves, and apply to have a road closed for a special event ➾ apply for water meters ➾ access the council’s Geographical Information System (GIS) and Property Information Register (PIR)

Note: The council has centralised its resource and building consent services, and its advisory services, at one office at 521 Lake Road, Takapuna.

North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 47 North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 48 North Shore City Council City Plan 2009-2024 - Module 1 - Summary Page 49